PERNOD-RICARD - URD 2021-22 EN

Sustainability & Responsibility Pernod Ricard brings good times from a good place

To monitor progress towards the targets set in its S&R roadmap, Pernod Ricard uses a traffic lights system. This aims to visually identify progress on all S&R KPIs:

KPI/Commitment has been achieved by the Group through effective action plans of affiliates meeting all the necessary criteria set in Global guidelines. KPI/Commitment currently not yet achieved but strong progress made and action plans defined to reasonably expect the KPI/Commitment to be achieved within the required timeframe. KPI/Commitment currently not yet achieved, no progress made or no clear action plan defined but under consideration (with dedicated governance, resources, next steps…). In progress can also occur when it is decided to postpone actions on a KPI/Commitment due to unexpected events (for exemple, a crisis such as Covid-19).

Achieved

On plan

In progress

A robust governance structure 3.1.2 A robust governance structure has been established to ensure the S&R roadmap is fully implemented throughout the Group. This identifies specific responsibilities and clear reporting lines at each level, from affiliates right up to the Board of Directors’ S&R Committee.

As of 1 July 2022, Conor McQuaid has been appointed to the Executive Board as EVP Corporate Communications, S&R and Public Affairs. This newly created role will strategically lead and bring together these three global functions. He will be an additional member of the Executive Committee and the S&R Senior Steering Committee.

3.

• • •

Monitors progress of the S&R strategy, challenges ambition and reports to the wider Board 3 meetings per year Raises awareness on long-term sustainability trends

BOARD OF DIRECTORS S&R Committee

Ultimately accountable for the company’s performance against the S&R strategic goals S&R strategy discussions/updates in at least 2 COMEX meetings per year S&R topics are discussed at each Executive Committee meeting

• • •

COMEX

• •

Oversees the advancement of strategy implementation, ensures proper resourcing and raises any challenges to the COMEX 11 members meeting 4 times per year: CEO, Managing Director GBD, Group EVP Human Resources, EVP Finance, IT and Operations, Group General Counsel and Compliance Officer, Chief Sustainability Officer, VP Global Public Affairs and Alcohol in Society, Group Operations Director, Global Marketing & Commercial Director, Group Communications Director, Global SVP, Investors Relations and Treasury

HQ FUNCTIONS TOP MANAGEMENT

S&R SENIOR STEERING COMMITTEE

• • Empowers HQ functions to become a centre of expertise Ensures S&R strategy is embedded into processes and practices S&R HQ team to review all Brand Company and region action plans

S&R

Drive the coordinated implementation of the S&R Strategy, report progress to the S&R team and support the S&R Steering Committee

Hosting

Terroir

Making

People

PUBLIC AFFAIRS & ALCOHOL IN SOCIETY

GLOBAL BUSINESS DEVELOPMENT

HUMAN RESOURCES

OPERATIONS

OPERATIONS

OPERATIONS

Established where necessary to 1. coordinate the implementation of the S&R strategy in specific areas, and 2. support the Senior Steering Committee with specific issues and targets Made up of experts from Market Companies, Brand Companies and lead HQ functions

• •

ISSUE

TASKFORCES

CODI member responsible for the S&R strategy design, implementation and progress monitoring Senior Steering Committee relevant to their business activity Meeting at least 2 times/year to report to HQ Senior S&R Steering Committee (through the S&R HQ team) Affiliates’ action reviewed by Regional S&R Leader and to be signed off by the affiliate CODI/MD

• • • • REGIONS

& BRAND

COMPANIES

A network of S&R Leaders to coordinate the implementation of the affiliate S&R action plan, signed off by local CODI/MD.

AFFILIATES

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Pernod Ricard Universal Registration Document 2021-2022

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