PERNOD RICARD - 2018-2019 Universal registration document

3.

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

Action plans and next steps “ Better Balance ” is a strategic programme launched in 2016 aimed at raising awareness among the teams and determining a global, long-term action plan. This joint commitment is supported by several global initiatives, in particular the introduction of targets, over 40 awareness-raising workshops in 27 countries, attended by over 1,000 Managers, mentoring programmes, leadership training, Development Centres, and the introduction of flexibility measures across the affiliates. These global initiatives are implemented through local programmes specific to each affiliate. In addition, the Group develop a dedicated site on its Intranet to share messages with employees across the Group. In the first years of the “Better Balance” programme, two of the Executive Committee’ members were official sponsors to engage the commitment of Top Management. Regarding gender pay equity, the Company will launch a global project in the first semester of FY20 partnering with an external independent specialist on pay equity. This global initiative will entail an audit of over 70 countries and identify the behavioural drivers and roots causing remuneration discrepancies between male and female employees. This project will be embedded in a long-term systematic review of our compensation and talent practices to ensure strict pay equity across the Group.

The Group strives to integrate young people through different types of contracts (apprenticeships, training etc.). The Group also recruits and develops young graduates through VIE ( volontariat international en entreprise , international volunteers in business) and international Young Graduate Programmes such as the Jameson International Graduate Programme, Pernod Ricard Asia Regional Management Trainee Programme and the Martell Mumm Perrier-Jouët Ambassadors programme. Furthermore, Pernod Ricard University supports the work of the Youth Action Council  (1) (YAC). Regarding disability, affiliates comply with local legal requirements and efforts are made to improve the integration of disabled workers. In FY19, 45 affiliates carried out work on adapting premises and investing in appropriate equipment, providing training and raising awareness of employees, conducting joint work with specialised establishments, participating in dedicated forums, recruiting disabled workers, etc. In 2003, Pernod Ricard also signed up to the Business Workplace Diversity Charter, which aims to encourage the employment of different members of French society. This Charter bans all forms of discrimination when recruiting, during training, and in professional development.

Key Performance Indicators Representation of women at 30 June (permanent contracts)

FY19

FY18

Number and %

Group employees Non-managers

6,396 (37%) 4,713 (36%) 1,682 (37%)

6,609 (37%) 3,878 (34%) 2,731 (41%)

Managers

Top management

142 (26%)

195 (33%)

Management Committees of affiliates

24.4%

24.0%

This breakdown can be explained by the Group’s significant presence in countries where the labour market is male-dominated, such as in India, where men make up more than 93% of the workforce. In the managerial population  (2) , the proportion of women has been constantly increasing for the last seven years. Breakdown of positions with permanent contracts filled by women

FY19

FY18

Number and %

Internal transfers (recruitment)

164 (45%)

79 (27%)

External hires

1,096 (44%)

1,036 (42%)

Founded in 2013, the YAC is a think tank made up of nine employees under age 30 to provide Top Management with their generation’s view on Group strategic issues. The YAC has a (1) two-year mandate to develop transversal initiatives such as the “Green Office Challenge” or “Talent 4 Talent”. Change of internal definition this fiscal year: Band E and above. (2)

95

2018-2019

PERNOD RICARD UNIVERSAL REGISTRATIONDOCUMENT