SUSTAINABLE 
DEVELOPMENT 
AND 
CORPORATE 
RESPONSIBILITY 
REPORT
EXTRACT 
FROM 
2021 
UNIVERSAL 
REGISTRATION 
DOCUMENT

7 
STATEMENT OF NON-FINANCIAL 
PERFORMANCE 
7.1 
A COMMITTED GROUP
4 
7.1.1 
CSR at M6 Group 
4
7.1.2 
Stakeholders at the heart of the new 
CSR roadmap 
10
7.1.3 
An ethical responsibility issue 
16
7.2 
SOCIAL COMMITMENT
20 
7.2.1 
Serving the public through the Foundation 
20
7.2.2 
Representing diversity in programmes 
25
7.2.3 
Supporting sensitive audiences, including 
7.4 
ENVIRONMENTAL COMMITMENT  47 
7.4.1 
Limiting the carbon footprint of operations 
47 
7.4.2 
Promoting digital sobriety 
53 
7.5 
REPORTING
55 
7.5.1 
7.5.2 
57 
7.5.3 
Methodology note regarding non-financial 
reporting                                                              55 
Priority indicators 
European green taxonomy 
58 
7.3.1 
Committed to employees 
32
7.3.2 
Promoting diversity and equal opportunities 
within the Group 
34
7.3.3 
Developing employee skillsets 
38
7.3.4 
Ensuring good working conditions 
39
7.3.5 
Maintaining the Group’s appeal 
43
 
THIRD-PARTY BODY ON THE 
CONSOLIDATED STATEMENT       61 
OF NON-FINANCIAL 
PERFORMANCE 
young people 
7.2.4     Raising public awareness 
26
29 
7.6 CROSS-REFERENCE TABLE 
60 
7.3 CORPORATE COMMITMENT 
32 
7.7 REPORT BY THE INDEPENDENT

STATEMENT OF NON-FINANCIAL PERFORMANCE 
A committed group 
7.1 
A COMMITTED GROUP 
7.1.1 
CSR at M6 Group 
7.1.1.1 M6 GROUP BUSINESS MODEL 
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M6 Group’s Business Model (within the meaning of Decree 
n° 2017-1265 of 9 August 2017 enacted to implement Order 
n° 2017-1180 of 19 July 2017 relating to the publication of non-
financial information by certain major companies and certain 
groups of companies) presents an overview of the components 
of this value chain, and sources of revenue and growth for the 
Group. 
It includes both financial and non-financial performance, and is 
intended to provide an understanding of M6’s medium- to long-
term strategy and overall performance. The Group’s strategy is 
detailed in Sections 1.3 and 1.4 of this document. Key non-
financial figures are presented in the Integrated Report. 
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To present its business model, the Group has taken the 
integrated reporting analysis framework of the International 
Integrated Reporting Council (IIRC) as its reference: 
●In accordance with the options offered by the reporting
reference framework adopted, M6 presents the resources
used in 3 forms:
- Human and intellectual resources. Employees hold a
privileged position within the value chain. Training and
skills development are therefore essential resources for
M6, which also relies on the expertise of teams and the
intellectual property of formats and brands, as well and an
extensive catalogue of audiovisual rights.
- Financial and industrial resources, which are the capital
invested by shareholders as well as the profits generated
over the years and reinvested in the development of M6
Group. M6 Group also uses buildings, studios, warehouses,
facilities, etc. to create value.
- Corporate, social and environmental resources, which are
simultaneously the natural resources utilised (electricity,
paper, etc.) as well as M6 Group’s commitments to
society, the relationships between the Group’s brands,
viewers, listeners, etc.
●For each of the Group’s business cycles (which are grouped
into 4 segments of financial information), there are
corresponding values created by M6 (audiovisual content,
channels, etc.) that form the basis of financial and non-
financial performance.
7.1.1.2 CSR CHALLENGES 
Faced with various corporate, social and environmental 
challenges, M6 Group has been pursuing an active CSR policy for 
many years and clearly states its commitments to all its 
partners: it has developed a CSR policy structured around four 
priorities, directly related to its activities: 
●Respect for the public and responsibility towards society:
since the Group’s activity is primarily intangible and cultural,
the societal impact is the unifying thread of its commitment.
Through its programmes, the Group actually enters into
peoples’ homes and therefore respect for viewers must be at
the heart of what it does.
●Talent management: the Group firmly believes that its
employees are the cornerstone of its success. It is for this
reason that the Human Resources Department places
employee selection and subsequent loyalty building at the
heart of its concerns, and endeavours to promote employee
development in all aspects of their professional life.
●Non-discrimination: taking diversity into account is a key
concern for the Group, both in relation to audiovisual
content and the audience it addresses. This is reflected
notably by a cross-organisational and acknowledged
commitment to promote equality and better representation
of women and minorities in the media.
●Lastly, the Group’s stakeholders are the source of the funds
made available to the Company, and benefit from the value
created: authors and creators, viewers and listeners,
internet users and audiences, as well as employees and
suppliers, rights holders and advertisers, customers and
investors, consumers and shareholders, etc. These M6 Group
stakeholders are numerous and can be classified according to
the types below:
- Employees, the company’s leading “talents”,
- Viewers and listeners, for whom the channels and
programmes are intended,
- Producers, who supply the Group, particularly with
audiovisual content,
- 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),
- Shareholders, whose invested capital allows M6 Group to
operate, who vote in General Meetings and receive
dividends,
-
Distributors who include our channels and services in their
distribution packages
- Advertisers who benefit from the commercial breaks made
available to them.
●The environment: the Group is mindful that preserving natural
resources and combatting climate change are key challenges for
the 21st century, The Group is therefore involved in protecting
the environment by monitoring its own consumption and taking
action both in relation to recycling and raising public awareness
regarding climate change.
Conversely, due to the very nature of its activity, combatting
food waste, promoting animal welfare, and making responsible,
equitable and sustainable food choices do not represent priority
areas for the Group’s CSR policy. Nevertheless, mindful of their
importance, it takes action in this regard and regularly deals
with these issues in the news programming on its channels.
During the meeting of 18 November 2019, the members of the 
Executive Board formally established the list of key CSR 
challenges for M6 Group. Closely related to its performance, and 
creators of long-term value, they represent the cornerstone of 
its CSR policy. The twelve challenges have been ranked by order 
of importance and include the M6 Group Corporate Foundation, 
which symbolises its social purpose. 
This list of priorities is not set in stone and will evolve over time. 
The Engagement Department conducted a materiality exercise 
in 2021 to update the Group’s main CSR challenges and establish 
its CSR strategy from the 2022 financial year onwards. The 
results of this materiality study are detailed below. 
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7.1.1.3 RISK DESCRIPTION 
The 
analysis of these 
challenges, 
and the 
resultant 
opportunities and risks, enables their financial, corporate and 
environmental impacts on M6 Group to be anticipated, and 
practical operational responses to be made. 
The main points raised by this analysis have been incorporated 
into the process to develop the risk matrix, as detailed in 
Paragraph 2.2 of this Universal Registration Document. The risks 
associated with the key challenges detailed above are therefore 
restated in the description of the risk factors (in Section 2), as 
explained in the correlation table below. 
2021 CSR challenges 
Associated risks 
Sections 
1. Meeting ethical and contractual
obligations
Risk related to broadcasting licences 
2.1.3.1 / 7.1.3 
2. Promoting greater access to
programmes
Risk related to a decline in audience ratings 2.1.1.1 / 7.2.3 
3. Representing diversity in
Risk related to a decline in audience ratings 2.1.1.1 / 7.2.2 
programmes
Risk related to broadcasting licences 
2.1.3.1 / 7.2.2 
4. Guaranteeing editorial independence
and
Risk related to a decline in audience ratings 2.1.1.1 / 7.1.3 
respect for ethics in news
programmes
Risk related to broadcasting licences 
2.1.3.1 / 7.1.3 
5.Supporting and protecting young people
Risk related to a decline in audience ratings 2.1.1.1 / 7.2.3 
in the media
Risk related to broadcasting licences 
2.1.3.1 / 7.2.3 
6. Getting involved in a major social cause Risk related to a decline in audience ratings 2.1.1.1 / 7.2.1 
Risk related to broadcasting licences 
2.1.3.1 / 7.1.2 
7. Developing balanced and transparent
relations with stakeholders
Risk of an increase in programme costs 
2.1.1.2 / 7.1.2 
2.1.3.2 / 7.1.2 
Risk related to legislative and/or regulatory 
changes 
Risk related to a decline in audience ratings 2.1.1.1 / 7.3.1 - 7.3.4 - 7.3.5 
8. Retaining talent
Risk of an increase in 
2.1.1.2 / 7.3.1 - 7.3.4 - 7.3.5 
programme costs 
9. Developing employee skillsets
Risk of an increase in programme costs 
2.1.1.2 / 7.3.3 
10. Promoting diversity and gender parity
within the Company
Risk related to broadcasting licences 
2.1.3.1 / 7.3.2 
11. Controlling and reducing energy
consumption
Risk related to sensitivity to the economic 
climate 
2.1.1.3 / 7.4.1 
12. Raising public awareness of
environmental issues
Risk related to a decline in audience ratings 2.1.1.1 / 7.2.4 
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7.1.1.4 KEY MEASURES AND PRIORITY INDICATORS 
For each of the challenges, M6 Group has identified a priority lever, “the key action”, and has linked it to a priority indicator to 
monitor the implementation of its action plan: 
The actions taken in 2021 are detailed within this chapter. A cross-reference table available at the end of this chapter provides a link 
between the text and figures published in this document and the information listed in Article R. 225-105-1 of the French Commercial 
Code. 
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7.1.1.5 CSR GOVERNANCE 
Fit-for-purpose governance structure 
M6 Group corporate governance principles are governed by all 
the standards and laws applicable in France. Since 2000, 
Métropole Télévision has been a limited liability company with 
an Executive Board and a Supervisory Board, which offers a clear 
separation between Group operational management and the 
supervision of that management (see Section 3. Corporate 
Governance of this document). 
In addition, the organisation of corporate governance is 
repeated in the Articles of Association, in accordance with 
French legislation and the agreement concluded by M6 Group 
with the CSA. 
As such, within the framework of the provisions of Article 39 of 
the Law of 30 September 1986, no natural person or legal entity, 
acting alone or in concert, may directly or indirectly hold more 
than 49% of the share capital or voting rights of a company 
holding a broadcasting licence for a national terrestrial free-to-
air television service. 
Lastly, within M6 Group, there is an internal control 
mechanism aimed at ensuring: 
●compliance with laws and regulations,
●application of the instructions and guidelines set by the
General Management or the Executive Board,
●the proper functioning of the Company’s internal
procedures, especially those contributing to the protection
of its assets,
●the reliability of financial information,
●and generally, contribute to control and efficiency of
operations and the efficient use of resources.
By helping to prevent and control the risks of not achieving the 
objectives that the Company has set itself, the internal control 
mechanism plays a key role in the management and 
coordination of its different activities. 
This mechanism is detailed in the section dedicated to risks in 
this Universal Registration Document (chapter 2.1). 
Engagement Department 
Since its creation, M6 Group has always accepted the 
responsibility and societal role incumbent upon it as a media 
company, through the initiatives of its channels, within its 
organisation or through its foundation. In order to embody, 
oversee and better coordinate its CSR policy, in late 2020 M6 
Group announced the creation of an Engagement Department. 
Its purpose is to develop an overall CSR strategy that addresses 
the economic and social challenges of M6 Group. It will support 
the various operational departments to guide them in the 
implementation of this CSR strategy. 
The CSR strategy is rolled out across four elements: 
●Social mission, notably by continuing to develop the M6
Foundation and the disability mission, and also by taking
action to address social issues that are related to the Group’s
“core business”;
●Corporate mission, by supporting the action taken within the
Group relating to, in particular, diversity, inclusion and
disability, as well as quality of life at work for employees;
●Environmental mission, by overseeing all the measures that
contribute to a sustainable and more environmentally
friendly economy (energy savings, recycling, production of
programmes, staff relocation, etc.).
●Economic mission, by strengthening links with all its partners
in order to align shared practices with sustainable
development principles.
CSR Committee on the Supervisory Board 
At its meeting of 16 February 2021, M6 Group’s Supervisory 
Board decided to create a CSR Committee, comprised of Sophie 
de Bourgues (member representing employees), Marie Cheval 
(independent member), Elmar Heggen (Board Chairman) and 
Mouna Sepehri (independent member). 
The Committee’s duties are as follows: 
●To examine the commitments and positioning of the
Company’s policy in terms of corporate, environmental and
social responsibility, their coherence with the expectations
of stakeholders, to monitor the policy’s roll-out and more
broadly to ensure that matters that come under CSR are
taken into consideration in the Company’s strategy and its
implementation,
●To examine draft reports by the Company relating to
governance and CSR, and broadly speaking to ensure the
establishment of all information required by applicable
legislation in this regard,
●To ensure the introduction of regular contact with
shareholders on issues of corporate governance and CSR and
to determine the procedure thereof, while ensuring the
principles 
of 
shareholder 
equality 
and 
collective
responsibility amongst the Board are not undermined,
●To identify and discuss emerging trends in the field of
governance and CSR, and to ensure that the Company is best
prepared for these trends in relation to challenges specific
to its activity and objectives.
The Committee met once in 2021. Its work included: 
●The Group’s key CSR initiatives in 2021;
●Consultation with the Group’s stakeholders to identify its
strategic CSR challenges;
●The Group’s CSR action plan for 2022;
●European green taxonomy and the new transparency
requirements.
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7.1.2 
Stakeholders at the heart of the new CSR roadmap 
7.1.2.1 MAPPING OF STAKEHOLDERS 
Viewers and listeners 
In order to reply to viewer queries, M6 Group has a dedicated 
service. 
In 2021, this website, “etvous.m6.fr”, dedicated to viewers, 
recorded 0.5 million unique visitors (vs. 1.3 million in 2020) and 
1.1 million pages viewed. 
8,598 viewer queries were processed in 2021 (vs. 6,335 in 2020). 
Advertisers 
Today, the primary challenge for a media group is to encourage 
innovation in order to adapt to technological developments and 
changes in viewing habits and the use of its services. These 
developments have led the Group to widen the distribution and 
availability of its content over the past few years, necessitating 
investment in both networks and digitalisation as well as 
ascertaining the existence and development of a viable business 
model for these new uses. 
Relations with advertisers and sales houses are governed by the Law of 29 January 1993, which came into force on 31 March, the 
so-called "Loi Sapin", which guarantees a completely transparent advertising market. 
Producers 
Relations with programme producers are set out by multi-year 
contracts involving significant volumes as regards US studios 
(films, series), that ensure the smooth exchange of content. In 
addition, M6 Group plays a major role in creating French and 
European audiovisual and cinematic works, by dedicating a 
significant part of its advertising revenue to numerous co-
productions and by reserving part of its investments for 
independent producers. 
More generally, M6 Group is pursuing a policy that aims to 
develop sustainable and balanced relations with its suppliers 
and sub-contractors: for all of its purchases, M6 follows an 
approach that aims to take into account not only economic 
factors but also social, corporate and environmental factors. 
The Legal Department works to ensure that suppliers comply 
with all provisions relating to intellectual property, press and 
publicity rights, that they pay due attention to ethical aspects 
and 
are 
committed 
to 
meeting 
safety 
and 
security 
requirements. 
This policy is used by the purchasing divisions of the various 
entities and subsidiaries of the Group. 
 
By way of illustration, the Group’s Production and Legal 
Departments have introduced into pre-purchasing contracts for 
animated programmes a clause requiring the supplier to comply 
with International Labour Organisation conventions, in 
particular those relating to forced labour and child labour. 
Should the contractor fail to comply with any of these provisions 
whatsoever, M6 will be entitled to request the automatic 
termination of the contract. 
 
Similarly, as part of its major purchasing of services or products, 
SND, the Group subsidiary responsible for the distribution of 
audiovisual rights, is very mindful of the environmental and 
corporate commitments undertaken by its suppliers. The 
measures taken by each provider such as the recycling of waste, 
use of CAT (centres providing sheltered employment), equal pay 
for men and women, compliance with competition rules, etc. 
are also transmitted to SND and taken into account in the choice 
of suppliers during tendering. 
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Lastly, on DTT, M6 Group’s channels are aired thanks to a 
network of 1,626 broadcast sites, whose operation is 
guaranteed by various broadcasters, following invitation to 
tender.  
During procedures to award these sites, and given the high 
levels of electrical power required for the operation of the 
network, M6 Group encourages broadcasters to give priority to 
solutions offering the best energy efficiency. 
Shareholders 
M6 Group places strong emphasis on financial communication in 
order to deliver exact, precise and fair information to all 
shareholders, in accordance with applicable French standards 
and regulations. 
Seeking to be attentive to the financial community and its 
shareholders in this matter, the Group set up information 
formats for individual and institutional shareholders, via a 
website dedicated to finances in both French and English: 
(www.groupem6.fr/rubrique Finance). 
Shareholders may contact the Company using the dedicated e-
mail address: actionnaires@m6.fr. 
The information policy regarding shareholders and the financial 
community is detailed in Section 4.4 of this document. 
Shareholders are particularly invited each year to attend or be 
represented at the Group’s General Meeting. Outside the 
exceptional circumstances related to the pandemic, they are 
also regularly invited to visit sets and control rooms, and to 
watch filming of television news programmes. 
In addition, M6 Group regularly responds to questionnaires from 
non-financial rating agencies and maintains direct relations 
with socially responsible investors (SRIs) who can therefore 
underpin their assessments on the basis of in-depth discussions 
held in full transparency. 
In 2021 and for the 9th consecutive year, M6 shares were 
selected in the composition of the Gaïa index comprising the 70 
securities posting the best 2020 performances. This index, 
established by Ethifinance, is dedicated to French mid caps and 
focuses on non-financial data. 
This index measures the depth of involvement of the companies 
assessed in challenges related to sustainable development, 
corporate responsibility, governance and relationships with 
external stakeholders. The rating is calculated according to 170 
criteria of which 34 in particular cover the environment, 43 
corporate aspects, 58 governance and 23 external stakeholders. 
Considered to be a benchmark database in the world of SRI 
(Socially Responsible Investments), the Gaïa Research index 
enables management and analysts to discover the most 
responsible companies and to integrate non-financial concerns 
into their analysis processes and investment decisions. 
M6’s score (out of 100) increased significantly in 2021, from 73 
for the 2019 data to 78 for the 2020 data. 
Public authorities and market regulators 
Responsibility for M6 Group's institutional relations rests with the Corporate Affairs Department where a dedicated team is in constant 
dialogue with the various stakeholders and regulators. The Group maintains statutory links with all relevant regulatory bodies and 
government institutions. 
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7.1.2.2 CONSULTATION WITH STAKEHOLDERS 
As part of a process of joint preparation of its social and 
environmental commitment policy, M6 Group carried out a 
consultation with its stakeholders in 2021 to identify its priority 
CSR challenges. This is a structuring exercise and an essential 
step in building a policy consistent with the Group's operations 
and the expectations of third parties with whom it interacts.  
Conducted in collaboration with a consultancy firm specialising 
in CSR strategy and change management, the stakeholder 
consultation took place in two main phases: a contextual 
analysis phase to identify CSR challenges relevant to the media 
and audiovisual sector, followed by quantitative studies and 
interviews with the Group's internal and external stakeholders. 
Contextual analysis and identification of CSR challenges 
Based on a review of industry benchmarks (GRI Media, 
sustainable accounting standards boards, guidelines on “CSR in 
the media industry” produced by ORSE and the CSR Media 
Forum, BC-9001), a benchmark of the Group’s direct 
competitors and an in-depth analysis of sectoral trends, 
24 CSR challenges were identified.  
Divided into 4 core subjects (governance, corporate, social and 
environmental), these challenges reflect the key sectoral CSR 
topics, both in terms of the programmes broadcast, the 
relationship between a media outlet and its stakeholders or its 
role as an employer and the general conduct of operations. 
Identification and consultation of internal and external stakeholders 
Following the identification of CSR challenges specific to the 
media industry, internal and external stakeholders of M6 Group 
were selected to participate in the consultation. In addition to 
employees and a panel of the public, as many external 
stakeholders as internal stakeholders (mainly members of the 
governing bodies) expressed their views between April and July 
2021 on: 
●their perception of the engagement of the media industry in
general, and M6 group in particular
●their perception of the relevance of these CSR challenges for
M6 Group. To this end, they carried out a CSR rating exercise
to determine, on a scale of 1 to 4:
- the importance of each challenge for M6 Group, i.e. their
impact on the sustainability of operations
- M6 Group’s performance in relation to each challenge
The results of rating challenges were used to feed the 
materiality matrix of M6 Group (see materiality matrix). 
The stakeholders identified were interviewed as follows: 
Internally: 
●an online survey of all M6 Group employees
●qualitative interviews with management bodies (Executive
Committee, Management Committee and Executive Board)
A focus group made up of a dozen employees was also 
established to reflect on how the challenges identified as 
priorities should be addressed. 
Externally: 
●qualitative interviews with business partners (shareholders,
investors and directors, advertisers, distributors, producers),
institutional partners (public authorities and market
regulators) and social media influencers (representatives of
civil society with an informed opinion of a media group’s
activity)
●a representative panel of regular viewers and listeners of M6
Group’s channels conducted by Harris interactive. Given the
low visibility of audiences on the internal conduct of
operations, they were asked about a shortened list of 15
challenges.
The results of this stakeholder consultation were the starting 
point for M6 Group’s materiality matrix and its CSR action plan. 
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7.1.2.3 MATERIALITY MATRIX 
Materiality analysis is a method for prioritising a company’s CSR challenges by comparing, within a matrix, their significance as 
expressed by external stakeholders with that expressed by internal stakeholders. The objective is both to better understand the 
expectations of external stakeholders in relation to the Company, and to assess, through the perception of internal stakeholders, the 
potential impact of CSR challenges on the Company's activities. 
The scores reported in the materiality matrix correspond to the significance scores given by stakeholders during the consultation. 
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Methodology 
On a scale of 1 to 4, all challenges were rated above 2. This 
means that the stakeholders surveyed considered the 24 
challenges listed to be of significance for M6 Group. 
Nevertheless, in order to identify priorities, the materiality 
threshold was set at 3.1. As a result, 13 priority challenges stood 
out for their high level of significance, namely 
●Journalistic ethics
●Data confidentiality
●Diversity and equal opportunities
●Business ethics
●Representation of diversity in programmes
●Carbon footprint
●Protection of sensitive audiences
●Development of employee skillsets
●Health & safety at work
●Critical appropriation of media,
particularly with young people
●Advertising ethics
●Quality of life at work
●Social dialogue
In addition, a more detailed analysis of the major deviations 
revealed four challenges on which further work is needed: 
●carbon footprint
●digital sobriety
●diversity and equal opportunities
●critical appropriation of media
Three of these four challenges have already been prioritised by 
level of significance, with digital sobriety becoming the 
fourteenth priority challenge for M6 Group. 
M6 Group’s CSR action plan, which will be implemented in 2022, 
is based on these 14 priority challenges. As the Engagement 
Department is responsible for steering and coordinating the CSR 
policy, it will regularly monitor the progress of the work 
undertaken. However, as some challenges, in particular those 
related to ethics (journalism ethics, advertising ethics, business 
ethics), regulatory provisions relating to the media industry 
(data confidentiality, protection of sensitive audiences) and 
employee management (social dialogue, health & safety and 
quality of life at work) are already covered by other 
departments, they will not give rise to specific roadmaps in the 
CSR action plan. The Engagement Department also works with 
the Group’s other departments to help them gradually integrate 
CSR into their business practices. 
This materiality exercise was carried out during 2021, which is 
why the cross-referencing between these new challenges, 
Group risks and various indicators will take place during 2022. 
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7.1.2.4 NEW CSR ORIENTATIONS 
Throughout 2021, the CSR Steering Committee, made up of 
members of M6 Group’s management bodies, met regularly to 
contribute to and validate the various stages in the 
development of M6 Group’s CSR action plan. This action plan, 
consisting of 6 roadmaps, relies on the results of the materiality 
analysis and on the strengths of M6 Group to extend existing 
good practices to the whole Group. 
In addition, as a media and a company, M6 Group wants to 
achieve consistency between the messages conveyed on its 
channels and the actions carried out for the benefit of its 
employees. Each roadmap includes actions relating to the 
Group’s television and radio stations, and mobilises all 
employees through training, awareness-raising and changes to 
certain business practices. 
Through this CSR action plan, M6 Group is committed to the 
following priority areas for its audiences, partners and 
employees: 
●Carbon footprint
A company’s carbon footprint reflects the impact of all its 
activities on climate change. It measures the amount of 
greenhouse gases (mainly carbon dioxide or CO2) emitted by the 
company in the course of its activities. With this roadmap, M6 
Group is committed to reducing its carbon footprint and raising 
awareness of climate-related challenges among its employees. 
●Sustainable production
Sustainable production consists of rethinking certain production 
practices, from filming to post-production, to limit their 
environmental impact. This is an increasingly relevant topic, 
which is shaking up the whole industry. Through this roadmap, 
M6 Group wishes to be as close as possible to field practices to 
reconcile innovative production with environmental protection. 
●Digital sobriety
While meeting our needs, it is essential to adapt our daily digital 
usage, from the design of less energy-intensive websites and 
software, to the end-of-life of our electronic equipment. This is 
what we call digital sobriety. 6play, with its eco-stream mode, 
is already leading the way towards a more responsible digital 
world. Through this roadmap, M6 Group wishes to capitalise on 
its strengths and involve all its employees in this approach. 
●Anti-waste
As the name suggests, anti-waste means combatting all types of 
waste by reducing the amount of waste we produce and by 
giving a second life to our residual waste, by repurposing or 
recycling it. Anti-waste is part of a circular economy approach 
in which every waste product can be reused to reduce both the 
waste of resources and pollution. Through this roadmap, M6 
Group wishes to continue the efforts already made by improving 
the sorting and recycling of all its waste. 
●Media literacy
Media literacy consists in giving, especially to young people, the 
keys to understand, decipher and interact with news and the 
media world. In the age of mass media and social media, which 
are more susceptible to misinformation and fake news, the so-
called “traditional” media have a role to play in guiding young 
audiences. Gulli, M6 Group’s children’s channel, has been very 
active in this area for several years, particularly through the 
Press Week in schools. Through this roadmap, M6 Group wishes 
to put its editorial staff at the service of this commitment and 
reach a wider audience. 
●Equal opportunities
Social, ethnic, cultural or geographic origin, religious beliefs, 
gender identity, sexual orientation or disability should not 
restrict any person’s opportunities to access training, 
employment or responsibilities. Equal opportunities are about 
giving all people the same opportunities to develop. During the 
consultation, our stakeholders highlighted two priority topics: 
equal opportunities between women and men and social 
diversity. Through this roadmap, priority actions will be 
implemented in relation to these two topics. At the same time, 
M6 Group will maintain its commitment to people with 
disabilities, in particular through its Disability Team, and to 
people who have been in prison, through its corporate 
foundation. 
These new CSR guidelines and the related action plan will be 
implemented during 2022, which is why, once again this 
year, the indicators for the 12 challenges established in 2019 
will be used to review the 2021 financial year. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
A committed group 
7.1.3 
An ethical responsibility issue 
7.1.3.1 AGREEMENT BETWEEN M6 GROUP AND THE CSA 
M6 Group is committed to ensuring its networks comply with the 
codes of conduct and professional ethics set out in agreements 
signed with the CSA. 
These agreements cover general and professional ethical 
obligations to guarantee a robust commitment to civil society. 
It also stipulates that the Company is responsible for the 
content of the programmes that it broadcasts. In accordance 
with French constitutional freedoms of expression and 
communication and the company’s editorial independence, it 
ensures compliance with the principles of the clauses on the 
design and production of its programmes under conditions that 
guarantee its editorial independence, especially with respect to 
the economic interests of its shareholders. 
In addition, the Company undertakes to refrain from 
establishing any business or financial relationship between 
companies of M6 Group and that of the principal shareholder or 
controlling shareholders that would diverge from usual business 
conditions noted in the market. 
The obligations and undertakings in the agreement with the CSA 
also cover: 
Plurality of expression of schools of thought 
and opinion 
The Company guarantees the plurality of expression of schools 
of thought and opinion. In particular, it ensures the 
implementation of legal and regulatory provisions in relation 
to speaking time outside and during election periods, under 
the oversight of the audiovisual regulatory authority. 
Public life 
Pursuant to the right to information, the Company ensures 
compliance with the presumption of innocence, respect for 
privacy and the anonymity of juvenile delinquents. 
Programme content must not incite to dangerous, delinquent or 
anti-social behaviour. It must respect the political, cultural and 
religious sensitivities of the public and must not encourage 
discrimination on the basis of race, gender, sexual orientation, 
religion or nationality. Programmes must promote the French 
Republic’s values of integration and solidarity, combat 
discrimination and be representative of the cultural and ethnic 
diversity of French society. 
Every year, the channel makes commitments to the CSA in order 
to promote the representation of the diversity of French society 
in its programmes for the coming year, based on the ruling of 
10 November 2009. 
Individual rights 
The Company must guarantee personal dignity and individual 
rights relating to privacy, image, honour and reputation, and 
ensure restraint is shown in the broadcast of images or 
testimonials liable to humiliate people, to avoid complacency 
in reporting human suffering, and ensure that individuals’ 
testimonies on facts regarding their private lives are only 
collected with their informed consent. 
Protection of children and adolescents  The family-
friendly nature of the Company’s programming must be 
reflected during the hours when a young audience is most likely 
to be watching, i.e. between 6am and 10pm. Within these time 
slots, and all the more so in the portion devoted to youth 
programmes, violence, even psychological, should not be 
perceived as continuous, omnipresent or presented as the sole 
solution to conflicts. The Company complies with the 
classification of programmes in accordance with five degrees of 
assessment of their acceptability in light of the protection of 
children and adolescents and applies the rating system 
accordingly under the supervision of the CSA. Particular 
attention is accorded to content intended for the Group’s 
children’s and young people’s channels and divisions. 
Integrity of information and programmes The 
integrity requirement applies to all programmes. The Company 
verifies the validity and sources of information. Its origin must 
be specified wherever possible. Uncertain information must be 
qualified when presented. In sequences filmed using a hidden 
camera, it should be impossible to identify people and places, 
except where the individuals involved have given their consent 
before the programme is broadcast. 
When the Company presents on air, outside advertising slots, 
audiovisual communication service editing or distribution 
activities developed by a legal entity with which it has a 
significant capital relationship, it should strive to give a strictly 
informative character to the presentation, in particular by 
moderating the tone and restraining the significance attached 
to the topic. It should point out the nature of this relationship 
to the audience on this occasion. 
 
