PERNOD RICARD - 2018-2019 Universal registration document

2.

CORPORATE GOVERNANCE Management structure

Non-discrimination policy 2.13.3 and divers1ity in Top Management The policy is based on talent identification and management processes, as well as succession planning focused on performance and potential. Considerable effort has been made in recent years to ensure the quality and objectivity of the assessment. This has been reflected this year in the implementation of the “Let’s talk Talent” assessment and calibration process powered by the Workday platform, deployed globally, and which ensures the greatest possible consistency in the personal development and career advancement process for all our employees.

In addition, on the heels of the global “Better Balance” initiative conducted from 2017 to 2019 on the two main dimensions of the Group’s diversity challenges (gender and nationality), the General Management and the Human Resources Department have been encouraged to identify measures specific to their own diversity challenges on at least these two dimensions and to make them objectives for the members of the affiliates’ management committees. Together, these initiatives have served to make the processes resulting in the selection of candidates and their assignment to the highest positions of responsibility in the company more equitable, producing the following results over the recent period: on our “Top 500 (1) ”, the share of women has risen from 19% to 26% — between 2015 and 2019; for the Executive Committee, the increase has been from 7% to 20%; our S&R roadmap has a target of gender balance by 2030. —

The “Top 500” comprised 457 employees in 2015, and 484 in 2019. It includes 50 different nationalities, with the eight largest representing a little less than three-quarters of the Group’s (1) workforce.

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2018-2019

PERNOD RICARD UNIVERSAL REGISTRATIONDOCUMENT