“Debit and credit cards are the preferred digital payment method in Jamaica, with over 34 per cent of those surveyed using them for in-store purchases, and 57 per cent for online purchases. Digital wallets follow (particularly bank wallets) with 15 per cent of Jamaicans preferring to use digital wallets to pay in-store, and 23 per cent to pay online, indicating a clear advance in financial digitalisation and the adoption of new digital payment methods,” Mastercard said in its report on the findings.”

Jamaica is at a pivotal moment in its financial evolution. With debit and credit cards now the preferred methods for both in-store (34%) and online (57%) payments, the country is experiencing a remarkable shift towards digital payment solutions. Mastercard, one of the global leaders in digital payments, highlights this trend, noting a clear advance in financial digitalization, with a growing number of Jamaicans using digital wallets (bank wallets, in particular) for online and in-store transactions. The digital payment landscape is rapidly evolving, and businesses, banks, and fintech players are all pushing to further speed up this digital transformation across the island’s payment ecosystem.

As cash continues to dominate locally, recent reports show that debit cards, digital wallets, and online payment platforms are gaining significant traction. For example, 15% of Jamaicans use digital wallets for in-store purchases, with 23% utilizing them for online payments. Mastercard’s commitment to driving this transformation is evident, as the company seeks to bring more solutions to the Jamaican market, further reducing the reliance on cash and accelerating the transition to a cashless society.

A Brief History: Visa and Mastercard’s Influence in Jamaica

Both Visa and Mastercard have been integral to Jamaica’s digital payment ecosystem for decades, providing secure, reliable payment infrastructure to banks, businesses, and consumers. These payment giants played a critical role in introducing card payments to the country, and they continue to drive innovation by introducing new technologies, such as contactless payments, mobile wallets, and digital tokenization.

Visa and Mastercard have been investing heavily in Jamaica’s digital transformation, facilitating the adoption of more modern payment solutions through partnerships with local banks, government agencies, and fintech companies. Mastercard’s recent push to accelerate digital payments in Jamaica is part of a broader regional effort to modernize payments across the Caribbean. As the adoption of digital payment solutions increases, Visa and Mastercard’s continued leadership in the sector will be essential in shaping the future of Jamaica’s payment ecosystem.

The global payment networks benefit from their vast experience in building secure, scalable infrastructure for digital payments. They bring credibility to the digital wallet movement and offer robust fraud protection and global reach, factors crucial to the success of any new entrant in the market.

The Benefits of Digital Transformation for Jamaica’s Payment Ecosystem

The benefits of digital transformation for Jamaica’s payment ecosystem are far-reaching and could have profound implications for the country’s economy, businesses, and consumers:

1. Financial Inclusion: Digital payments offer an opportunity for greater financial inclusion, allowing unbanked or underbanked Jamaicans to participate in the formal financial system. Through mobile wallets and digital payment systems, individuals who lack access to traditional banking services can store money, make payments, and transfer funds with ease.
2. Improved Efficiency and Convenience: The digital transformation of Jamaica’s payment ecosystem will streamline transactions, reducing the need for cash handling, lowering transaction costs, and accelerating payment processes. For businesses, digital payments offer quicker, more secure ways to accept payments, leading to faster turnover and improved cash flow.
3. Boosting E-commerce: The rise of digital wallets and other digital payment systems enables greater participation in the e-commerce space. Consumers are increasingly shopping online, and businesses need to adapt by offering seamless and secure payment solutions. Digital wallets, in particular, make online shopping more convenient by storing payment information and offering one-click transactions.
4. Transparency and Security: With cashless payments, businesses and consumers benefit from greater transparency and traceability in financial transactions. Digital payment methods also reduce the risks associated with physical cash, such as theft or loss, and provide stronger fraud protection through encryption and tokenization.
5. Economic Growth: The widespread adoption of digital payments is a key driver of economic growth. A more efficient payment system facilitates cross-border transactions, encourages trade, and opens new business opportunities for small and medium-sized enterprises (SMEs).

Rising Competitors: The New Entrants in Jamaica’s Digital Wallet Space

While Visa and Mastercard continue to dominate, local players are emerging as key competitors in the digital wallet space. Financial institutions like NCB Financial Group, ScotiaBank, and CIBC are accelerating their own digital transformation, launching their own digital wallets and payment solutions.