Defence and promotion of the French language 
The Company ensures the correct use of the French language in 
its programmes, as well as in adaptation, dubbing and subtitling 
of foreign programmes. The Company must strive to use French 
in the titles of its programmes. 
All Group channels must comply with these standard 
obligations. All agreements by Group channels with the CSA are 
available at www.arcom.fr. 
Monitoring the compliance of programmes is overseen by a 
dedicated department within M6 Group. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
A committed group 
7.1.3.2 JOURNALISTIC ETHICS 
As a media outlet with national coverage, M6 Group is fully 
aware of its responsibilities regarding the handling of 
information. One of its primary challenges is therefore to ensure 
editorial independence and respect for ethics in its news 
programmes. 
In 2021, M6 Group received no warnings or formal 
notifications from the CSA regarding the ethics of the 
information1. 
In France, the main journalists' trade unions have adopted the 
Code of Professional Conduct for journalists. In addition, the 
“Convention Collective Nationale de Travail des Journalistes” 
(CCNTJ), a national collective agreement for journalists which 
applies to all journalists holding a press card in France, also sets 
out a number of ethical principles. This agreement is therefore 
applicable to journalists working within the Group, mainly in 
the national editorial services and at C. Productions, the 
subsidiary responsible for producing news magazines such as 
Capital and Zone Interdite. 
In accordance with the Law of 14 November 2016 aimed at 
improving the freedom, independence and pluralism of the 
media, M6 Group has created a Journalists’ Code of Conduct. 
This Code was jointly drafted by journalists’ representatives 
and M6 Group management. Its purpose is to set out the key 
principles of independence, freedom, and the reliability and 
truthfulness of information as well as specifying the rights and 
duties of journalists and the management of M6 Group. In 
parallel with this Code, an Ethics Committee, made up of five 
people, has been set up for a period of three years in 
accordance with legislation. The terms of office for all 
committee members were renewed this year for a period of 
three years. 
7.1.3.3 BUSINESS ETHICS 
As well as complying with its legal and contractual obligations, 
M6 Group has set out a code of ethical and professional 
standards that all employees must observe in their own 
behaviour and to guide them in the actions they undertake. 
These standards apply to all employees regardless of status or 
position, including those at the highest level. Individuals must 
be guided by principles of professionalism and trustworthiness 
at all times, not only towards M6 Group, but also towards the 
public, customers and suppliers. They must abide by the laws 
and regulations in force and adhere to the standards of 
professional ethics set out by the Group. 
Each new recruit is provided with a copy of M6 Group’s 
professional ethics code, which also sets out the behaviour 
expected of employees with regard to personal conflicts of 
interest, sensitive data, gifts and invitations, and the periods 
during which employees must refrain from dealing in the 
company's shares. A copy of this code is also available on the 
Group’s enterprise social network. 
The 
Group 
maintains 
total 
editorial 
and 
journalistic 
independence in its news gathering and broadcasting. Editorial 
and journalistic independence is fundamental to its news 
reporting and broadcasting activities. The Group is conscious of 
its responsibility towards the general public and acts 
accordingly. 
Consequently, the Group refrains from exercising influence on 
journalistic investigations and refuses to let itself be influenced 
by external political or economic forces. 
Furthermore, the Group complies with all laws, regulations and 
business principles relating to the separation of editorial 
content from commercial advertising. 
M6 Group seeks to deliver the most complete and most diverse 
information possible and, as stated in Article 3-1-1 of its 
agreement, “develop a policy of programming magazines and 
documentaries promoting understanding of the contemporary 
world, by dealing with diverse subjects such as employment, 
integration, the economy, science, ecology and the consumer 
society ”. 
Capital, Zone  Interdite,  66  Minutes, Dossier Tabou, E=M6, 
Enquête Exclusive, le 12’45 and le 19’45 are programmes and 
magazines that illustrate, via the subjects dealt with, the M6 
channel’s commitment to inform and increase awareness of 
current and social issues and its expertise in deciphering major 
challenges. 
In 2017, M6 Group rewrote its Ethics Code, which has become 
the Code of Ethics and Professional Conduct. This Code, 
attached to the Internal Regulations of Group Companies, deals 
notably with the following subjects: 
Compliance with the law 
M6 Group conducts its business in full compliance with the laws 
and regulations of the legal framework within which it operates. 
Group employees are required to adhere strictly to all laws and 
regulations relating to commercial companies in general, and 
the audiovisual and film sectors in particular. Under no 
circumstances should they disregard these statutes nor should 
they interpret them in a way that will damage Group companies. 
Conflicts of interest 
When, during the normal course of their work, employees are 
confronted with a situation in which a decision deemed to be in 
the best interests of the company conflicts with their personal 
interest, they are encouraged to inform their line manager or a 
company manager in order to resolve the conflict of interest as 
soon as possible. 
1 Formal notices published in the official journal during the year just ended and not subject to an appeal, or formal notices published during the course of 
a previous financial year that were subject to an appeal and which became final over the course of the year just ended. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
A committed group 
Fraud prevention 
M6 Group ensures that all the company's tangible and intangible 
assets are used and treated responsibly, including its products, 
business equipment, information systems and intellectual 
property. To this end, all employees are made aware of the fact 
that the company's assets must be used exclusively for the 
business purposes for which they are intended and not put to 
improper personal use or used for illegal or other illicit 
purposes. 
The Group has implemented appropriate control measures 
(described in Paragraph 2.2 of this document) to prevent any 
form of fraudulent activity. 
M6 Group’s commitments as an employer All the 
decisions taken in relation to recruitment, hiring, discipline, 
promotion and other employment measures must be free of all 
discriminatory practices. Psychological and sexual harassment 
is prohibited. 
Furthermore, pursuant to Decree n° 2017-564 of 19 April 2017, 
M6 Group has implemented a professional whistleblowing 
system. This enables a whistle-blower to report, selflessly and 
in good faith, a serious matter, such as a crime or an offence, 
of which they have personal knowledge. 
Freedom of expression and social media 
A policy on the use of social media is issued to the Group's 
employees as a reminder of certain principles. In exercising 
their right to free expression, inside or outside the company, 
employees are required to avoid expressing publicly any opinion 
that may be taken to represent the position of M6 Group or its 
managers, to respect their obligation of professional discretion 
and loyalty towards the Group and to refrain from disclosing 
confidential information. These principles apply to all 
employees but especially individuals who may have a high public 
profile due to their role, their level of responsibility, their 
degree of public exposure or their prominent position on social 
media. 
Internal control 
Every employee is involved in improving the management of the 
Group’s risks and helps to identify and correct failings. There 
must be no impediment to the smooth progress of the audits 
and checks carried out by the internal audit department of the 
statutory auditors. 
Combatting corruption and influence peddling 
Conducting business lawfully and maintaining the highest 
ethical and professional standards are essential components of 
the Group’s corporate culture. It is the obligation of every 
employee to adopt the correct behaviour in order to ensure 
these standards are maintained. 
In accordance with Law n°2016-1691 of 9 December 2016 
relating to transparency, anti-corruption and modernising the 
economy, known as the “Sapin II” law, the Group’s Code of 
Ethics and Professional Conduct defines and illustrates the 
different types of behaviour to be prohibited due to it likely 
constituting corruption or influence peddling. 
As a general rule, employees must refuse gifts of any kind if 
they are of a higher value than would be deemed reasonable by 
the Group if it had to pay for them. Furthermore, any gift or 
invitation is deemed unacceptable if it could be regarded as 
likely to influence the behaviour of the recipient towards the 
donor. 
 
Competition 
The Group complies with anti-trust legislation and competition 
regulations. It has adopted a Code of Conduct and provides 
training on its implementation. Members of the executive 
committee and any other personnel particularly exposed to 
competition law issues can refer to the Code. 
Insider trading 
The Group has adopted an ethical trading code of conduct 
intended to prevent insider misconduct. This code complies 
with recommendation No. 2010-07 of the AMF (French markets 
regulator), dated 3 November 2010, and applies to anyone who 
has access, or may potentially have access, to insider 
information. It prescribes the rules applicable to all Group 
employees and is available on the intranet. A new version of this 
Code came into force in 2017, in accordance with Regulation 
(EU) 596/2014 on Market Abuse and Article 622-2 of the AMF 
General Regulation. 
Protection of intellectual property 
M6 Group respects and protects intellectual property and 
protected content in all its forms. As a media company, the 
Group is fully aware of the particular importance of protecting 
intellectual property in its business activities. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
A committed group 
7.1.3.4 ADVERTISING ETHICS 
The Group’s sales house, M6 Publicité, has entrusted ARPP 
(Autorité de régulation professionnelle de la publicité), by way 
of an inter-professional agreement, with a consulting role in 
guaranteeing the compliance of advertisements with general 
audiovisual advertising and communication rules. The current 
procedure, at the expense of agencies and/or advertisers, 
provides for prior disclosure to the ARPP before the first 
broadcast. On submission to the ARPP, the ad is assigned a serial 
number which must be provided to M6 Publicité before 
broadcast. The ad can be cleared, rejected, or the ARPP can 
request changes prior to broadcast. 
As mentioned in its General Terms and Conditions of Sale, M6 
Publicité reserves the right to refuse to broadcast or suspend 
the broadcast of any advertisement, if it considers that it fails 
to comply with the laws, regulations and practices governing 
audiovisual advertising and communication, or if it is contrary 
to the channel’s interests or those of its subsidiaries, or if the 
ARCOM subsequently deems that an advertisement is non-
compliant and bans any further broadcast and/or demands that 
the film is withdrawn from air. The editorial quality and legal 
control aspects are managed by the agency’s advertising 
broadcast department. 
Moreover, like the entire advertising industry, M6 Group is 
committed to the advertisers’ charter pledging to promote 
responsible communication, a charter whose FAIRe programme 
has extended the commitments to collectively lead those 
involved in the advertising ecosystem in an approach based on 
progress and responsibility. M6 Publicité’s sale house has 
integrated these values into its business relationships. 
As part of this, M6 Group is specifically committed to promoting, 
across all Group audiences, responsible behaviour and the 
respectful use of information relating to the private lives of its 
stakeholders in advertising and communication campaigns. 
The Group does not broadcast any advertising in relation to 
firearms, pornographic material, alcohol or tobacco. 
 
The Group also implements the CSA charter to promote a 
healthy lifestyle (health-promoting nutrition and physical 
exercise, and restorative sleep) in its TV programming and 
advertising. It pays particular attention to content intended for 
young viewers. 
 
In order to take account of noise pollution that may be caused 
by its activities, M6 Group pays particular attention to the 
comfort of viewers and complies with the provisions of Decree 
No. 92-280 of 27 March 1992, which notably made it compulsory 
for TV channels to make the sound levels of programmes 
consistent with those of advertising breaks. 
 
In addition, M6 Group, via the Group’s sales house M6 Publicité, 
has over the four past years supporting the brand social 
responsibility award, the Grand Prix de la Responsabilité 
Sociétale des Marques, a key lever for nurturing the reputation 
and trust capital of the brands. Organised by Produrable and 
Link Up Factory, this event strives to highlight and recognise the 
brands and services that build and develop their identities by 
leveraging an ethical and sustainable development model. At 
the awards ceremony, David Larramendy, Executive Board 
member in charge of commercial operations and developments 
and CEO of M6 Publicité, took part in the debate on the rôle of 
brands in mobilising consumers and helping them to support 
sustainable development. The sales house also created a shared 
offer with Link Up Factory aimed at advertisers seeking to 
communicate in relation to their commitments. 
M6 Group, with the support of its sales house, also introduced 
“Green Week”, a special campaign featuring programmes on the 
topic of the environment. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Social commitment 
7.2 
SOCIAL COMMITMENT 
7.2.1 
Serving the public through the Foundation 
7.2.1.1 NEW 2020-25 ROADMAP 
As a media business, in 2010 M6 Group created its own corporate 
foundation, having decided to get involved in the sensitive issue 
of prison life. 
This commitment is based on a strong belief that business can 
provide other solutions to social issues; either via initiatives on 
its channels or within its organisation, the Group goes beyond 
its role shining a light on society to become a player in its 
transformation. 
Financed by all the Group’s companies, the Foundation has a 
budget of €2.5  million over five years. It has set itself the target 
of supporting individuals who have spent time in prison at some 
point in their life, in order to combat reoffending and thereby 
support their reintegration into society. It is also working to 
break down barriers between the prison world and the business 
world, in order to help change perceptions of prison and 
prisoners. 
M6 Group is the only company to devote its Foundation to issues 
related to the prison environment, considering that it is the 
duty of companies to commit to a genuine civic and socially 
responsible approach, all the more so for a powerful media 
group present in the public domain. 
The Foundation’s activities aim to enable inmates to become 
stakeholders in their reintegration. To understand the 
expectations of its different partners – prison authorities, 
supported organisations as well as M6 Group employees – in 
2020, the Foundation initiated a perception study. The aim was 
to examine its practices in order to better develop its 2025 
action plan. Building on this study which confirmed the 
expertise acquired in relation to the prison sector, the 
Foundation reaffirmed its commitment based on two central 
themes: 
●Reintegration via a return to employment
●Alternatives to prison
In this way, the M6 Group Foundation helps to fight reoffending 
on the ground – in 2021 it supported more than 20 non-profit 
organisations that are closely involved with beneficiaries and 
coordinated projects itself in partnership with the prison 
authorities. But it also pursues another goal – to step up its role 
in petitioning companies regarding recruiting people leaving 
prison. In order to have a knock-on effect and to scale up 
collective mobilisation, the Foundation intends to play its full 
part as leader in the social commitment of the business world 
with regard to those coming out of prison. 
2021 key figures: 
●26 projects supported
●42 correctional facilities addressed
●8 initiatives in a non-custodial setting
●45 cases of employee involvement in projects
●€500 K annual budget
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Social commitment 
7.2.1.2 FLAGSHIP FOUNDATION INITIATIVES 
Employment as a tool for reintegration 
The Foundation supports reintegration programmes via jobs and 
training as well as employment-related workshops focused on 
psycho-social skills. In 2021, it thus helped 8 organisations that 
support prisoners in preparation for their return to employment 
whilst they are in jail and/or at the – often critical – moment of 
their release from detention. 
Permis de Construire, in charge of the rest of your life 
Since 2010 in Nantes (44), the organisation Permis de Construire 
has been supporting individuals who are or have been in trouble 
with the law successfully reintegrate into society, notably 
thanks to personalised socio-professional support. By helping 
them to achieve autonomy, this support aims to prepare them 
for active life by developing a plan for the future that builds on 
their ambitions, skills and talents. The Foundation’s support for 
Permis de Construire in 2020-2021 enabled the organisation to 
expand its coaching model to another region, Saint-Nazaire, and 
to structure its development with the creation of Permis de 
Construire France. A third region should open in 2022, helping 
to increase the number of individuals benefitting: 137 in total 
in 2021 (vs 77 in 2020 [the year of Covid], and 115 in 2019) and 
40 companies, including 16 that provide sheltered employment, 
mobilised to put candidates into contact with local companies 
that are recruiting. 
Prisme, working on life skills, a requirement for 
integration 
The organisation PRISME, founded in 2015, provides support 
based on the theories of social and cognitive psychology, in 
order to address the needs of people who are having problems 
with social and/or socio-professional integration. Improving life 
skills means successfully dealing with everyday needs, with the 
challenges they bring: adapting to oneself, to others and to the 
world around us. Managing emotions, stress, self-confidence – 
prior to successful social and professional integration – are 
addressed during the programme “Understand yourself better in 
order to move forward”. It is focused on the social, personal and 
professional fulfilment of participants. The Foundation renewed 
its support for Prisme in 2021, enabling the charity to continue 
its activities in the community, and to adapt the programme to 
include an intensive format for people sentenced to community 
service. In total, 67 participants followed the programme in 
2021. Between the start and end of the programme: 
●63% of participants made progress in terms of emotional
skills: managing emotions, stress, self-confidence and self-
esteem, etc.
●88% made progress in terms of social skills: communication,
resilience and negotiation,
●63% made progress in terms of cognitive skills: decision-
making, problem solving, critical thinking, etc.
Alternative to prison, the place to “relearn” about freedom 
Driven by the belief that following a long prison sentence, a 
breathing space between inside and outside is necessary, since 
2017, the Foundation has supported prison alternative projects 
(in particular through reductions in sentences like day release). 
These alternatives – places for prisoners to “relearn about 
freedom” – support the transition between the prison 
environment and the outside world, helping to combat 
reoffending and exclusion. 
Some of the six organisations supported in 2021 were several 
agro-ecological farms. They form part of a programme signed 
between the charity Emmaüs France and the Prison Authorities 
Department to expand an innovative offer supporting prisoners 
upon release and in their integration (based on the model of the 
Moyembrie farm, in the department of Aisne). 10 reintegration 
organisations developed using this model are planned in the 
longer term. After the Emmaüs Lespinassière farm (Aude 
department) in 2017, the Foundation provided its backing to the 
Emmaüs Baudonne (Landes department) and Ker Madeleine 
(Loire-Atlantique department) farms in 2020-2021, facilities 
hosting prisoners nearing the end of their sentence. Through the 
operation of an egro-ecological farm, the two organisations 
provide, through a back-to-work programme, paid work, 
accommodation and ongoing social assistance to individuals 
undergoing to help them rebuild their family and social 
relationships and create a new future for themselves. A living 
space for residents, support and relearning about freedom are 
present in every individual and collective moment of life spent 
at the farm. 
The M6 Group Foundation financed these organisations from 
their launch, in this way supporting the structuring of the 
management team. Launched in 2020, the Ferme Emmaüs 
Baudonne, dedicated to hosting women who have been in 
trouble with the law, welcomed 9 residents in 2021. Opened in 
the spring of 2021, the Ker Madeleine farm welcomed its first 
offender in September 2021, with two other reintegrated 
employees. Focused on vegetable production, the two 
organisations rely on a strong network of volunteers, who help 
support the social integration of employees undergoing 
reintegration. 
 
