PERNOD-RICARD - URD 2020-21

____ 3. SUSTAINABILITY & RESPONSIBILITY THE FOUR PILLARS OF THE GOOD TIMES FROM A GOOD PLACE ROADMAP

Policies

Targets

Progress in FY20

Progress in FY21

2030 S&R Roadmap

100% direct affiliates with a biodiversity programme: significant programmes, at scale, linked to our priority terroirs and supporting our key brands; possible synergies with our By 2025: test local models for regenerative farming systems in the Group’s vineyards in eight wine regions, to capture more carbon in the soil, and share knowledge with the wine industry. 5,000 farmers empowered, trained or supported. regenerative agriculture programmes to serve both objectives.

Biodiversity Guidelines. Guidelines for setting up a regenerative viticulture pilot programme.

54.5% of direct affiliates with a biodiversity programme. Two regenerative viticulture pilot programmes. Coaching and training sessions designed for each vineyard. Four other programmes launched on other crops. 8,830 farmers empowered, trained or supported.

3.3.2

Valuing People

People have been and always will be at the heart of Pernod Ricard and the foundation of its collective spirit – “Créateurs de convivialité” – sharing, warmth, care, and respect for all whilst offering them challenging and fulfilling careers. The Group promotes diversity and inclusion throughout its business. It works with its suppliers to create shared values in its supply chain.

This pillar is all about respect: for everyone the Group works with across its supply chain and for its 18,011 employees (FY21 average) worldwide. This means increasing employee loyalty and engagement, lowering supply chain risks and meeting rising consumer expectations around transparency. Due to the seasonal nature of its activities, especially during harvest periods, 4.4% of the annual average headcount is on fixed-term contracts. Rather than using contractors, Pernod Ricard prefers to hire this temporary workforce so that they can also benefit from its development and health & safety policies.

3.3.2.1

Talent management

Policies

Targets

Progress in FY20

Progress in FY21

2030 S&R Roadmap

Pernod Ricard is committed to developing the employability of all its employees throughout their working lives. This means offering all employees at least one future-fit training session every three years to ensure their employability.

93.5% of employees received at least one training in the fiscal year.

98% of employees received at least one training in the fiscal year.

Policies and objectives Talent management: a core business process.

The leadership attributes represent the leadership behaviour Pernod Ricard needs to ensure its future success. They have become embedded in Global Talent Management practices through the annual year-end review process, 360 feedback process, assessment centres and leadership development programmes.

To support the Pernod Ricard HR strategy, linked to the Pernod Ricard Global Strategic Framework, two years ago the Group rolled out the new leadership attributes developed to support the Group in achieving its goal of becoming Industry Leader. These attributes guide all Pernod Ricard employees in developing their leadership skills and being better prepared to deliver in the face of challenges. It will also help them drive change while being aligned with the Group strategy.

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PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021