<\/p>\n
WPP 2024 Preliminary Results<\/b><\/p>\n
Strategic progress driving stronger margin and improved cash conversion, despite top line pressures<\/b><\/p>\n
NEW YORK & LONDON–(BUSINESS WIRE<\/a>)–
\nWPP (NYSE: WPP) today reported its 2024 Preliminary Results.<\/p>\n
| \n Key figures (\u00a3m)<\/b><\/p>\n<\/td>\n | \n | \n 2024<\/b><\/p>\n<\/td>\n | \n | \n \n+\/(-) %<\/p>\n \nreported1<\/sup><\/p>\n<\/td>\n \n+\/(-) %<\/p>\n \nLFL2<\/sup><\/p>\n<\/td>\n 2023<\/b><\/p>\n<\/td>\n<\/tr>\n \nRevenue<\/p>\n<\/td>\n 14,741<\/b><\/p>\n<\/td>\n \n(0.7)<\/p>\n<\/td>\n \n2.3<\/p>\n<\/td>\n 14,845<\/b><\/p>\n<\/td>\n<\/tr>\n \nRevenue less pass-through costs<\/p>\n<\/td>\n 11,359<\/b><\/p>\n<\/td>\n \n(4.2)<\/p>\n<\/td>\n \n(1.0)<\/p>\n<\/td>\n 11,860<\/b><\/p>\n<\/td>\n<\/tr>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n Reported:<\/b><\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nOperating profit<\/p>\n<\/td>\n 1,325<\/b><\/p>\n<\/td>\n \n149.5<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n 531<\/b><\/p>\n<\/td>\n<\/tr>\n \nOperating profit margin3<\/sup><\/p>\n<\/td>\n 9.0%<\/b><\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n 3.6%<\/b><\/p>\n<\/td>\n<\/tr>\n \nProfit before tax<\/p>\n<\/td>\n 1,031<\/b><\/p>\n<\/td>\n \n198.0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n 346<\/b><\/p>\n<\/td>\n<\/tr>\n \nDiluted EPS (p)<\/p>\n<\/td>\n 49.4<\/b><\/p>\n<\/td>\n \n389.1<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n 10.1<\/b><\/p>\n<\/td>\n<\/tr>\n \nDividends per share (p)<\/p>\n<\/td>\n 39.4*<\/b><\/p>\n<\/td>\n \n\u2013<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n 39.4<\/b><\/p>\n<\/td>\n<\/tr>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n Headline4<\/sup>:<\/b><\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nOperating profit<\/p>\n<\/td>\n 1,707<\/b><\/p>\n<\/td>\n \n(2.5)<\/p>\n<\/td>\n \n2.0<\/p>\n<\/td>\n 1,750<\/b><\/p>\n<\/td>\n<\/tr>\n \nOperating profit margin<\/p>\n<\/td>\n 15.0%<\/b><\/p>\n<\/td>\n \n0.2pt<\/p>\n<\/td>\n \n0.4pt<\/p>\n<\/td>\n 14.8%<\/b><\/p>\n<\/td>\n<\/tr>\n \nDiluted EPS (p)<\/p>\n<\/td>\n 88.3<\/b><\/p>\n<\/td>\n \n(5.9)<\/p>\n<\/td>\n \n0.1<\/p>\n<\/td>\n 93.8<\/b><\/p>\n<\/td>\n<\/tr>\n Full year and Q4 financial highlights<\/b><\/p>\n Delivering on strategic priorities<\/b><\/p>\n Focus and outlook for 2025<\/b><\/p>\n Mark Read, Chief Executive Officer of WPP, said:<\/b><\/p>\n \n\u201cWe achieved significant progress against our strategy in 2024 with the creation of VML, Burson and the simplification of GroupM \u2013 some 70% of our business. We sold our stake in FGS Global to create significant value for shareholders. And we increased our margin, while stepping up our investment in AI through WPP Open, which is now used by 33,0006<\/sup> people across WPP.<\/p>\n \n\u201cThe top line was lower, however, with Q4 impacted by weaker client discretionary spend. We did see growth from our top 25 clients of 2.0% and an improving new business performance in the second half of the year with wins from Amazon, J&J, Kimberly-Clark and Unilever reflecting the strength of our integrated offer.<\/p>\n \n\u201cThe actions we are taking across WPP will strengthen our existing client relationships and drive our new business results. We expect some improvement in the performance of our integrated creative agencies in the year ahead. At the same time, we have comprehensive efforts underway to improve our competitive positioning through new leadership at GroupM, with further investment in AI, data and proprietary media.<\/p>\n \n\u201cThough we remain cautious given the overall macro environment, we are confident in our medium-term targets and believe our focus on innovation, a simpler client-facing offer and operational excellence will support our growth and deliver greater value for our shareholders.\u201d<\/p>\n This announcement contains information that qualifies or may qualify as inside information. The person responsible for arranging the release of this announcement on behalf of WPP plc is Balbir Kelly-Bisla, Company Secretary<\/i><\/p>\n \nTo access WPP’s 2024 preliminary results financial tables, please visit www.wpp.com\/investors<\/a><\/p>\n Strategic progress<\/b><\/p>\n \nWe are one year into executing on the strategy we outlined in January 2024 \u2013 \u2018Innovating to Lead\u2019 \u2013 and have made significant progress on each of the four strategic pillars: leading through AI, data and technology, accelerating growth through the power of creative transformation, building world-class brands and executing efficiently to drive financial returns.<\/p>\n Lead through AI, data and technology<\/i><\/b><\/p>\n \nThe past year in AI has been marked by significant advancements in AI technology with increasing capabilities, greater speed and lower cost. This acceleration in the pace of innovation is broadening the capabilities that we can deploy through WPP Open.<\/p>\n \nThese developments reinforce our conviction that AI will be the single most transformational development in our industry since the internet. It will impact every element of how we work, freeing up our creative people to do better work, increasing the efficiency of our production teams to produce much greater volumes of high-quality work and empowering our media teams to develop and deploy more effective plans in a fraction of the time.