Ferme Emmaüs Baudonne: 
●9 female offenders hosted
●4 have left the facility,
of whom 3 are in employment and 1 is in training
●22 volunteers
Ferme Ker Madeleine: 
●1 male offender
●20 volunteers
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Social commitment 
7.2.1.3 INITIATING PROJECTS: A FOUNDATION THAT OPERATES 
Keen to provide practical solutions to the problems experienced by those in prison, since 2015 the Foundation has been developing 
its own measures, taking direct action on the ground, in contact with recipients. The competition, “Beyond the Lines”, and more 
recently the call for proposals “Driving Change”, were thus created in response to the two causes that are particularly dear to the 
Foundation: combatting illiteracy and eco-citizenship. 
“Beyond the Lines” competition: rekindling the desire to learn through reading 
Starting from the finding that 17.3%1 of prisoners fail the 
reading and writing assessment carried out upon their arrival in 
jail and that poor command of basic skills makes reintegration 
more difficult, in 2016, the Foundation launched the writing 
competition “Beyond the Lines” within the prison environment, 
with the French Ministry of Education and the Prison 
Authorities. The competition aims to make enjoyment the focus 
of reading and writing once again. In each establishment, an 
author or journalist (member of the Au-delà des lignes jury) 
goes to meet participants to talk about language and demystify 
writing. 
For the 6th consecutive year, between January and March 2021, 
237 men, women and minors across 33 correctional institutions 
picked up their pens, daring – often for the first time – to 
produce a piece of writing, encouraged by their teachers. 
Despite a programme disrupted by the pandemic, 90 
participants met a jury member who came to meet them to 
discuss their love of words and to give them advice. 18 winners 
were recognised during a ceremony which took place at the end 
of June at the prison authorities department with 44 jury 
members in attendance. By helping people who never normally 
write take up a pen, the competition has addressed, once again 
this year, two major issues: actively fighting the exclusion of 
prisoners who have lost touch with writing, and sharing their 
words, beyond the walls of the prison, by publishing a collection 
of all 237 entries. 
Call for Proposals: "Driving Change" based on eco-citizenship 
Being deprived of your liberty does not mean being deprived of 
your eco-citizenship: every individual has duties towards the 
environment and must play their part in its protection. Of the 
firm belief that prisons are concerned by this issue, the 
Foundation launched a call for proposals for projects with an 
environmental impact benefitting prisons. The purpose of this 
trial was to demonstrate that in prison too, it is possible to help 
to protect the environment. The specific nature of this call for 
proposals was that the responses had to be initiated and driven 
by a group of people in custody, making the time spent in prison 
useful time serving the common good. The Foundation thus 
wanted to highlight the commitment of those in prison in 
creating a collective project and taking ownership of their eco-
citizenship. 
A jury made up of 5 professionals, including 3 employees of M6 
Group, attended the presentations by the 7 groups of finalists 
in prison via videoconferencing. It then recognised the project 
«Beekeeping Culture», whose uniqueness particularly struck 
them – breeding queen bees – and which, by means of 
safeguarding the environment, helps to develop skills for prison 
inmates. At the end of the deliberations, it also recognised the 
community involvement driven by the “Robins des murs” 
(Robins on the Walls) collective, by giving out a special jury 
award to this waste recycling project at Poissy prison. The two 
winning projects received a financial grant, enabling the 
initiative to be implemented in 2021. 
1 2018-2019 annual assessment of education within the prison system, Prison Authority. p.50 – level of reading ability of individuals in custody at 
01/01/2019 – National Overview 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Social commitment 
7.2.1.4 A COMMUNITY OF COMMITTED EMPLOYEES 
The M6 Group Foundation raises awareness among Group 
employees and brings them together around an inspired and 
inspiring project, which testifies to the Company’s awareness 
of its role in society as a corporate citizen. Each person has 
skillsets and a talent on which they can rely. Because in addition 
to the commitment of a Group, the Foundation’s initiatives 
reflect the commitment of employees as citizens. 
In 2021, Group employees took part on 45 occasions to the 
Foundations’ activities, contributing their assistance, expertise 
and experience in their respective fields as well as their time to 
support the employees of the M6 Group Foundation. 
 
Involvement in the Company Discovery Day, simulated job 
interviews, meetings to discuss respective roles in M6 or prison, 
provision of communication and editing skills, all offer the 
opportunity to link employees to the activities of their 
Foundation. 
“Company Discovery Days” 
At the suggestion of the Foundation teams, the “Company Discovery Days” took place in September 2021 – 8 former prisoners 
were hosted by 20 M6 Group employees at the offices in Neuilly-sur-Seine. After a tour introducing the various careers, the 
guests took part in workshops to gain confidence in their skills, and received HR advice in order to present their experience 
and their career plan. 
At the end of the day, participants said they had (re)adapted to the standards of the world of work through contact with 
employees, and had enjoyed a positive experience of the business world: “It was about working on yourself through others”, 
according to O., a guest. Job hunting came to fruition quickly for two participants, who began roles in the IT and retail sectors 
over the weeks that followed. 
Building on this successful inaugural event, the Group intends to repeat this experience, which builds links between the prison 
system and the business world, thereby becoming more involved in access to employment and the reintegration of people who 
have been through the justice system. 
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7.2.1.5 SUPPORTING OTHER CAUSES 
Prevent and act in relation to public health challenges 
M6 Group is at the forefront when it comes to harnessing the 
impact of its channels and airtime in support of public health 
issues. This was particularly the case in 2021 with the Covid-19 
pandemic. Throughout the year, the Group’s stations (Radio and 
TV) were regularly asked by the CSA and the French Ministry for 
Solidarity and Health to broadcast Covid-19 alerts and 
guidelines to the French population, in real time and free of 
charge. 
 M6 Group proactively created a commercial called “Only one 
solution, get vaccinated” by using its presenters to deliver 
messages promoting vaccination to help tackle the pandemic. 
 
In addition, for many years a special mechanism, set up both on 
Group channels and on the Internet, has been in place to 
support the Sidaction campaign against AIDS. 
Lastly, the Group’s channels strive to regularly warn viewers of 
risks associated with alcohol and drugs in its many magazines 
and reports. 
Upholding respect of intellectual property 
At a time where increased digitisation of media necessitates 
new measures to protect works, M6 Group, a producer and 
broadcaster of content, is helping to develop an effective policy 
to combat piracy and to uphold intellectual property. 
This policy is based on two principal areas: 
●reduction in the timeframe for broadcasting works, an issue
addressed by the adoption of the Creation and Internet law
and the signing of the interprofessional agreement;
●the development of catch-up television and Video on
Demand, that gives viewers access to a varied range of
programmes.
Enhancing and protecting cultural heritage 
The audiovisual rights subsidiaries of the Group contribute to 
the preservation of the European film heritage through the 
restoration of classic films. 
This major restoration work was initiated in 2005 with the 
purchase of SNC’s catalogue of over 400 classic films by M6 
Group. A total of more than 150 films had been fully restored 
by the end of 2021. In this way, the film Au-delà des Grilles, 
directed by René Clément and starring Jean Gabin, was 
presented fully restored in 4K at the Lumière Film Festival in 
Lyon in 2021. 
During 2021, the Group collaborated with Cinémathèque 
Française as part of its Louis de Funès exhibition with the 
incorporation of several iconic elements from the Gendarmes 
franchise as well as the screening of several films from our 
catalogue, including Les Gendarmes. 
Acting at a local level 
M6 Group is a member of the organisation Neuilly Tech, a non-
profit organisation created in September 2010 by Jean-
Christophe Fromantin, Mayor of Neuilly, and consisting of the 
city of Neuilly-sur-Seine and the large companies located there. 
The organisation’s aim is to promote the development of 
innovative new media start-ups (selected via competitive 
selection) in particular by providing them with premises made 
available by large companies. 
 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
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7.2.2 
Representing diversity in programmes 
M6 Group holds diversity dear and seeks to ensure that its programming is as representative as possible of the diversity of French 
society so that all groups in the community can identify with the content offered on its channels. M6 Group channels are duty bound, 
as nationwide broadcasters, to reflect on their channels the image of multicultural France by the promotion of the values of 
integration and solidarity and by the presence of all aspects of society in its programmes. 
7.2.2.1 GENDER EQUALITY 
Gender equality remains central to the commitments of Group 
channels, both in the structure of the Group (see Section 7.3.2 
of this document on the Group’s commitments to gender 
equality) and programming. 
There are high levels of female representation in the news 
programming, with the 12’45 and 19’45 bulletins featuring a 
majority of female teams. Current affairs and news bulletins are 
still pursuing their aim of significantly increasing the airtime of 
female experts. The Group notably makes sure that the judging 
panels for competitive talent shows on its channels are 
balanced between men and women (La France a un incroyable 
Talent, Top Chef, Le meilleur pâtissier, Lego Masters, 
Incroyables transformations). 
The Group is absolutely committed to ensuring women are fairly 
portrayed in the music videos shown across the Group’s 
channels and restricts those it considers to be denigrating of 
women. 
7.2.2.2 DIVERSITY OF ORIGINS 
In the same way, promoting visible minorities is a genuine 
concern for M6 Group, as demonstrated by the diversity of its 
team of presenters (Kareen Guiock, Karine Lemarchand, 
Cristina Cordula, Issa Doumbia, Mina Soundiram, etc.), as well 
as that of the actors and artists featured on its channels (Le 
Marrakech du rire, Téva Comedy Show, Les 100 vidéos, Plus vite 
que la musique, les vidéomusiques, Hip-Hop symphonique, etc.) 
and the contestants in its entertainment shows (Qui veut être 
mon associé?). Top Chef, La France a un incroyable talent, 
Mariés au premier regard, Pékin Express...). 
The Group’s commitment to promoting the diversity of origins 
is also illustrated in the selection of reports broadcast on its 
channels, as well as in the dramas it promotes to audiences, 
such as La Petite Histoire de France, Scènes de ménages, 
Apprendre  à  t'aimer,  Tout  ce  qui  brille,  Mauvaises  Herbes, 
Sister Act, De l’autre côté du périph, Abdel et la comtesse, 
Amour sur place ou à emporter. 
Promoting women in sport is also a priority for M6 Group. This 
year, it took part in 
“#PlusDeSportAuFéminin”, an event organised at the CSA’s 
initiative during 11 and 24 January 2021 to throw the spotlight 
on women’s sport in the French media. M6 broadcast different 
portraits of female athletes in the news bulletins, Sport6 put 
the spotlight at the weekend on female sport news and Téva 
broadcast special editions of Happy & Zen. RTL broadcast 
reports on Léna Brocars, who took part in the first women’s 
Nordic Combined World Cup and Nadia Comăneci, the Romanian 
gymnast; as well as a study conducted with Oxoda to cover “The 
Role of Women’s Sport in France” and a programme, “On refait 
le sport” with the involvement of Nathalie Sonnac, Member of 
the CSA, which was behind the campaign. 6play broadcast four 
female MMA fights during that week. 
It was also in specific content, such as for example, on Gulli, 
“Being kind is life-changing”, a small series of short films in 
which children of all backgrounds give their perception of 
kindness and reclaim this concept, in order to promote greater 
solidarity, empathy and kindness, develop confidence and self-
esteem and promote learning. 
 
As it does every year, the Group also ran on 14 July 2021 an 
advertisement, free of charge and on all its TV channels and 
Radio stations, to promote diversity, and an advertisement 
dedicated to the Group’s channels for children and young 
people (Gulli, Canal J, TiJi). 
7.2.2.3 SOCIO-PROFESSIONAL CATEGORIES 
M6 Group is keen to represent all socio-economic categories in 
its programmes, as well as its news reporting (for example, this 
year M6 broadcast reports from 66 Minutes on “The People left 
behind by Covid-19”, and “Bargains and Solidarity, a Winning 
Combination” concerning an Emmaüs village that employs 
young people 
7.2.2.4 REPRESENTING DISABILITY 
M6 Group’s mission is not only to address the daily lives of 
people with disabilities in its programmes (for example in 
"Familles Extraordinaires: Raising a disabled child – love 
conquers all", 66 Minutes : "Anosmia" and cooking competition 
"Cap'HandiCook"; items on Le 12.45 and Le 19.45), dramas  
 as part of a professional reintegration programme, and several 
issues in the news programmes on the problems facing 
vulnerable people), in its entertainment programmes (for 
example Patron incognito) as well as the casting of its 
entertainment shows (L’amour est dans le pré, Les Reines du 
shopping, Top Chef, Les Mamans, etc.). 
(Forrest Gump, Rain Man, The Little House on the Prairie, 
Chacun pour tous, etc.), but also enabling them to take part in 
programmes and gameshows, in the same way as other 
participants (La France a un incroyable talent, Les Mamans 
broadcast every weekday on 6ter for several months, 
Cauchemar en cuisine with the young chef who helps Head Chef 
Philippe Etchebest in the new programmes, etc.). 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
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Group channels strive to highlight the work and the actions of 
organisations for the disabled in most of the topics dedicated to 
this theme. RTL covered World Autism Awareness Day in early 
April by inviting several guests involved in the cause onto its 
programmes. M6 Group covered National Day of the Deaf on 25
September 2021. On the Youth TV channels, following the 
example of Canal J, an announcement and an advertisement 
were broadcast throughout the day. The video of the song, “La 
Politesse” was broadcast on all the jeunesse 5 channels (Canal
J, Tiji and Gulli), as well as on W9 and 6ter. The day was also 
covered in the M6 news bulletin. 
During the week for the employment of disabled persons, 
from 15 to 21 November 2021, M6, W9, 6ter and Gulli
broadcast four short films called “Different, so what?” made for
M6 Group by the organisation Jaris of which the Group has been 
a partner for more than 10 years. Each of these films depicts 
the performance of dancers with disabilities.  
Specific programmes were also featured on the free-to-air 
channels (evening of programmes about Down’s syndrome on 8 
September 2020 on M6 with the TV film Learning to love you,
followed by a studio-based programme and documentaries, 
Autistic or Down’s syndrome: different and happy, Down’s 
syndrome, so what?, and documentaries on Téva including
Disabled Sport Champions – Beating the Impossible).
M6 Group was involved in Disability Sport Week from 17 to 23
May 2021: “Let’s play together” tand he Tokyo Paralympic 
Games were both covered in the news, in the 12.45 and 19.45 
bulletins, in the magazine 66 Minutes with a profile of
wheelchair tennis player Pauline Deroulède, as well as in the 
RTL morning and evening editions, and the RTL programmes “On 
refait le Sport” and “Tout à gagner”. On the channels for
younger viewers, Gulli also covered the issue during its week by 
featuring programmes on disabled sport and disability in terms 
of its inclusive dimension, with in particular several episodes of 
“Bande de Sportifs !”, including one devoted to wheelchair
tennis, and another to blind football, the programme “Objectif 
Kilimandjaro - Oscar et Arthur sur le toit de l’Afrique” (“Target
Kilimandjaro – Oscar and Arthur on Top of the World”) and 
several “Wazup” topics, such as para-rowing and the athlete
Sandra Laoura. 
In addition, M6 broadcast several reports on disability to mark 
International Day of People with Disabilities on 3 December,
for example on the lack of staff in specialist institutions and on 
the installation of dedicated spaces for people with autism on 
the Lyon metro. 
7.2.2.5 COMBATTING DISCRIMINATION 
M6 made a voluntary commitment to the CSA to broadcast 
reports specifically addressing discrimination and to ensure 
better representation on the channel of people from the most 
disadvantaged backgrounds. 
In this respect, in 2021 Zone Interdite notably broadcast the
documentary “Not boy or girl: investigation into a new gender”. 
M6 also broadcast many reports on combatting racism during its 
news broadcasting. 
7.2.3 
Supporting sensitive audiences, including young people 
7.2.3.1 ACCESSIBILITY OF PROGRAMMES 
In accordance with the Law of 11 February 2005 on equal rights 
and 
opportunities, 
accessibility 
not 
only 
means 
the 
participation and citizenship of people with disabilities, but also 
taking account of disabilities, first and foremost by subtitling its 
programmes for the benefit of the deaf and hard-of-hearing. 
M6 Group also airs programmes in sign language: the magazine
Kid & Toi, broadcast on Wednesday mornings for 27 weeks on
M6 , as well as on Gulli regularly, aimed at a young audience, 
with sign language translation by a hard of hearing Group 
employee; “Mes tubes en signes”, a music programme also
broadcast on Gulli throughout the year, presented by Noémie 
Churlet, who is hard of hearing; 
the short programme “C'est bon signe” in which Luca, a hard of
hearing teenager, talks about his daily life and shares his 
knowledge of deaf culture in a quirky tone. 
 
