INSPIRING ACTION - Pernod Ricard
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ANNUAL REPORT 2016/2017 INSPIRING ACTION
PERNOD RICARD ANNUAL REPORT 2016/2017
p.2-3 p.4-5 p.6-9
The Artist Message from the Chairman & CEO #365 days on the ground
Martin Schoeller Alexandre Ricard with Alexandre Ricard
1
-
INSPIRING ACTION OR…
HOW WE CREATE VALUE
p.12-22 p.24-28 p.30-38 p.40-41
The Pernod Ricard A decentralized High standards of governance In summary:
Mindset global organisation - Board of Directors our value chain
- Culture and values - Organizational structure - Committees
Generating value - Milestones of the Board of Directors
for long-term growth in the Group’s history - Executive Board
- The materiality matrix - Pernod Ricard across - Executive Committee
- Our commitment to S&R the globe - Headquarters Directors
- Our point of view - Headquarters in figures
by Alexandre Ricard
A dynamic brand portfolio
- The House of Brands
A consumer-centric strategy
- 4 Essentials and
4 Accelerators
2
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4 BATTLEGROUNDS FOR
OUR FUTURE GROWTH
WINNING BUILDING FUNDING ENHANCING
IN KEY MARKETS PASSION BRANDS THE JOURNEY PERFORMANCE CULTURE
p.44-50 p.52-58 p.60-66 p.68-74
- The House of Martell, - L’Eden by Perrier-Jouët, - Portfolio management, - Pernod Ricard University,
The quest for new An enchanting getaway Optimal allocation of Targeting performance-
consumers in China in the heart of Tokyo our resources based culture
- Absolut Lime, - Chivas Regal, - Supply chain, - Travel Retail EMEA,
Chronicle of a success Social entrepreneurship “Simplify For Growth” Digital technology to enhance
in the United States is at the heart of the our performance-driven
Chivas Regal strategy culture
3
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THE YEAR’S SUCCESSES
MARKETS BRANDS THE BIG
p.81 p.86 p.92 p.96 p.102
Pernod Ricard Absolut Vodka Havana Club Martell Royal Salute
EMEA/LATAM
p.78-79
The global p.87 p.93 p.97 p.103
p.82 p.106-107
spirits market Ballantine’s Jameson Mumm The Glenlivet p.108-109
Pernod Ricard Accelerated
BIG is getting
Asia and diversified
p.80 p.88 p.94 p.98 p.104-105 bigger!
growth
Pernod Ricard Beefeater Ricard Perrier-Jouët Campo Viejo,
p.83
North America Brancott Estate,
Pernod Ricard
p.89 p.95 p.99 Kenwood,
Global
Chivas Regal Malibu LeCercle Jacob’s Creek
Travel Retail
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OUR PERFORMANCE:
SUMMARY OF KEY FIGURES
p.112 p.113 p.117 p.118
Increasingly Key figures A targeted In the financial markets P.120
diverse growth 2016/2017 M&A strategy 2016/2017
drivers
Discover our
publications
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THE ARTIST PERNOD RICARD ANNUAL REPORT 2016/2017
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• T h i s y e a r ’s c a r t e b l a n c h e •
P E R N O D
MARTIN
R I C A R D
SCHOELLER
C H O O S E S
C
onsidered a master of contemporary photogra- possible. Each year since Pernod Ricard was established
phy, Martin Schoeller is known for his close-up in 1975, we have given a selected artist carte blanche
portraits, shot in strong, almost harsh lighting. to create a compelling image for the cover of our annual
Born in Munich (Germany), Martin was influ- report. From the French sculptor César (1991) to the
enced from a young age by the extraordinary work of Scottish painter Bruce McLean (2000), eclecticism has
August Sander, a photographer been the order of the day. Since
who is renowned for his portrait 2009, our art campaigns have
work of the poor, the working focused on the use of striking
class and the bourgeoisie of photographic images to capture
early 20 th century Germany.