<\/p>\n \nTo deliver on this potential, we are accelerating our investment in WPP Open, our AI-powered marketing operating system, increasing cash investment to \u00a3300m in 2025 from \u00a3250m in 2024. We are making this investment to keep WPP Open at the forefront of our industry, enabling us to use AI more effectively in our work and delivering an end-to-end marketing platform that gets from ideas to results more efficiently and quickly.<\/p>\n \nWPP Open is being broadly adopted by our people and our clients are seeing tangible benefits. It is enabling our teams to generate insights more rapidly, move seamlessly from idea to near-finished executions and test these ideas on synthetic audiences. These are just some of the capabilities built into WPP Open in the past year and why 33,000 of our people are now active users.<\/p>\n \nAs our people are increasingly embedding AI in the way that we work this is resulting in increasing client adoption with major clients including Google, IBM, L’Or\u00e9al, LVMH, Nestl\u00e9 and The Coca-Cola Company seeing benefits both in how we work and the effectiveness of what we do together.<\/p>\n \nWPP Open Creative Studio has been rolling out a new user interface, Canvas, which is augmenting our strategic and creative teams with AI capabilities. Canvas empowers teams to leverage data insights and WPP’s knowledge to generate effective campaign ideas, such as strategies to overcome audience barriers identified by AI models, which can then be instantly visualised for clients as storyboards and finished work.<\/p>\n \nWPP Open Media Studio continued its rollout to clients and was central to our successful pitch at Amazon in 2024. Media Studio provides an end-to-end media workflow solution accessing GroupM\u2019s scale and Choreograph data and technology.<\/p>\n \nGroupM and Choreograph\u2019s approach to data leverages AI-powered federated learning. Federated learning uses AI agents operating across client, WPP and third-party data sources to create new knowledge about customers. Establishing this data connectivity in place of a dependence on legacy ID-first solutions and lookalike models maintains data integrity and provides superior insight.<\/p>\n Accelerate growth through the power of creative transformation<\/i><\/b><\/p>\n \nWe continue to see growing demand from clients for more integrated marketing solutions and WPP is moving quickly to be even more effective in bringing together our many capabilities around the world in teams to service clients. The reason for this is clear. Managing multiple agency partners is complex, leads to fragmentation of marketing efforts and smaller, more integrated teams promise greater agility and speed. In our view, AI will only accelerate this trend as clients face the challenge that complex agency rosters, spread across multiple companies and independent agencies, are unable to deliver the transformation required. The simplest analogy is that procuring marketing services is becoming more like procuring technology services, requiring greater strategic focus, technology due diligence and attention to long-term partnerships.<\/p>\n \nThis trend has been reflected in the growth of WPP’s top 25 clients in 2024 (+2.0%) and this demand for integration also aligns with WPP\u2019s position. We have a very well-balanced business with strong geographic positions in critical markets combined with strength in creativity, production commerce and influencer. When powered by AI, data and technology and a world-leading global media platform, this forms an unparalleled integrated offer to clients.<\/p>\n \nAs well as the relatively stronger growth we delivered across WPP’s largest clients in 2024, which included expanded scope for many top clients, the quality of our offer is evidenced by recent wins including creative assignments for Kimberly-Clark, media assignments for Amazon and Johnson & Johnson, and creative and commerce assignments for Unilever. 2024 net new billings were $4.5bn (2023: $4.5bn).<\/p>\n \nWPP’s commitment to creative excellence continues to garner industry recognition, with the company being named ‘Creative Company of the Year’ for 2024 at the Cannes Lions International Festival of Creativity. Ogilvy took home \u2018Creative Network of the Year\u2019 at Cannes and The Coca-Cola Company, whose global marketing partner is WPP Open X, was named \u2018Creative Brand of the Year\u2019 for the first time in its history. These awards underscore WPP’s ability to deliver innovative, integrated solutions that not only meet but exceed client expectations, driving both growth and expansion from across its client base.<\/p>\n Build world-class, market-leading brands<\/i><\/b><\/p>\n \nIn 2024, we further simplified our structure making it easier for clients to access our talent and allowing us to build a more efficient operating model. WPP now has six powerful agency networks \u2013 GroupM, VML, Ogilvy, AKQA, Hogarth and Burson \u2013 which collectively account for around 92% of revenue less pass-through costs.<\/p>\n \n2025 will be the first full year of operation for our two newly created agencies: Burson, a leading global strategic communications agency formed through the consolidation of BCW and Hill & Knowlton, and VML, the world\u2019s largest integrated creative agency, bringing together VMLY&R and Wunderman Thompson. The swift completion of these mergers in 2024 by the teams at VML and Burson has strategically aligned our brands for continued progress, leveraging their enhanced capabilities and global reach.