PERNOD-RICARD - URD 2021-22 EN

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

The flexible iGrow approach allowed Pernod Ricard to embed continuous learning, ensuring that employees get the right skills at the right proficiency level in a dynamically evolving environment. This year, functional skills enhancement through instructor-led sessions benefited 7,687 employees across different functions, positions and locations, and 3,559 learners also utilised existing functional e-learnings. Acting as true growth catalysts, the Group’s holistic offering and L&D customisation efforts effectively contribute to the transformation of the organisation into a more agile, digitally savvy, innovative and consumer centric one, led by future-fit leaders and capable and engaged employees. The Group has developed a full range of leadership assessment and development programmes in response to Pernod Ricard’s business goals and to better prepare top executives in terms of succession and career planning. In 2022, 71 participants took part in “Blenders”, a global assessment and development programme for Top Management to assess them against the Group’s Leadership Model and help with their career development. The main objectives are to create space for leaders to reflect and then put in place tailored development plans to enhance their growth and development as leaders. The Group has also established global leadership assessment and development centres (“LeAD UP”) via an external provider. This helps assess skills and leadership potential, identify strengths and development opportunities, develop people with high potential and better prepare them for future leadership roles. The goal is to encourage all employees to take ownership of their careers. The “LeAD UP” programme offers two-day sessions in which participants conduct one-on-one interviews, tests and case studies. They also receive in-depth feedback and participate in workshops. In FY22, over 115 participants took part in these development programmes with over 60% of participants being female. This helps better support them with their career development at Pernod Ricard as part of its efforts to accelerate the D&I agenda and female talent development. Leadership Assessment and Development programmes

The programme continues to primarily focus on digital upskilling of the Marketing, Commercial and Leadership teams, but is available to all Group employees. 5,898 employees received fully online training, built around customised learning paths. This included a whole series of micro-learnings, webinars, external speakers, quizzes and tests. Recovery and enhancement of Leadership Programmes: 2. Pernod Ricard’s tailored “Mixers” and “Shakers” programmes re-started in spring 2022. In addition, the first pilot of the “Role of the Finance Leader of the Future” was successfully delivered. Determined to increase customisation, the Leadership offering was expanded with a selection of online and in-person leadership development programmes from top executive education institutions and platforms like Exec Online. And broader coaching support was provided to global talent via two coaching platforms – Better Up in North America and CoachHub for the rest of the world. Acceleration of self-learning and continuous development: 3. To support the continuous growth of Group employees through new knowledge, skills acquisition, gratifying learner experience, and in a truly inclusive manner, Pernod Ricard granted all employees free access to the Coursera platform. This made over 7,000 programmes, specialisations and guided workshops available anytime, anywhere. It allows individual learners to take control of their own development and growth. In the first nine months, there were 4,766 sign-ups to 1,127 different courses, representing approximately 12,410 learning hours. Enhancement of functional capabilities: This was achieved 4. through the effective delivery of iGrow programmes in online and hybrid formats. This ensured that Group talent could continue growing with no risk to their health and well-being and still experience the precious moments of sharing, cross-fertilisation and community through the increased interaction offered by hybrid formats. iGrow programmes were initially rolled out to the Marketing and Commercial teams and continued with the strong delivery of iGrow Finance and the ambitious upskilling in Operations.

3.

Key performance indicators

FY22

FY21

Number and %

% of the payroll invested by the Group in training

1.5%

1.5%

Number of employees trained (1) % of total workforce trained (1)

17,636

17,103

98%

91%

Training hours (1)

378,082

423,129

Average number of hours of training received by training beneficiaries (1) per year % of employees who received at least one performance review (2) Number of employees who participated in the LeAD UP programme (2)

21

25

91%

91%

157

115

Fixed-term and permanent contracts. (1) Permanent contracts. (2)

115

Pernod Ricard Universal Registration Document 2021-2022