1. NCB Financial Group: National Commercial Bank (NCB) is at the forefront of Jamaica’s digital wallet revolution. Through its NCB Digital Banking platform, the bank has launched its own mobile wallet, offering customers the ability to pay bills, transfer money, and purchase goods and services via mobile phones. NCB’s extensive customer base and widespread banking network position it as a formidable player in the digital wallet market.
2. ScotiaBank Group Jamaica: ScotiaBank has also embraced the shift toward digital payments with its Scotia ePay platform, which allows customers to send money, pay bills, and shop online securely. The bank has been actively promoting its mobile payment solutions and integrating them with its banking services to create a seamless user experience. As an established financial institution, ScotiaBank has the credibility and infrastructure to compete with the likes of Visa and Mastercard in the digital wallet space.
3. CIBC Caribbean Bank : CIBC has entered the Jamaican market with its CIBC  banking services and has quickly adapted to the digital payment wave. Its mobile payment offerings focus on providing a range of digital services, including bill payments, transfers, and online shopping capabilities. CIBC’s global presence and strong financial backing give it an edge in competing for market share in the digital wallet and payment solutions sector.

How New Entrants Could Effectively Compete in Jamaica’s Payment Ecosystem

As the digital wallet market grows in Jamaica, new entrants will need to leverage several strategies to effectively compete with Visa, Mastercard, and each other:

1. User-Centric Features: The success of digital wallets hinges on ease of use and customer adoption. New entrants should focus on offering user-friendly interfaces, seamless integrations with local merchants, and unique features like loyalty programs, rewards, and discounts to attract consumers.
2. Partnerships with Merchants: To build widespread acceptance, digital wallets must integrate with a broad range of merchants, both online and in-store. Collaborations with retailers, restaurants, and other businesses will be essential for driving adoption. Offering incentives for merchants to adopt digital payments could spur more widespread use.
3. Local Innovation: New entrants must understand the unique needs of the Jamaican market and tailor their solutions accordingly. Whether it’s offering micro-loans, facilitating remittances, or providing more accessible payment options for underserved populations, a localized approach will be crucial for success.
4. Security and Trust: With financial transactions, security is paramount. Digital wallets must ensure that they offer top-tier encryption, fraud protection, and data privacy standards. Educating customers about the security features of their platforms will help build trust and drive adoption.
5. Competitive Pricing: New entrants can attract users by offering competitive transaction fees and lower costs compared to traditional banking services. Offering incentives for digital wallet adoption, such as reduced fees for initial users or cash-back promotions, will be an effective way to drive early-stage adoption.

The Future: A Cashless Jamaica?

As more players enter the digital payments market and Jamaicans continue to embrace electronic transactions, the country’s payment ecosystem will become increasingly cashless. The competition among Visa, Mastercard, and local players like NCB, ScotiaBank, and CIBC will accelerate innovation, improve services, and drive further financial inclusion.

The government, too, has an important role to play in encouraging this transformation. Policies that support digital financial literacy, protect consumers, and promote secure digital infrastructure will be essential in ensuring the success of Jamaica’s digital transformation agenda.

In the coming years, Jamaica’s payment landscape will undoubtedly be shaped by the rise of digital wallets, making cash less and less relevant. For consumers, this shift offers convenience, security, and expanded financial opportunities. For businesses, it creates efficiencies and new growth avenues. And for the economy, it promises a more inclusive, secure, and modern financial ecosystem.

“FedEx shares are jumping 8.6% in premarket trading after the company said it plans to spin off its freight division into a separate publicly traded company in a deal that will streamline the parcel giant.” Bloomberg.com

FedEx shares surged 8.6% in premarket trading following the company’s announcement that it would spin off its freight division into a separate publicly traded entity. This ground-breaking decision marks a major shift in FedEx’s strategy as it seeks to streamline its operations and sharpen its focus on parcel delivery services, while allowing the new freight entity to pursue its own growth path.

As the logistics industry continues to evolve amid growing competition from e-commerce giants and global supply chain disruptions, FedEx’s move reflects a broader trend of corporate restructuring aimed at unlocking value for shareholders and enhancing operational efficiencies.

FedEx: A Legacy of Innovation and Growth

Founded in 1971 by Frederick W. Smith, FedEx revolutionized the logistics industry with its pioneering overnight delivery service. Over the decades, the company expanded its portfolio through a series of acquisitions, including the purchase of American Freightways in 1998, which became FedEx Freight, and the integration of TNT Express in 2016, helping the company solidify its international footprint.

Today, FedEx is a global logistics behemoth, offering a wide range of services spanning express parcel delivery, freight services, and e-commerce solutions, with annual revenues surpassing $90 billion.