<\/p>\n \nBrian Lesser joined as the Global CEO of GroupM, our media planning and buying business, in September 2024, and is focused on improving the competitiveness of our media offer, globally and in the US, leveraging WPP Open Media Studio and Choreograph.<\/p>\n \nUnder Brian\u2019s leadership, GroupM will bring this differentiated strategy together with next-generation proprietary trading media products, WPP Open Media Studio and the power of WPP\u2019s broader integrated offer in creative, production and commerce to drive media effectiveness and performance for our clients.<\/p>\n Execute efficiently to drive financial returns<\/i><\/b><\/p>\n \nIntegral to our strategy over the past year has been the imperative to execute more efficiently. Investing in AI through WPP Open will allow us to work faster and with more discipline. Integrating our offer for clients means that we can streamline the marketing process and take out duplicate roles. As a simpler company, with fewer brands, we are able to maximise our investments in client-facing roles and take out unnecessary overhead.<\/p>\n \nAs well as our success in delivering, at an accelerated pace, the structural cost savings relating to the agency mergers and GroupM simplification, we continue to make good progress in our back-office efficiency programme across enterprise IT, finance, procurement and real estate. This success is reflected in the improved margin and cash conversion in 2024.<\/p>\n \nIn enterprise IT,<\/b> we successfully rolled out Maconomy ERP in certain markets in EMEA and South America during 2024 and will go live with Workday ERP in VML and Ogilvy in the UK in the first half of 2025.<\/p>\n \nWe have a targeted programme of work around our enterprise IT to continue to modernise our estate, drive efficiencies and protect our business and are making good progress with costs reducing year-on-year in 2024. Our cloud migration continued to deliver benefits as we migrate workloads to the cloud and decommission legacy equipment and capacity.<\/p>\n \nAcross IT and Finance, we continue to optimise our finance shared service centres, offshoring more back-office processes and driving further automation and efficiencies in the work we do.<\/p>\n \nWPP is also investing in Global Delivery Centres (GDCs) with a capability hub headquartered in India, accessible to all WPP agency teams around the world. Our GDCs play a critical role in WPP\u2019s business transformation and simplification strategy with capabilities from hyper-personalisation and composable commerce to cloud modernisation and product engineering. Prashant Mehta joined WPP in 2024 from Accenture as Managing Director to lead the GDCs.<\/p>\n \nOur category-led procurement model continues to consolidate spend by sub-category to drive further savings. We are digitalising our source-to-contract processes, enabling further automation as we consolidate our ERP landscape.<\/p>\n \nIn real estate, our ongoing campus programme and consolidation of leases continues to deliver benefits. Seven new campuses opened during the year, including WPP\u2019s third London campus at One Southwark Bridge and our third campus in India, located in Chennai.<\/p>\n \nDuring 2024 we made further progress on the simplification of our specialist agencies with the disposal of our stake in Two Circles, the integration of BSG with Burson and other actions to rationalise and improve the performance of the tail of smaller agencies within WPP.<\/p>\n Purpose and ESG<\/b><\/p>\n \nWPP\u2019s purpose is to use the power of creativity to build better futures for our people, planet, clients and communities. Read more on the ways WPP is working to deliver against its purpose in our 2023 Sustainability Report<\/a>.<\/p>\n Full year overview<\/b><\/p>\n \nRevenue was \u00a314.7bn, down 0.7% from \u00a314.8bn in 2023, and up 2.3% like-for-like. Revenue less pass-through costs was \u00a311.4bn, down 4.2% from \u00a311.9bn in 2023, and down 1.0% like-for-like.<\/p>\n \n\u00a0<\/p>\n<\/td>\n Q4 2024<\/b><\/p>\n \u00a3<\/b>m<\/b><\/p>\n<\/td>\n %<\/b><\/p>\n r<\/b>eported<\/b><\/p>\n<\/td>\n %<\/b><\/p>\n M<\/b>&A<\/b><\/p>\n<\/td>\n %<\/b><\/p>\n F<\/b>X<\/b><\/p>\n<\/td>\n %<\/b><\/p>\n L<\/b>FL<\/b><\/p>\n<\/td>\n<\/tr>\n Revenue<\/b><\/p>\n<\/td>\n 3,956<\/b><\/p>\n<\/td>\n \n(3.9)<\/p>\n<\/td>\n \n(0.3)<\/p>\n<\/td>\n \n(3.7)<\/p>\n<\/td>\n 0.1<\/b><\/p>\n<\/td>\n<\/tr>\n Revenue less pass-through costs<\/b><\/p>\n<\/td>\n 2,994<\/b><\/p>\n<\/td>\n \n(6.7)<\/p>\n<\/td>\n \n(0.8)<\/p>\n<\/td>\n \n(3.6)<\/p>\n<\/td>\n (2.3)<\/b><\/p>\n<\/td>\n<\/tr>\n<\/table>\n \n\u00a0<\/p>\n<\/td>\n 2024<\/b><\/p>\n \u00a3<\/b>m<\/b><\/p>\n<\/td>\n %<\/b><\/p>\n r<\/b>eported<\/b><\/p>\n<\/td>\n %<\/b><\/p>\n M<\/b>&A<\/b><\/p>\n<\/td>\n %<\/b><\/p>\n F<\/b>X<\/b><\/p>\n<\/td>\n %<\/b><\/p>\n L<\/b>FL<\/b><\/p>\n<\/td>\n<\/tr>\n Revenue<\/b><\/p>\n<\/td>\n 14,741<\/b><\/p>\n<\/td>\n \n(0.7)<\/p>\n<\/td>\n \n0.2<\/p>\n<\/td>\n \n(3.2)<\/p>\n<\/td>\n 2.3<\/b><\/p>\n<\/td>\n<\/tr>\n Revenue less pass-through costs<\/b><\/p>\n<\/td>\n 11,359<\/b><\/p>\n<\/td>\n \n(4.2)<\/p>\n<\/td>\n \n(0.1)<\/p>\n<\/td>\n \n(3.1)<\/p>\n<\/td>\n (1.0)<\/b><\/p>\n<\/td>\n<\/tr>\n<\/table>\n Segmental review<\/b><\/p>\n Business segments – revenue less pass-through costs<\/b><\/p>\n % LFL +\/(-)<\/b><\/p>\n<\/td>\n Global<\/b><\/p>\n