In 2021, M6 Group continued to broadcast a weekly TV news 
bulletin in sign language, Le 10 Minutes. Completely
unprecedented, this programme is available on 6play and 
provides specific content intended for deaf people. Widely 
popular online, this programme has successfully found and 
increased its audience. Lastly, on 23 September 2021, a report 
on French sign language was shown on the news bulletin, Le 
19.45.
In 2021, 100% of M6 programmes were accessible to deaf and 
hard of hearing people. 
Accessibility of programmes 
to the deaf and hard of hearing (subtitling) 
2019 
2020 
2021 
M6 
100% 
100% 
100% 
W9 
100% 
100% 
100% 
6ter 
60% 
60% 
60% 
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7.2.3.2 PROTECTION OF YOUNG PEOPLE 
Content and ratings system 
M6 Group carries out a review of its programmes which varies 
according to the type of content. The content of current affairs 
programmes is the responsibility of the editors, while news 
programmes like Capital and Zone Interdite are viewed by a 
special committee overseen by the Company Secretary’s office. 
Gulli has an ethics committee, which is made up of child 
psychiatrists, experts in the field of childhood, teachers and 
sociologists, and which is consulted regarding the make-up of 
the various content or any issue related to child protection. Due 
to its core target audience being 3-6 year olds, Tiji also has an 
independent ethical committee made up of autonomous 
experts. The reports from these committees are forwarded to 
the Conseil supérieur de l'audiovisuel each year. 
In addition, as far back as 1989, M6 took the initiative to 
introduce a content rating system that clearly flags the type of 
audience programmes are intended for. It was subsequently 
imposed on other channels by the Conseil Supérieur de 
l’Audiovisuel in 1996. However, the commitment of M6 in this 
area has not weakened and the Group also ensures that its 
daytime programmes do not contain violence, vulgarity, or 
anything likely to shock young viewers.  
Where content may not be suitable, the programme is rated and 
the appropriate message shown; alternatively, it is moved to a 
later time slot in the interests of protecting young viewers. For 
example, the Group closely monitors the development of co-
produced series, from concept to delivery of the final episode. 
Dubbing of foreign films is also done with the greatest care. 
Thus, all the youth programmes, films, series, made-for-TV 
films, or music videos are viewed and validated by a Viewing 
Committee that gives its recommendations to the Ratings 
Committee, the final arbitrator of the allocation of the 4 
categories (all viewers, under 10 years, under 12 years and 
under 16 years). All content aimed at children Gulli, Canal J and 
Tiji is available to all audiences. 
In addition, M6 Group channels supported and broadcast, on 
both their channels and their 6play on-demand services, the 
ratings campaign proposed by the CSA between 20 November 
and 10 December 2021 as well as the specific campaign for the 
protection of children under three which was held from 2 to 5 
July 2021. 
Furthermore, pursuant to the terms of the CSA deliberation 
dated 17 April 2007, M6 has drafted a charter governing the 
participation of minors in its TV shows, with a view to protecting 
them and establishing specific conditions for participation. 
Controlled use of Group social media 
M6 Group is responsible for the information broadcast on its 
websites. Concerning its community sites, a service provider is 
responsible for moderation and, once the messages have 
become public, verifies those which are insulting, defamatory, 
racist or that represent any other incitement to violence or 
hatred and, where appropriate, removes them from the 
websites. 
For the year ended 31 December 2021, M6 Group had 15.6 
million subscribers with accounts for its free-to-air channels on 
these 
various 
social 
media 
platforms 
(non-duplicated 
subscribers), compared with 11.2 million at 31 December 2020. 
The Group also operated more than 30 accounts (in particular 
for its various shows) in 2021. 
M6 Group closely monitors developments on social media, and 
its presence there (Facebook, Twitter, Instagram, TikTok) 
increases each year. 
Support for the abduction alert scheme 
The M6 network is a powerful contributor to the Alerte 
Enlèvement system, implemented in 2005 by all main radio 
stations and television channels that are signatory to a 
memorandum of understanding modelled on what has been 
successfully experimented in the United States for a number of 
years. It involves the mobilisation of maximum media power 
during the 
first 24 hours after a child has been kidnapped, and to broadcast 
over as wide an area as possible information that could lead to 
the child’s rescue.  
This commitment by the Group consists of communicating 
essential information to as many people as possible, such as a 
description of the child or the abductor, as well as the 
circumstances of the kidnap, using tickers passing at the bottom 
of TV screens, programme interruptions, or the repeated 
showing of photographs to help identification. The system has 
proved its worth, as, to date, every time Alerte Enlèvement has 
been triggered the child has been found. In 2021, M6 was 
involved in 3 Alerte Enlèvement campaigns which were 
launched by the Ministry of the Interior. 
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Food charter and combatting obesity 
Under the auspices of the CSA and in collaboration with the 
French Health Minister and the Minister for Culture and 
Communication and other Ministries concerned, on 18 February 
2009 TV channels, producers and advertisers signed a first 
charter devoted to fighting childhood obesity in France. 
Reviewed by the CSA, this charter aimed to promote a healthy 
lifestyle through nutritious eating and physical exercise in its TV 
programming and advertising. M6 Group’s channels adhered to 
this objective and signed the charter in order to actively 
participate 
in 
this 
campaign, 
having 
reiterated 
their 
commitments and dedication in 2013. Improved, expanded, 
enhanced and more targeted, a new Charter “aimed at 
promoting healthy eating and behaviour in audiovisual 
programmes and advertising” was signed on 30 January 2020 for 
a period of five years. 
This new Charter, more ambitious in its scope and initiatives, 
calls for the greater accountability and involvement of all those 
concerned and is now the subject of a mechanism providing for 
annual assessment by the CSA, notably to ensure the effective 
reduction in children’s exposure to audiovisual commercial 
communications relating to food or drink products containing 
nutrients or substances with a nutritional or physiological 
effect, notably fats, trans fats, salt or sodium, and sugars, 
whose presence in excessive quantities in the overall diet is not 
recommended. 
In 2021, M6 Group thus supported and reported on the World 
Anti-Obesity Days via special programming on the channels M6, 
6ter, Gulli, Canal J and TiJi, and the news slots of RTL and M6 
(with, in particular, the broadcast of a piece called 
“Combatting obesity” in Le 12’45. 
In 2020, M6 Group’s channels broadcast a total volume of more 
than 980 hours of programmes aimed at prevention and 
referring to the national dietary and health plan (Plan National 
Nutrition Santé or PNNS) and referring to the phrase “eating and 
moving”. It is a broad commitment on the part of the M6 
Publicité sales house, the channels M6 and 6ter, and in 
particular the group’s children’s channels (which joined the M6 
family in September 2019 – Gulli, Canal J and TiJi, and the 
Chaîne du Père Noël) in relation to the awareness of the public 
they address. The Group particularly ensures that it 
incorporates this commitment into its children’s programming – 
Eating, Moving, Sleeping (which highlights the key role of sleep 
in good health), Foot 2 Rue, Bande de Sportifs, Bien dans tes 
baskets, which encourages doing physical activity, etc. 
Moreover, it was also by activities working closely with the 
public and families, that the Group initiated, during the 
lockdown in 2020 and then continued in 2021, the programme 
Tous en Cuisine to support French people by giving them the 
taste for cooking. In it, Chef Cyril Lignac featured easy and 
economical recipes using seasonal produce. Gulli also created a 
programme aimed at children during the first lockdown, Trop 
Bien chez toi !, or through sketches, presenters including Joan 
Fagianelli, showed children that they just needed one point of 
creativity to reinvent their daily lives, and to succeed for 
example in doing physical activity at home! 
In its report published on 11 December 2020, the CSA had 
already highlighted the “considerable volume” of programmes 
fulfilling the criteria of the Charter and broadcast on the 
Group’s children’s channels. It reiterated this finding when it 
published its 2020 report to Parliament, in November 2021, by 
underlining diversity in particular. 
Supporting artistic creation and new talents 
As part of its production and broadcasting obligations, M6 is 
committed to developing artistic creation and to valuing its 
diversity by focusing on young talent in cinema, audiovisual 
works and music. 
The Group thus shares its cinematic investments carried out by 
its subsidiary M6 Films between established producers and 
young talent, since many of its productions are debut or follow-
up films. 
On its channels, the Group demonstrated strong commitment to 
discovering new talent, whether they be young actors in its co-
audiovisual productions  
(Scènes de ménages, En Famille, etc), hosts and presenters 
(Ophélie Meunier, Issa Doumbia, Norbert Tarayre, etc.) as well 
as contestants in its programmes (Mory Sako, who has just won 
his first Michelin star, and Mohamed Cheikh, who won Top Chef 
in 2021 and joined the kitchens of a 5-star hotel restaurant; the 
Lefevre family, who won La France a un incroyable talent in 
2021, have released an album and are preparing for a concert 
tour, etc.). Several programmes are dedicated to this aim: Top 
Chef, Le meilleur pâtissier, La France a un incroyable talent, 
Téva Comedy show, etc. This desire is the Group’s trademark, 
which is accompanied by loyalty to the talents discovered, as 
shown by the Group’s support for their shows, record 
production, recipe books, new films, etc. 
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7.2.4 
Raising public awareness 
7.2.4.1 SOCIETAL CHALLENGES 
M6 Group pays particular attention to the comfort of viewers 
and complies with the provisions of Decree No. 92-280 of 27 
March 1992, as amended, which notably made it compulsory for 
TV channels to make the sound levels of programmes consistent 
with those of advertising breaks. 
Raising public awareness of worthy causes In 
addition, M6 is highly committed to promoting a more socially 
responsible television service and broadcasts messages and 
short films with a social content free of charge. 
M6 intends to assist and to encourage not-for-profit and 
charitable actions and to increase the general public’s 
awareness of them. In 2021, numerous campaigns featuring 
humanitarian works, non-governmental organisations and 
charities, were thus broadcast free of charge on the Group’s 
television channels, radio stations and digital mediums, 
supporting causes in the fields of solidarity (Fondation de 
France, Secours Catholique, French Red Cross, Disability 
Employment Week, Petits Princes, etc.) and health (Fondation 
pour la recherche médicale, Pasteur Institute, Fondation Arc 
pour la recherche sur le cancer, Etablissement français du sang, 
Fondation pour la recherche médicale contre la maladie 
d’Alzheimer, etc.). It may be noted that, since February 2020, 
the Group has been supporting the public authorities in 
managing the pandemic, and in particular the French Ministry 
of Health and Social Affairs by broadcasting public health 
messages regarding Covid-19, daily and free of charge 
throughout the year. 
As has been the case every year for more than a decade, Téva 
has been particularly involved in the Octobre rose campaign 
against breast cancer. 
W9 broadcast a musical evening in early primetime, alongside 
anti-poverty charity Secours Populaire. During this evening, a 
QR Code “Tous étudiants” was broadcast to raise money to 
support disadvantaged students. 
Advertising, a driver of awareness 
Advertising represents an increasing concern amongst French 
people. It plays a vital role in promoting more responsible 
consumer habits. With this in mind, M6 Publicité conducted a 
series of studies on changing consumer expectations and 
behaviour too support advertiser clients. 
Focus on the study: The era of responsible brands Building 
on the success of 2019 in its study “The era of responsible 
brands”, highlighting that 85% of French people expect brands 
to communicate more on their commitments, in 2021 M6 
Publicité will unveil the results of its second edition. Its 
objective is to advise advertisers regarding the challenges and 
expectations of consumers in relation to the responsible offers 
and services from brands, of advertisers’ own commitments 
and their communication on these issues. 
This study includes an indicator-based section on responsible 
practices to put into context the developments and changes in 
behaviour over the years as well as new approaches: a European 
section enabling comparisons with the level of engagement of 
French people, the impact of Covid -19 on responsible 
behaviours and new and emerging trends such as digital 
pollution and the carbon footprint. M6 Publicité notes that the 
sense of urgency and the belief that we must act are felt more 
strongly than ever by 68% of French people, an increase of 4 
points compared with 2019, and 69% in Europe. They expect 
media and brands to guide them in their responsible 
consumption. 70% of French people and 72% of Europeans said 
that “I would really like there to be more programmes in the 
media that talk about the environment and which give me 
advice on introducing responsible habits”. 84% of French people 
and 83% of Europeans agreed that “I expect brands to 
communicate more on their responsible practices and 
approaches”. Within this context, advertising has a role to play 
since, for 53% of French people, advertising must be involved in 
informing people about the energy transition by telling them 
about eco-friendly habits and responsible behaviour (54% for 
Europeans). This expectation is even higher amongst younger 
generations (62% of 18-24 year olds). The 3rd study will be 
published in 2022 and will include a focus on the social 
dimension (diversity, inclusion and solidarity) of brands and on 
the challenges of raising media and advertiser awareness 
regarding digital pollution. 
Focus on the study: Tendances kids 2021 
Through the Tendances kids 2021 study, the benchmark study of 
children's video consumption habits and family lifestyles, M6 
Publicité questioned children and their parents about their level 
of awareness of environmental and social issues and their 
actions in their daily lives. It was observed that children are 
both well informed and increasingly concerned. In response to 
their fears, specialists recommend that they be encouraged to 
act. A ranking of the green habits that young French people say 
they regularly perform has been carried out. At the top of the 
list were the usual everyday green habits. Sorting waste, 
reducing food waste, limiting water and electricity consumption 
were the most widespread practices. This top 4 is similar to 
other countries (USA, Japan, UK, Germany and Spain). With 
regard to their environmental and social concerns, kindness, the 
environment and health topped the list of children's concerns in 
France, although they differed by age. This is a major 
communication challenge for players in the games and toys 
industry and, more broadly, for brands targeting children, in 
order to give greater visibility to their "CSR" initiatives and to 
be better identified as responsible brands among children. 
According to the study's findings, it is more difficult for them to 
spontaneously name committed brands whose products are 
directly addressed to them compared to other sectors such as 
retail or the car industry. 
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Finally, TV is the leading medium for informing children about 
CSR challenges. 
When children are asked where they have heard about or learnt 
about their various CSR concerns, they mention their parents 
first. However, television channels play a major role, coming in 
second 
place 
on 
average, especially 
with 
regard to 
environmental topics. 
7.2.4.2 ENVIRONMENTAL CHALLENGES 
The responsibility of a group producing and broadcasting 
content is also based on its desire to make the general public 
aware of the challenges of sustainable development. 
Environmental issues and related news were the subject of 
many reports in the news bulletins (Le 12'45 and Le 19'45) - the 
Law on Climate and Resilience of 22 August 2021, COP 26 in 
Glasgow, alternative means of transportation, renewable 
energy, recycling, global warming, etc. In 2021, their number 
increased by 31% compared to 2020, reaching 453 news items. 
However, it still lags behind 2019 due to the overwhelming 
number of items related to the Covid-19 pandemic. 
News bulletins also regularly bring to the fore unusual stories or 
innovations relating to ecology: “An escape game to learn about 
green habits”, “The cleaner of the Pyrenean peaks”, “An 
Icelandic factory captures CO2 in the air and transforms it into 
stone”, “Seed bombs, the weapon to preserve bees”, etc. 
M6 also decided to play an educational role via high quality 
documentaries regularly presenting the current ecological 
issues. These magazines have become flagships for the channel 
and thus represent a major audience attraction for these 
subjects among an increasingly broad audience. As such, C 
Productions, the internal company which produces news 
magazines and documentaries, has produced several items on 
ecology and sustainable development for M6, including, as part 
of Capital and Zone Interdite, “Delivery: ever more, ever 
faster, but at what cost for the planet?”, “Buy zero-waste with 
30% off, the new solutions that are arriving on your shelves”, 
“Greener, cheaper: the great revenge of provincial towns” or 
“An eco-friendly and modern house: these French people are 
building it as a family! ”. 
C Productions has developed a new documentary brand for W9, 
dedicated to the environment: 
2050. Two primetime 
programmes will be broadcast in 2021 to alert the French to 
major environmental issues: “Climate: can we still avoid the 
worst?” and “Tornadoes, floods, mega-fires: can we still avoid 
the worst? ”. 
TV, beyond its entertainment role, is also key in awakening 
children's ecological awareness and opening them up to the 
world: 
73% 
of 
children 
have 
watched 
environmental 
programmes on TV. In this context, Gulli is clearly identified as 
being committed to helping tomorrow's citizens grow up. In 
fact, parents put it ahead of the big US streaming platforms. 
The programme Turbo also covered several topics related to the 
environment, such as the reports "Driving green" or "Driving on 
ethanol". Many tests of electric or hybrid cars were also carried 
out (Nissan Leaf, Tesla Model Y, Cupra Leon e-Hybrid, Audi e-
Tron GT, VW ID.4, Citroën Ami vs. Renault Twizzi... 
Reality competition show Top Chef also seized the opportunity 
to promote good food practices, reducing waste and the 
benefits of cooking with fresh, organic products. Studio 89, the 
Group subsidiary that produces Top Chef, partnered with the 
French Red Cross to redistribute the food used during the show. 
Once or twice a week during shooting, volunteers gather up dry 
goods (bread, oil, spices etc.), perishables (fruit, vegetables, 
milk) and fresh foods with a very short shelf life (meat and fish) 
for redistribution at 4 food banks in the Seine-Saint-Denis 
district. 5.5 tonnes of food were donated to about 100 
disadvantaged families during season 13, which will be aired in 
2022. 
Moreover, the radio station RTL is also actively involved in M6 
Group’s efforts to promote ecology and issues related to 
sustainable development. Every Sunday, the programme On 
refait la planète covers the environmental challenges facing 
humanity, thereby raising listeners’ awareness of the need to 
safeguard ecosystems. 
 
In addition, through an unrivalled multimedia mechanism (TV, 
radio, digital), M6 Group mobilised all its stations to offer, at 
the start of 2021 and for the second consecutive year, a range 
of special programmes based on environmental issues. From 24 
to 31 January, to mark #greenweek, the Group’s channels and 
stations (M6, W9, 6ter, Paris Première, Gulli, RTL, 6play, etc.) 
featured more than 60 hours of news, magazines, film and 
entertainment content related to ecology and the environment, 
each with their own tone and editorial line. The highlight of this 
#greenweek was the exclusive broadcast on M6 of Yann Arthus-
Bertrand's legacy film, Legacy, with a strong message: "Act 
before it's too late". 
 
The Group ensures that all its programming portrays a positive 
image of rural life in which respect for the environment is 
evident, particularly in L’Amour est dans le Pré. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Social commitment 
6play and its 100% Green catalogue 
6play also aims to raise awareness among its more than 28.5 
million active users through "100% Green", a catalogue of 
programmes with an ecological flavour, such as the 
documentary event "Legacy", directed by Yann Arthus Bertrand, 
or "Greta Thunberg: Rebel with a cause"; it also includes content 
anchored in the daily life of the French and resolutely turned 
towards sharing solutions such as “Targeting zero waste is 
child’s play” with Eric Antoine or “Capital Solutions”, presented 
by Julien Courbet. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
7.3 
CORPORATE COMMITMENT 
7.3.1 
Committed to employees 
All the decisions taken in relation to recruitment, hiring, 
discipline, promotion and other employment measures must be 
free of all discriminatory practices. Psychological and sexual 
harassment is prohibited. 
Furthermore, pursuant to Decree n° 2017-564 of 19 April 2017, 
M6 Group has implemented a professional whistleblowing 
system. This enables a whistle-blower to report, selflessly and 
in good faith, a serious matter, such as a crime or an offence, 
of which they have personal knowledge. 
7.3.1.1 BREAKDOWN OF M6 GROUP WORKFORCE BY TYPE OF CONTRACT 
2019 
2020 
2021 
Permanent contracts 
1,970 
1,707 
1,664 
Fixed-term contracts 
311 
197 
183 
Total workforce 
2,281 
1,904 
1,847 
7.3.1.2 WORKFORCE INDICATORS 
At 31 December 2021, M6 Group's total workforce was 1,847 people, compared with 1,904 at 31 December 2020, including 1,664 on 
permanent contracts in 2021, compared with 1,707 in 2020. The net change in the number of permanent contracts is detailed below: 
WORKFORCE AT END DECEMBER 2020 
1,707 
External recruitments 
98 
Event contract workers/service providers made permanent 
17 
Fixed-term contracts made permanent 
22 
Departures 
Resignation 
-72 
Redundancy 
-44 
Termination by mutual agreement 
-28 
Retirement 
-6 
Disposal of entities (M6 Hosting)/Exit from the scope of 
consolidation (Bedrock). 
-27 
Other (end of trial period, etc.) 
-3 
WORKFORCE AT END DECEMBER 2021 
1,664 
In order to ensure gender equality, M6 Group pays particular attention to balancing its workforce. At 31 December 2021, the 
Group’s workforce was made up of 52% of women and 48% of men, distributed as follows: 
Breakdown of M6 Group workforce by category and by gender 
2021 
Male 
Female 
Employees 
399 
195 
204 
Managers 
1,114 
486 
628 
Journalists 
285 
176 
109 
Senior executives 
49 
34 
15 
TOTAL 
1,847 
891 
956 
 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
Age pyramid 
The average age of Group employees is 40.2 years, with 39.1 
years for women and 41.4 for men. 
Average age of permanent workforce 
by category and gender 
Breakdown of permanent workforce by division 
Length of service pyramid 
The average length of service within the Group is 11.7 years: 
12.5 for men and 11 for women. 
Average length of service of permanent 
workforce by category and gender 
2019 
2020 
2021 
TV 
1,377 
1,284 
1,283 
Radio 
413 
382 
353 
Production & Audiovisual Rights 
96 
92 
80 
Diversification 
395 
146 
131 
TOTAL 
2,281 
1,904 
1,847 
Breakdown of fixed-term contracts 
2019 
2020 
2020 
Fixed-term contracts 
182 
91 
73 
Work experience contracts 
88 
57 
35 
Apprenticeships 
41 
49 
75 
Total fixed-term contracts 
311 
197 
183 
Event contract workers 
2019 
2020 
2021 
FTE event contract workers and freelancers 
422 
373 
407 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
7.3.2 
Promoting diversity and equal opportunities within the Group 
7.3.2.1 GENDER EQUALITY 
For several years, the Group has been committed to ensuring totally equal treatment of men and women through collective 
agreements and action plans. 
In the light of this commitment, all the Group’s operational HR department have been trained in non-discriminatory interview 
techniques since 2012, in terms of employment, position, training and remuneration. 
2020 
2021 
% of women in total workforce 
51% 
52% 
% of women recruited on permanent contract 
50% 
51% 
% of female executives 
55% 
56% 
% of female managers 
41% 
47% 
% of female executives 
27% 
31% 
% of female Management Committee members 
24% 
29% 
% of women who received training 
51% 
54% 
The agreement of the Métropole Télévision ESU relating to 
gender equality in the workplace, concluded in late 2019 for a 
term of three years, was rolled out in2020 to the Publicité, SND, 
and Music ESUs and to all the Group’s subsidiaries. 
In this way, to ensure equality and better representation of 
women on its channels, M6 Group has implemented, through its 
agreements and its various engagement initiatives, a proactive 
policy of respect and promotion of professional gender equality, 
which helped it to achieve very good scores in the first two 
published indexes of gender equality, scoring 87/100 for the 
Métropole Télévision Economic and Social Unit and 88/100 for 
the M6 Publicité Economic and Social Unit. At the same time, 
M6 Group acquired the solutions to avoid gender pay disparity 
and, where necessary, to remedy it, within the framework of 
the 
undertakings 
made 
during 
the 
Mandatory 
Annual 
Negotiations. 
Moreover, in order to underpin its commitments in relation to 
combatting discrimination and sexist behaviour, M6 Group has 
appointed several sexual harassment and sexist behaviour 
officers, who have received dedicated training to ensure they 
can perform their role in full. 
Work/life balance 
M6 Group renewed its protective support measures for 
vulnerable and at-risk employees by proposing temporary 
working time arrangements, 
7.3.2.2 YOUNG PEOPLE 
by supporting them in their return to the company through a 
return to work plan, by increasing the number of remote 
working days for pregnant women, disabled workers and 
employees over the age of 60, etc. 
In addition, and subject to their agreement, pregnant women 
can complete interviews with the Head of HR and their manager 
in the month before they go on maternity leave and the month 
before they return from maternity leave and are kept informed 
of life in the Group during their maternity leave thanks to online 
access to internal communications messages. The Group 
continued its commitment to promoting respect for the right to 
a private life (meetings starting during normal hours, flexible 
working hours for the return to school), and allowed parental 
leave to be extended to part time for up to 80% of working hours 
for children up to the age of six. 
Numerous agreements and charters have already been signed by 
all companies within M6 Group covering in particular the 
donation of days’ off, the right to switch off, and remote 
working enabling employees to limit their travel and thereby 
promote professional development. 
Finally, in order to facilitate the transition from employment to 
retirement, M6 Group maintains the payment of pension 
contributions on a full-time basis for employees who switch to 
part-time work (80% or more) in the two years preceding their 
retirement. 
Plan to recruit 100 young people 
In September 2020, M6 Group introduced a significant 
recruitment programme aimed at young graduates seeking their 
first job. 
This plan, which aimed to recruit 100 new young permanent 
employees, was supported by a budget of approximately €12 
million. It should be noted that this amount was financed, firstly 
by the decision not to allocate free shares in respect of the 2020 
financial year to the Executive Board and to senior executives 
of M6 Group (representing around 200 employees) and secondly, 
by a portion of the amount received in sector-specific 
government support voted for as part of the 3rd amending 
finance act. 
It should be noted that these exceptional recruitments also 
made it possible to pursue our inclusive policy by recruiting 
profiles from all social and ethnic backgrounds, by opening up 
positions to profiles on the fringes of the labour market, and by 
adapting positions to candidates with disabilities. 
 