Despite its success, FedEx has faced mounting pressure in recent years from increased competition, rising fuel costs, and changing customer expectations. The COVID-19 pandemic only accelerated these challenges, highlighting the growing importance of e-commerce and fast delivery services, as well as the need for enhanced operational agility. In response, FedEx has been focusing on restructuring its business model, optimizing its supply chain, and embracing new technologies to stay ahead of the curve.

The decision to spin off its freight division marks the latest chapter in this ongoing evolution.

The Spin-Off: A Strategic Move to Streamline and Enhance Focus

The decision to separate FedEx’s freight division is a strategic one aimed at unlocking value for both the parent company and the new spinoff entity. FedEx’s freight business, which includes ground and less-than-truckload (LTL) services, has been a significant contributor to the company’s overall revenue. However, the division has faced operational challenges, including rising labour costs and supply chain inefficiencies, which have sometimes resulted in underperformance relative to the company’s express parcel services.

By creating a standalone, publicly traded company, FedEx aims to achieve several key benefits:

1. Unlocking Value for Shareholders: The spin-off allows the freight division to operate independently, enabling it to pursue its own growth strategy and unlock shareholder value. For investors, this creates a more straightforward opportunity to invest in the segment they find most appealing, whether that be parcel services or freight logistics.
2. Greater Operational Focus: FedEx has long been a diversified logistics company, but separating the freight business from its parcel division will allow both entities to concentrate on their core operations. The parcel division can continue its focus on global e-commerce growth, while the freight business can double down on industrial and B2B logistics.
3. Increased Flexibility: A separate freight company can more effectively tailor its offerings to meet the needs of its specific customer base. This could include expanding its LTL network, improving last-mile delivery, or exploring new technologies such as autonomous trucks and electrification.
4. Boosting Shareholder Confidence: Investors have often expressed concerns about the complexity of FedEx’s sprawling operations. A clear separation of its various business units should make the company’s financials easier to analyze, thereby boosting investor confidence and potentially driving up stock prices.

The Future of the Freight Division: Competing in an Evolving Market

While the new freight division will be operating independently, it will retain many of the key advantages that made it an integral part of FedEx’s global supply chain. The freight industry, particularly LTL logistics, continues to grow as e-commerce drives demand for more flexible and efficient shipping solutions. The spin-off gives the new company a stronger platform to compete in this dynamic environment.

1. LTL and Freight Services: The U.S. freight industry, valued at over $1 trillion annually, is undergoing significant transformation as companies invest in better technology, more efficient distribution systems, and sustainability. The freight spinoff could focus on expanding its LTL capabilities, which have proven to be a growing market segment in recent years. Innovations in digital freight matching and automated supply chains will allow the new entity to compete more effectively with companies like XPO Logistics and J.B. Hunt.
2. Autonomous and Electric Trucks: As the logistics industry increasingly looks toward electrification and automation, the freight division could capitalize on emerging technologies such as autonomous trucks and electric delivery vehicles. Companies like TuSimple and Embark Trucks are leading the charge in autonomous freight, while firms like Tesla are pushing forward with electric truck prototypes. FedEx Freight could become a key player in this space by integrating these technologies into its operations, helping it maintain a competitive edge.
3. Last-Mile Logistics and Supply Chain Optimization: With the growth of e-commerce, last-mile logistics has become a critical battleground in the freight industry. The new company could focus on streamlining last-mile delivery, offering faster and more cost-efficient services, while leveraging FedEx’s global network for greater reach.

Strategic Responses from UPS, Amazon, and Other Competitors

The spin-off of FedEx’s freight division will undoubtedly stir competitive responses from rivals, including UPS, Amazon, and other key players in the logistics and transportation industry. Each of these companies has been heavily investing in its own logistics infrastructure, and the separation of FedEx’s freight business will present both challenges and opportunities.

1. UPS: As FedEx’s largest competitor in the parcel and freight space, UPS will likely see the spin-off as an opportunity to consolidate its own position in the market. UPS has been aggressively expanding its ground operations and focusing on automation, but it will need to accelerate efforts in areas like LTL shipping and cross-border logistics to stay competitive with FedEx Freight.
2. Amazon: The e-commerce giant continues to disrupt traditional logistics players with its vast delivery network and technology-driven approach. With Amazon’s growing focus on logistics and its own freight delivery capabilities, the spin-off could signal an opportunity for Amazon to capitalize on any potential operational weaknesses in the separated FedEx freight business. Amazon is also investing heavily in its own fleet of delivery trucks and drones, and any strategic moves by FedEx Freight will need to account for Amazon’s growing presence in the sector.
3. Other Competitors: Companies like XPO Logistics, J.B. Hunt, and DHL will likely view the spin-off as an opportunity to gain market share. These companies have already been investing in automation, digitization, and sustainability initiatives, and they will likely use the split to adjust their own strategies, offering more competitive solutions for customers.