With so many people the essence of Pernod Ricard;
Later, he discovered, and was from around the world, there our employees, who serve as
influenced by, the work of was no shortage of things m o d e l s fo r t h e ar t ist , are
Bernd and Hilla Becher, found- treated to an extraordinary
e rs o f th e fa mous B ec her
to talk about: their lives, experience marked by convivia-
school. As a freelance photo their countries, their jobs. lité, sharing and dialogue. For
grapher, he wandered the And they taught me a new this 42nd edition of our annual
streets looking for people to report, Martin Schoeller has
photograph. The visual force
word: convivialité! produced a series of 18 power-
of his portraits, rapidly won ful images, offering an unfil-
him attention from the most te re d lo o k a t t h e fa ce s o f
iconic publications, including Pernod Ricard. Schoeller steps
Rolling Stone, Esquire, Vogue, Vanity Fair and W. In 1999, outside the conventions of portraiture by using identical
he joined Richard Avedon as staff portraitist at The New lighting, framing and angles to explore the intriguing
Yorker. Over the years he has taken thousands of photo- depths of each employee’s gaze. Counterintuitively, he
graphs of celebrities as well as of “ordinary” people, all of has succeeded in both revealing the unique and rich per-
whom he photographs in the same way, his signature sonalities of each of the 18 employees, and at the same
style: extreme close up portraits. Through his photo- time, the shared spirit of commitment to Pernod Ricard’s
graphs, Martin seeks to document the “human essence” vision – to become true “Créateurs de convivialité”! They
and to depict his subjects in the most “honest” way form the faces of “Inspiring Action” by Pernod Ricard.
In these pages you’ll discover 18 portraits taken during a shoot in New York.
They will also be exhibited at Paris Photo, 9-12 November 2017.
Pernod Ricard will be giving away 1,000 tickets to the event, which is the world’s
largest international art fair dedicated to photography.
For more information:
www.pernod-ricard.com
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C AT C H I N G U P W I T H A L E X A N D R E R I C A R D PERNOD RICARD ANNUAL REPORT 2016/2017
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• Message from the Chairman & Chief Executive Officer •
C H A N G E
ALEXANDRE
T O S T A Y
RICARD
T H E C O U R S E
T
his coming year sees the long-awaited For two years now, we have reviewed our priorities by
return of the Grand Prix de France to the focusing on our “Four Essentials”, namely Operational
Circuit Paul Ricard, the track built by my Excellence, Talent Development, Sustainability &
grandfather in 1970. It was there that I Responsibility, and Route-to-Market/Consumer, as well
watched the epic duel between Alain Prost as on our “Four Accelerators” of Portfolio Management,
and Ayrton Senna in 1988. As I remember, Digital Acceleration, Innovation and Premiumisation &
they were neck and neck right up until the pit stops to Luxury. We have reviewed the organisation of three of our
change tyres. Senna’s crew was a crucial 3 seconds key markets, the United States, China and Travel Retail,
faster than Prost’s, enabling Senna to take the lead on and restructured them with only one goal in mind: the
lap 37. With over half the race left to run, and driven by consumer. We have also set in motion numerous perfor-
his innate will to win, Prost radically changed his mance improvement projects – for example, the
approach and the “Professor” became more daring and “operational excellence plan” that we launched last year.
assertive at every turn, clocking the fastest time of the September 2017 saw the opening of the first Pernod
race on lap 45. Prost kept pushing Senna, observing Ricard university campus, which is dedicated to enriching
every slight mistake made by his opponent until Senna the Group’s “Mindset” with our broad spectrum of tal-
hesitated while overtaking a straggler and Prost ents. The 6,500m2 site is set in the 170-hectare park of
pounced, brilliantly cutting through and overtaking both the Domaine de la Voisine , which was bought by my
cars on lap 61. The rest, as they say, is history. grandfather in 1954.
This story perfectly sums up the situation we’re facing at While the race is far from won, this year’s results are
the moment. To stay the course in today’s challenging solid proof that we have made the right strategic choices.
environment, a company needs to stay true to its DNA We are growing faster and more diversely, thanks to the
and at the same time, be prepared to change its ways of effective implementation of our strategic model and the
working. operational changes we have made. There is no doubt in
In 2015, I laid out our roadmap as I saw it, one with which my mind that we can continue to expand our horizons.
we would achieve our medium-term objective of acceler- With this vision for the future, our teams are engaged to
ating our top line growth to reach 4 to 5% and delivering take on four challenges: win in key markets – the USA,
operating leverage. Today we are in the process of China, India and Travel Retail; build “passion” brands;
achieving this goal, delivering solid and improving results fund our journey more efficiently to enable us to finance
year after year. our ambitions; and strengthen our performance culture
Our vision is clear: we aspire to be “Créateurs de conviv- with each and every colleague from around the world.