It has also made it possible to offer permanent contracts to 
young people recruited on work-study programmes or 
internships: almost one in two young people recruited are from 
our pool. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
Youth Executive Committee 
In 2020, the Executive Board of M6 Group created a young 
employees Executive Committee made up of 18 members under 
the age of 30, who are appointed for a term of between 12 and 
24 months, whose purpose is to assess the Group’s operations in 
complete independence and to contribute to the Group’s 
creativity, 
organisation, 
image, 
social 
policy 
and 
communication. 
One year after it was established, the Youth Executive 
Committee has managed to find its place among the 
management bodies and has shown itself to be a source of 
proposals in many major areas of the Company, such as the CSR 
policy, the digitalisation of our processes, the induction process 
for our new employees, and a 360° use of our programmes. 
More broadly, this Youth Executive Committee offers a healthy 
challenge to our stereotypes, making the most sceptical change 
their vision of the Company while increasing their awareness of 
the changes younger employees expect. 
Young graduates 
2020 
2021 
Number of trainees received during the period for 3 to 6 months 
194 
222 
% of trainees hired at the end of their training period (permanent or fixed-term) 
20% 
17% 
Number of work/study students received during the year 
113 
114 
- Apprenticeships
54 
79 
- Work-based learning
59 
35 
M6 Group has risen to 7th place (+11 places) in the HappyIndex@trainees 2022 ranking and is the leading media group in France. This 
distinction underlines the quality of the welcome and support given to our trainees and work-study students throughout their career 
within the Group. 
New talents 
Making M6 more attractive to young people: 
●The strong improvement in the happyIndex@trainees ranking
(score of 4.13/5), and the recruitment of 100 young people
on permanent contracts despite the public health and social
crisis we have been through, have strongly reinforced the
attractiveness of our Group to young people.
●The quest to continue job shadowing (middle and high
schools) despite the pandemic demonstrates our drive to
maintain the social links established between young people
and the media and testifies to the desire of our group to help
middle and high school students have high aspirations.
●The "Meet the expert" interview with Bérangère Terouanne,
Head of Programme Acquisitions and member of the Group's
Executive Committee, posted on the job search website for
young people, "Jobteaser", helped to raise awareness of the
Group's employment opportunities.
●Competitions for students were maintained:
- #PrixMoJoM6 on M6: Alexandre Kerle (IJBA Bordeaux) won
the 5th edition and was awarded a fixed-term contract
within M6’s National Newsroom. Following an application-
based selection process, 6 finalists are invited to the
offices to produce a report using a smartphone on a
specific issue under real conditions. The competition, open
to final year journalism students at the 14 schools
recognised by the Journalists Agreement, helps to identify
the future Mo(bile) Jo(urnalist)!
- Jean-Baptiste Dumas Scholarship (RTL): Nathan Bocard
(CUEJ Strasbourg) was awarded the 2021 scholarship by the
jury made up of journalists from the RTL newsroom. This
competition, named after Jean-Baptiste Dumas, a former
RTL journalist, who died following the Furiani Stadium
disaster in 1992, is open to students in their final year at
Journalism School.
- Hackathon with Kedge's Master 1s on the theme of
innovation at 6play (user engagement) and a business
conference with Gulli's Business Development teams for all
Kedge Masters (over 200 people attended this event).
●The presentation of our activities to Master's degree students
specialising in media (on our premises or remotely) remains
a strategic lever of attractiveness for our business
challenges.
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
Trainees and work/study students 
In addition to the large number of opportunities offered to 
interns and students on work-study programmes, we are keen 
to welcome and support their experience within the Group by: 
●Organising regular "Welcome Day" events. These sessions,
offered to young recruits, help them to develop their
knowledge of the Group, its activities and career
opportunities, and to establish their first professional
network, etc., from the start of their internship or
work/study scheme.
●Preparing them for their future career: before the end of
their training period, the young people have an assessment
interview with their mentor, to make an overall assessment
of their placement, as well as their potential and their
motivation for the benefit of the Group. Their job
applications are given priority for filling junior roles
immediately following the end of their training period or
subsequently.
In order to do this, a solution was designed and developed in-
house by M6 Group - Talent Booster. It is a completely digital 
talent pool that allows HR teams to consult the assessments 
completed by all the Group’s mentors during internships and 
work/study placements. This solution is a talent booster and 
was a factor in the recruitment on permanent contracts of 
many work/study students and trainees as part of the 
#PlanJeunesGroupeM6 programme. 
●By measuring their satisfaction; for the 5th consecutive year,
M6 Group received “Happy Trainees” certification, awarded
by choosemycompany.com. With an overall rating of 4.13/5
(compared with 3.95/5 in 2020), this certification recognises
the welcome, integration and support offered to trainees and
students on work / study courses, within M6 Group.
7.3.2.3 WORKERS WITH A DISABILITY 
M6 Group has been committed to supporting people WITH DISABILITIES as much in the choice of the programmes it broadcasts as in 
the employment policy implemented. 
2020 
2021 
Number of workers with disabilities 
31(*)
(*) Temporary / Permanent workforce at 31/12/2021 excluding Bedrock, Ctzar, Sociaddict and LTI Vostok
In 2007, the Group created its Disability Team in order to 
promote the recruitment, integration and retention in 
employment of people with disabilities. 
In 2017, to mark ten years of the Disability Team, and in order 
to strengthen this commitment and allocate itself more 
resources, the Group signed its first Disability Agreement for a 
period of three years; an undertaking that was renewed and 
reinforced in 2020 with the signature of a second agreement 
(2020-2022), expanded to cover all the companies that have 
joined the Group since 2018. 
The areas of commitment under this agreement are focused on 
five key strands: 
●Recruitment,
●Retention in the workforce,
●News,
●Raising awareness,
●Using the protected worker sector.
Recruitment 
In 2021 and despite the pandemic, the Group recruited 20 
disabled people, including 4 on permanent contracts. In 
addition, it strengthened its partnerships with specialist 
recruitment consultancies, active schools, and associations in 
order to develop its talent pool of candidates. 
It should be noted that M6 Group has already largely exceeded 
the recruitment commitments of the current three-year 
agreement with 25 actual recruitments, including 6 permanent 
contracts, against an initial target of 20 recruitments, including 
2 permanent contracts. 
Retention in the workforce 
The Group’s employees are offered numerous benefits as part 
of the agreement: transport agreement, additional days’ leave, 
increased number of remote working days, working from home 
allowance, health package that can be used on demand.  
This quality support, the reassuring framework of an agreement 
and the targeted communications on certain pathologies 
enabled 14 employees to start thinking about the issue and, for 
eight of them, to seek recognition. One file has already been 
approved, while the others are currently being reviewed. 
Raising awareness 
Throughout the year, Mission Handicap offers the Group's 
employees different awareness-raising formats (workshops, 
communications in our CSR, etc.). 
Targeted 
communications 
on 
World 
Disability Days 
On the occasion of various world days (hearing, cancer, IBD, 
DYS- disorders, osteoarthritis and diabetes), Mission Handicap 
renewed its support for the employees concerned to help them 
in their daily lives. 
Several mechanisms are put in place according to needs, such 
as 
specific 
software, 
a 
"health 
package", specific days of annual leave, etc.The aim of these 
targeted communications is to raise awareness among 
employees and to highlight the support provided by Mission 
Handicap. These communications have enabled more than a 
dozen employees to consider obtaining a Recognition of 
Qualification as a Disabled Worker (RQTH) and for some to take 
the necessary steps with their Departmental Centre for Disabled 
Persons (MDPH). 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
Distribution of laptop sleeves and promotion of the 
sheltered and adapted workshop sector  
At the beginning of 2021, all employees received a felt laptop 
sleeve with the message "In 2021, I am buying responsibly! ”. 
The purpose of this distribution was twofold: 
●Share with everyone the Mission Handicap 2020 review,
●Raise employee awareness of the importance of responsible
purchasing from the so-called sheltered and adapted
workshop sector (ESAT and EA), as these establishments are
a significant lever for the employment of people with
disabilities. The sleeves were produced by the adapted
company WEEZEA, the information flyer on the sheltered
sector was printed by the adapted company Handiprint and
the whole thing was sent to employees' homes via the
adapted company Atelier du courrier.
This operation made it possible to raise employees' awareness 
of the quality of the services offered by the Sheltered and 
Adapted Workshop Sector. 
In-house handi-sport tournament as part of the Tokyo 
Paralympic Games  
On 30 September 2021, M6 Group’s Mission Handicap organised 
a para-table tennis tournament with Matéo Bohéas, silver 
medallist at the Tokyo Paralympic Games, and his coach Roza 
Soposki, along with 16 male and 16 female employees with 
invisible disabilities. The finalists were then presented with 
their medals by the champion. This medal was made for the 
occasion by an organisation employing more than 80% of people 
with disabilities (ESAT). 
The aim was twofold: to raise awareness among Group 
employees about the invisible disability and to show that 
disability does not prevent competence. It was a great success! 
Les grands esprits se rendent contes 
Like every year, the M6 Group took part in the European Week 
for the Employment of People with Disabilities (EWPD) from 15 
to 19 November 2021. 
In addition to the Duoday, awareness was promoted among 
employees: “Les grands esprits se rendent contes” (Great minds 
tell tall tales) 
The idea was to raise awareness and provide information 
through 5 stories based on difference with – at the end of each 
story – a summary by a disability expert to make a link with the 
business world, our agreement and its measures for recognised 
employees. 
Duoday 
For "Duo Day 2021", M6 Group once again mobilised its teams by 
welcoming nearly twenty trainees on Thursday 18 November 
2021. Each of these trainees, who are disabled, formed a pair 
with an M6 Group employee to help them learn about their job. 
The aim of this day was twofold: to raise awareness among 
employees and teams who welcomed a duo for the day and to 
promote the employment of people with disabilities. 
Each person with a disability welcomed on this day had their 
profile carefully studied by the Human Resources Department in 
order to, as far as possible, offer a position that matched the 
Group’s needs and the candidates’ expectations. 
Solidarity Christmas Market 
For several years now, M6 Group has been organising a solidarity 
Christmas market in its premises in December. For one day, 
employees can buy Christmas gifts produced by ESATs and EA. A 
unique way of promoting the sheltered and adapted workshop 
sector. This moment has become a must for many employees. 
Using the protected worker sector 
ESATs and EA are establishments in the sheltered and adapted 
workshop sector (ESAT, EA and TIH) that employ more than 80% 
of people with disabilities in their workforce. 
Working with these service providers means acting indirectly for 
the employment of disabled people and M6 Group has made this 
one of its priority commitments in its second disability 
agreement. In 2021, revenue of €160 K was entrusted to 
companies in this sector on various topics: human resources, 
digitalisation, printing, packaging, provision of personnel, etc. 
With this in mind, since the beginning of 2021 the radio teams 
have called on the adapted company Ateliers de la Garenne to 
manage all the donations and mailings to listeners. An employee 
thus joins the radio teams two days a week. This on-the-job 
immersion is a real driver for employability and a bridge 
between the sheltered sector and the “ordinary environment”. 
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Corporate commitment 
7.3.2.4 PEOPLE WHO HAVE BEEN IN PRISON 
In an effort to be consistent with the action of its Corporate 
Foundation (dedicated since 2010 to the social and professional 
reintegration of people who have been in prison) and to set an 
example for the business world, in 2021 the Group continued its 
approach of hiring people who have been in prison, by 
integrating two new employees who were previously “in the 
hands of the law” into its activities, thus diversifying the 
integration formats: work-study schemes, fixed-term contracts, 
permanent contracts… while continuing to develop the skills of 
a person on a work-study scheme since 2020. 
These new arrivals have led the Human Resources department 
and the M6 Group Foundation to formalise a specific integration 
process within the Group: sourcing of candidates from the 
Foundation’s partner organisations, possible “technical skills” 
training prior to taking up the role, regular monitoring of the 
new recruit during the first few months. A “Support Charter” 
for new recruits and managers in charge of integration is being 
drafted in collaboration with the managers concerned, who 
have come together to share their experience and enable the 
Company to adjust its procedures. 
7.3.3 
Developing employee skillsets 
7.3.3.1 INTEGRATION OF NEW HIRES 
From their very first day, employees have the opportunity to 
consult a “digital induction guide” online:  a welcome video by 
Nicolas de Tavernost, practical information, the main points of 
contact, introduction to M6 Group’s activities, etc. 
7.3.3.2 ANNUAL REVIEWS 
Every year, all employees have an annual review with their 
manager. In addition to an appraisal of the results attained over 
the course of the year just ended, this also provides the 
opportunity to assess the efficiency of training programmes 
undertaken, the skillsets used and professional balance 
(workload and organisation, work/life balance). 
Since 2015, employees have also benefited from a second 
review with their manager, entitled the professional review. 
7.3.3.3 INTERNAL TRANSFERS AND 
PROMOTIONS 
Career management is a priority for M6 Group since it combines 
professional development and company performance. In 
particular, a transfer makes it possible for the employee 
changing role to give fresh impetus to their career while 
maintaining contractual security within a familiar atmosphere. 
Conversely, the department recruiting an internal employee is 
enriched by their previous experience within the Group and 
knows the value of this employee over the long term. 
Moreover, throughout the year, employees can register to take 
part in in-house conferences: presentation of the new season 
line-up, presentation of the TV and radio activities, TV and 
radio audience ratings. 
The annual review as well as the professional interview is 
available in confidential digital format accessible to each 
employee and archived for future years on the enterprise social 
network. 
Needs and/or comments expressed during the reviews are 
analysed and addressed by the Human Resources Department 
throughout the year. 
In 2021, 45% of permanent contract opportunities (excluding 
young people programme) were filled internally, demonstrating 
the Group’s ability to support and develop its employees. 
Women represented 64% of these transfers, which demonstrates 
our desire to further develop women’s careers within the 
Group. 
2020 
2021 
% of permanent employees who received training during the period 
42% 
39% 
Permanent contracts - Excluding Ctzar, LTI Vostok, Bedrock, Best of TV (2020) - Excluding Ctzar, LTI Vostok, Bedrock, (2021) 
2020 
2021 
Number of employees who were promoted during the period 
182 
143 
% of employees who were promoted during the period 
11.5% 
9% 
Number of employees who benefitted from in-house mobility during the period 
26 
21 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
7.3.3.4 TRAINING 
M6 Group is keen to develop the skills and talents of its workforce and has an active and agile training policy offering 
“Occupational”, “Management”, “Personal Development” and “Group Culture” courses. 
2020 
2021 
Training investment 
€545 K 
€649 K 
Training initiatives 
1,046 
1,109 
Number of hours’ training 
9545 
9,918 
Number of employees who received training during the period 
737 
645 
Permanent contracts - Excluding Ctzar, LTI Vostok, Bedrock, Best of TV (2020) - Excluding Ctzar, LTI Vostok, Bedrock, (2021) 
Included are the training programmes that have been fully or partially financed in the budgeted training programmes and skills training periods. 
2021 was once again characterised by the pandemic. 
However, the total training expenditure in 2021 was €649 K, 
demonstrating M6 Group’s continued commitment to talent 
development despite the environment. This investment in 
training went to fund 1,109 training actions for a total of 10,723 
hours. In total, 645 employees benefited from training in 2021, 
representing 39% of the workforce. 
In 2021, M6 Campus - M6 Group’s in-house training organisation 
- secured QUALIOPI certification, once again demonstrating the
quality of its training and the procedures put in place. In
addition to its registration with the DATADOCK, QUALIOPI
certification has enabled M6 Campus to finetune its model for
evaluating skills upstream and downstream of training courses
while maintaining its of agile and tailor-made philosophy.
M6 Campus has tailored its remote and hybrid courses in order 
to remain a major partner in developing the skills of the Group’s 
employees. 
In this way, M6 Campus organised 335 training initiatives in 2021 
by providing training related to Management, Group Culture, 
Business Expertise and soft skills. 
 
M6 Campus continued to provide employees with personalised 
training by offering workshops to support the extensive roll-out 
of remote working for managers, and more generally, all 
employees. 
Since their launch in 2018, the M6 Campus manager workshops 
have been a genuine success with managers. 12 agile workshops 
lasting between four and seven hours were completely open to 
auto-enrolment through the corporate social media platform 
and delivered remotely where the situation required. 
These topical workshops, lasting one morning per topic per 
group of 6 managers, are intended to support managers in their 
day-to-day role with subjects such as “Learning from your 
emotions”, “Leading Change”, “Supporting / Training”, 
“Communicating” and “Facing up to conflict and malfunction”. 
7.3.4 
Ensuring good working conditions 
7.3.4.1 SAFETY 
The safety and working conditions of employees are central 
concerns of the Group’s management and elected members of 
the Group Health, Safety and Working Conditions Committees 
and Economic and Social Committees. 
The areas for which these bodies are responsible are monitored 
on a regular basis through regular or extraordinary meetings. 
Security at the entrances to all buildings remains strong, 
including outside Paris (checking of badges 
and identities of people from outside the Group, limited access 
to certain buildings and to parking areas). 
The trade union representatives were also informed of all the 
measures that have been implemented. 
 
In addition, in 2021 M6 Group signed a charter on good driving, 
the aim of which is to remind people of the safety rules of the 
highway code when using service vehicles. 
Work related accidents and illnesses 
2020 
2021 
(1) Frequency rate: number of accidents resulting in lost time of more than one day occurring over a 12 month period per million hours worked.
(2) Severity rate: number of sick days compensated per 1,000 hours worked.
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Work-related accidents resulting in lost time 
7 
5 
Frequency rate (1) 
1.68 
1.49 
Severity rate (2) 
0.016 
0.018 
39

STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
7.3.4.2 QUALITY OF LIFE AT WORK 
M6 Group’s commitments in relation to quality of life at work 
have been strengthened by the conclusion of several collective 
agreements. The Métropole Télévision, M6 Publicité and Music 
renewed and strengthened its commitments by signing an 
agreement relating to quality of life at work in 2020, for a term 
of three years. 
In order to improve the quality of life at work for its employees, 
M6 Group introduced two days of quality of life at work and 
implemented opinion surveys. 
A collaborative vegetable garden was designed in May 2019 in 
the garden of the building at 46 rue Jacques Dulud in Neuilly. 
More than 50 employees take turns throughout the seasons to 
maintain it and harvest the produce, learning about growing 
things organically and the concept of local networks for 
seasonal fruit and vegetables. Three beehives were installed on 
the roof of the building at 46 rue Jacques Dulud. Over 100 jars 
of honey were collected and distributed to employees. 
In addition, the Group continued to offer specific training 
courses to raise awareness among the various players in the 
Company, and continued to invest heavily in managerial training 
with a very comprehensive range of courses adapted to all levels 
of experience. 296 managerial training initiatives were 
organised in 2021 (Management:  la recette !", "Manager de 
manage", "Les ateliers du manager By M6Campus", …) in order 
to improve work relations and quality of life at work. 
The managers are also made aware of their right to disconnect, 
in accordance with the provisions set out in the charter relating 
to the right to disconnect. 
 
Furthermore, M6 Group introduced a transport programme to 
optimise business travel by promoting alternative modes of 
transport to private car use (public transport, reducing business 
travel, promoting shared travel, etc.) to help protect the 
environment. 
7.3.4.3 ANNUAL PERFORMANCE AND CAREER DEVELOPMENT REVIEWS 
Annual reviews of quality of life at work and psychosocial risks 
are prepared within the various M6 Group entities. Indicators by 
department concerning human resources and corporate aspects 
(mobility, absenteeism, turnover, age pyramid, seniority, etc.), 
working conditions (working hours) and health and safety 
(number of occupational and commuting accidents, medical 
exams, etc.) provide the basis for an analysis of the information 
and the necessary and appropriate solutions to ensure the 
smooth running of the department. 
In addition, as part of their annual appraisal, each employee is 
encouraged to consider their work-life balance, to discuss it 
with their manager and to monitor their workload. These 
indicators are then considered to ascertain the need to 
implement, where necessary, an action plan 
to ensure this balance. Employee representative bodies receive 
a summary on an annual basis. 
 