Conclusion: A Pivotal Moment for FedEx and the Freight Industry

The spin-off of FedEx’s freight division is a pivotal moment for the company and the logistics industry at large. While it poses challenges to competitors, it also presents FedEx with an opportunity to streamline its operations, unlock shareholder value, and enhance its focus on e-commerce growth. For the newly created freight entity, the future is filled with opportunities to innovate and compete in an increasingly tech-driven industry.

As the logistics sector continues to evolve, FedEx’s decision to separate its freight business marks an important strategic shift—one that could have far-reaching implications for the industry and for how logistics giants like UPS, Amazon, and others respond in the future.

• The combined company will bring together unmatched capabilities, including the industry’s deepest bench of marketing talent, and the broadest and most innovative services and products, underpinned by the most advanced sales and marketing platform
• Together, Omnicom and Interpublic will be strongly positioned for continued growth in the new era of marketing
• The transaction is expected to be accretive to adjusted earnings per share for both Omnicom and Interpublic shareholders

NEW YORK, December 9, 2024 – Omnicom (NYSE: OMC) and The Interpublic Group of Companies, Inc. (NYSE: IPG) (“Interpublic”) today announced their Boards of Directors have unanimously approved a definitive agreement pursuant to which Omnicom will acquire Interpublic in a stock-for-stock transaction. The combined company will bring together the industry’s deepest bench of marketing talent, and the broadest and most innovative services and products, driven by the most advanced sales and marketing platform. Together, the companies will expand their capacity to create comprehensive full-funnel solutions that deliver better outcomes for the world’s most sophisticated clients.

“This strategic acquisition creates significant value for both sets of shareholders by combining world-class, highly complementary data and technology platforms enabling new offerings to better serve our clients and drive growth,” said John Wren, Chairman & CEO of Omnicom.

Under the terms of the agreement, Interpublic shareholders will receive 0.344 Omnicom shares for each share of Interpublic common stock they own. Following the close of the transaction, Omnicom shareholders will own 60.6% of the combined company and Interpublic shareholders will own 39.4%, on a fully diluted basis. The transaction is expected to generate annual cost synergies of $750 million.

The new Omnicom will have over 100,000 expert practitioners. The company will deliver end-to-end services across media, precision marketing, CRM, data, digital commerce, advertising, healthcare, public relations and branding.

“This strategic acquisition creates significant value for both sets of shareholders by combining world-class, highly complementary data and technology platforms enabling new offerings to better serve our clients and drive growth,” said John Wren, Chairman & CEO of Omnicom. “Through this combination, we are poised to accelerate innovation and harness the significant opportunities created by new technologies in this era of exponential change. Now is the perfect time to bring together our technologies, capabilities, talent and geographic footprints to bring clients superior, data-driven outcomes. We are excited to welcome Philippe and the entire Interpublic team to the Omnicom family.”

“This combination represents a tremendous strategic opportunity for our stakeholders, amplifying our investments in platform capabilities and talent as part of a more expansive network,” said Philippe Krakowsky, Interpublic’s CEO. “Our two companies have highly complementary offerings, geographic presence and cultures. We also share a foundational belief in the power of ideas, enabled by technology and data. By joining Omnicom, we are creating a uniquely comprehensive portfolio of services that will make us the most powerful marketing and sales partner in a world that’s changing at speed. We look forward to working with John and the entire Omnicom team.”

Transaction Highlights

• Highly complementary assets create an unmatched portfolio of services
  and products that expands client opportunities for each company on day one
• Omnicom and Interpublic share highly complementary cultures and core values including a foundational belief in the power of ideas enabled by technology and data
• Creates an industry leading identity solution with the most comprehensive understanding of consumer behaviors and transactions, enabling us to deliver superior outcomes for our clients at scale and speed
• Advances our ability to continually innovate and develop new products and services, providing higher ROI on marketing spend
• Significant free cash flow provides greater capacity for internal investments and acquisitions

Leadership & Governance

John Wren will remain Chairman & CEO of Omnicom. Phil Angelastro will remain EVP & CFO of Omnicom. Philippe Krakowsky and Daryl Simm will serve as Co-Presidents and COOs of Omnicom. Krakowsky will also be Co-Chair of the Integration Committee post-merger. Three current members of the Interpublic Board of Directors, including Philippe Krakowsky, will be welcomed to the Omnicom Board of Directors.