ialité”. Our entrepreneurial culture, the exceptional com- This is the roadmap that I will continue to follow with
mitment of our people, our portfolio of premium brands confidence and determination.
and our value creation strategy are all invaluable assets As an organization we have reached an inflection point in
that we aren’t about to change. They are our DNA. our race, our Lap 45. We will keep up the pace and con-
Changing our ways of working to win the race is more tinue reinventing our ways of working, to stay the course
about re-evaluating our attitude and our collective way of and ultimately win the race. This, in essence, is the story
embracing the changes. The Pernod Ricard “mindset”, as told in the pages of this annual report. I hope that you
I call it, is what will make us more agile and proactive. enjoy reading it.
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C AT C H I N G U P W I T H A L E X A N D R E R I C A R D PERNOD RICARD ANNUAL REPORT 2016/2017
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#365 DAYS ON THE GROUND INDIA ROLLS OUT
NOVEMBER
2016
NEW YORK
WITH ALEXANDRE RICARD THE RED CARPET ABSOLUT ELYX
POP-UP STORE AND
USA MEDIA TOUR
In order to stay connected with our employees, and interact and share
with our communities and our partners… I spend nine months out of the year
out on the ground, travelling all over the world.
Reviewing our business performance
with our teams in the Group’s second larg- DECEMBER
ALEXANDRE RICARD est market; followed by a tour with the 2016
Operations Division staff of Pernod Ricard
Chairman & Chief Executive Officer India’s Nashik distillery. Their hospitality is
Inauguration of the Absolut Elyx pop-up
something to behold!
#Operational Efficiency #India
in Bryant Park to kick off the start of the
holiday season and the annual Christmas
Party at Pernod Ricard USA with around
sixty journalists for a review of the market.
#Route-to-Market/Consumer #USA #Big Bets
@alexandrericard
MEDIA TOUR #Innovation #USA
IN NEW YORK CITY
Alexandre Ricard maintains his own social OPN MAKES A SPLASH
media accounts. Follow him on LinkedIn,
Instagram and Facebook.
IN LAS VEGAS
Opn, the world’s first connected cocktail
library, was developed by the Breakthrough SMOOTH AMBLER,
SEPTEMBER
Innovation Group (BIG) – an in-house
start-up dedicated to finding disruptive A NEW CRAFT
2016
innovations. Opn made its public debut at
JANUARY
2017 SPIRIT FOR OUR
PORTFOLIO
the Consumer Electronics Show in Las
THE “BAL JAUNE” Vegas (USA), which attracted more than
HONORS Interview on the Fox Business channel
to talk about our annual performance
170,000 visitors.
#BIG #CES #Convivialité #USA
CLÉMENT COGITORE and prepare a #martini live on camera!
#bestjobintheworld.
The 18th annual Ricard Foundation Prize that #Digital Acceleration #Convivialité #Consumer Centric
#USA
took place at the Salomon de Rothschild
Hotel in Paris in the presence of the French OCTOBER
Minister of Culture, Ms Audrey Azoulay, was 2016
awarded to Clément Cogitore. Cogitore, who CUBA LIBRE
has been cited as the most representative
artist of France’s emerging art scene in 2016,
had one of his works of art purchased by PREPARING FOR THE
the Group and, in turn, lent to the Centre
Pompidou where it will be on exhibition.
CHINESE NEW YEAR
#Fiac #Friends #Ricard #France
As the new majority shareholder in Smooth
Ambler Spirits Co., an up-and-coming dis-
NOVEMBER
tillery based in West Virginia (USA), we’re
2016
reaffirming our strategy of partnering with
Celebrating the 10 th anniversary of the promising brands and entrepreneurs who
world’s largest aged rum distillery in share our passion for authenticity and high
San José de las Lajas, Cuba. The design quality – such as Smooth Ambler’s Old
of this exceptional, modern facility, which Scout Single Barrel Bourbon, which was
complies with the most stringent environ- recently crowned the World’s Best Single
A reunion with the Pernod Ricard China staff Barrel Bourbon at the World Whiskies
m e n t a l st a n d a rd s , w a s ove rs e e n b y
in Shenzhen to prepare for the Chinese New Awards, sponsored by Whisky Magazine.