Pursuant to the French law on professional training, all Group 
employees with at least two years’ seniority are offered a 
professional interview. The purpose of this interview is to 
review the employee’s professional career and discuss with 
them their professional development (skills, mobility or 
redeployment project, etc.). An interview is held in less than 
two years if the employee is returning from an extended period 
of absence or wants to move to another position in the 
company. 
As is the case every year, M6 Campus – M6 Group’s training body 
– offered managers the opportunity to attend training to ensure
the success of their annual reviews as well as their professional
interviews. In 2021, 50 training sessions were delivered
demonstrating the commitment of managers to ensuring the
various reviews are successful.
7.3.4.4 HEALTH & SAFETY TRAINING 
In 2020, 87 people underwent safety standards training 
(evacuation, use of fire-fighting equipment, etc.), 3 of whom 
were trained as workplace first aiders: 
●6 employees attended initial OHS training,
●3 employees attended OHS training on recycling,
●15 employees attended fire training.
Lastly, 13 journalists and reporting engineers (radio and 
television) also received first aid training via a custom 
developed session run specifically by a member of the marine 
commandos and nine journalists were trained in risk prevention 
during demonstrations. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
7.3.4.5 OCCUPATIONAL HEALTH 
In 2021, the doctor’s surgery was once again mobilised as part 
of the pandemic response, notably during the introduction of 
the public health measures recommended by the authorities, as 
part of the monitoring of vulnerable people, in relation to 
psychosocial risks connected with remote working and with the 
employee vaccination campaign. 
In accordance with the national protocol in companies aimed at 
ensuring the health and safety of employees, the Group 
introduced the following rules across all its sites: 
●Temperature checks in the reception of each building for
employees and people external to the Group,
●Mandatory wearing of masks on the premises,
●Daily disinfection of workstations,
●Cleaning stations on every floor,
●Introduction of specific traffic flow,
●Limited number of employees per lift and in meeting rooms,
●Reduced number of people in working areas,
●Hygiene rules displayed in premises,
●Reservation slots in company restaurants.
As well as answering queries regarding the measures to be 
adopted as part of the pandemic, the daily presence of a nurse 
in the medical room also made it possible to give preventive 
advice to employees and answer any questions they may have 
on various subjects, notably via the enterprise social network 
Blender,  
7.3.4.6 IT SECURITY 
To combat the growing threat of phishing/ransomware, M6 
Group strengthened its IT security system in 2021. 
A campaign to raise awareness among employees was run using 
various techniques to identify phishing emails. In addition, tools 
have been deployed to block malicious websites and files, 
prevent the leakage of sensitive data and ensure traceability of 
electronic conversations. 
These measures are included in M6 Group’s IT Charter. 
7.3.4.7 SOCIAL DIALOGUE 
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. 
M6 Group also complies with the provisions of the International 
Labour Organisation's fundamental conventions on the freedom 
of association and the right to collective bargaining, and in 
particular the ILO’s conventions C87, C98 and C135. 
by indicating the positions to adopt for sedentary work, 
recommendations in the event of a heatwave, the procedure to 
follow in the event of a medical emergency, benefits in the 
event of pregnancy, etc. 
The nurse also monitors personnel who work at night, under the 
supervision of the occupational health doctor, as part of 
intensified individual follow-up. 
The annual occupational risk prevention and improvement of 
working conditions programme was regularly updated. 
In addition to setting out the discussion processes with 
employee representatives, such representatives have been 
specifically educated about all the initiatives introduced within 
M6 Group, in particular on the public health measures to be 
adopted to avoid spreading Covid-19, and in particular in 
relation to the psychosocial risk prevention policy. 
Moreover, the Group particularly: 
●introduced “M6 Eco-Commuting” allowances for bicycle
commutes,
●developed its internal communication aimed at employees,
●issued updates by the Chairman on M6 Group’s position,
notably regarding organisation of work during the curfew and
lockdown periods,
●developed a guide featuring advice and recommendations for
working in complete safety.
IT Code of Conduct 
M6 Group has an IT Code of Conduct that was overhauled in 
2018. This Code sets out the rules for using the IT solutions made 
available to employees. It specifically provides that employees 
use them within fair and legal limits, and do not use them to 
cause harm to either a private individual or a legal entity, or to 
disrupt the proper functioning of the Group’s information 
systems. 
Computer Engineers’ Code of Conduct 
The Computer Engineers’ Code of Conduct details the principles 
and ethical rules that programmers must routinely apply, 
whether they are employed by M6 Group or are service 
providers, to perform their roles. It stipulates, amongst other 
things, that computer engineers must demonstrate integrity, 
must not carry out any illegal or unethical orders, and it notes 
their confidentiality obligation. 
Since 1 January 2021, M6 Group is comprised of 8 Economic and 
Social Committees with 97 elected representatives (all bodies 
combined and taking into account the holding of multiple 
offices) and 2 Health, Safety and Working Conditions 
Commissions with 11 elected representatives. 
Following the merger of Jeunesse Thématiques into M6 
Thématique and of Information & Diffusion into Métropole 
Télévision, in 2021 the Social and Economic Committee of the 
SEU Métropole Télévision created an Economic Committee made 
up of 5 elected members. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
These various employee representative institutions promote 
regular and active social dialogue. In order to modernise and 
maintain social dialogue during the pandemic, the Métropole 
Télévision and M6 Publicité ESUs respectively concluded on 23 
and 25 March 2020 an agreement relating to the use of 
videoconferencing within the framework of the Social and 
Economic Committee. 
In 2021, 116 ordinary and extraordinary meetings took place 
every month with employee representatives (across the various 
bodies). 
In addition, within the ESU (Métropole Télévision, M6 Bordeaux, 
Paris Première, Sedi TV, Edi TV, M6 Thématique and M6 
Génération), Economic and Social Committee meetings (housing 
committee, catering, gender equality, training, psychosocial 
risk, etc.), were held regularly in order to have a close 
understanding of employee concerns. 
The issues covered during the Social and Economic Committee 
meetings in 2021 notably included the following: 
●Use of short-time working,
●Plan for the return of on-site activity,
●Preventive measures taken against coronavirus,
●Social policy and working conditions,
●Economic and financial policy,
●Strategic priorities,
●Assessment and priorities of occupational training,
●Assessment of the skills development plan,
●Assessment of mobility,
●Assessment of housing action,
●Employee Survey action plan,
●Professional gender equality index,
●Group savings plan,
●Harmonisation of private health schemes and provident
funds,
●Proposed merger between M6 and TF1 Groups,
●The Economic Commission and the appointment of its
members,
●The Stella project,
●Occupational health annual report,
●The transfer of the assets of the Social and Economic
Committees of the companies Information et Diffusion and
Jeunesse Thématiques to the Social and Economic
Committee of the Métropole Télévision ESU,
●The Youth Executive Committee,
●Combatting phishing/ransomware,
●The refurbishment of the national newsroom and the digital
laboratory,
●Relocation of the Broadcast Platform’s Technical Support,
●The activities of the M6 Foundation and the Engagement Department,
●Strategy and organisation regarding podcasts,
●Flexible office structure,
●The introduction of a reservation system for flexible office spaces,
●The Blender application (Group social media platform),
●The application for social and cultural activities.
Moreover, ongoing and extensive dialogue is regularly 
maintained with union representatives. As such, in 2020 more 
than 42 meetings were held leading to the signing of 10 
collective agreements throughout the course of the year. 
A specific aim of these agreements was to standardise the 
employee-related foundations and the private health scheme 
and provident fund, and adjust the working time of operations 
technicians and transmissions operators in the master control 
room. Moreover, in 2021, a new Savings Plan was agreed within 
M6 Group. 
In order to improve quality of life and conditions at work, in 
2021 the various companies renewed their collective agreement 
related to remote working (or their unilateral decision) the 
principles of which are based its voluntary nature, management 
agreement, flexibility, the right to switch off and maintaining 
social contact. In this regard, the annual maximum amount of 
remote working was set at 68 days with effect from 1 September 
2021 for a period of one year. 
Lastly, through employer organisations to which it belongs (STP, 
SRN et SRGP), M6 Group is a stakeholder in the negotiation of 
the collective agreement for public and private television 
broadcasting and the preparation of the draft public and private 
radio broadcasting. 
“Social Dialogue Awards” 
As part of the acquisition of RTL Group’s Radio Division in 2017 and Lagardère Group’s Television Division in 2019, M6 Group 
has led an active, continuous, responsible and high-quality social dialogue regarding the integration of these organisations. 
Beyond the diversity of the businesses and activities that co-exist within M6 Group, the radical reform of industrial relations 
has contributed to the “Togetherness” of all employees. To build a framework shared by all the Group’s entities, 77 collective 
agreements were thus signed in 24 months, thereby promoting the sense of belonging, and the recognition of a shared culture 
and values. 
In recognition of the quality of this social dialogue, on 12 October 2021, M6 Group received the “Togetherness and Social 
Dialogue” award, from RH&M Group and the Observatoire pour un Nouveau Dialogue Social (Watchdog promoting a New Social 
Dialogue), as part of the 9th “Social Dialogue Awards”, which recognised companies that have introduced innovative and 
successful social dialogue initiatives. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
7.3.5 
Maintaining the Group’s appeal 
Group employees benefit from an organisation of their working time calculated in hours or days according to their categories. 
Main working time arrangements by category 
Average annual working time 
35-hour week overtime
Employees 
1,575 hours 
21 days 
Managers 
215 days 
variable 
Journalists 
205 days 
11 days 
Senior executives 
Not applicable 
Not applicable 
7.3.5.1 ORGANISATION OF WORKING TIME 
Part-time work 
M6 Group firmly believes that providing its employees with a good work/life balance contributes to the Company’s performance 
and has no hesitation in offering flexible working hours. 
At 31 December 2021, 114 employees were on a part-time permanent contract, of which 77% were women. In total, they represented 85.6 FTEs. 
7.3.5.2 WORK ENVIRONMENT 
In 2021, 1,609 workstations were relocated between the various 
sites in Neuilly-sur-Seine. 
As part of the continued refurbishment of working spaces in 
flexible office mode, an initiative was launched to support the 
employees concerned.  
Reasons for absence 
As such, employees, managers and staff representatives could 
take part in joint-construction workshops relating to the 
introduction of the flexible office, and be actively involved in 
selecting an effective and attractive layout taking into account 
the constraints of the structure and the working environment. 
This new structure affects 457 employees. 
These new layouts were completed by providing ergonomic 
working tools, and co-working and silent relaxation areas, 
thereby promoting a pleasant working environment. 
Types of absence (in working days) 
2020 
2021 
Number of sick days 
10,718 
13,464 
Number of days absent for maternity/paternity/parental leave 
3,517 
3,987 
Number of days absent due to work and travel related accidents 
162 
171 
Number of days absent due to exceptional holidays 
3,362 
3,063 
TOTAL 
17,759 
20,685 
Absenteeism rate* 
3.6% 
4.4% 
* Excluding Ctzar, LTI Vostok, Bedrock (2020) - Excluding Ctzar, LTI Vostok, Bedrock, Best of TV, M6 Hosting (2021)
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
7.3.5.3 INTERNAL COMMUNICATION 
Through its various initiatives, in 2021 Internal Communication 
continued its role providing information, support and 
coordination to employees in their daily lives within M6 Group. 
In another year marked by the pandemic, new solutions were 
developed to take account of the public health restrictions: 
“Blender le direct”, a webcast for employees featuring the 
Executive Board 
To enable General Management to bring all employees together 
“virtually”, an interactive event was designed and set up by the 
teams. 
When M6 Group’s 2020 results were published, a special 
programme, produced entirely in-house, was broadcast live on 
the corporate social media platform “Blender”, on Wednesday 
17 February 2021. 
Interviewed by the journalist Ophélie Meunier, Nicolas de 
Tavernost reviewed the main highlights of 2020 and then 
detailed the key challenges for 2021. In the second part of the 
programme, M6 Group employees asked their own questions, via 
video and webchat, to the five members of the M6 Group 
Executive Board. 
38th European Heritage Days 
For several years, M6 Group has been involved in the European Heritage Days to allow its viewers and listeners to go behind 
the scenes, through guided tours conducted by its employees. As a result of the pandemic and its inability to welcome visitors 
on-site, M6 Group broke new ground by opening its doors digitally on Saturday 18 and Sunday 19 September 2021. Through 10 
videos broadcast on social media (Linkedin, Instagram, Twitter, etc.), audiences could explore M6 Group’s iconic locations. 
Each video, presented by an employee working within the department featured, aimed to provide an insight and a better 
explanation of how M6 Group’s departments function both technically and operationally. From the radio studios (RTL, RTL and 
Fun Radio) to the M6 Newsroom, and encompassing the master control room and the collaborative vegetable garden, these 
videos enabled audiences to (re)discover M6 Group’s activities in a quirky way. 
In addition to these events-based initiatives, Internal 
Communication continued to perform its three main roles, 
notably: 
Keeping employees informed 
To enable the widest possible dissemination of information, the 
teams rely on three complementary channels 
- Internal communications, sent to some or all employees
according to the type of information. In total, almost 300 press
releases were sent over the course of 2021, predominantly
involving emails related to the Covid-19 pandemic (procedures
for cases of close contact, documents for travel, health
protocols, vaccination campaign within the Group, etc.). It
should be noted that these internal messages are now also sent
in the form of “push” notifications for employees who have the
mobile app for the corporate social media application, Blender.
- Digital signage – through screens installed in the premises and
lifts. To increase the impact of the messages, videos created
internally in motion design, collate the key elements from the
internal communiqués and refer employees to the Corporate
Social Media platform for further information.
- Corporate Social Media platform “Blender”: available on all
devices (desktop, smartphone and tablet), here employees can
access all the Group’s business news (successes, launches, etc.),
practical information (procedures, HR information, tutorials for
working tools, etc.) and regulatory content (company-wide
agreements, minutes from SEC meetings, etc.).
In addition to internal messages, the Corporate Social Media 
Platform’s video content was also strengthened in 2021. 
Through behind the scenes video reports (new programmes, new 
activities, relocations, etc.) and profiles of employees, staff can 
learn more about M6 Group activities and employees. 
In addition to these reports behind the scenes at M6 Group, 
Nicolas de Tavernost appears in a Blender video each month to 
take stock of the month just ended and touch upon the major 
events and challenges happening over the next few months. 
Raising employee awareness 
In collaboration with M6 Group’s Disability Team, employees 
regularly receive specific communications to mark various 
Global Days (diabetes, “DYS” disorders, osteoarthritis, IBDs, 
etc.). 
These messages are intended to increase employee awareness 
of different conditions through key figures, drawing attention 
to the importance of recognising employees with disabilities, 
and detailing the support put into place by the M6 Group’s 
Disability Team. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
Events for employees 
Regular activities are offered to enable employees to meet up 
and to have the opportunity to interact and chat together: 
●In-house conferences: In order to better understand M6
Group’s ecosystem of media and activities, in-house
conferences, hosted by employees, are regularly provided for
staff (presentation of M6 Interactions’ activities, 2021 SVOD
assessment, presentation of the “Action Logement”
campaign, etc.);
●
- Tour of M6 Group’s iconic locations: Employees are
regularly offered the opportunity to go on guided tours
hosted by “professional experts”, (master control room,
“Jean Drucker” set, RTL2 and Fun Radio studios, etc.);
7.3.5.4 WORKS COUNCIL 
●- Preview screenings : One week before their cinema release,
films co-produced by M6 Films or distributed by SND
(“Kaamelott”, “Eiffel”, “Si on chantait”, etc.), have preview
showings reserved for employees in M6 Group’s auditorium;
●M6 Group shared vegetable garden: Every Tuesday, in
partnership 
with 
the 
start-up 
“Ciel 
mon 
radis”,
approximately 30 volunteer employees take turns to tend the
150m² shared vegetable plot. Budding gardeners can discover
the benefits of gardening and harvest the fruits of their
labours weekly.
M6 Group’s community enterprises budget was €1,516  K in 2021 (compared with €1,361  K in 2020). 
The Group’s Social and Economic Committees offered a variety of services to employees: cultural vouchers, gift vouchers for births 
and Christmas, contribution to costs related to employees’ sporting and cultural activities (invitation to Musée des Arts Forains, etc.). 
7.3.5.5 SALARY FRAMEWORK 
The pay packages of M6 Group employees are reviewed on an 
annual basis as part of the annual salary review. Employees may 
benefit from individual performance-based increments. 
In addition to their basic salary, all employees receive a 13th 
month salary. Best  Of  TV employees do not receive a 13th 
month salary. 
This is supplemented for 603 employees in 2021, compared with 
619 in 2020, by variable remuneration primarily based on 
performance indicators (financial indicators, revenue, audience 
share, box office ticket sales, etc.). Excluding the scope effect, 
the number of employees who received variable remuneration 
remained stable in 2021 compared to 2020 at 34% of the 
workforce. 
7.3.5.6 CHANGE IN AVERAGE REMUNERATION 
The average remuneration of the Group’s permanent employees in 2021 amounted to €63,606, compared to €63,142 in 2020. 
7.3.5.7 EMPLOYEE SAVINGS 
Profit-sharing agreement 
Several profit-sharing agreements have been signed within M6 
Group. 
The results of the various Group companies made it possible to 
establish a special reserve for profit-sharing for 2020, and paid 
in 2021, totalling €8,475 K, compared with €9,254 K paid in 
2020 for 2019. 2,299 employees benefited, compared with 
2,482 employees the previous year. 
Bonus scheme 
A Group-wide bonus scheme was concluded on 15 July 2020 with 
the various representative groups for the next three financial 
years, i.e. until 31 December 2022. 
Total bonuses paid in 2021 for 2020 were €4,229 K, i.e. €1.8 K 
per employee. 
Group savings plan 
In 2021, M6 Group renewed its Group savings plans. Individual 
employee contributions were matched this year by the Group 
for €301 K, excluding Bedrock. 
In total, the amounts paid by the Group in respect of employee 
savings (Bonus Scheme, Profit-Sharing and Contribution to the 
Group Savings Plan) were €13,004 K, compared with €15,216 K 
in 2020. 
 
Lastly, the management of employee savings was entrusted to 
an external organisation, which offers employees the following 
seven funds, which vary in terms of yield and risk (risk level 
ranging from 1 to 7): 
●FCPE “M6 Group”, 100% Métropole Télévision shares (level 7);
●FCPE Sélection Mirova International (mostly shares, high risk
(level 6);
●FCPE Avenir Dynamique, between 50% and a maximum of 90%
shares, high yield but high risk (level 5);
●FCPE Diversifié, 20% shares and 80% bonds, modest yield but
lower risk (level 4);
●FCPE Impact ISR rendement solidaire, a diversified FCPE,
invested in European markets, of which between 5 and 10%
in socially responsible shares (level 3);
●FCPE SELECTION DNCA SERENITE PLUS, bond-based fund with
fairly low risk (level 2);
●FCPE Monétaire, low yield and risk free (level 1).
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Corporate commitment 
7.3.5.8 MUTUAL HEALTH INSURANCE AND PROVIDENT FUND 
Permanent employees of M6 Group benefit from a private healthcare costs scheme and a provident fund, providing a higher rate of 
reimbursement for healthcare costs and covering employees against the risk of disability, incapacity and death. 
Private health scheme 
The main purpose of the private health scheme is to supplement 
the amounts reimbursed by the state social security system for 
medical costs (hospital admissions, medicines, dental and 
optical charges, health checks). 
For Group employees, membership of the private health scheme 
is mandatory and must correspond to the individual's family 
circumstances. 
Since 1 April 2021, all the private health schemes have been 
standardised for all the Group’s permanent employees 
(excluding Best Of TV). Since that date, the monthly 
contribution was €126.31, with payment split between 
employee and employer as follows: 
●family contribution: the employee pays 50% of the
contribution and the employer pays 50%,
●individual contribution: the employee pays 40% of the
contribution and the employer pays 60%, in order to make
the scheme attractive to young employees.
Provident fund 
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.
For Group employees, 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). 
The harmonisation of provident funds is effective for all 
permanent Group employees (excluding Best Of TV) as of 1 
January 2021. 
7.3.5. TOTAL REMUNERATION OF 10 HIGHEST PAID EMPLOYEES 
In 2021, a total amount of €5,791 K was paid to the 10 highest paid Group employees (excluding Nicolas de Tavernost, a corporate 
officer) compared with €5,900 K in 2020, of which €1,842 K was variable remuneration in 2021, compared with €1,827 K in 2020. 
7.3.5.10 SUPPLEMENTARY DEFINED CONTRIBUTIONS RETIREMENT SCHEME 
In 2007, marking its desire to improve loyalty among senior 
executives and to meet their expectations in enhancing their 
pension cover, a supplementary and compulsory defined 
contributions retirement scheme was put in place for this 
category of personnel. 
This scheme enables the creation of an external individual 
retirement account whose objective is the payment of a life 
annuity. Management of this account was entrusted to an 
insurance company that is recognised on the Paris stock 
exchange. 
In accordance with Decree n° 2012-25 of 9 January 2012 
confirmed by Circular n°2013-344 of 25 September 2013, 
employees with remuneration paid in n-1 equal to or higher than 
4 PASS* (annual social security ceiling) are beneficiaries of the 
supplementary pension scheme. 
At 1 January 2021, 52 M6 Group employees benefited from this 
scheme. 
 
In 2021, employees from the former companies Information et 
Diffusion as well as former Ediradio staff continued to benefit 
from their own defined contributions pension scheme, via a 
specific mechanism. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Environmental commitment 
7.4 
ENVIRONMENTAL COMMITMENT 
The Group is mindful that preserving natural resources and combatting climate change are key challenges for the 21st century, The 
Group is therefore actively involved in safeguarding the environment. The Group pays attention to, on the one hand, its own 
consumption (energy, water, paper, waste, transport, etc.), in order to reduce the overall footprint of its operations. As well as a 
strong desire on the part of management, levers for internal action require the involvement of employees, who are regularly 
informed, via several mediums (intranet, emails, screens, etc.), of the policies implemented within the business. 
7.4.1 
Limiting the carbon footprint of operations 
In 2021, M6 Group passed another milestone in its environmental commitment. It has notably been recognised in two lists for the 
efforts undertaken, for instance to reduce its carbon footprint across scopes 1 and 2. As such, the Group was ranked: 
●5th in the overall classification and top media group out of 75 companies in the list of “2021 Climate Champions” (Challenge/
Institut Statista)
●5th in the overall classification and 2nd placed media group out of the 250 companies in the list of “Most Committed Companies in
France” (Le Point/Institut Statista)
These awards are mainly due to our “100% renewable energy” electricity contracts in place since January 2020 and our fleet of 
mainly electric and rechargeable hybrid vehicles, which enabled us to significantly reduce the Group’s greenhouse gas emissions in 
2020. 
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Environmental commitment 
7.4.1.1 CARBON ASSESSMENTS 
M6 Group launches its carbon assessment 
Identifying the main significant sources of emissions is a vital 
step in developing a low carbon action plan consistent with the 
Company’s activities. This exercise has been conducted for 
several years in relation to the direct emissions for scopes 1 and 
2. Within the framework of the “carbon footprint” roadmap in
its CSR action plan, M6 Group decided to launch a carbon
assessment for all its TV and Radio activities, thus including
scope 3. As well as the data provided by the carbon assessments
of M6 Publicité and 6play, both completed in 2021, the following
will therefore be assessed in addition to previous financial
years:
●Emissions related to head office activity (miscellaneous
purchases, employee travel, property coverage of buildings,
waste management, hosting and catering)
●Emissions related to the linear TV, linear radio and digital
radio activities.
●Emissions related to production and to the purchase of
content.
The results of this assessment will enable a more general low 
carbon action plan to be developed in 2022. 
6play and M6 Publicité assess the carbon 
footprint of their activities 
6Play carbon assessment 
Mindful of the overall carbon impact of online video, in 2021, 
6play, M6 Group’s AVOD platform, conducted an audit of its 
carbon assessment in order to identify more specifically the 
emissions that it might generate. 
In collaboration with Axionable, a firm specialising in 
sustainable and responsible artificial intelligence consultancy, 
B Corp certified and Greentech Innovation labelled by the 
Ministry for the Ecological Transition, 6play assessed the three 
scopes using the Carbon Assessment® method, by integrating 
the platform’s storage, broadcast and content playback data. 
Moreover, 6play advertisers can now understand the precise 
impact of their advertising campaigns on the platform, thanks 
to the multimedia carbon calculator developed in collaboration 
with M6 Group’s sales house. 
M6 Publicité carbon assessment 
In 2021, M6 Publicité also carried out an audit of its own overall 
carbon 
assessment, 
in 
partnership 
with 
Axionable, 
simultaneously enabling it to support advertisers, measure the 
impact of their campaigns and roll out action plans aimed at 
minimising their carbon footprint. 
Five scopes have been taken into account: 
●Advertising broadcasting on linear TV
●Advertising broadcasting on linear radio
●Advertising broadcasting on digital
●Production of content for brands by M6 Unlimited (TV, radio,
and digital advertisements, sponsored billboards, short
programmes, podcasts, etc.)
●Administrative activities of M6 Publicité’s head office
(property, maintenance department, energy, waste, etc.)
Based on the results of this study, an action plan to reduce the 
carbon footprint of M6 Publicité’s broadcast and production 
activities will be implemented in 2022. 
Moreover, a catalogue of advertising offers, based on strict 
environmental 
criteria 
established 
by 
ADEME 
(French 
environmental and energy management agency) will be rolled 
out from 2022. It will enable advertisers to highlight the 
environmental commitments of their products and services. 
7.4.1.2 ENERGY 
CONSUMPTION 
Initiatives related to energy savings 
The consumption of water, raw material and energy resources 
is monitored and controlled by the Group’s General Services, as 
part of an approach aimed at reducing consumption and using 
equipment to improve energy efficiency. 
A complete modern management system has been installed to 
deal with energy consumption, enabling the temperature and 
lighting of premises to be regulated according to a number of 
criteria, such as for example their occupancy rate. This 
centralised technical management of energy is intended to 
provide better control by the Group of its consumption. In 
addition, the Neuilly buildings are all equipped with air/water 
heat pumps which use free air energy to provide heating and 
hot water as well as to cool the technical rooms. The Group also 
complies with the government circular of 5 June 2013 requiring 
exterior building lights to be switched off between 1a.m. and 
7a.m. Personal computers are also automatically switched off 
at night. 
With a view to continually improving the efficiency of its 
electronic equipment, the Group, through the intermediary of 
the Information Systems Department, implemented a project to 
renew its IT infrastructures. The new equipment saves a 
significant amount of space with the removal of very bulky disk 
arrays. They also use far less energy notably thanks to the use 
of flash storage rather than the previously used mechanical hard 
disks. In addition, the Group has installed intelligent servers to 
optimise the heating and electricity settings at its head office 
(89 avenue Charles de Gaulle à Neuilly-sur-Seine). 
Mindful of adapting to the latest legislative developments in 
relation to environmental safety, M6 Group keeps an up to date 
record of audits to be carried out in this field. The December 
2015 COP21 also was the opportunity to initiate a review on the 
improvement of the energy performance of the three buildings 
owned by the Group in Neuilly, beginning with an energy audit 
of these three sites under the NF EN 16247-2 standard, which 
was entrusted to an independent research unit. This audit 
satisfies the requirements of Decree n° 2014-1393 of 24 
November 2014 which compels businesses to carry out such a 
review. 
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Environmental commitment 
The findings of these audits were analysed in 2016 to initiate 
measures aimed at limiting the energy consumption of these 
buildings and consequently their greenhouse gas emissions. The 
halogen light bulbs in three buildings have been replaced by 
LEDs, for example. In addition, as part of the workstation 
refurbishment work carried out in 2017, 2018. 2019 and 2020, 
whether in the buildings that the Group owned or leased, latest 
generation lighting piloted by GTC and with brightness 
indicators, were installed. Work at head office (89 avenue 
Charles de Gaulle) also included the modernisation of the air-
conditioning system on the floors concerned with the 
installation of more energy-efficient, variable-speed convector 
fans. 
In addition, pursuant to Article R224-59-1 of the French 
Environmental Code, M6 Group carries out regular audits of 
certain air conditioning systems, with the latest checks finding 
no anomalies. 
Changes in energy consumption and 
related CO2 emissions 
Consumption is monitored very closely across all areas and in 
2021, for the Neuilly buildings which M6 Group either owns or 
leases, and for the Paris, Lille and Boissy sites, totalled the 
following: 
Water consumption 
2019 
2020 
2021 
Water (in thousands of m3) 
26.235 
19.715 
22.058 
Energy 
2019 
2020 
2021 
Gas (in Mwh PCS) 
1,675 
1,591 
1,910 
Electricity (in MWh) 
13,886 
12,233 
10,889 
Heating oil purchasing (in 
litres) 
1,850 
3,657 
3,188 
CO2 emissions** (in tCO2eq - 
tonnes of CO2 equivalent) 
565 
397 
488 
* Related to the direct and indirect consumption of energy
M6 Group’s key environmental indicator, i.e. electricity 
consumption, recorded a 11% reduction in 2021. This downward 
trend continued as a result of the rate of remote working which 
remained steady in 2021, of the exit of Rungis site from the 
reporting scope, following the sale of Home Shopping Service on 
1 October 2021, but also the installation of less energy intensive 
equipment, notably within the master control room. 
Gas consumption grew 20% in relation to 2020. This increase was 
mainly due to considerably colder temperatures than in 
previous years, thereby requiring more heating power. In fact, 
2,238 Standard Degree Days were recorded in Paris in 2021, 
compared with 1,882 in 2020, meaning that the climate was on 
average 19% colder. Moreover, these premises, which house the 
operational teams from the TV and Radio activities, remained 
open throughout the year, even during periods when remote 
working was the rule. There was therefore no significant 
“Covid-19” effect to reduce their gas consumption. 
Heating oil purchases fell in relation to 2020, but remained 
higher than those seen in 2019. Maintenance of the electrical 
systems in the buildings at 89 and 56 avenue Charles de Gaulle 
and at 46 rue Jacques Dulud in Neuilly led to the extended use 
of heating oil powered back-up generators. 
None of M6 Group's sites is subject to the EU Directive on 
greenhouse gas emission allowances. However, the CO2 
emissions caused by the energy consumption of the Neuilly 
building, which is owned and rented out by the Group, and of 
Rungis, Lille, Paris, and Boissy, as well as the business and 
commuter travel of employees, are all monitored annually as 
part of the environmental impact. 
 