Transaction Details and Financial Profile[1]

The transaction is expected to generate $750 million in annual cost synergies and be accretive to adjusted earnings per share for both Omnicom and Interpublic shareholders. Omnicom will have an attractive pro forma financial profile:

• Combined 2023 revenue of $25.6 billion, Adjusted EBITA of $3.9 billion and free cash flow of $3.3 billion
• Combined 2023 revenue of 57% U.S. and 43% International
• Strong balance sheet, commitment to investment grade rating with combined debt to EBITDA ratio of 2.1x before the benefit of synergies[2]
• Omnicom will continue its practice for use of free cash flow: dividends, acquisitions and share repurchases
• Both Omnicom and Interpublic will maintain their current quarterly dividend through the closing of the transaction

The stock-for-stock transaction is expected to be tax-free to both Omnicom and Interpublic shareholders and is expected to close in the second half of 2025, subject to Omnicom and Interpublic shareholder approvals, required regulatory approvals, and other customary conditions.

The combined company will retain the Omnicom name and trade under the OMC ticker symbol on the New York Stock Exchange.

Advisors

PJT Partners is serving as financial advisor to Omnicom. Latham & Watkins LLP is serving as legal advisor to Omnicom. Morgan Stanley is serving as financial advisor to Interpublic. Willkie Farr & Gallagher LLP is serving as legal advisor to Interpublic.

Conference Call

The companies will hold a conference call to discuss the transaction on Monday, December 9, 2024 at 8:30 a.m. Eastern Time. Live and archived webcasts, along with an accompanying investor presentation, will be available in the investor relations section of www.omnicomgroup.com and www.interpublic.com.

About Omnicom

Omnicom (NYSE: OMC) is a leading provider of data-inspired, creative marketing and sales solutions. Omnicom’s iconic agency brands are home to the industry’s most innovative communications specialists who are focused on driving intelligent business outcomes for their clients. The company offers a wide range of services in advertising, strategic media planning and buying, precision marketing, retail and digital commerce, branding, experiential, public relations, healthcare marketing and other specialty marketing services to over 5,000 clients in more than 70 countries. For more information, visit www.omnicomgroup.com.

About IPG

Interpublic (NYSE: IPG) (www.interpublic.com) is a values-based, data-fueled, and creatively-driven provider of marketing solutions. Home to some of the world’s best-known and most innovative communications specialists, IPG global brands include Acxiom, Craft, FCB, FutureBrand, Golin, Initiative, IPG Health, IPG Mediabrands, Jack Morton, KINESSO, MAGNA, McCann, Mediahub, Momentum, MRM, MullenLowe, Octagon, UM, Weber Shandwick and more.