Don José Navarro, Havana Club’s Primer
Year, a critical business opportunity for our #Active Portfolio Management #M&A #USA
Maestro Ronero.
Asian workforce. #Tradition #Operational Efficiency #Celebration
#RTM-C #CNY #China #Cuba
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C AT C H I N G U P W I T H A L E X A N D R E R I C A R D PERNOD RICARD ANNUAL REPORT 2016/2017
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@alexandrericard
JANUARY JUNE
ERASMUS 2017
LONDON ON SUMMER PARTY 2017
RESPONSIB’ALL DAY:
RESPONSIBLE PARTY BLOOMBERG TV AT THE “LET’S LIVE
CENTRE POMPIDOU TOGETHER, BETTER”
7th annual Responsib’ALL Day, 103 commu-
nity initiatives led by 18,442 employees
across the globe: “Créateurs de convivialité“
determined to “live together, better”.
FEBRUARY #S&R #Supporting Local Communities
2017
A live interview in London on Bloomberg TV
Off to Brussels with Christian Porta, to talk about our half-year results. Despite
Chairman and CEO of Pernod Ricard EMEA/ an unstable environment, we expect to
LATAM, to renew our partnership with the continue improving our annual perfor-
Erasmus Network’s Responsible Party pro-
ject for the 7th consecutive year. Since 2010,
mance, in line with the roadmap we
announced to the markets in 2015. Our
BIENVENIDOS EN LA
Responsible Party has expanded to 32 coun- objective for 2016/2017: an organic growth
Celebrating 20 years of patronage of the
Centre Pompidou. Pernod Ricard’s annual
FAMILIA DEL MAGUEY
tries and has hosted nearly 500 “responsible in Profit from Recurring Operations between
evening event brought together 2,000
parties” throughout Europe, spreading its 2% and 4%.
employees, partners and clients on the
message of convivial – and therefore respon- #Performance #England
Centre Pompidou’s Paul Ricard Terraces.
sible – drinking to 330,000 students.
Proud to support cutting-edge artists.
#Millennials #Responsible Drinking #Belgium
#20 years #Patronage Centre Pompidou #Summer
Party #Convivialité #France
MARCH
330,000
2017
STUDENTS REACHED TO RAISE
AWARENESS OF THE IMPORTANCE
BUSINESS UPDATE Following the acquisition of a majority
OF “CONVIVIAL” DRINKING
IN 32 COUNTRIES
WITH OUR TEAMS CHIVAS VENTURE
stake in the high-end mezcal Del Maguey
Single Village, this new Prestige product
IN NEW YORK SINGLES is joining the Pernod Ricard fold. A leading
producer of artisanal mezcal, it is also
OUT SOCIAL the number one brand in its category in the
ENTREPRENEURS United States.
#Active Portfolio Management #M&A #USA
NEW ZEALAND,
A VISIT TO OUR STAFF
AFFECTED BY FIRST BIRTHDAY
THE EARTHQUAKE An opportunity to talk with Pernod Ricard CANDLE FOR TAKE OFF
North America CEO Paul Duffy and the New
York staff. AT THE INSTITUT
#USA #New Organisation #Performance #USA OCÉANOGRAPHIQUE
PAUL RICARD
Launched in 2016 to coincide with the 50th anni-
The third edition of the Chivas Venture versary of the Institut Océanographique Paul
competition awarded a total of USD 1 mil- Ricard, Take OFF, a scientific sponsorship pro-
APRIL lion to innovative start-ups whose projects ject aimed at supporting young researchers
2017 #TOKYO, were designed to create a better world. working to preserve our oceans, celebrated
In the wake of the violent earthquake that
struck near Christchurch on the country’s GARDEN OF EDEN Congratulations to the 2017 winner Neil
Peetachai Dejkraisak, a social entrepreneur
JULY
2017
its first anniversary. The event was hosted by
Patricia Ricard and included numerous repre-
South Island, the current priority for our staff L’Eden by Perrier-Jouët returns to Tokyo – a from Thailand who developed Jasberry, sentatives from the scientific world, major insti-
from Pernod Ricard Winemakers, alongside proven success story for digital art. With this a new organically grown rice. His mission: tutions and the community at large, all of whom
with our local communities, is to assess the new edition of L’Eden by Perrier-Jouët, digi- end poverty among small-scale farmers are committed to protecting the world’s oceans.
damage and focus on rebuilding or our vine- tal art was the primary medium for the art- by giving them access to the global agricul- Organizers announced that the first “Bal Bleu”
yards. Commitment and courage. work commissioned especially for the event. tural market. #Brands #Positive Impact would be held in Deauville on 26 August 2017,
#S&R #Supporting Local Communities #Mindset #Luxury #Building Passion Brands #Japan #Building Passion Brands #Entrepreneurship with support from the Barrière Groupe.
