PERNOD RICARD - Universal Registration Document 2019-2020

3. SUSTAINABILITY & RESPONSIBILITY The four pillars of the good times from a good place roadmap

Several noteworthy biodiversity measures have been taken by affiliates such as: rehabilitation of nine hectares of wetlands in the Kaituna region. — Protection of a local falcon species thanks to a fund supported by the donation of one New Zealand dollar for each bottle of wine sold from the “Living Land” series; reforestation & biodiversity programmes in Ireland, Australia and — France. The Group has drawn up a list of 32 protected or sensitive natural areas close to its production sites worldwide. It is monitoring these closely. These areas are mainly located in Scotland, Ireland, France and Sweden. To meet its 2030 goals, in FY20, Headquarters have defined a framework for affiliates in relation to strategic biodiversity projects (selection of projects, global partners, identification of key performance indicators). Equipped with this framework, each affiliate will identify and implement or contribute to a biodiversity project. Brand Companies will focus on restoring or preserving ecosystems relating to production activities for the agricultural raw materials that they use, while Market Companies will develop collaborative projects at a regional level to tackle local biodiversity issues. Valuing People 3.3.2

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. The leadership attributes represent the leadership behaviour Pernod Ricard needs to ensure its future success. They have become embedded in our Global Talent Management practices through our annual year-end review process, 360 feedback process, assessment centers and leadership development programs. 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. Action plans and next steps TransfoHRm: reviewing the Group HR strategy and processes as well as introducing a single, Group-wide HR Information System In line with its three-year strategic Plan “Transform & Accelerate”, the Group launched its HR strategy named “TransfoHRm” last year. This sets the goal of making Convivialité a true performance driver by: putting the employee experience at the core; — deploying diverse teams to improve both individual and collective — performance; and introducing a culture of performance and success based on — empowerment and accountability, all supported by digital technology. Workday HR management system Over the last 15 months, the Group has been using the new employee-centric tool, Workday, to manage almost all Group HR processes with great success. We have been able to measure the value of the investment done having streamlined business processes, set a common language, created unified and reliable information worldwide. It has significantly improved HR efficiency, facilitating decision-making to have the right talents in the right position with the right skills at the right time of their career. Employees and Managers, at the core of Workday and the HR Strategy more broadly, now have the perfect tool to access information about their position, career path, compensation and evaluation at any time, from any place. They are fully empowered to promote themselves and be proactive with their career development. Workday has also allowed us to equip HR and Top Management with powerful dashboards. While the adoption of TransfoHRm and Workday is still in progress, we have decided to revisit on regular basis what we have done using agile ways of working and a “Test, Learn and Optimize” approach. We have therefore greatly improved the annual year-end performance process for this second year of the process run by Workday. In addition, to not lose momentum and to move forward with the digitization of HR, we have been deploying new functionalities for our affiliates such as Learn module, Absence and Time Tracking, Onboarding. It is without a doubt that TransforHRm has contributed to the upskilling of the HR function at Group level, increased the professional credibility of HR as business partners and boosted engagement and pride within the function (“iSay” results).

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 in our marketing, for everyone the Group works with across its supply chain and for its 19,094 employees (FY20 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, 5.4% 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. Talent management 3.3.2.1 Policies and objectives Talent management: a core business process. We have an inclusive approach that enables all employees to have the opportunity to identify their skills, knowledge, abilities and potential through Let’s Talk Talent, a consistent process throughout all affiliates. To support the Pernod Ricard HR strategy, linked to the Pernod Ricard Global Strategic Framework, last year we 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

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Pernod Ricard Universal Registration Document 2019-2020