FORWARD-LOOKING STATEMENTS

This communication contains certain “forward-looking statements” within the meaning of federal securities laws. Forward-looking statements may be identified by words such as “anticipates,” “believes,” “could,” “continue,” “estimate,” “expects,” “intends,” “will,” “should,” “may,” “plan,” “predict,” “project,” “would” and similar expressions. Forward-looking statements are not statements of historical fact and reflect Omnicom’s and IPG’s current views about future events. Such forward-looking statements include, without limitation, statements about the benefits of the proposed transaction involving Omnicom and IPG, including future financial and operating results, Omnicom’s and IPG’s plans, objectives, expectations and intentions, the expected timing and likelihood of completion of the proposed transaction, and other statements that are not historical facts, including the combined company’s ability to create an advanced marketing and sales platform, the combined company’s ability to accelerate innovation and enhance efficiency through the transaction, and the combined company’s plan on future stockholder returns. No assurances can be given that the forward-looking statements contained in this communication will occur as projected, and actual results may differ materially from those projected. Forward-looking statements are based on current expectations, estimates and assumptions that involve a number of risks and uncertainties that could cause actual results to differ materially from those projected. These risks and uncertainties include, without limitation, the ability to obtain the requisite Omnicom and IPG stockholder approvals; the risk that Omnicom or IPG may be unable to obtain governmental and regulatory approvals required for the proposed transaction (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the proposed transaction); the risk that an event, change or other circumstance could give rise to the termination of the proposed transaction; the risk that a condition to closing of the proposed transaction may not be satisfied; the risk of delays in completing the proposed transaction; the risk that the businesses will not be integrated successfully or that the integration will be more costly or difficult than expected; the risk that the cost savings and any other synergies from the proposed transaction may not be fully realized or may take longer to realize than expected; the risk that any announcement relating to the proposed transaction could have adverse effects on the market price of Omnicom’s or IPG’s common stock; the risk of litigation related to the proposed transaction; the risk that the credit ratings of the combined company or its subsidiaries may be different from what the companies expect; the diversion of management time from ongoing business operations and opportunities as a result of the proposed transaction; the risk of adverse reactions or changes to business or employee relationships, including those resulting from the announcement or completion of the proposed transaction; adverse economic conditions; losses on media purchases and production costs; reductions in spending from Omnicom or IPG clients, a slowdown in payments by such clients, or a deterioration or disruption in the credit markets; risks related to each company’s ability to attract new clients and retain existing clients; changes in client advertising, marketing, and corporate communications requirements; failure to manage potential conflicts of interest between or among clients of each company; unanticipated changes related to competitive factors in the advertising, marketing, and corporate communications industries; unanticipated changes to, or any inability to hire and retain key personnel at either company; currency exchange rate fluctuations; reliance on information technology systems and risks related to cybersecurity incidents; risks and challenges presented by utilizing artificial intelligence technologies and related partnerships; changes in legislation or governmental regulations; risks associated with assumptions made in connection with critical accounting estimates and legal proceedings; risks related to international operations; risks related to environmental, social, and governance goals and initiatives; and other risks inherent in Omnicom’s and IPG’s businesses.

All such factors are difficult to predict, are beyond Omnicom’s and IPG’s control, and are subject to additional risks and uncertainties, including those detailed in Omnicom’s annual report on Form 10-K for the year ended December 31, 2023, quarterly reports on Form 10-Q, and current reports on Form 8-K that are available on its website at https://investor.omnicomgroup.com/financials/sec-filings/default.aspx and on the SEC’s website at http://www.sec.gov, and those detailed in IPG’s annual report on Form 10-K for the year ended December 31, 2023, quarterly reports on Form 10-Q and current reports on Form 8-K that are available on IPG’s website at https://investors.interpublic.com/sec-filings/financial-reports and on the SEC’s website at http://www.sec.gov.

Forward-looking statements are based on the estimates and opinions of management at the time the statements are made. Neither Omnicom nor IPG undertakes any obligation to publicly update any forward-looking statement, whether as a result of new information, future events or otherwise, except as required by law. Readers are cautioned not to place undue reliance on these forward-looking statements that speak only as of the date hereof.

NO OFFER OR SOLICITATION

This communication is not intended to be, and shall not constitute, an offer to buy or sell or the solicitation of an offer to buy or sell any securities, or a solicitation of any vote or approval, nor shall there be any sale of securities in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction. No offering of securities shall be made, except by means of a prospectus meeting the requirements of Section 10 of the U.S. Securities Act of 1933, as amended.

IMPORTANT ADDITIONAL INFORMATION WILL BE FILED WITH THE SEC

In connection with the proposed transaction, Omnicom and IPG intend to file a joint proxy statement with the SEC and Omnicom intends to file with the SEC a registration statement on Form S-4 that will include the joint proxy statement of Omnicom and IPG and that will also constitute a prospectus of Omnicom. Each of Omnicom and IPG may also file other relevant documents with the SEC regarding the proposed transaction. This document is not a substitute for the joint proxy statement/prospectus or registration statement or any other document that Omnicom or IPG may file with the SEC. The definitive joint proxy statement/prospectus (if and when available) will be mailed to stockholders of Omnicom and IPG. INVESTORS AND SECURITY HOLDERS ARE URGED TO READ THE REGISTRATION STATEMENT, JOINT PROXY STATEMENT/PROSPECTUS AND ANY OTHER RELEVANT DOCUMENTS THAT MAY BE FILED WITH THE SEC, AS WELL AS ANY AMENDMENTS OR SUPPLEMENTS TO THOSE DOCUMENTS, CAREFULLY AND IN THEIR ENTIRETY IF AND WHEN THEY BECOME AVAILABLE BECAUSE THEY CONTAIN OR WILL CONTAIN IMPORTANT INFORMATION ABOUT OMNICOM, IPG AND THE PROPOSED TRANSACTION.