#New Zealand
#S&R #Sponsorship #IOPR #France
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PERNOD RICARD ANNUAL REPORT 2016/2017
10
HOW
WE CREATE
VALUE
Pernod Ricard is committed to creating
long-term value through a lasting partnership
with all of its stakeholders.
ELNA NORDSTRÖM
Product Development Manager
THE ABSOLUT COMPANY
SWEDEN
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INSPIRING ACTION H O W W E C R E AT E VA L U E PERNOD RICARD ANNUAL REPORT 2016/2017
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THE PERNOD RICARD … MAKING OUR EMPLOYEES
MINDSET… OUR PRIMARY GROWTH DRIVER
Pernod Ricard’s success is rooted in the exceptional commitment of
its 18,442 employees, whose energy and talents embody the Group’s values
and enliven its culture. Their commitment is the result of a winning mindset,
the Pernod Ricard Mindset. This truly competitive advantage is ENTREPRENEURIAL
what provides the Group the speed and agility it needs to achieve SPIRIT
success in an increasingly volatile environment.
Our founders instilled a spirit
of entrepreneurialism at the heart of
Pernod Ricard’s identity and decentralised
model, which continues to guide each
of our affiliates today. The Pernod Ricard
Mindset is marked by independence,
initiative, boldness and an appetite for risk.
It combines the mentality of a start-up with
the institutional strengths of a large company
that provides resources, overall coherence
and strategic alignment to sustain it.
A MODEL MUTUAL TRUST AN ATTITUDE
DECENTRALISATION Trust provides a stable base for a dialogue CONVIVIALITÉ
that is simple, honest and direct.
We are committed to maintaining It gives employees the freedom to launch Our decentralised organization
our affiliates’ operating initiatives, confident of support from and our three cardinal values
autonomy, based on the principle their managers, and it ensures their right achieve their full potential when
of subsidiarity. This policy to fail and learn from that experience as well. they are animated by a spirit
ensures that decisions can be This mutual trust, closely intertwined of convivialité, Pernod Ricard’s
made as closely as possible with the principles of decentralisation trademark to accomplishing
to each market and that we can and entrepreneurialism, is key its goals. Such single-minded
respond more quickly to to the Group’s success. dedication to a mission at every
customer and consumer needs. level of the company is what
“Our products are distributed gives Pernod Ricard its
by our men and women.” A STRONG SENSE OF ETHICS distinctive character as a Group.
Patrick Ricard We encourage simple, direct
Mutual trust is impossible without respect relationships among all
and transparency. We strive to ensure that hierarchical levels, this openness
every employee has a positive relationship to sharing ideas nurtures our
with all stakeholders, whether shareholders, collective commitment and
customers, consumers, colleagues, suppliers promotes our vision of becoming
or competitors, and that they comply with true: “Créateurs de convivialité”.
our social and environmental commitments.
Those commitments are conveyed through
the policies and procedures set out in
the Pernod Ricard Charter and in our
Code of Business Conduct and Commercial
Code of Communications.
