PERNOD RICARD - 2018-2019 Universal registration document

3.

SUSTAINABILITY & RESPONSIBILITY The four pillars of the Good Times from a Good Place roadmap

Blenders is a two-phase global Leadership Programme designed in response to Pernod Ricard business challenges, through which the Group will help its top leaders become more agile, digitally savvy, innovative, and consumer centric talent developers. The Group commits to better preparing its top leaders, improving succession planning, and career planning. Phase 1: 139 of the Top Management team were assessed against the — newly developed Group Leadership Model, which reflects the skills and behaviours required to lead the teams and provides participants with a benchmark for addressing their professional development. Following the assessments, Individualised Development Plans were designed according to each person’s needs. Phase 2: from January 2019, participants started their development — journeys with various external activities dedicated to strengthening their competencies, such as trainings, seminars, etc.

Pernod Ricard University L&D programmes are rolled out and delivered virtually, locally or at the historical Château La Voisine site near Paris acquired by Paul Ricard in 1957. Diversity is an absolute requirement, so participants will always find themselves in a cohort comprised of colleagues from different parts of the world, types of business, or cultures. This is critical to create that special bond that ties the Group together and that we call - Convivialité . To leverage the power of the new employee-centric tool, Workday, Pernod Ricard University launched Workday Learning in June 2019. Through this new Learning platform, Pernod Ricard employees can access all of Pernod Ricard University training offering, enroll in a training program, follow e-Learnings, and have access to their learning history. Leadership Assessment andDevelopment Centre – LeADUP Programme The Group continues to set up Leadership Assessment and Development Centres to assess capabilities and leadership potential, identify strengths and competencies to be developed, empower high potential individuals, develop them into key leaders, and encourage individuals’ ownership of their career of employees from all Group affiliates. The LeAD UP programme offers two-day sessions during which participants take part in individual interviews, undertake case studies, and benefit from extensive feedback sessions on site and one month after the workshop.

Key performance indicators

FY19

FY18 2.1% 16,411

Number and %

% of the payroll invested by the Group in training

1.7%

Number of employees trained  (2) % of total workforce trained  (2)

17,179

89%

90%

Training hours  (2)

417,831

382,215

Average number of hours of training received by employees per year  (2) % of employees who received at least one performance review  (1) Number of employees participated in the LeADUP programme  (1) Permanent contracts. (1) Fixed-term and permanent contracts. (2) Diversity 3.3.2.2 As a consumer-centric company, Pernod Ricard is convinced that its

25

22

91%

91%

177

187

being, focuses on nationality and gender, the two most urgent and people need to reflect its consumers and the world in which the Group relevant areas to foster a better balance of profiles within management operates in. Understood as a source of richness and a real performance teams. The Group also addresses other aspects of diversity with local driver for the Company, Pernod Ricard has made diversity a focus of management teams in a locally relevant way. leadership, through the “Better Balance” initiative, which for the time

Policies

Objectives

2030 S&R roadmap

By 2022, ensure equal pay across the business (gender pay equity). — By 2030, Top Management team  (1) will be gender-balanced  (2) . —

Internal definition: Band C and above. (1) Balance teams considered achieved with a range of 40-60% of women and men. (2)

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2018-2019

PERNOD RICARD UNIVERSAL REGISTRATIONDOCUMENT