PERNOD-RICARD - URD 2021-22 EN

3. Sustainability & Responsibility The four pillars of the Good Times from a Good Place roadmap

The Group has continued to leverage technology for more transparency, planning and forecasting accuracy within HR. This was achieved in a very agile and collaborative manner through the ongoing improvement of the Adaptive Insight module in Workday. A strategic project for Pernod Ricard, launched simultaneously across all Group affiliates, it allows HR to forecast, plan and manage employee-related costs as these represent the largest overhead. With an eye on the importance of adopting, embedding and achieving proficiency in new ways of working, in FY22, Pernod Ricard continued to consistently enhance process efficiency and HR capability through a new operating model for the HR Transformation team and a change management plan involving extensive upskilling. This was delivered through various trainings, toolkits and Q&A sessions. These ambitious initiatives will ensure that HR effectively embeds the new ways of working and pro-actively partners and supports managers & employees to co-create their unique experience at Pernod Ricard. “Let’s Talk Talent”: a global talent management approach shared across all affiliates thanks to a common language to assess performance and potential The engagement and performance of Pernod Ricard’s employees continue to be the foundation of the Company’s success. It is important not only to look at the “what” has been achieved, but also to assess the “how”, especially in relation to the previously mentioned Leadership Attributes. The “Let’s Talk Talent” process looks at both factors (What and How) in the annual performance review, assigning each a 50% weighting. Pernod Ricard employees are evaluated not only on what they have accomplished, but also on how they have accomplished it through their Leadership Attributes. Let’s Talk Talent is designed to create a systematic process that is comprehensive, fair and developmental. It enables Pernod Ricard to assess, provide feedback and develop teams, identifying the skills and competencies that are needed to support the strategic plans whilst fostering a diverse, high-performing culture. This process, along with the learning agility assessment of individual growth potential, forms the basis for identifying and developing talent within the Company for career development and succession planning. As part of this Let’s Talk Talent process, the Company fosters a culture of continuous feedback between supervisors and employees. It also supports People development within an environment in which everyone is accountable for their professional development (with the support of managers and the business). Pernod Ricard offers employees opportunities and resources to grow and empowers them to take steps to advance their careers and development within the business. Furthermore, this feedback culture is reinforced through the various assessment and development programmes Pernod Ricard offers: 360 feedback surveys, assessment centres, leadership programmes and mentoring.

Pernod Ricard University Pernod Ricard University actively partners with the business and HR Departments to: identify Learning & Development (L&D) needs; and design programmes with high-end institutions, consultants and internal experts. Over the past two years, despite all the challenges surrounding Covid-19, the Group remained committed to growing talent by building up and refining the necessary functional skills. The current learning offering is based on a mix of formats – approximately 80% online and hybrid, and 20% in-person. This new mix helps the Group to enhance its own strategic delivery through: adequate response to the demand for more customisation, 1. accessibility & convenience using an anytime anywhere approach; breadth and depth of the offering to address the varying 2. needs across the organisation, functions and locations, and the life stage and growth aspirations of individual employees; delivery of more sustainable Learning & Development 3. experiences with a reduction in L&D-related CO 2 emissions; inclusive and purposeful development opportunities to help 4. all employees keep up with the changing world, technology advancement and generational differences. Pernod Ricard’s learning offering is built around co-creation, blended learning, dynamic sessions using a 70/20/10 approach to upskill employees. 91% received some training this year. In the post-Covid environment Pernod Ricard reopened its historical Domaine de La Voisine near Paris. Acquired by Paul Ricard in 1957, it was transformed into a state-of-the-art campus in 2017. The site is once again fully operational and is welcoming learners from both Pernod Ricard and other leading companies. Internal and external participants experience sharing and new discoveries with colleagues from a host of backgrounds and cultures worldwide. True to its “Créateurs de Convivialité” vision, Pernod Ricard creates special moments for all learners, moments that enrich them both on a professional and personal level. In this way, the Group shares its values and culture of "Convivialité", creating a special bond for the entire community. In 2022, the key focus was on: Massive upskilling in the Digital sphere with D-Passport 1. Season 2: This is a Group-wide programme designed to: increase digital knowledge and skills; make work processes more agile; lay the foundations for more “phygitally” attuned business processes and customer interactions.

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Pernod Ricard Universal Registration Document 2021-2022

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