RESULTS OF THE I SAY SURVEY RESULTS OF THE I SAY SURVEY –
(JUNE 2017) 94% 95% 88% SUSTAINABILITY & RESPONSIBILITY 92% 85% 83%
POLICY (JUNE 2017)
In June 2017 we conducted our fourth biennial 94% of our employees are proud 95% wholeheartedly share 88% say they feel a sense The results of the I Say survey demonstrated 92% of our employees believe 85% of our employees declare that 83% of our employees are
I SAY survey, a global opinion barometer that to work for Pernod Ricard the Group’s values of commitment that our employees both understand and adhere that their company is socially they are encouraged to act responsibly well aware of Pernod Ricard’s
drew an exceptional response rate of 82%. to our Sustainability & Responsibility policy: responsible in the community and to conduct their activities Sustainability & Responsibility
Source: Willis Towers Watson. in line with our Sustainability model and its 4 areas of
& Responsibility engagements engagement
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INSPIRING ACTION H O W W E C R E AT E VA L U E PERNOD RICARD ANNUAL REPORT 2016/2017
14
GENERATING VALUE … BECAUSE SUCCESS MEANS
FOR LONG-TERM GROWTH… NOTHING UNLESS IT IS SHARED
Pernod Ricard has dedicated itself to striking a consistent balance between Pernod Ricard keeps an open ongoing dialogue with A three-step methodology:
business efficiency, community well-being and protection of the environment. its stakeholders in order to best meet their expecta- • The principal S&R issues are identified through an
tions. Its Sustainability & Responsibility (S&R) strategy in-depth analysis of information provided by the S&R
That commitment draws its strength from three principles: adopting an approach that
is based on identifying, understanding and prioritizing officers at each of the Group’s affiliates.
is a direct outgrowth of our vision and fully consistent with our strategic model; the social and environmental issues raised in that • External stakeholders rank the identified issues in order
mobilising our entire workforce to serve as front-line ambassadors of our responsible dialogue, and enhancing its ability to generate value of priority, based on the importance of those issues to be
commitments; and ensuring that the Human Resources and Sustainability & in the short, medium and long term. We believe that addressed by a major company such as Pernod Ricard, and
Responsibility Director is represented at the highest level of the company, by serving value can only be generated over time if it is beneficial internal stakeholders rank the issues based on their current
as a member of the Executive Board and the Executive Committee. to all of our stakeholders. Success means nothing and potential impact on the Group’s business activities.
unless it is shared. • The Executive Board thoroughly reviews and validates
During the 2016/2017 fiscal year, the Group unveiled the matrix.
its materiality matrix – the result of a lengthy process The materiality matrix highlights the initiatives on which
PERNOD RICARD HAS DEVELOPED AN S&R MODEL that began with a questionnaire completed by more the Group needs to concentrate its focus. It will serve as
BASED ON FOUR AREAS OF COMMITMENT than 1,300 stakeholders: employees, investors, con- a tool for future dialogue with stakeholders with regard
sumers, public authorities, NGOs and experts. to S&R strategy and the actions to be taken.
RESPONSIBLE EMPLOYEES
CONSUMPTION As frontline ambassadors of our
HIGH
We promote responsible consumption commitments, employees are at the very
in three principal ways: by targeting at-risk core of our Sustainability & Responsibility
behaviors and populations, such as young (S&R) model. Our credibility derives
people and pregnant women; by taking from their actions. It is through their efforts
preventive action via educational programs that our S&R model, based on the Group’s Product quality
and direct awareness-raising campaigns values – entrepreneurial spirit, mutual trust
for both customers and suppliers; and by and strong sense of ethics – will ensure
having our affiliates engage closely Pernod Ricard’s success.
with their local communities to address 94% of our employees are proud to work
local issues and concerns. for Pernod Ricard
Responsible
86% of affiliates carried out at least one responsible drinking
drinking initiative in 2016/2017 Human rights and
balanced teams
PRIORITY ACTIONS EXPECTED
Business
transparency
and ethics
Employee
development and
BY STAKEHOLDERS
Agriculture and working conditions
biodiversity Responsible
purchasing
PARTNERS AND PROTECTING THE PLANET
Climate
LOCAL COMMUNITIES The Group’s Premium strategy hinges change
By associating its business partners and on preserving and passing on the unique Water use Ethical alcohol
suppliers to its sustainability initiatives, ‘terroir’ from which each of its brands is communication
Pernod Ricard has made a long-term produced. Fully aware of its responsibilities
commitment to the local communities where and the issues at stake for the business,
the Group does business. The company Pernod Ricard has implemented
is committed to fostering a culture of stringent initiatives, embodied in each
sharing and an ethos of dialogue in these affiliate’s action plan, as well as by
local communities. a comprehensive environmental roadmap Packaging
1,142 suppliers have pledged to comply with (see Roadmap 2020, page 64). and waste
Community
our sustainability principles (as of 30 June 2017) Between FY10 and FY17: engagement
CO2 emissions were reduced by 27%,
water consumption fell 17%, and energy
use was reduced by 16%
A
Responsible drinking
Employees
t the eighth annual Randstad Awards amongst the companies offering the best work-life Partners and
ceremony, Pernod Ricard was awarded balance in France. The Randstad Award also communities
Protect the planet
the 2017 Randstad Award, based recognized the Group for an array of other Group-
on the results of the “Employer Brand level initiatives: the Youth Action Council (YAC)
Research powered by Randstad” think tank, its wide range of graduate programs,
survey. The poll’s findings echo those of the inter- the campaign to promote cross-disciplinary activ-
national survey conducted by the US company ity (the “80/20 rule”) and its substantial investment MODERATE FOCUS ACTIONS HIGH
Glassdoor, which compiled feedback from employ- in employee training with the creation of Pernod
ees themselves. They ranked Pernod Ricard Ricard University’s first campus (see page 70). FOR PERNOD RICARD
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INSPIRING ACTION H O W W E C R E AT E VA L U E PERNOD RICARD ANNUAL REPORT 2016/2017
16
A SINCERE RESPONSIB’ALL DAY
2 JUNE 2017
COMMITMENT 7th annual Responsib’ALL Day, 103 community initiatives led
by 18,442 employees; real “Créateurs de convivialité” determined
to “live together, better”.