Integrated Agencies<\/b><\/p>\n<\/td>\n Public Relations<\/b><\/p>\n<\/td>\n Specialist Agencies<\/b><\/p>\n<\/td>\n<\/tr>\n Q4 2024<\/b><\/p>\n<\/td>\n (2.2)<\/b><\/p>\n<\/td>\n (5.3)<\/b><\/p>\n<\/td>\n (0.4)<\/b><\/p>\n<\/td>\n<\/tr>\n 2024<\/b><\/p>\n<\/td>\n (0.8)<\/b><\/p>\n<\/td>\n (1.7)<\/b><\/p>\n<\/td>\n (2.3)<\/b><\/p>\n<\/td>\n<\/tr>\n<\/table>\n Global Integrated Agencies<\/i><\/b>:<\/i> GroupM, our media planning and buying business, grew 2.7% in 2024 (2023: 4.9%), benefiting from continued client investment in media, partially offset by the impact of historical client losses and a more challenging environment in China. GroupM saw an improved new business performance in the second half of the year with the Amazon and J&J wins and an important Unilever retention, despite some losses, including Volvo.<\/p>\n \nGroupM\u2019s growth was offset by a 3.9% LFL decline at other Global Integrated Agencies. Mid-single digit growth in Hogarth in 2024 was offset by weaker performance across integrated creative agencies, which included the impact of the 2023 loss of assignments with a large healthcare client and a challenging trading environment in China. AKQA experienced a low double digit decline in revenue less pass-through costs as spend on project-based work remained weak throughout the year. Other Global Integrated Agencies declined 6.5% in Q4 reflecting the continuation of those factors and weaker client discretionary spend than is typically seen in the final quarter, together with the lap of a particularly strong quarter for variable client incentives in Q4 2023.<\/p>\n Public Relations<\/i><\/b>: Burson, created in June from the merger of BCW and Hill & Knowlton, made good progress with its integration and launched additional AI-powered tools.<\/p>\n \nDuring Q4, Burson declined high single digits as the business continued to be impacted by the 2023 loss of assignments with a large healthcare client and a more challenging environment for client discretionary spending. This was offset by continued strong growth at FGS Global, which is reflected up to early December 2024 when its disposal to KKR completed.<\/p>\n Specialist Agencies<\/i><\/b>: CMI Media Group, our specialist healthcare media planning and buying agency, grew strongly, offset by declines at Landor and Design Bridge and Partners. Our smaller specialist agencies continued to be affected by more cautious client spending, including delays in project-based work.<\/p>\n Regional segments – revenue less pass-through costs<\/b><\/p>\n % LFL +\/(-)<\/b><\/p>\n<\/td>\n North America<\/b><\/p>\n<\/td>\n United Kingdom<\/b><\/p>\n<\/td>\n Western Continental Europe<\/b><\/p>\n<\/td>\n Rest of World<\/b><\/p>\n<\/td>\n<\/tr>\n Q4 2024<\/b><\/p>\n<\/td>\n \n(1.4)<\/p>\n<\/td>\n \n(5.1)<\/p>\n<\/td>\n \n1.4<\/p>\n<\/td>\n \n(4.8)<\/p>\n<\/td>\n<\/tr>\n 2024<\/b><\/p>\n<\/td>\n \n(0.7)<\/p>\n<\/td>\n \n(2.7)<\/p>\n<\/td>\n \n1.7<\/p>\n<\/td>\n \n(2.6)<\/p>\n<\/td>\n<\/tr>\n<\/table>\n \nNorth America declined by 0.7% in 2024 with good growth in automotive, TME and financial services client spending, offset by lower revenues in healthcare, due to a 2023 client loss, and a tough comparison for CPG in 2023. Revenues from technology clients continued to stabilise in the second half with good growth in North America in Q4.<\/p>\n \nThe United Kingdom declined in 2024 reflecting a strong comparison (2023: +5.6%) and the impact of slower client spending in Q4 with further weakness in project-based work across creative and specialist agencies exacerbated by an uncertain macro outlook, only partially offset by growth in GroupM and Ogilvy.<\/p>\n \nIn Western Continental Europe, France, Spain and Italy grew during 2024. Our largest market, Germany, declined 1.0% reflecting macro pressures on client spending in automotive and travel & leisure sectors, but saw stronger performance in Q4, growing 4.0%, lapping a softer comparison (Q4 2023: -5.3%), benefiting from growth in spend at financial services clients and a good overall performance at GroupM.<\/p>\n \nThe Rest of World declined 2.6%. India grew 2.8% with a decline in Q4 lapping a tough comparison (Q4 2023: 22.0%) influenced by the timing of sporting events. This was offset by China which declined 20.8% on client assignment losses and persistent macroeconomic pressures impacting across our agencies.<\/p>\n \nThe new management team in China is focused on stabilising performance and evolving our offer to bring together the best of our talent and capabilities and build on our leading market position.<\/p>\n \nWe expect performance to continue to be challenging in China in the first half of 2025, with some improvement later in the year as we begin to lap easier comparisons from the second quarter onwards. We remain confident the actions we are taking in China will strengthen our business over the medium-term in what is an important strategic market for WPP.