M6 Group CO2 emissions (scopes 1 and 2) increased +23% in 
relation to 2020. The growth in gas consumption was partly 
offset by the fall in electricity consumption, as explained above. 
Nevertheless, the levels of greenhouse gas emissions remained 
significantly (down 13%) lower than 2019 levels. This change 
reflects the Group’s initiatives in terms of energy efficiency, 
including the implementation in 2020 of electricity contracts for 
“100% renewable energy” for the Neuilly buildings, which 
account for 98% of the total electricity consumption. 
Lastly, water consumption, which rose 11%, was another 
consequence of the steadily increasing return of employees on 
site. The company restaurants, closed during the lockdowns in 
2020, reopened their doors to employees, generating higher 
water consumption. Moreover, the garden at 46 rue Jacques 
Dulud where the company vegetable garden is located, was also 
watered more often, especially during spring. 
Other sources of greenhouse gas emissions 
In addition, M6 Group has a policy aimed at reducing carbon 
emissions from its vehicles. 
Ahead of the results of its carbon assessment, the Group does 
not have the data enabling it to assess the emissions related to 
the products and services it purchases. Nevertheless, a policy 
that aims to develop sustainable and balanced relations with its 
suppliers and sub-contractors has been implemented: for all of 
its purchases, M6 follows an approach that aims to take into 
account not only economic factors but also social, corporate and 
environmental factors. The Legal Department ensures that 
suppliers comply with all provisions relating to intellectual 
property, press and publicity rights, that they pay due attention 
to ethical aspects and are committed to meeting safety and 
security requirements. 
Similarly, not having the data relating to the greenhouse gas 
emissions connected with the energy consumed by the 
television sets of viewers of its channels, the Group 
nevertheless 
supports 
technical 
initiatives 
that 
enable 
televisions to switch off automatically when not in use for 
extended periods. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Environmental commitment 
Environmental buildings management 
Construction of the office building at 107 Avenue Charles de 
Gaulle has been subject to a HQE (High Environmental Quality) 
process aimed at user comfort and quality of life as well as 
respecting the environment. 
In this way, the operation obtained HQE certification in 2012 for 
the Design and Programme phase: equipment and materials 
have therefore been chosen for increasing the comfort of people 
and to reduce the environmental footprint of the building. 
7.4.1.3 BUSINESS TRAVEL 
As early as 1997, M6 Group took the decision to establish its 
headquarters close to public transport, both for the 
convenience of its employees and to reduce commuting time. 
Today, the majority of the Group's employees are still based at 
the site opposite the Line 1 Sablons Métro station in Neuilly-sur-
Seine. At 31 December 2021, 827 employees, or 43% of the 
Group's workforce, used public transport for their daily 
commute. In addition, 117 employees, or 6% of the Group's 
workforce, regularly commute by bike. 
As part of the new company agreement coming into force, in 
June 2019 the Group introduced a home working solution for 
employees whose role allowed it. Against the backdrop of the 
growing digitalisation of the world of work and longer spent 
commuting, remote working not only helps to improve quality 
of working life and conditions for employees but also reduces 
the environmental impact of their commuting. The positive 
experience to be taken from the events that defined the end of 
2019, with in particular the transport strike, and then primarily 
2020, with the pandemic, have underlined the wisdom of the 
Group’s decision to develop remote working. In this way, a new 
agreement was concluded in September 2020, granting each 
eligible employee up to a maximum of 68 remote working days 
over a 12-month period. This agreement was complemented by 
an exceptional remote working system providing for up to four 
days of remote working per week for eligible employees to help 
limit the spread of Covid-19. 
Moreover, M6 Group encourages employees to opt for green 
transport solutions when commuting. In addition to a 50% 
reimbursement of their public transport season tickets, 
employees also benefit from an M6 sustainable transport 
allowance: every employee who uses their own bicycle to travel 
to work is entitled to an annual reimbursement of €400. The 
Group also refunds 50% of the cost of using a bike sharing 
scheme. 
The building was subsequently awarded the THPE (Très Haute 
Performance Energétique) label for the Construction phase. The 
many enhancements put in place have earned the building a 
Passeport Bâtiment Durable (Sustainable Building Passport) 
with a rating of "Excellent". 
For example, M6 has elected to improve energy consumption 
and support the environment including: 
●widespread use of low-energy light bulbs,
●installation of motion sensors in lavatories, lifts, etc.,
●creation of green terraces encouraging urban biodiversity.
In addition, 14 charging points and 48 sockets for electric and 
rechargeable hybrid vehicles, as well as 16 sockets for electric 
scooters and 25 for electric bikes, are available in the car parks 
of its Neuilly buildings. 
M6 
Group 
has 
also 
strengthened 
the 
rollout 
of 
videoconferencing equipment to cut down on the number of 
business trips and facilitate remote working, even though 
reducing travel can be difficult for some activities (particularly 
reporting and production). Employees now have (as of the end 
of December 2021) 83 rooms equipped, compared to 42 in 2020. 
Number of rooms equipped 
for video-conferencing: 
Group-wide data 
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Environmental commitment 
Following a reduction between 2013 and 2014, the amount of 
business travel started to rise again in 2015, 2016 and 2017 due 
to the acquisition of Oxygem (now called M6 Digital Services), 
based in Lille, followed by the entry into the scope of iGraal, 
certain reports filmed in remote locations by C Productions and 
the development of M6 Digital Services’ activities. In 2018 and 
2019, this growth continued, with the purchase of the Radio 
division, whose move to Neuilly was completed at the end of 
the first quarter of 2018. In addition to the automatic growth 
related to the number of additional employees (approximately 
500), it was also due to the activity of the RTL radio station, 
which includes news - an essential element of its programme 
schedule that requires extensive travel by journalists to be as 
close to the news as possible. In 2020, with restrictions in place 
throughout the year to help contain the pandemic, the number 
of business had fallen sharply, down 42%. In addition to the 
government guidelines, the Group had endeavoured to keep 
employee travel to the bare minimum. It increased by +43% in 
2021, growth that reflects the upturn in revenues, accentuated 
by major events such as UEFA Euro 2020 held across several 
countries, thereby generating a significant amount of travel. 
Number of business trips: 
 
Data includes Neuilly-sur-Seine, Paris and Lille 
The related volume of CO2 increased slightly for air (up 13%) and 
rail (10%) travel but remained significantly below 2019 levels. 
CO2 emissions (kg) for business travel (scope 3): 
2019 
2020 
2021 
Rail 
14,600 
6,200 
6,800 
Air 
2,486,600 
853,600 
960,700 
Data based on consumption at sites in Neuilly-sur-Seine, Paris and Lille 
Finally, M6 Group follows a very stringent policy with regard to 
the CO2 emissions of its management/company vehicle fleet. 
After setting a maximum limit in 2014 of 130g per km for each 
new vehicle, the Group decided to go further in 2019, now by 
only offering its eligible employees hybrid or electric models. 
Five cars were thus delivered in 2021, taking the total to 17 
company vehicles, accounting for 61% of the fleet, 
Regarding its fleet of production vehicles, the Group set itself 
the same target as that set for management vehicles. All vehicle 
replacements now involve hybrid or electric models. In this way, 
11 hybrid vehicles were added to the fleet in 2021. With electric 
vehicles now provided to technical teams and journalists, they 
account for 23% of the fleet. The Group plans to acquire 13 
hybrid or electric vehicles in 2022. 
 
Within this context, average vehicle emissions have decreased 
over the last five years from 115 to 85 grams per kilometre. The 
Group’s efforts led to a significant reduction of 21 grams this 
year in comparison with 2020. 
It is also worth pointing out that all company vehicles are dry-
cleaned by the service provider responsible. 
Average emissions of the vehicle fleet (in g/km) (scope 1): 
Data based on expenditure overseen by sites located in Neuilly 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Environmental commitment 
7.4.1.4 CIRCULAR ECONOMY 
Waste management 
In order to limit its production of waste, in 2019 the Group 
decided to remove disposable plastics from its rest and eating 
areas. As such, drinks are now only sold in glass bottles or 
tetrapak packaging. Plastic cutlery was taken away and plastic 
cups were replaced with cups made from biodegradable 
cardboard. 
Moreover, as the Group’s on-site food service is outsourced, the 
mission to combat food waste is therefore assigned to the 
various service providers, whom the Group nevertheless 
reminds of the need to continually improve the awareness of 
employees. 
2019 
2020 
2021 
Waste paper and cardboard (in 
tonnes 
collected from bins) 
144 
82 
99 
Non-hazardous industrial waste, 
including 
food waste (in tonnes 
collected from bins, 
including glass) 
143 
91 
390 
The pandemic continued to impact waste production within the 
Group. While paper and cardboard waste increased 20% in 
relation to on-site activities, it remained far lower in 
comparison with 2019. Paper consumption habits have changed, 
meaning that the amount of waste generated remained lower 
than in previous years. 
Conversely, ordinary industrial waste, including food waste, 
increased significantly. This was due to several factors – the 
tightening of conditions for sorting waste by the waste 
management provider,which prevented having more recycling 
bins in relation to previous years, but also and primarily, the 
increase in the amount of waste generated by the consumption 
on the premises of takeaway food products. Due to the strict 
health protocol within the company restaurants, in practice 
reducing the number of meals served each day, employees 
made greater use of external catering facilities. To absorb the 
growing quantity of food packaging and waste, additional daily 
collections were organised on all floors. 
Paper management 
In a business like M6 Group’s, paper is the main raw material 
used. As part of its attempts to promote the circular economy 
and to make its employees aware of the need to change their 
working methods, in recent years the Group has taken 
significant measures to optimise the use of paper internally: 
●Introduction of multifunction copiers, replacing individual
printers, systematically printing on both sides and requiring
swiping to start printing. In 2021, paper consumption fell by
30% in Neuilly, primarily due to remote working which
crystalised changes in practices: more documents exchanged
digitally and less printing in the workplace.
●Introduction of a system of colour printing quotas in order to
reduce the use of ink cartridges and to tacitly encourage
teams at the Neuilly sites to reduce their paper use.
●For press subscriptions, gradual move from physical to digital
versions (excluding those that do not exist in a digital
version).
●Digital contract storage, electronic signature of employment
contracts for event contract workers and a digital process for
invoice approval were also introduced. Continuing the drive
to eliminate paper, the Group’s teams also gradually
introduced electronic signature of commercial contracts.
●Since 2012, M6 Publicité has given its customers and media
agencies the option of receiving their invoices in electronic
format. In 2021, 53 agencies had opted to go paperless,
representing 22,073 invoices out of a total of 24,275,
meaning a volume of 91%, an increase compared with 2020.
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Environmental commitment 
Recycling 
In parallel with this desire to control utilities (water, energy, 
etc.) and reduce paper consumption, M6 Group also has an 
active policy of recycling waste arising from its operations. As 
such specific collections are made in relation to batteries, neon 
lights, IT hardware, toner cartridges, fluorescent bulbs and 
refrigerating machine oil for their recycling. 
In 2016, the Group changed its waste sorting system in the 
Neuilly buildings. Individual bins were replaced with triple 
recycling bins placed in hallways and circulation areas. 
Recyclable waste is sorted from non-recyclables and batteries. 
The waste is collected every day by the Group’s cleaning 
provider and then picked up by a waste sorting and recycling 
company. 
In addition, signage was improved in 2021 to refine and make 
the message clearer to employees. There are now dedicated 
bins in the company restaurants for bio-waste 
As a result of the pandemic, protective face masks were a very 
widely used resource within offices, with between 2,000 and 
3,000 surgical masks distributed to employees daily. Through its 
corporate foundation which works to promote the rehabilitation 
of former prisoners, M6 Group joined forces with the ESAT 
initiative at Val-de-Reuil prison to create a virtuous circle of 
recycling and repurposing: 
- Masks are collected in dedicated collection boxes
- Prisoners with disabilities at the ESAT initiative in Val-de-
Reuil, with protective clothing and equipment, separated
the various items (nose wire, fabric, etc.)
- The fabric collected was sent to the start-up “Plaxtil” to
be turned into recycled plastic pellets. This material is
used to create new products such as mask fasteners and
educational supplies.
- Elastic and mask liners are handled by the company “Le
Relais”.
7.4.2 
Promoting digital sobriety 
Digital accounts for approximately 4% of greenhouse gas generation. As a result of the changing and growing digital practices globally, 
these emissions are likely to double by 20251. While fulfilling our requirements, it is therefore essential to adopt and promote virtuous 
practices in terms of digital consumption. 
Digital forms an integral part of M6 Group’s activities, notably through 6play, its AVOD platform, but also through its websites, 
channels and the day-to-day activities of employees. That is why, during the consultation with stakeholders, digital sobriety was 
identified as a key CSR priority for the Group. 
7.4.2.1 IT DEPARTMENT INITIATIVES 
M6 Group encourages its employees to use digital in moderation 
in their day-to-day activities, starting with the management of 
its IT hardware. By extending the lifespan of computers and 
monitors beyond three years, M6 Group is helping to reduce 
their environmental impact. Extending the usage of tablets and 
computers from two to four years improves their environmental 
performance by 50% (ADEME, 2021). Moreover, in partnership 
with the organisation, “Les Restos du cœur”, end-of-life 
computers are upcycled and given to people living in poverty. 
The entire lifecycle of electronic devices has therefore been 
optimised to limit their environmental footprint and support 
vulnerable people. 
In addition, M6 Group’s Information Systems Management 
pursues a policy of limited email archiving in order to promote 
prudent use of email and avoid the accumulation of unused 
data. Employees have limited storage space and are encouraged 
to delete their emails regularly. Additional storage space is also 
available via M6 Cloud, in order to avoid the transfer of large 
documents, to a large number of recipients, through email. 
1 The hidden side of digital, ADEME, 2021 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Environmental commitment 
7.4.2.2 LAUNCH OF ECO-STREAM MODE 
Thanks to the results of the audit, the teams at 6play and its 
technology partner Bedrock, have developed 
“eco-stream” mode, which has already enabled several million 
users to watch their favourite programmes while limiting the 
environmental footprint of their energy use. Within the 
application’s settings, it is now possible to: 
●Adjust the resolution of videos while maintaining good
picture quality
●Limit automatic playback of videos
In addition to these new features, practical advice in the form 
of simple actions is also offered to users in order to better 
support them in their day-to-day use of the platform. 
Positive Media Project 
To increase audience awareness of the environmental impact of its digital activities, on the eve of COP26 in Glasgow, M6 Group 
joined a special initiative as part of the Positive Media Project. 
This campaign, launched by Publicis Media, supported the environmental and corporate transition of communication, through 
the joint development, with advertiser, media and technology partners, of innovative advertising solutions. In this way, M6 
Group mobilised its TV and radio stations for a campaign running from 1 to 20 November 2021, to broadcast programmes to 
provide information and increase public awareness of digital pollution: 
●Inès Leonarduzzi, who during the course of her career has become a specialist in digital ecology, was a guest on RTL Matin
on 1 November;
●The “Expliquez-nous” slot on Le 19 45 presented by Franck Edard focused on this topic on 19 November,
●19 November episode of Florian Gazan’s “Ah Ouais” podcast, “Why does Greta Thunberg hate the Internet? ”;
●
Florence Clément from ADEME (Ecology Transition Agency) was a guest on Flavie Flamant’s show, “Nous Voilà Bien” on 20 November.
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Reporting 
7.5 
REPORTING 
7.5.1 
Methodology note regarding non-financial reporting 
Framework 
The reporting of non-financial indicators is based on national 
and 
international 
guidelines. 
Corporate, 
social 
and 
environmental indicators refer to the provisions of Article 
L.225-102-1 of the French Commercial Code relating to the
environmental information included in the management report
of companies.
M6 Group has also referred to GRI (Global Reporting Initiative) 
guidelines as well as the principles set out in the United Nations' 
Global Compact for the implementation of its non-financial 
reporting and communication. 
Indicators 
The indicators presented in this section have been subject to 
verification by the firm KPMG as required by legislation, 
including detailed tests on the most relevant indicators. 
Materiality matrix 
As specified in the report, the Group has reviewed its 
materiality matrix. This exercise was carried out in 2021, and 
the links between the new challenges identified, the Group 
risks, and the key indicators will be made during the 2022 
financial year. 
Reporting scope 
The reporting scope has been set in accordance with the 
provisions of Articles L 233-16 of the French Commercial Code 
and covers subsidiaries and controlled companies. 
Certain indicators relate to specific scopes excluding certain 
entities; in that case the scope to be considered is specified 
beside the information. 
Environmental information 
The scope of environmental information includes: 
●Neuilly-sur-Seine, which accounts for the total consumption
of the buildings located at 89, 107 and 56 avenue Charles de
Gaulle, 3 Villa Émile Bergerat and 46 rue Jacques Dulud.
Consumption related to the building located at 114 avenue
Charles de Gaulle, whose lease ended in July 2021, is
included for the first six months of the year.
In terms of activities, the Neuilly-sur-Seine site includes all
the Group’s TV and Radio broadcasting and production
activities except the regional offices of the national news
office, as well as the following diversification activities: M6
Interactions and M6 Créations;
●Lille, which corresponds to the premises occupied by M6
Digital Services (portals services);
●Paris, which houses employees from the production and
distribution of audiovisual rights subsidiaries, SND and M6
Films;
●Boissy, where the Best of TV teams are located.
All indicators used do not cover the entire scope, as specified 
hereafter. Nevertheless, they do all cover the main Neuilly site, 
whose buildings house the teams of the companies that 
generate 92% of the Group’s consolidated revenue and 94% of 
its profit from recurring operations. 
In the absence of available information for Lille (whose 
permanent employees only represent 4% of the Group’s total 
workforce), water consumption only includes the Neuilly, Paris 
and Boissy site. 
 
Gas and heating oil consumption only relate to the Neuilly sites. 
For other indicators, the locations are specifically mentioned. 
Social information 
The social reporting scope is based on the financial 
consolidation scope. 
As an exception, information relating to absenteeism, turnover, 
training, the number of disabled workers, and accidents at work 
and occupational diseases, does not include the subsidiaries 
Ctzar, LTI Vostok and Sociaddict. Ctzar and Sociaddict, 
specialist agencies in the field of influencer marketing (1.0% of 
staff) and LTI Vostok, a Tiji channel in Russia (0.1% of staff), are 
not included in M6 Group’s centralised payroll systems. 
Reporting period 
Corporate, social and environmental data is reported annually 
and relates to the period from 1 January to 31 December 2021. 
Methodological clarification and limits 
The methodologies used for certain corporate, environmental 
and social indicators may present limitations due to changes in 
definition that may affect their comparability, changes in the 
scope of activities from one year to the next, as well as changes 
in the way in which this information is collected and input. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Reporting 
Further clarification 
regarding environmental indicators: 
To facilitate internal accounting related to invoicing electricity 
use, the consumption recorded for a given month corresponds 
to the actual consumption for the previous month. 
Direct and indirect GHG emissions contained in Part 7.4.1 are 
direct greenhouse gas emissions related to the use of 
electricity, natural gas and heating oil in the Group’s premises 
in Neuilly, Paris, Boissy and Lille. The emission factors used for 
CO2 emissions related to electricity consumption are those 
provided by EDF (average of the 12 monthly factors of 2021). 
The emission factors for heating oil and gas are those published 
by Ademe. The emissions factor for gas consumption was 
updated for the 2021 financial year. 
The emission factor used for the CO2 emissions reported and 
related to business travel by train, included in section 7.4.1 of 
this report, is supplied by SNCF. The emission factor used for 
the CO2 emissions reported related to business travel by plane 
is provided by the supplier responsible for the handling of 
business travel (Neuilly). 
Moreover, this document refers to the environmental indicators 
to which particular attention was paid and which are relevant 
to the Group. The following additional indicators are less or are 
not relevant to its activity: 
●Resources allocated to avoiding environmental risks and
pollution,
●The prevention, reduction or remediation of air, water or soil
emissions having 
a 
major 
adverse 
impact on the
environment,
●Adapting to the consequences of climate change (natural
risks related to climate change have, to date, not led to any
significant interruption of activities or material damage to
buildings or products),
●Land use (M6 Group’s activity and its land use does not to its
knowledge cause any significant threat to either diversity or
to water resources since the use of land is limited to the
place in which its office buildings and warehouses are
located).
Further clarification regarding corporate 
indicators: 
The hours of training included relate to training provided by M6 
Campus as well as any accredited external training 
organisations. The individual training account hours completed 
during working time and the e-learning hours are included in 
2021. Training started in the 2021 financial year and completed 
in January 2022 is included in the reported training hours pro 
rate of the hours completed in 2021. This indicator only relates 
to permanent employees. 
Days of absence recognised correspond to all absences of 
permanent Group employees which began during the financial 
year, thereby including absences in 2022. Days of absence 
recorded correspond to the days prescribed for all work 
stoppages recorded over the course of the 2021 financial year.  
Days of absence in 2021 corresponding to absences which began 
during the course of the previous financial year are therefore 
not taken into account. Similarly, an extension of absence is 
assigned a new start date. If the extension commences in the 
following financial year, these days are not taken into account. 
It should also be specified that both unpaid days of absence and 
recovery days do not count when calculating absenteeism. 
 
Turnover is defined according to the following ratio: all exits 
(excluding internal mobility) during year N, divided by the 
permanent workforce employed at 31 December of year N-1. 
Further clarification regarding social indicators: 
Moreover, this document refers to the societal indicators to 
which particular attention was paid and which are relevant to 
the Group. 
 