Investors and security holders will be able to obtain free copies of the registration statement and joint proxy statement/prospectus (if and when available) and other documents containing important information about Omnicom, IPG and the proposed transaction, once such documents are filed with the SEC through the website maintained by the SEC at http://www.sec.gov. Copies of the registration statement and joint proxy statement/prospectus (if and when available) and other documents filed with the SEC by Omnicom may be obtained free of charge on Omnicom’s website at https://investor.omnicomgroup.com/financials/sec-filings/default.aspx or, alternatively, by directing a request by mail to Omnicom’s Corporate Secretary at Omnicom Group Inc., 280 Park Avenue, New York, New York 10017. Copies of the registration statement and joint proxy statement/prospectus (if and when available) and other documents filed with the SEC by IPG may be obtained free of charge on IPG’s website at https://investors.interpublic.com/sec-filings/financial-reports or, alternatively, by directing a request by mail to IPG’s Corporate Secretary at The Interpublic Group of Companies, Inc., 909 Third Avenue, New York, NY 10022, Attention: SVP & Secretary.

PARTICIPANTS IN THE SOLICITATION

Omnicom, IPG and certain of their respective directors and executive officers may be deemed to be participants in the solicitation of proxies in respect of the proposed transaction. Information about the directors and executive officers of Omnicom, including a description of their direct or indirect interests, by security holdings or otherwise, is set forth in Omnicom’s annual report on Form 10-K for the year ended December 31, 2023, including under the heading “Information About Our Executive Officers,” and proxy statement for Omnicom’s 2024 Annual Meeting of Stockholders, which was filed with the SEC on March 28, 2024, including under the headings “Executive Compensation,” “Omnicom Board of Directors,” “Directors’ Compensation for Fiscal Year 2023” and “Stock Ownership Information.” To the extent holdings of Omnicom common stock by the directors and executive officers of Omnicom have changed from the amounts reflected therein, such changes have been or will be reflected on Initial Statements of Beneficial Ownership of Securities on Form 3 (“Form 3”), Statements of Changes in Beneficial Ownership on Form 4 (“Form 4”) or Annual Statements of Changes in Beneficial Ownership of Securities on Form 5 (“Form 5”), subsequently filed by Omnicom’s directors and executive officers with the SEC.  Information about the directors and executive officers of IPG, including a description of their direct or indirect interests, by security holdings or otherwise, is set forth in IPG’s annual report on Form 10-K for the year ended December 31, 2023, including under the heading “Executive Officers of the Registrant,” and proxy statement for IPG’s 2024 Annual Meeting of Stockholders, which was filed with the SEC on April 12, 2024, including under the headings “Board Composition,” “Non-Management Director Compensation,” “Executive Compensation” and “Outstanding Shares and Ownership of Common Stock.”  To the extent holdings of IPG common stock by the directors and executive officers of IPG have changed from the amounts reflected therein, such changes have been or will be reflected on Forms 3, Forms 4 or Forms 5, subsequently filed by IPG’s directors and executive officers with the SEC. Other information regarding the participants in the proxy solicitations and a description of their direct and indirect interests, by security holdings or otherwise, will be contained in the registration statement and joint proxy statement/prospectus and other relevant materials to be filed with the SEC regarding the proposed transaction when such materials become available. Investors and security holders should read the registration statement and joint proxy statement/prospectus carefully when it becomes available before making any voting or investment decisions.  You may obtain free copies of any of the documents referenced herein from Omnicom or IPG using the sources indicated above.

The Labour Force Is Growing Less Than Before, And This Will Weaken One Essential Engine For Growth.

Welcome to this press briefing. We have just released, and it is on the internet, our Annual Regional Economic Outlook for the Western Hemisphere. This is a bit like the WEO, but for the region. And here we have two important messages, two key messages.

Need To Rebalance Macroeconomic Policies In The Region

The first one is that there is a need to rebalance macroeconomic policies in the region. And the second one is the urgency to press on with structural reforms to boost potential output growth. And I will explain this. The monetary policy part of the first message, the rebalancing applies to several of the flexible exchange rate and inflation targeting countries in the region with different degrees of intensity. The second message, the urgency to deepen reforms for growth, really applies to almost all economies in the region.

Over the last few years, the region has successfully weathered a series of major shocks in the world economy. They showed resilience and they have adopted really macroeconomic policies in most countries that are at the top of the frontier of what we know. And so far, largely the region has stayed in the sidelines, on the sidelines of global geopolitical tensions.