<\/p>\n Top five markets – revenue less pass-through costs<\/b><\/p>\n % LFL +\/(-)<\/b><\/p>\n<\/td>\n USA<\/b><\/p>\n<\/td>\n UK<\/b><\/p>\n<\/td>\n Germany<\/b><\/p>\n<\/td>\n China<\/b><\/p>\n<\/td>\n India<\/b><\/p>\n<\/td>\n<\/tr>\n Q4 2024<\/b><\/p>\n<\/td>\n \n(1.4)<\/p>\n<\/td>\n \n(5.1)<\/p>\n<\/td>\n \n4.0<\/p>\n<\/td>\n \n(21.2)<\/p>\n<\/td>\n \n(5.4)<\/p>\n<\/td>\n<\/tr>\n 2024<\/b><\/p>\n<\/td>\n \n(0.6)<\/p>\n<\/td>\n \n(2.7)<\/p>\n<\/td>\n \n(1.0)<\/p>\n<\/td>\n \n(20.8)<\/p>\n<\/td>\n \n2.8<\/p>\n<\/td>\n<\/tr>\n<\/table>\n Client sector – revenue less pass-through costs<\/b><\/p>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n Q4 2024<\/b><\/p>\n % LFL +\/(-)<\/b><\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n 2024<\/b><\/p>\n % LFL +\/(-)<\/b><\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n 2024<\/b><\/p>\n % share,<\/b><\/p>\n revenue <\/b>less<\/b><\/p>\n pass-through<\/b><\/p>\n c<\/b>osts<\/b>\u2020<\/sup><\/p>\n<\/td>\n<\/tr>\n \nCPG<\/p>\n<\/td>\n \n(0.3)<\/p>\n<\/td>\n \n5.1<\/p>\n<\/td>\n \n28.4<\/p>\n<\/td>\n<\/tr>\n \nTech & Digital Services<\/p>\n<\/td>\n \n2.5<\/p>\n<\/td>\n \n(1.6)<\/p>\n<\/td>\n \n17.3<\/p>\n<\/td>\n<\/tr>\n \nHealthcare & Pharma<\/p>\n<\/td>\n \n(3.1)<\/p>\n<\/td>\n \n(7.2)<\/p>\n<\/td>\n \n11.0<\/p>\n<\/td>\n<\/tr>\n \nAutomotive<\/p>\n<\/td>\n \n(3.3)<\/p>\n<\/td>\n \n1.3<\/p>\n<\/td>\n \n10.4<\/p>\n<\/td>\n<\/tr>\n \nRetail<\/p>\n<\/td>\n \n(5.8)<\/p>\n<\/td>\n \n(7.8)<\/p>\n<\/td>\n \n8.8<\/p>\n<\/td>\n<\/tr>\n \nTelecom, Media & Entertainment<\/p>\n<\/td>\n \n4.6<\/p>\n<\/td>\n \n3.7<\/p>\n<\/td>\n \n6.9<\/p>\n<\/td>\n<\/tr>\n \nFinancial Services<\/p>\n<\/td>\n \n5.8<\/p>\n<\/td>\n \n3.1<\/p>\n<\/td>\n \n6.3<\/p>\n<\/td>\n<\/tr>\n \nOther<\/p>\n<\/td>\n \n(13.3)<\/p>\n<\/td>\n \n(14.8)<\/p>\n<\/td>\n \n4.6<\/p>\n<\/td>\n<\/tr>\n \nTravel & Leisure<\/p>\n<\/td>\n \n(8.5)<\/p>\n<\/td>\n \n1.7<\/p>\n<\/td>\n \n3.6<\/p>\n<\/td>\n<\/tr>\n \nGovernment, Public Sector & Non-profit<\/p>\n<\/td>\n \n2.9<\/p>\n<\/td>\n \n(1.4)<\/p>\n<\/td>\n \n2.7<\/p>\n<\/td>\n<\/tr>\n Financial results<\/b><\/p>\n Unaudited headline income statement\u2020<\/sup>:<\/b><\/p>\n \u00a3 million<\/b><\/p>\n<\/td>\n 2024<\/b><\/p>\n<\/td>\n 2023<\/b><\/p>\n<\/td>\n \n+\/(-) % reported<\/p>\n<\/td>\n \n+\/(-) % LFL<\/p>\n<\/td>\n<\/tr>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nRevenue<\/p>\n<\/td>\n \n14,741<\/p>\n<\/td>\n \n14,845<\/p>\n<\/td>\n \n(0.7)<\/p>\n<\/td>\n \n2.3<\/p>\n<\/td>\n<\/tr>\n \nRevenue less pass-through costs<\/p>\n<\/td>\n \n11,359<\/p>\n<\/td>\n \n11,860<\/p>\n<\/td>\n \n(4.2)<\/p>\n<\/td>\n \n(1.0)<\/p>\n<\/td>\n<\/tr>\n \nOperating profit<\/p>\n<\/td>\n \n1,707<\/p>\n<\/td>\n \n1,750<\/p>\n<\/td>\n \n(2.5)<\/p>\n<\/td>\n \n2.0<\/p>\n<\/td>\n<\/tr>\n \nOperating profit margin %<\/p>\n<\/td>\n \n15.0%<\/p>\n<\/td>\n \n14.8%<\/p>\n<\/td>\n \n0.2pt*<\/p>\n<\/td>\n \n0.4<\/p>\n<\/td>\n<\/tr>\n \nEarnings from associates<\/p>\n<\/td>\n \n40<\/p>\n<\/td>\n \n37<\/p>\n<\/td>\n \n8.1<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nPBIT<\/p>\n<\/td>\n \n1,747<\/p>\n<\/td>\n \n1,787<\/p>\n<\/td>\n \n(2.2)<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nNet finance costs<\/p>\n<\/td>\n \n(280)<\/p>\n<\/td>\n \n(262)<\/p>\n<\/td>\n \n(6.9)<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nProfit before taxation<\/p>\n<\/td>\n \n1,467<\/p>\n<\/td>\n \n1,525<\/p>\n<\/td>\n \n(3.8)<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nTax charge<\/p>\n<\/td>\n \n(411)<\/p>\n<\/td>\n \n(412)<\/p>\n<\/td>\n \n0.2<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nProfit after taxation<\/p>\n<\/td>\n \n1,056<\/p>\n<\/td>\n \n1,113<\/p>\n<\/td>\n \n(5.1)<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nNon-controlling interests<\/p>\n<\/td>\n \n(87)<\/p>\n<\/td>\n \n(87)<\/p>\n<\/td>\n \n0.0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nProfit attributable to shareholders<\/p>\n<\/td>\n \n969<\/p>\n<\/td>\n \n1,026<\/p>\n<\/td>\n \n(5.6)<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nDiluted EPS<\/p>\n<\/td>\n \n88.3p<\/p>\n<\/td>\n \n93.8p<\/p>\n<\/td>\n \n(5.9)<\/p>\n<\/td>\n \n0.1<\/p>\n<\/td>\n<\/tr>\n Reported:<\/b><\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nRevenue<\/p>\n<\/td>\n \n14,741<\/p>\n<\/td>\n \n14,845<\/p>\n<\/td>\n \n(0.7)<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nOperating profit<\/p>\n<\/td>\n \n1,325<\/p>\n<\/td>\n \n531<\/p>\n<\/td>\n \n149.5<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nProfit before taxation<\/p>\n<\/td>\n \n1,031<\/p>\n<\/td>\n \n346<\/p>\n<\/td>\n \n198.0<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n \nDiluted EPS<\/p>\n<\/td>\n \n49.4p<\/p>\n<\/td>\n \n10.1p<\/p>\n<\/td>\n \n389.1<\/p>\n<\/td>\n \n\u00a0<\/p>\n<\/td>\n<\/tr>\n Operating profit<\/b><\/p>\n \nHeadline operating profit was \u00a31,707m (2023: \u00a31,750m), with the year-on-year decline reflecting lower revenue less pass-through costs and investment in WPP Open, AI and data partially offset by continued cost discipline and structural cost savings. Headline operating profit margin was 15.0% (2023: 14.8%), equivalent to an improvement of 0.4 points on a constant currency basis.<\/p>\n \nTotal headline operating costs were down 4.5%, to \u00a39,652m (2023: \u00a310,110m). Headline staff costs (excluding incentives) of \u00a37,398m were down 4.5% compared to the prior period (2023: \u00a37,750m), reflecting wage inflation offset by lower headcount, as a result of the actions associated with our restructuring initiatives and our swift response to softer top-line performance in certain markets. Incentives of \u00a3363m were down 6.2% compared to the prior period (2023: \u00a3387m). As a percentage of revenue less pass-though costs, overall incentives were flat year on year at 3.2%.