#S&R #SUPPORTING LOCAL COMMUNITIES
ALEXANDRE RICARD
Chairman & Chief Executive Officer
1
T
he commitment to sustainable develop- our partners, therein lies the challenge that I want each
ment is sometimes still considered a sim- of our brands to take up. It’s what we have named Brand
ple prerequisite: how many institutions, Positive Impact. The Chivas Venture project embodies
companies and organisations refer to their this perfectly, supporting social entrepreneurs with a
commitments when talking about their vision to create a better world for all.
business without placing even one of those If we speak now of “ambition”, of wanting to become the
commitments at the heart of their ambition? We will only leader tomorrow, then we must set an example – and live
have the opportunity to create a better world together if by that example – today. A leader drives the sector
we are truly convinced of the genuine need to integrate upwards and opens the way for others. It is therefore only 4
social responsibility as a fundamental and sincere part of natural that we have placed this principle at the heart of
our strategy. our strategy: social responsibility is one of the 4 corner-
This is what we strive to do at Pernod Ricard. Sustainable stones of our strategic model. It is with this in mind that,
development is of vital importance as it is intrinsically in 2016, we committed to the Sustainable Development 2
linked both to our vision of being “Créateurs de convivia- Goals laid down by the United Nations Declaration of
lité”, and to our ambition which results from it: leader- September 2015. We encourage all our stakeholders to
ship. It’s etched in our DNA, it’s a part of our history. join us in this collective action. Our commitments are far
Building consistently over time is one of the major chal- from new, and I would like to take this opportunity to
lenges of social responsibility. That long-term vision is reaffirm our support for the CEO Water Mandate and the
deeply rooted in my family, built on the heritage handed 10 fundamental principles of the United Nations Global
down to us by my grandfather, and it’s a philosophy we Compact, as we pursue our objective of achieving
try to live by on a daily basis. Just one example is the “advanced” status.
Paul Ricard Oceanographic Institute, founded more than Finally, it is not enough to be sincere, for our societal
50 years ago. Durability, patrimony and transmission are approach to be tied to our vision, our ambition or our
important to us. We have no time for short-term, quick- strategy. It must, above all, be alive in the hearts of our
fix solutions: we need meaning. people. They are the front-line ambassadors of our cred-
If we speak of a vision, of being “Créateurs de convivia- ibility: if they do not adhere to our approach, we cannot
lité”, it’s because we believe that “sustainable value” can hope to convince anyone. For that reason, raising aware-
only truly exist when it’s created for the benefit of all. We ness among our people remains central to our commit-
have a strong conviction: success tastes better when ments: promoting responsible drinking, protecting our
shared, which is reflected in our tagline, “let’s live planet and developing our local communities. I would
together, better.” There can be no conviviality without therefore like to express my sincere thanks to each and
sharing, and no conviviality without responsibility. every one of my colleagues who have made these com-
Creating a positive impact in our communities and with mitments a daily reality at Pernod Ricard. 3 5
1 Pernod Ricard China 2 Pernod Ricard Headquarters 3 Pernod Ricard Deutschland 4 Pernod Ricard USA 5 Pernod Ricard USA19
INSPIRING ACTION H O W W E C R E AT E VA L U E PERNOD RICARD ANNUAL REPORT 2016/2017
18
A DYNAMIC BRAND … TAILORED TO
PORTFOLIO… LOCAL CONDITIONS
We have one of the most comprehensive portfolios in the market.