Now growth in the region is moderating as most economies are operating back near their potential. What is concerning, however, growth in most countries is expected to return to its low historical average and this will not help with the region’s macroeconomic, fiscal and social challenges.

Overall, we expect growth in Latin America and the Caribbean — if we exclude Argentina, which has an important rebound next year, and Venezuela with its own dynamics — growth will moderate from 2.6 in 2023 to 2.2 in 2025, going through 2.6 also this year, 2024. So, we’re going back to the lower part of the 2 percent around these baseline projections. We see the risks to near-term growth tilted to the downside, partly reflecting global risks, including importantly the persistent geopolitical tensions.

Turning to inflation, in line with global trends and also reflecting the effect of tight policies, inflation has fallen markedly since the peak of mid-2022, and it is near the target in most countries. However, it is not a target almost everywhere.

In the region, I would say that the last mile of this inflation has been rather long. We expect to continue to see easing of monetary policy, but gradually on account of sticky services and inflation expectations not being perfectly re-anchored and also because inflation risks are generally tilted to the upside, reflecting basically commodity price volatility — the factors that I mentioned before of geopolitical risks and also new risks of fiscal slippages.

So, with the output gap and inflation gap mostly closed, what should policymakers do?

We think that they need to focus on rebuilding policy space and working on boosting potential growth – the messages I mentioned at the beginning. This means rebalancing the policy mix and pushing forward with structural reforms.

Let me elaborate a bit more on the policy mix. The current combination of macro policies is generally not everywhere, but generally tilted toward tight monetary policy while fiscal policy remains loose. Although the earlier tightening of monetary policy by the region’s central banks was essential to bring inflation down, inflation is now close to target while monetary policy rates remain elevated in many countries. At the same time, however, public debt levels are high and will continue raising if we do not have fiscal consolidation.

So, at this juncture it is necessary to rebalance policies, starting with strengthening public finances. Most countries have quite ambitious fiscal consolidation plans, but their implementation –so from plans to reality — has been in such a way that they have been pushed back. It is crucial in the region that these plans proceed without further delays to rebuild the buffers while protecting priority public spending, investment, and social spending. Strengthening the current fiscal rules is also important so they can deliver these consolidation objectives.

A timely implementation of this fiscal consolidation is critical not only for fiscal sustainability, but also for supporting the normalization of monetary policy and the credibility of the frameworks more broadly. With fiscal policy moving in the right direction, most central banks will be well placed to proceed with the monetary policy easing that we expect, while remaining on guard, of course, against risks of re-emerging price pressures.

The Urgency To Press On With Structural Reforms To Boost Potential Output Growth.

Let me now speak about the second point, that is the need to press with structural reforms and I will go from need to urgency. As mentioned before, medium-term growth is expected to remain subdued, reflecting longstanding unresolved challenges which include low investment and especially low productivity growth.

Also, the region is suffering shifting demographics that will slow growth further. The labour force is growing less than before, and this will weaken one essential engine for growth. The impediments for growth are many and country specific, some are more common, and that reality is confronted with an ongoing reform agenda that is thin in many countries. This could lead to a vicious cycle of low growth, social discontent and populist policies. So greater efforts to advance with structural reforms are needed to boost potential growth and raise living standards.

We see that strengthening governance is a priority that cuts across all areas of growth. This includes, for example, reinforcing the rule of law, improving government effectiveness, and, importantly, tackling crime more efficiently. Improving the business environment and public investment is also needed to increase overall investment. While reducing informality and making labour markets more attuned to more productivity gains is important. This part of the labour market is also really important for women labour force participation, because this is one of the sources to offset the demographic headwinds.

Positioning The Region To Fully Harness The Benefits Of The Global Green Transition And New Technological Advances.

These reforms will also be essential in positioning the region to fully harness the benefits of the global green transition and new technological advances. It is disappointing that until now mining investment, for example, in the region has not picked up despite the new opportunities for green minerals. This suggests, and I quote here, “we can do better,” as the IMF Managing Director stressed in her initial annual meeting speech, that also applies to our region.

From our side, through policy advice, capacity development, and financial support, we are ready to continue engaging, supporting countries in their efforts to strengthen their macroeconomic frameworks and increase economic resilience and growth opportunities.

Rodrigo Valdes, Director, Western Hemisphere Department (WHD), IMF
Presentation made at a press briefing for the Regional Economic Outlook for the Western Hemisphere.