<\/p>\n \nHeadline establishment costs of \u00a3472m were down 8.5% compared to the prior period (2023: \u00a3516m) driven by benefits from the campus programme and consolidation of leases. IT costs of \u00a3684m (2023: \u00a3698m) were down 2.0%, reflecting our ongoing focus on driving efficiencies to mitigate inflation. Personal costs of \u00a3209m (2023: \u00a3223m) were down 6.3% driven by savings in travel and entertainment, and other operating expenses of \u00a3526m (2023: \u00a3536m) were down 1.9%.<\/p>\n \nOn a like-for-like basis, the average number of people in the Group in 2024 was 111,281 compared to 114,732 in 2023. The total number of people as at 31 December 2024 was 108,044 compared to 114,173 as at 31 December 2023.<\/p>\n \nHeadline EBITDA (including IFRS 16 depreciation) for the period was down by 2.1% to \u00a31,935m (2023: \u00a31,977m).<\/p>\n \nReported operating profit was \u00a31,325m (2023: \u00a3531m) with the increase primarily due to lower amortisation charges, as 2023 included accelerated brand amortisation charges following the creation of VML, lower property-related restructuring costs and higher gains on disposal of subsidiaries. Reported operating profit included goodwill impairment charges of \u00a3237m (2023: \u00a363m), primarily relating to AKQA, and legal provision charges of \u00a368m (2023: \u00a311m credit).<\/p>\n \nRestructuring and transformation costs included in reported operating profit were \u00a3251m (2023: \u00a3196m). Restructuring and transformation costs in 2024 include \u00a390m (2023: \u00a3113m) in relation to the Group\u2019s ERP and IT transformation program and \u00a3144m (2023: \u00a373m) relating to the continuing transformation program including the creation of VML and Burson and simplification of GroupM.<\/p>\n Net finance costs<\/b><\/p>\n \nHeadline net finance costs of \u00a3280m were up 6.9% compared to the prior period (2023: \u00a3262m), primarily due to the impact of refinancing bonds at higher rates.<\/p>\n \nReported net finance costs were \u00a3330m (2023: \u00a3255m), including net charges of \u00a350m (2023: net gains \u00a37m) relating to the revaluation and retranslation of financial instruments.<\/p>\n Tax<\/b><\/p>\n \nThe headline effective tax rate (based on headline profit before tax) was 28.0% (2023: 27.0%). The increase in the headline effective tax rate is driven by changes in tax rates or tax bases in the markets in which we operate. Given the Group\u2019s geographic mix of profits and the changing international tax environment, the tax rate is expected to increase over the next few years.<\/p>\n \nThe reported effective tax rate was 39.0% (2023: 43.1%). The reported effective tax rate is higher than the headline effective tax rate due to non-deductible goodwill impairment charges.<\/p>\n Earnings per share (\u201cEPS\u201d) and dividend<\/b><\/p>\n \nHeadline diluted EPS was 88.3p (2023: 93.8p), a decrease of 5.9% due to lower headline operating profit, higher headline net finance costs and a higher headline effective tax rate.<\/p>\n \nReported diluted EPS was 49.4p (2023: 10.1p), an increase of 389% due to higher reported operating profit.<\/p>\n \nThe Board is proposing a final dividend for 2024 of 24.4 pence per share, which together with the interim dividend paid in November 2024 gives a full-year dividend of 39.4 pence per share. The record date for the final dividend is 6 June 2025, and the dividend will be payable on 4 July 2025.<\/p>\n Unaudited headline cash flow statement\u2020<\/sup><\/b><\/p>\n \nTwelve months ended (\u00a3 million)<\/p>\n<\/td>\n 31 December 2024<\/b><\/p>\n<\/td>\n 31 December 2023<\/b><\/p>\n<\/td>\n<\/tr>\n Headline operating profit<\/b><\/p>\n<\/td>\n 1,707<\/b><\/p>\n<\/td>\n 1,750<\/b><\/p>\n<\/td>\n<\/tr>\n \nHeadline earnings from associates<\/p>\n<\/td>\n \n40<\/p>\n<\/td>\n \n37<\/p>\n<\/td>\n<\/tr>\n \nDepreciation of property, plant and equipment<\/p>\n<\/td>\n \n156<\/p>\n<\/td>\n \n165<\/p>\n<\/td>\n<\/tr>\n \nAmortisation of other intangibles<\/p>\n<\/td>\n \n32<\/p>\n<\/td>\n \n25<\/p>\n<\/td>\n<\/tr>\n \nDepreciation of right-of-use assets<\/p>\n<\/td>\n \n213<\/p>\n<\/td>\n \n257<\/p>\n<\/td>\n<\/tr>\n Headline EBITDA<\/b><\/p>\n<\/td>\n 2,148<\/b><\/p>\n<\/td>\n 2,234<\/b><\/p>\n<\/td>\n<\/tr>\n \nLess: headline earnings from associates<\/p>\n<\/td>\n \n(40)<\/p>\n<\/td>\n \n(37)<\/p>\n<\/td>\n<\/tr>\n \nRepayment of lease liabilities and related interest<\/p>\n<\/td>\n \n(377)<\/p>\n<\/td>\n \n(362)<\/p>\n<\/td>\n<\/tr>\n \nNon-cash compensation<\/p>\n<\/td>\n \n109<\/p>\n<\/td>\n \n140<\/p>\n<\/td>\n<\/tr>\n \nNon-headline cash items (including restructuring cost)<\/p>\n<\/td>\n \n(261)<\/p>\n<\/td>\n \n(218)<\/p>\n<\/td>\n<\/tr>\n \nCapex<\/p>\n<\/td>\n \n(236)<\/p>\n<\/td>\n \n(217)<\/p>\n<\/td>\n<\/tr>\n \nWorking capital<\/p>\n<\/td>\n \n117<\/p>\n<\/td>\n \n(260)<\/p>\n<\/td>\n<\/tr>\n Adjusted operating cash flow<\/b><\/p>\n<\/td>\n 1,460<\/b><\/p>\n<\/td>\n 1,280<\/b><\/p>\n<\/td>\n<\/tr>\n % conversion of Headline operating profit<\/b><\/p>\n<\/td>\n 86%<\/i><\/b><\/p>\n<\/td>\n 73%<\/i><\/b><\/p>\n<\/td>\n<\/tr>\n \nDividends (to minorities)\/ from associates<\/p>\n<\/td>\n \n(36)<\/p>\n<\/td>\n \n(58)<\/p>\n<\/td>\n<\/tr>\n \nContingent consideration liability payments<\/p>\n<\/td>\n \n(97)<\/p>\n<\/td>\n \n(31)<\/p>\n<\/td>\n<\/tr>\n \nNet interest<\/p>\n<\/td>\n \n(197)<\/p>\n<\/td>\n \n(159)<\/p>\n<\/td>\n<\/tr>\n \nCash tax<\/p>\n<\/td>\n \n(392)<\/p>\n<\/td>\n \n(395)<\/p>\n<\/td>\n<\/tr>\n Adjusted free cash flow<\/b><\/p>\n<\/td>\n 