PERNOD-RICARD - URD 2021-22 EN

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

Diversity & Inclusion 3.3.2.2 As a consumer-oriented Company, Pernod Ricard believes that its employees must reflect consumers and the world in which it operates. Pernod Ricard sees diversity as a source of wealth prosperity and a real performance factor driver for the Company.

Policies

Objectives

Progress in FY21

Progress in FY22

Performance

2030 S&R Roadmap

0.9% (3) gap worldwide.

Achieved

By 2022, ensure equal pay across the business (gender pay equity).

1.8% gap worldwide.

By 2030, the Top

29% women.

35% women.

On plan

Management team (1) will be gender balanced (2) .

Internal definition: Band C and above. (1) Balanced teams considered achieved with a range of 40-60% men and women. (2) Fixed-term and permanent contracts only (excluding Cuba and COMEX, excluding seasonal and casual contracts). (3)

Objectives & Policies In recent years, with initiatives such as “Better Balance for Better Business” and “Live without Labels,” the Group has continued to accelerate its D&I agenda. Pernod Ricard believes in an inclusive culture where everyone is valued for who they truly are, and where their experiences, perspectives and uniqueness drive collective performance. From a gender diversity perspective, since 2015 the Group has increased the percentage of women in top management from 19% to 35% Furthermore, 45% of managerial positions are held by women. The Group continues to focus on gender parity. The Group is implementing internal development programmes and processes to increase the representation of women, in line with the S&R roadmap for 2030. The D&I strategy is also firmly embedded in the annual global strategic talent review process and succession planning at senior executive level. These processes focus on identifying and preparing the talent pipeline and continue to help develop female talent. Over the past year, Pernod Ricard has also launched a Senior D&I Council comprising diverse senior executive leaders globally. This senior leadership group has worked on the development of a new global D&I strategic framework. This will be rolled out in the new financial year and will allow all market and Brand Companies to come into alignment from a D&I perspective. The goal is to further support and drive D&I and empower all affiliates with appropriate guidance and toolkits. Action plans and next steps In addition to this global framework and priorities, management at the local affiliates have established their own D&I agendas and plans aligned with their local markets and business needs. The “TransfoHRm” HR Strategy announced in 2018 is inherently a diversity-centric strategy. TransfoHRm is about ensuring that key processes such as talent development and management are

fair and equitable. Let’s Talk Talent is a consistent process based on an objective assessment of performance and potential, with a common language and methodology across all affiliates. This offers all employees an equal opportunity for a successful and fulfilling career at Pernod Ricard. Because the “How” of performance is as important as the “What”, managers and HR are also supported and trained in performance evaluation and calibration. The process is designed to overcome the traditional pitfalls of talent management and make Pernod Ricard more open to diversity and inclusion thanks to objective and fair global processes. The Group has also become more visible in the diversity sphere through its active participation in the main event at the last four Women’s Forums in Paris (20 participants and sponsorship of the event). In terms of gender pay equity, the Group has completed the third global analysis in partnership with an independent specialist. This global initiative involved an audit of over 70 countries. The objective is to identify the behavioural drivers and roots of gender pay gaps to ensure strict pay equity across the Group through a long-term systematic compensation review. Results for FY22 show great progress with a 0.9% gap worldwide. External providers consider a pay gap below 1% to be essentially zero and in line with best practice. This result has been achieved through the implementation of gender pay equity initiatives by all affiliates of the Group. The strategy has consisted in adjusting the lowest salaries (negative outliers) to achieve a reduction in pay gap globally. But more than just adjusting remuneration, affiliates have also included in their Gender Pay Equity strategy, other actions including: hiring policies, promotion & retention strategies, employee assessment and development, pay for performance linkage, review of any bias in their talent management and performance management process.

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Pernod Ricard Universal Registration Document 2021-2022