While The Conviviality Platform is the Group’s engine for growth, the platform itself is driven by Pernod Ricard’s people. The Foundations of the Transform & Accelerate strategy ensure that we strengthen our inclusive culture of conviviality to empower our employees and accelerate our performance and transformation.
Two action plans define our commitment to our people: being an outstanding place to work and offering exciting career journeys to our convivialists. Pernod Ricard promises employees a convivial culture that is both diverse and inclusive. Our global Diversity & Inclusion frameworks bring the two complementary aspects together at the global level, defining clear objectives and KPIs that permit local adaptations based on affiliate needs. Across regions, the Youth Action Council facilitates the exchange of innovative ideas for increasing diversity and inclusion within the company by connecting the next generation with top leadership. 43% of Pernod Ricard management is female, and Pernod Ricard North America has earned the title of “Best Places to Work for LGBTQ+ Equality” for six years in a row.(1) By creating an environment where everyone feels safe to be themselves and empowered to forge their own path, the Group sustains high performance among employees, ensuring collective success.
People are the key that unlocks the power of data, and the success of The Conviviality Platform also relies on employees adopting a data mindset and skill set. To engage each convivialist in both their personal success and that of the Group, a massive upskilling campaign is underway, supported by the development of personalised skill-based career paths. Each employee brings unique strengths to the table, and they deserve customised opportunities to leverage and grow their skills.
Value creation is only valuable if it is lasting and sustainable. While Pernod Ricard has registered record growth in the past two years, we must continue to future-proof our business model through two action plans: going beyond budget to beat the competition and improving resiliency, agility and sustainability. Using scaled-up technology and data, supported by new collaborative ways of working and mature sales and operations planning, the Group will begin deploying three-year mandates and 18-month rolling forecasts. This continuous momentum will lead to increased visibility and long-term strategic opportunities that will allow us to unlock growth and make the whole more than the sum of its parts. A continuous enrichment process, it will be key to leading and shaping the industry. The past two years have been defined by volatility. From the responses to and impacts from the Covid-19 pandemic and supply chain disruptions to material scarcity and geopolitical turmoil, uncertainty has become a permanent part of life. Building a profitable future for the Group will thus require improved resiliency, agility and sustainability that is based on anticipatory planning instead of reactivity. Through better information sharing, tools, planning and capabilities, our sales and operations process will become more robust and better protected from market volatility.