Regarding the number of subscribers to the social media 
platforms, the Gu'Live account was included in data for the Gulli 
channel in 2021. In addition, the definition changed this year 
for the Facebook platform. Subscribers rather than “likes” on 
the page are now taken into account in calculating the 
indicator. 
The following other indicators are less relevant to its activity: 
●measures taken to combat tax evasion,
●measures taken to safeguard human rights,
●measures taken to avoid corruption.
The Group conducts its activities in France (where almost all of 
its employees are based) which are aimed at the French market. 
Nevertheless, the main measure taken by M6 in relation to these 
issues 
involves 
raising 
public 
awareness 
through 
its 
programmes, as detailed in Section 7.2.4 of this Document. 
Reporting tools, consolidation and control 
Collection tools, developed by the Group’s IT Department, allow 
all consolidated and verified data to be reported at different 
levels: 
●For corporate data, collection is made by a dedicated tool,
developed by the Group’s IT Department, and automatic
consistency checks are made by the IT tool during data input.
Other controls and validation are performed by M6 Group’s
Human Resources Department. Lastly, a general control
ensures the overall consistency of the flows of staff between
the year N-1 and the year N;
●For social data, information is collected by the Group’s
Corporate Affairs, the Financial Communication Department
and the Engagement Department, due in particular to the
social information required by the CSA in relation to
television;
●For environmental data, collection is made by the Group’s
Corporate Services, and an internal consistency check is
made by the person responsible for the input of information.
A further check is made during consolidation.
The Engagement Department, in collaboration with the 
Financial Communication Department, collates the data and 
performs consistency checks. 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Reporting 
7.5.2 
Priority indicators 
2019 
2020 
2021 
Number of confirmed formal notices from the CSA over the year just 
ended 
0 
1 
0 
Accessibility rate of the M6 channel’s programmes to deaf and hard-of-
hearing people 
100% 
100% 
100% 
Proportion of female presenters on the free-to-air channels’ in-house 
produced news programmes (excluding Gulli) 
68% 
66% 
65% 
Number of confirmed warnings and formal notices from the CSA for the 
year just ended concerning professional standards 
0 
0 
0 
Number of confirmed warnings and formal notices from the CSA for the 
year just ended concerning the signalling code 
0 
0 
0 
Annual budget of the M6 Foundation 
€500,000 
€500,000 
€500,000 
Number of subscribers on social media 
9.6 million 
11.2 million 
15.6 million 
Staff turnover 
10.7% 
7.9% 
8.6% 
% of employees who received training during the period 
39% 
42% 
39% 
Number of workers with disabilities 
28 
31 
38 
Change in electricity consumption 
13,886 MWH 
12,233 MWH 
10,889 MWH 
Number of items on the television news devoted to the environment 
601 
346 
453 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Reporting 
7.5.3 
European green taxonomy 
7.5.3.1 PRESENTATION 
The European Commission has a powerful ambition based 
around sustainable development and non-financial reporting. In 
this way, Regulation 2020/852 on “Green Taxonomy” came into 
effect in 2021, whose aim is to: 
●Massively redirect cash flow from the financial sector to long-
term needs, such as innovation and infrastructure, and
accelerate the transition towards a carbon neutral economy;
●Normalise the language used by investors and companies in
order to define what is “green” and the metrics facilitating
the measurement and promotion of a company’s contribution
to the low carbon transition.
The first step in the implementation of this new European 
regulation involves determining the eligibility of its activities 
for the Green Taxonomy. In this way, an economic activity is 
eligible if it is included in the list of activities of the Delegated 
Acts of the Taxonomy Regulation and contributes to one or more 
of the following six environmental targets: 
1. Climate change mitigation,
2. Climate change adaptation,
3. The transition to a circular economy,
4. Pollution prevention and control,
5. The sustainable use and protection of water and marine
resources,
6. The protection and restoration of biodiversity and
ecosystems.
For the 2021 financial year, eligibility must be assessed in 
relation to targets n°1 and n°2. As such, the Group must publish 
the eligible part of the following financial indicators: 
●Consolidated net revenue,
●Capital expenditure (CAPEX),
●Operating expenses (OPEX).
The second step involves determining, for the 2022 financial 
year, the “aligned” part of these indicators. To do this, the 
eligible economic activities must fulfil three additional 
conditions: 
●Make a substantial contribution to at least one of the six
environmental objectives,
●Cause no harm to any other environmental objective,
●Comply, as a minimum, with the basic principles and rights
of employment law.
7.5.3.2 ELIGIBILITY OF M6 GROUP OPERATIONS 
The following M6 Group activities are eligible for Taxonomy due 
to their contribution to environmental target n°2 “Climate 
Change Adaptation”: 
●In respect of Activity 8.3 "Programming and broadcasting"
defined in the Delegated Acts of the Taxonomy Regulation:
TV Division (with the exception of Ctzar and M6 Publicité)
and Radio Division;
●In respect of Activity 13.1 "Creative, arts and entertainment
activities" defined in the Delegated Acts of the Taxonomy
Regulation: M6 Interactions (Diversification Division), for its
“Events and Shows” product lines;
●In respect of Activity 13.3 "Motion picture, video and
television programme production, sound recording and
music publishing" defined in the Delegated Acts of the
Taxonomy Regulation: Production and Audiovisual Rights
Division, and M6 Interactions (Diversification Division) for its
“Recorded Music” and “Music Publishing” product lines.
The activities of the following subsidiaries are not eligible for 
Taxonomy, as defined in the Delegated Acts of the European 
Regulation: 
●M6 Publicité (TV division);
●Ctzar (TV division);
●M6 Digital Services (Diversification division);
●Best of TV (Diversification division);
●M6 Créations (Diversification division);
7.5.3.3 CONSOLIDATED NET REVENUE 
Based on the elements detailed above, the eligibility of M6 Group’s consolidated net revenues for green Taxonomy is broken down 
as follows for the 2021 financial year: 
Economic activities 
Revenue 
(€ millions) 
Share of 
revenue 
(%) 
A. Activities eligible for Taxonomy
1,310.8 
94% 
8.3 Programming and broadcasting 
13.1 Creative, arts and entertainment activities 
13.3 Motion picture, video and television programme production, sound recording and music 
publishing activities 
A. Activities not eligible for the Taxonomy
79.6 
6% 
TOTAL M6 Group net consolidated revenue (A + B) 
1,390.4 
100% 
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Reporting 
Regarding the specific treatment of advertising revenues, it was 
considered that they represent a source of financing for the TV 
and Radio broadcasting activities, and not a standalone activity. 
The advertising slots of the Group’s channels and stations would 
have no value without the content broadcast on them. 
It should be noted that only the programmes aimed at increasing 
resilience to climate risks or promoting adaptation to climate 
change by the population will be recognised as aligned 
(“green”) based on the reporting for the 2022 financial year. As 
a result, the aligned part of the revenues will be significantly 
lower than the eligible part reported this year. 
7.5.3.4 CAPITAL EXPENDITURE (CAPEX) 
Within the framework of Taxonomy, capital expenditure ("Taxonomy" CAPEX) is defined as purchases of property, plant and 
equipment and intangible assets, and acquisitions during business combinations during the financial year. They totalled €99.2 million 
in 2021, equating to €89.5 million, corresponding to the purchases of intangible assets (see Note 13 to the consolidated financial 
statements), and €9.7 million, corresponding to the purchases of property, plant and equipment (see Note 15 to the consolidated 
financial statements). 
The eligible "Taxonomy" CAPEX corresponds to the capital 
expenditure defined above and: 
1. Relating to the assets or processes that are connected with
the Group’s economic activities eligible for Taxonomy. The
acquisition of audiovisual rights by the TV and Production
and Audiovisual Rights Divisions are accordingly eligible;
2. Forming part of a plan aimed at extending the economic
activities aligned with Taxonomy or at enabling economic
activities eligible for Taxonomy to become aligned with it
within a period of five years;
3. Related to the purchase of the production of economic
activities eligible for Taxonomy (other than those of the
Group), and to the individual measures enabling the target
activities to become low carbon or to lead to a reduction in
greenhouse gas emissions.
Group CAPEX related to the refurbishment work at the 
buildings, to the installation of charging points for electric and 
hybrid vehicles, to IT infrastructures and to the acquisition of 
electric or hybrid vehicles are thus eligible for Taxonomy. 
The eligibility of M6 Group’s CAPEX for green Taxonomy is 
broken down for the 2021 financial year as follows: 
(€ millions) 
% 
A. CAPEX eligible for the Taxonomy
80.9 
82% 
1. related to the Group’s eligible activities
3. related to the purchase of products
stemming from eligible activities other
than those of the Group
78.61
2.3 
79% 
2% 
A. CAPEX not eligible for Taxonomy
18.3 
18% 
TOTAL CAPEX (A + B) 
99.2 
100% 
7.5.3.5 OPERATING EXPENSES (OPEX) 
Within the framework of Taxonomy, operating expenses 
(“Taxonomy” OPEX) are defined in a restrictive manner such as 
the non-capitalised direct costs related to: 
●Research & development,
●Measures to refurbish buildings,
●Short-term leases,
●Maintenance & repairs,
●All other direct expenditure connected with the routine
maintenance of property, plant and equipment by the
company or by a third-party contractor which are necessary
to ensure the ongoing and efficient operation of these assets.
The eligible "Taxonomy" OPEX corresponds to the expenditure 
defined above and: 
1. Relating to the assets or processes that are connected with
the eligible economic activities,
2. Forms part of a plan aimed at extending the economic
activities aligned with Taxonomy or at enabling economic
activities eligible for Taxonomy to become aligned with it
within a period of five years,
3. Related to the purchase of production of economic activities
eligible for Taxonomy and to the individual measures
enabling target activities to become low carbon or to lead to
reductions in greenhouse gas emissions.
In 2021, "Taxonomy" OPEX only accounts for 3% of M6 Group’s total operating expenditure. Within this "Taxonomy" OPEX, the 
percentage of eligible expenditure is lower than 1%. 
1 Acquisitions of audiovisual rights in 2021 (see Note 13 to the consolidated financial statements) 
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Cross-reference table 
7.6 
CROSS-REFERENCE TABLE 
MÉTROPOLE TÉLÉVISION - 2021 UNIVERSAL REGISTRATION DOCUMENT 
Themes 
Sub-Themes Degree of 
relevance 
Reference 
GRI  
Reference 
Global 
Compact 
Labour information 
Employment 
1 
Total workforce and employee distribution by gender and geographic region 
++ 
7.3.2.1 
G4-10 
# 3 to 8 
2 
Recruitment and redundancies 
++ 
7.3.2.1 
G4- LA1 
3 
Compensation 
+ 
7.3.5.6 
G4- LA13 
Work organisation 
4 
Organisation of working time 
++ 
7.3.5.1 
G4- LA 
5 
Absenteeism 
+ 
7.3.5.2 
Labour relations 
6 
The organisation of social dialogue - including regulation and procedures regarding information, consultation 
and negotiation with personnel 
+ 
7.3.4.7 
G4- LA4 
7 
Collective bargaining agreements 
= 
7.3.4.7 
G4- LA4 
Health and safety 
8 
Health and safety at work 
+ 
7.3.4 
G4- LA6 to 8 
9 
Work accidents, particularly their frequency and seriousness, and occupational diseases 
+ 
7.3.4 
G4- LA6 
10 
Agreements signed with unions or employee representatives in terms of health and safety at work 
= 
7.3.4.7 
G4- LA8 
Training 
11 
Training policies 
++ 
7.3.3 
LA11 
12 
Total number of training hours 
++ 
7.3.3 
LA10 
Equal opportunity 
13 
Measures taken to promote gender equality  
++ 
7.3.2.1 
G4- LA10 
14 
Measures taken to promote the employment and integration of disabled employees 
++ 
7.3.2.3/ 
7.2.3 
G4- LA12 
15 
Anti-discrimination policy 
++ 
7.2.2 G4- LA12, G4-
HR3 
Promotion of and compliance with ILO fundamental 
conventions 
16 
Relating to freedom of association and the right to collective bargaining  
= 
7.3.4.7 
G4-HR4; G4-
LA4 
17 
Relating to the elimination of employment and occupational discrimination 
= 
7.3.2/7.2.3.1 
G4-HR3; G4-
LA13 
18 
Relating to the suppression of forced or compulsory labour 
= 
7.1.2.1 
G4-HR6 
19 
Relating to the effective abolition of child labour 
= 
7.1.2.1F 
G4-HR5 
Environmental information 
General environmental policy 
20 
Company organisation to take into account environmental issues and, where applicable, environmental 
assessment and certification processes 
= 
7.4 
# 9 to 11 
21 
Training and employee information actions conducted in relation to environmental protection  
= 
7.4 
22 
Resources allocated to avoiding environmental risks and pollution  
= 
7.4 
G4-EN31 
23 
Amount of provisions and guarantees for environmental risks, providing this information is not liable to 
seriously prejudice the company in an ongoing litigation  
= 
N/A 
G4-EN31 and 
G4-EC2 
Pollution 
24 Measures to prevent, reduce or remediate air, water and land emissions that seriously damage the environment  
= 
7.4.1.4 G4-EN22 to 26 
25 
Taking into account noise pollution and, where relevant, all types of pollution specific to a particular activity  
7.2.4.1 
Circular economy 
26 
Measures to reduce, recycle, reuse and other forms of recovery or disposal of waste 
+ 
7.4.1.4 
G4-EN23 
27 
Actions to combat food waste 
- 
7.4.1.4/7.1.2.4 
28 
Use and supply of water in line with local constraints  
= 
7.4.1.2 
G4-EN8 
29 
Use of raw materials and measures taken to make more efficient use of them  
+ 
7.4.1 
G4-EN1, G4-
EN27 
30 Energy consumption and measures taken to improve energy efficiency and the use of renewable energy sources  
+ 
7.4.1 G4-EN3 to EN7 
Sustainable use of land 
31 
Use of land  
= 
7.3.4.2 
Climate change 
32 Significant greenhouse gas emission generated by the Company’s activity, in particular through use of the goods 
and services that it produces. 
+ 
7.4.1.1 
EN16, EN17, 
EN 18, EN19, 
EN20 
33 
Adaptation to the consequences of climate change 
= 
N/A 
EN18, EC2 
Biodiversity 
34 
Measures taken to safeguard biodiversity 
= 
7.3 G4-EN11 to EN 
14 
Corporate social information 
Territorial, economic and social impact of the 
Company's operations  
35 
Territorial impact of operations on employment and regional development in France 
= 
7.2.1 
G4- EC7 and 
G4-EC8 
 # 16 to 18 
and 21  
36 
Impact of operations on the local population 
= 
7.2.1 
G4- EC1, G4-
EC 5 and 6 
Relationships with stakeholders 
37 
Conditions of dialogue with these individuals or organisations  
++ 
7.1.2 
G4-24 to 27  # 2 and 16 
to 18  
38 
Acts of partnership or sponsorship 
++ 
7.2.1 
Subcontractors and suppliers  
39 
Purchasing policies that take into account social and environmental issues 
+ 
7.1.2.1. 
G4-EC9, G4-
HR4, 5,6, 8, 10 
# 2 to 11 
40 
Significance of sub-contracting and its inclusion in relationships with suppliers and subcontractors regarding 
their corporate, social and environmental responsibilities  
+ 
7.1.2.1. 
G4-EC9, G4-
HR4, 5,6, 8, 10 
Fair practices 
41 
Measures taken to avoid corruption 
++ 
7.1.3.3 
G4-SO3 to 5 
# 12 to 14 
42 
Measures taken to safeguard the health and safety of consumers  
++ 
7.2.3.2 
G4-PR1; G4-
PR2 
Other measures taken to safeguard human rights 
43 
Other measures taken to safeguard human rights 
= 
7.2.1 
G4-HR 
# 3 to 5 
7 
60

STATEMENT OF NON-FINANCIAL PERFORMANCE 
Report of the independent third party body of the non-financial performance statement 
7.7 
REPORT BY THE INDEPENDENT THIRD-PARTY 
BODY ON THE CONSOLIDATED STATEMENT 
OF NON-FINANCIAL PERFORMANCE 
KPMG S.A 
Tour EQHO 2 avenue Gambetta 
CS 60055 92066 Paris la Défense Cedex 
Métropole Télévision S.A. 
Registered office: 89, avenue Charles de Gaulle - 
92200 Neuilly-sur- Seine Cedex 
Share capital: €50,565,699.20 
Report by one of the Statutory Auditors, appointed as independent third party, 
on the consolidated statement of non-financial performance 
Financial year ended 31 December 2021 
To the Shareholders, 
In our capacity as Statutory Auditor of your company (hereinafter the "Entity"), appointed as independent third party and accredited 
by COFRAC under number 3-10491, we have undertaken a limited assurance engagement on the historical information (actual or 
extrapolated) of the consolidated non-financial statement, prepared in accordance with the entity's procedures (hereinafter the 
"Guidelines"), for the year ended 31 December 2021 (hereinafter, respectively, the "Information" and the "Statement"), included in 
the entity's management report pursuant to the provisions of Articles L. 225-102-1, R. 225-105 and R. 225-105-1 of the French 
Commercial Code. 
Conclusion 
Based on the procedures performed, as set out in the "Nature and scope of our work" section of this report, and the information 
collected, nothing has come to our attention that causes us to believe that the Statement is not presented in accordance with the 
applicable regulatory requirements and that the Information, taken as a whole, is not presented fairly in accordance with the 
Guidelines. 
Preparation of the statement of non-financial performance 
The absence of a commonly used and generally accepted reporting framework or established practice on which to draw in order to 
evaluate and measure the Information, allows for different, but acceptable, measurement techniques that can affect comparability 
between entities and over time. 
Consequently, the Information needs to be read and understood together with the Guidelines, the main elements of which are 
presented in the Statement and are available on request from the Entity’s registered office. 
Responsibility of the entity 
The Executive Board is responsible for: 
- Selecting or establishing suitable criteria for preparing the Information;
- Preparing a Statement in accordance with legal and regulatory requirements, including a presentation of the business model, a
description of the main extra-financial risks, a presentation of policies applied to mitigate these risks and the outcomes of those
policies, including key performance indicators, and the information provided for in Article 8 of Regulation (EU) 2020/852 (the
Taxonomy Regulation);
- Implementing internal control relevant to the preparation of Information that is free from material misstatement, whether due
to fraud or error.
The Statement was prepared by applying the Entity's Guidelines as mentioned above. 
1 Cofrac Accreditation Inspection, no. 3-1049, scope available at www.cofrac.fr 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Report of the independent third party body of the non-financial performance statement 
Responsibility of the Statutory Auditor appointed as independent third party 
On the basis of our work, our responsibility is to provide a report expressing a limited assurance conclusion on: 
- The compliance of the Statement with the provisions of Article R. 225-105 of the French Commercial Code;
- The fairness of the historical information (actual or extrapolated) information provided in accordance with Article R.225-105-
I(3) and II of the French Commercial Code concerning policy outcomes, including the key performance indicators, and action
plans on the main risks.
As it is our responsibility to provide an independent conclusion on the Information as prepared by Management, we are not authorised 
to help prepare said Information, as that could compromise our independence. 
It is not our responsibility to comment on: 
- The entity's compliance with other applicable legal and regulatory requirements (in particular, the disclosures provided for in
Article 8 of Regulation (EU) 2020/852 (the Taxonomy Regulation), and the French duty of care and anti-corruption and tax
avoidance legislation);
- The fairness of the disclosures provided for in Article 8 of Regulation (EU) 2020/852 (the Taxonomy Regulation);
- The compliance of products and services with applicable regulations.
Regulatory provisions and applicable professional guidance 
We performed our work described below in accordance with the provisions of Articles A. 225 1 and subsequent of the French 
Commercial Code, the professional guidance issued by the French Institute of Statutory Auditors relating to this engagement and 
International Standard on Assurance Engagements 3000 (Revised)1. 
Independence and quality control 
Our independence is defined by the provisions of Article L. 822-11-3 of the French Commercial Code and the French Code of Ethics 
for statutory auditors. In addition, we have introduced a quality control system which includes documented policies and procedures 
aimed at ensuring compliance with applicable laws and regulations, ethical rules and professional standards issued by the French 
Institute of Statutory Auditors relating to this engagement. 
Means and resources 
Our work called on the expertise of four people and was performed between December 2021 and February 2022 for a period of 
approximately two weeks. 
To help us in the completion of our work, we consulted our experts in sustainable development and societal responsibility. We 
conducted approximately ten interviews with the people responsible for preparing the Statement. 
Nature and scope of the audit 
We have planned and performed our work to address the areas where we identified that a material misstatement of the Information 
was likely to arise. 
We believe that the work carried out, based on our professional judgement, is sufficient to provide a basis for our limited assurance 
conclusion: 
- We have reviewed the activity of all the entities included in the consolidation scope and of exposure to the principal risks;
- We have assessed the appropriateness of the Reporting Criteria with regard to their relevance, comprehensiveness, reliability,
neutrality and comprehensible character, by taking into consideration industry best practices where applicable;
- We have verified that the Statement covers all categories of information referred to in paragraph III of Article 225-102-1 in
relation to social and environmental information as well as to respect for human rights and combatting corruption and tax
evasion;
- We have verified that the Statement presents the information provided for in II of Article R. 225-105 when it is relevant in
reference to the principal risks and includes, where applicable, an explanation of the reasons justifying the absence of the
information required by the second paragraph of III of Article L. 225-102-1;
- We have verified that the Statement presents the business model and the main risks associated with the business of all entities
included in the consolidation scope, including, where relevant and proportionate, the risks created by its business relations,
products or services, as well as the policies, due diligence procedures and outcomes, including key performance indicators
related to the principal risks;
- We have consulted documentary sources and conducted interviews to:
• Assess the process to select and validate the principal risks as well as the consistency of the outcomes, including the
key performance indicators used, with reference to the principal risks and policies presented; and
• Corroborate the qualitative information (measures and outcomes) that we considered to be the most important in the
Appendix. Our work was carried out at the head office of the consolidating entity.
1 ISAE 3000 (Revised) – Assurance engagements other than audits or reviews of historical financial information 
 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Report of the independent third party body of the non-financial performance statement 
- We have verified that the Statement covers the consolidated scope, i.e. all entities included in the consolidation scope in
accordance with Article L. 233-16 with the limits specified in the Statement;
- We have reviewed the internal auditing and risk management processes implemented by the entity and have assessed the
sampling process seeking to ensure that the information is exhaustive and fair;
- For the key performance indicators and other quantitative outcomes that we considered the most significant and that are set
out in the Appendix, we have implemented:
• Analytical procedures to verify the appropriate consolidation of the collected data as well as the consistency of their
changes;
• Tests of details, using sampling and other techniques, to verify the appropriate application of the definitions and
procedures and reconcile the data with the supporting documents. This work was carried out at the Entity’s head office
level and cover between 98% and 100% of the consolidated data selected for these tests;
- We have assessed the overall consistency of the Statement in light of our knowledge of all entities included in the scope of
consolidation.
The procedures performed in a limited assurance engagement are less in extent than for a reasonable assurance engagement 
performed in accordance with the professional guidance issued by the French Institute of Statutory Auditors; a higher level of 
assurance would have required us to carry out more extensive procedures. 
Paris-La Défense, 2 March 2022 
KPMG S.A. 
Anne Garans 
Partner 
Sustainability Services 
Xavier Troupel 
Partner 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Report of the independent third party body of the non-financial performance statement 
Appendices 
Qualitative information (measures and outcomes) considered most important 
Outcome of measuring satisfaction of trainees and work/study students 
Measures to promote biodiversity 
Results relating to internal mobility 
Action plans and outcomes related to the development of employee skillsets 
Measures to promote employee wellbeing 
Measures to manage the environmental footprint 
Greenhouse gas emissions related to the Group’s energy consumption 
Policies related to ethics and professional conduct 
Anti-discrimination measures in place 
Activities and outcomes of the Foundation 
Measures to promote balanced relations with stakeholders 
Results of the Gaïa index 
Key performance indicators and other quantitative outcomes considered most important 
Turnover rate 
% of employees who received training during the period 
Number of workers with disabilities 
Change in electricity consumption 
Number of items on the television news devoted to the environment 
Number of confirmed formal notices from the CSA over the year just ended 
Number of confirmed warnings and formal notices from the CSA for the year just ended concerning professional 
standards 
Number of confirmed warnings and formal notices from the CSA for the year just ended concerning the 
signalling code 
Accessibility rate of the M6 channel’s programmes to deaf and hard-of-hearing people 
Proportion of female presenters on the free-to-air channels’ in-house produced news programmes (excluding Gulli) 
Annual budget of the M6 Foundation 
Number of subscribers on social media 
MÉTROPOLE TÉLÉVISION - 2021 UNIVERSAL REGISTRATION DOCUMENT 
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STATEMENT OF NON-FINANCIAL PERFORMANCE 
Report of the independent third party body of the non-financial performance statement 
MÉTROPOLE TÉLÉVISION - 2021 UNIVERSAL REGISTRATION DOCUMENT 
7 
65

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UNIVERSEL 
MÉTROPOLE 
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MÉTROPOLE 
TÉLÉVISION
SUSTAINABLE 
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RESPONSIBILITY 
REPORT
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2021 
UNIVERSAL 
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