738<\/b><\/p>\n<\/td>\n 637<\/b><\/p>\n<\/td>\n<\/tr>\n \nDisposal proceeds<\/p>\n<\/td>\n \n667<\/p>\n<\/td>\n \n122<\/p>\n<\/td>\n<\/tr>\n \nNet initial acquisition payments<\/p>\n<\/td>\n \n(153)<\/p>\n<\/td>\n \n(280)<\/p>\n<\/td>\n<\/tr>\n \nDividends<\/p>\n<\/td>\n \n(425)<\/p>\n<\/td>\n \n(423)<\/p>\n<\/td>\n<\/tr>\n \nShare purchases<\/p>\n<\/td>\n \n(82)<\/p>\n<\/td>\n \n(54)<\/p>\n<\/td>\n<\/tr>\n Adjusted net cash flow<\/b><\/p>\n<\/td>\n 745<\/b><\/p>\n<\/td>\n 2<\/b><\/p>\n<\/td>\n<\/tr>\n \nAdjusted operating cash outflow was \u00a31,460m (2023: \u00a31,280m). The main drivers of the larger cash inflow year on year was a working capital inflow of \u00a3117m compared with an outflow of \u00a3260m in the prior year, partially offset by an increase in non-headline cash items to \u00a3261m (2023: \u00a3218m), mainly driven by costs related to the previously announced restructuring plan, including the creation of VML and Burson and the simplification of GroupM. Reported net cash from operating activities (see Note 6) increased to \u00a31,408m (2023: \u00a31,238m).<\/p>\n \nCash restructuring and transformation costs of \u00a3275m, included in non-headline cash items are slightly lower than the guidance given in January 2024 and relate to actions shared at the January Capital Markets Day, primarily the structural cost saving plan relating to the creation of VML and Burson and the simplification of GroupM (\u00a3135m). These structural savings are to deliver annualised net cost savings of c.\u00a3125m in 2025, with \u00a385m of that saving achieved in 2024 (ahead of the original plan of 40-50%).<\/p>\n \nAdjusted free cash flow was \u00a3738m (2023: \u00a3637m) with the year on year increase reflecting higher adjusted operating cash flow and contingent consideration liability payments and higher cash interest and taxes, offset by lower dividends to minorities. Adjusted net cash flow of \u00a3745m was higher than the prior period (2023: \u00a32m), primarily due to higher disposal proceeds and lower net acquisition payments.<\/p>\n \nA summary of the Group\u2019s unaudited cash flow statement and notes for the years to 31 December 2024 is provided in Appendix 1.<\/p>\n Unaudited balance sheet<\/b><\/p>\n \nAs at 31 December 2024, the Group had total equity of \u00a33,734m (31 December 2023: \u00a33,833m).<\/p>\n \nNon-current assets decreased by \u00a3831m to \u00a311,848m (31 December 2023: \u00a312,679m), primarily driven by a decrease in goodwill of \u00a3779m. Lower goodwill is primarily due to goodwill derecognised on disposal of FGS Global of \u00a3448m and goodwill impairment charges of \u00a3237m.<\/p>\n \nCurrent assets of \u00a313,661m decreased by \u00a3283m (31 December 2023: \u00a313,944m). The decrease is principally driven by lower trade and other receivables, (decrease of \u00a3738m), partially offset by higher cash and cash equivalents (increase of \u00a3420m).<\/p>\n \nCurrent liabilities of \u00a315,516m decreased by \u00a3789m (31 December 2023: \u00a316,305m), primarily due to lower borrowings and lower trade and other payables. Lower borrowings is predominantly due to $750m in bonds that were repaid in September 2024, partially offset by an increase as a result of the reclassification from current liabilities of \u20ac500m of bonds due within the next 12 months.<\/p>\n \nThe decrease in both current trade and other receivables and trade and other payables is primarily due to client activity and timing of payments.<\/p>\n \nNon-current liabilities decreased by \u00a3226m, to \u00a36,259m (31 December 2023: \u00a36,485m). This reduction primarily reflects lower long-term lease liabilities and non-current payables.<\/p>\n \nRecognised within total equity, other comprehensive loss of \u00a362m (2023: \u00a3329m loss) for the year includes a \u00a372m loss (2023: \u00a3427m loss) for foreign exchange differences on translation of foreign operations, and a \u00a33m loss (2023: gain of \u00a3108m) on the Group\u2019s net investment hedges. Other equity movements include the net decrease in the movement in non-controlling interest of \u00a3218m (2023: increase of \u00a312m), in part from the derecognition of FGS Global non-controlling interest.<\/p>\n \nA summary of the Group\u2019s unaudited balance sheet and selected notes as at 31 December 2024 is provided in Appendix 1.<\/p>\n Adjusted net debt<\/b><\/p>\n \nAs at 31 December 2024, the Group had cash and cash equivalents of \u00a32.6bn (31 December 2023: \u00a32.2bn) and borrowings of \u00a34.3bn (31 December 2023: \u00a34.7bn).<\/p>\n \nThe Group has current liquidity of \u00a34.5bn (31 December 2023: \u00a33.8bn), comprising cash and cash equivalents and bank overdrafts, and undrawn credit facilities.<\/p>\n \nAs at 31 December 2024 adjusted net debt was \u00a31.7bn, against \u00a32.5bn as at 31 December 2023, down \u00a30.8bn reflecting free cash flow generation and disposal proceeds, including proceeds from the disposal of FGS Global completed in December 2024. Average adjusted net debt in 2024 was \u00a33.5bn (31 December 2023: \u00a33.6bn).<\/p>\n \nThe average adjusted net debt to headline EBITDA ratio in the 12 months ended 31 December 2024 is 1.80x (12 months ended 31 December 2023: 1.83x).<\/p>\n \nIn February 2024, we refinanced our five-year Revolving Credit Facility of $2.5bn, with the new facility running for five years, with two one-year extension options maturing in February 2029 (excluding options) and with no financial covenants. The first of the two-year extension option was triggered in January 2025, effective from February 2025 to extend the maturity to February 2030.<\/p>\n \nIn March 2024, we refinanced $750m of 3.75% bonds due September 2024 and \u20ac500m of 1.375% bonds due March 2025 as planned, issuing \u20ac600m of 3.625% bonds due September 2029 and \u20ac650m of 4.0% bonds due September 2033.<\/p>\n \nIn December 2024, we repurchased \u20ac200m of 4.125% bonds due May 2028, \u20ac249 million of 3.625% bonds due September 2029 and \u20ac150m of 4% bonds due September 2033.<\/p>\n \nOur bond portfolio as at 31 December 2024 had an average maturity of 6.3 years (31 December 2023: 6.2 years).<\/p>\n Outlook<\/b><\/p>\n \nOur guidance for 2025 is as follows:<\/p>\n \nLike-for-like revenue less pass-through costs growth of flat to -2%, with performance improving in H2.<\/p>\n \nHeadline operating margin expected to be around flat (excluding the impact of FX)<\/p>\n<\/td>\n<\/tr>\n<\/table>\n \nOther 2025 financial indications:<\/p>\n Medium-term targets<\/b><\/p>\n \nIn January 2024 we presented updated medium-term financial framework including the following three targets:<\/p>\n Business sector and regional analysis<\/b><\/p>\n Business sector7<\/sup><\/b><\/p>\n Revenue analysis<\/b><\/p>\n \u00a3 million<\/b><\/p>\n<\/td>\n 2024<\/b><\/p>\n<\/td>\n 2023<\/b><\/p>\n<\/td>\n +\/(-) %<\/b><\/p>\n reported<\/b><\/p>\n<\/td>\n +\/(-) % LFL<\/b><\/p>\n<\/td>\n<\/tr>\n \nGlobal Int. Agencies<\/p>\n<\/td>\n \n12,562<\/p>\n<\/td>\n \n12,532<\/p>\n<\/td>\n \n0.2<\/p>\n<\/td>\n \n3.0<\/p>\n<\/td>\n<\/tr>\n \nPublic Relations<\/p>\n<\/td>\n \n1,156<\/p>\n<\/td>\n \n1,262<\/p>\n<\/td>\n \n(8.4)<\/p>\n<\/td>\n \n(2.6)<\/p>\n<\/td>\n<\/tr>\n \nSpecialist Agencies<\/p>\n<\/td>\n \n1,023<\/p>\n<\/td>\n \n1,051<\/p>\n<\/td>\n \n(2.7)<\/p>\n<\/td>\n \n(0.6)<\/p>\n<\/td>\n<\/tr>\n Total Group<\/b><\/p>\n<\/td>\n 14,741<\/b><\/p>\n<\/td>\n 14,845<\/b><\/p>\n<\/td>\n (0.7)<\/b><\/p>\n<\/td>\n 2.3<\/b><\/p>\n<\/td>\n<\/tr>\n<\/table>\n Revenue less pass-through costs analysis<\/b><\/p>\n \u00a3 million<\/b><\/p>\n<\/td>\n 2024<\/b><\/p>\n<\/td>\n 2023<\/b><\/p>\n<\/td>\n +\/(-) % reported<\/b><\/p>\n<\/td>\n +\/(-) % LFL<\/b><\/p>\n<\/td>\n<\/tr>\n \nGlobal Int. Agencies<\/p>\n<\/td>\n \n9,384<\/p>\n<\/td>\n \n9,751<\/p>\n<\/td>\n \n(3.8)<\/p>\n<\/td>\n \n(0.8)<\/p>\n<\/td>\n<\/tr>\n \nPublic Relations<\/p>\n<\/td>\n \n1,089<\/p>\n<\/td>\n \n1,180<\/p>\n<\/td>\n \n(7.7)<\/p>\n<\/td>\n \n(1.7)<\/p>\n<\/td>\n<\/tr>\n \nSpecialist Agencies<\/p>\n<\/td>\n \n886<\/p>\n<\/td>\n \n929<\/p>\n<\/td>\n \n(4.6)<\/p>\n<\/td>\n \n(2.3)<\/p>\n<\/td>\n<\/tr>\n Total Group<\/b><\/p>\n<\/td>\n 11,359<\/b><\/p>\n<\/td>\n 11,860<\/b><\/p>\n<\/td>\n (4.2)<\/b><\/p>\n<\/td>\n (1.0)<\/b><\/p>\n<\/td>\n<\/tr>\n<\/table>\n Headline operating profit analysis<\/b><\/p>\n \u00a3 million<\/b><\/p>\n<\/td>\n 2024<\/b><\/p>\n<\/td>\n % margin*<\/b><\/p>\n<\/td>\n 2023<\/b><\/p>\n<\/td>\n % margin*<\/b><\/p>\n<\/td>\n<\/tr>\n \nGlobal Int. Agencies<\/p>\n<\/td>\n \n1,482<\/p>\n<\/td>\n \n15.8<\/p>\n<\/td>\n \n1,480<\/p>\n<\/td>\n \n15.2<\/p>\n<\/td>\n<\/tr>\n \nPublic Relations<\/p>\n<\/td>\n \n166<\/p>\n<\/td>\n \n15.2<\/p>\n<\/td>\n \n191<\/p>\n<\/td>\n \n16.2<\/p>\n<\/td>\n<\/tr>\n \nSpecialist Agencies<\/p>\n<\/td>\n \n59<\/p>\n<\/td>\n \n6.7<\/p>\n<\/td>\n \n79<\/p>\n<\/td>\n \n8.5<\/p>\n<\/td>\n<\/tr>\n Total Group<\/b><\/p>\n<\/td>\n 1,707<\/b><\/p>\n<\/td>\n 15.0<\/b><\/p>\n<\/td>\n 1,750<\/b><\/p>\n<\/td>\n 14.8<\/b><\/p>\n<\/td>\n<\/tr>\n Regional<\/b><\/p>\n Revenue analysis<\/b><\/p>\n \u00a3 million<\/b><\/p>\n<\/td>\n 2024<\/b><\/p>\n<\/td>\n 2023<\/b><\/p>\n<\/td>\n +\/(-) % reported<\/b><\/p>\n<\/td>\n +\/(-) % LFL<\/b><\/p>\n<\/td>\n<\/tr>\n \nN. America<\/p>\n<\/td>\n \n5,567<\/p>\n<\/td>\n \n5,528<\/p>\n<\/td>\n \n0.7<\/p>\n<\/td>\n \n2.9<\/p>\n<\/td>\n<\/tr>\n \nUnited Kingdom<\/p>\n<\/td>\n \n2,185<\/p>\n<\/td>\n \n2,155<\/p>\n<\/td>\n \n1.4<\/p>\n<\/td>\n \n0.9<\/p>\n<\/td>\n<\/tr>\n \nW Cont. Europe<\/p>\n<\/td>\n \n3,013<\/p>\n<\/td>\n \n3,037<\/p>\n<\/td>\n \n(0.8)<\/p>\n<\/td>\n \n2.7<\/p>\n<\/td>\n<\/tr>\n \nAP, LA, AME, CEE8<\/sup><\/p>\n<\/td>\n \n3,976<\/p>\n<\/td>\n \n4,125<\/p>\n<\/td>\n \n(3.6)<\/p>\n<\/td>\n \n1.8<\/p>\n<\/td>\n<\/tr>\n Total Group<\/b><\/p>\n<\/td>\n 14,741<\/b><\/p>\n<\/td>\n 14,845<\/b><\/p>\n<\/td>\n (0.7)<\/b><\/p>\n<\/td>\n 2.3<\/b><\/p>\n<\/td>\n<\/tr>\n<\/table>\n Revenue less pass-through costs analysis<\/b><\/p>\n \u00a3 million<\/b><\/p>\n<\/td>\n 2024<\/b><\/p>\n<\/td>\n 2023<\/b><\/p>\n<\/td>\n +\/(-) % reported<\/b><\/p>\n<\/td>\n +\/(-) % LFL<\/b><\/p>\n<\/td>\n<\/tr>\n \nN. America<\/p>\n<\/td>\n \n4,394<\/p>\n<\/td>\n \n4,556<\/p>\n<\/td>\n \n(3.6)<\/p>\n<\/td>\n \n(0.7)<\/p>\n<\/td>\n<\/tr>\n \nUnited Kingdom<\/p>\n<\/td>\n \n1,588<\/p>\n<\/td>\n \n1,626<\/p>\n<\/td>\n \n(2.3)<\/p>\n<\/td>\n \n(2.7)<\/p>\n<\/td>\n<\/tr>\n \nW Cont. Europe<\/p>\n<\/td>\n \n2,375<\/p>\n<\/td>\n \n2,411<\/p>\n<\/td>\n \n(1.5)<\/p>\n<\/td>\n \n1.7<\/p>\n<\/td>\n<\/tr>\n \nAP, LA, AME, CEE<\/p>\n<\/td>\n \n3,002<\/p>\n<\/td>\n \n3,267<\/p>\n<\/td>\n \n(8.1)<\/p>\n<\/td>\n \n(2.6)<\/p>\n<\/td>\n<\/tr>\n Total Group<\/b><\/p>\n<\/td>\n 11,359<\/b><\/p>\n<\/td>\n 11,860<\/b><\/p>\n<\/td>\n (4.2)<\/b><\/p>\n<\/td>\n (1.0)<\/b><\/p>\n<\/td>\n<\/tr>\n<\/table>\n Headline operating profit analysis<\/b><\/p>\n |