Since its inception, Pernod Ricard has built a unique portfolio of Premium brands
with international reach, encompassing every major category of wines and spirits.
A portfolio governed by our House of Brands, a dynamic management
tool used to organise the portfolio into market segments based on each brand’s
growth potential for the most promising moments of consumption. It ensures
that our resources are allocated as effectively as possible.
LECERCLE INNOVATION:
FOR CAPTURING THE LUXURY MARKET OUR KEY TO FUTURE GROWTH
S T R A T E G I C I N T E R N A T I O N A L B R A N D S
We are counting on our LeCercle portfolio of Historically a strategic resource for the Group,
Prestige spirits and champagne to help innovation is helping to ensure our future
us continue gaining market share in the luxury growth, through services, experiences and
segment. These brands, targeted to an exclusive customised products. Each market identifies
clientele, require a very specific sales and the most promising innovations on the basis of
marketing strategy, one that includes a presence specific criteria: a value proposition for
+ + in the most iconic establishments, the consumer, a response to consumer needs,
unique storytelling, and a customised or market potential – with return
consumption experience. on investment as a key factor.
L U X U R Y INNOVATION STRATEGIC WINES
STRONG, A GLOBAL MARKET
STRATEGIC LOCAL BRANDS FOR DIVERSE REGIONAL WINES
Strategic local brands are crucial: Four of our brands in this category
they respond to the needs of local consumers receive priority attention. Our next challenge
in a way that global brands cannot match. is to create a global market for a range
Often the leaders in their market, they ensure of wines from multiple regions – Australia,
a strong local footprint in numerous New Zealand, Spain and the USA.
strategic markets for the Group.
S T R A T E G I C L O C A L B R A N D S21
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20
A CONSUMER-CENTRIC … FOR ACCELERATED
STRATEGY… GROWTH
4 ESSENTIALS 4 ACCELERATORS
OPERATIONAL EXCELLENCE PORTFOLIO MANAGEMENT
ENTRIC A
Reduce complexity & MER-C PP Position one of our brands at each and every shared
foster efficiency. SU RO
SEE ALSO | SUPPLY CHAIN → P.64 ON moment of celebration, rooted in local realities.
SEE ALSO | PORTFOLIO MANAGEMENT → P.62
AC
C
A
H
TALENT DEVELOPMENT PREMIUMISATION AND LUXURY
Recruit, retain & Premiumize the portfolio & strengthen
develop diverse teams. our position as the leader in luxury spirits.
SEE ALSO | PERNOD RICARD UNIVERSITY → P.70 SEE ALSO | L’EDEN BY PERRIER-JOUËT → P.54
SUSTAINABILITY & RESPONSIBILITY (S&R) INNOVATION
Lead the industry in Create brand experiences through
M
TÉ
sustainability & responsibility. M LI
new products and services.
O
EN A
IVI
SEE ALSO | THE CHIVAS VENTURE → P.56 SEE ALSO | ABSOLUT LIME → P.48
TS
OF CONV
ROUTE-TO-MARKET/CONSUMER DIGITAL ACCELERATION
Capitalize on our many different distribution channels Accelerate the integration of digital
in order to reach all of our customers and consumers. into everything we do.
SEE ALSO | MARTELL → P.46 SEE ALSO | TRAVEL RETAIL EMEA → P.72
OUR STRATEGIC MODEL EXPLAINED IN 4 POINTS
1. BECOME THE LEADER IN THE
WINE & SPIRITS INDUSTRY 2. PUTTING CONSUMERS AT
THE HEART OF OUR STRATEGY 3. FOUR “ESSENTIALS” BUILT
ON OUR HISTORIC FUNDAMENTALS 4. FOUR “ACCELERATORS”
FOR CAPTURING GROWTH
This ambition, reaffirmed by Alexandre Ricard, stems from our Today’s consumers are no longer loyal to one brand, they have a • Operational Excellence: streamline our procedures in order to • Portfolio Management: pair the most appropriate brand with
vision of being “Créateurs de convivialité”. It serves as a call to repertoire of brands; they choose the products that they consume take action more quickly and more nimbly. each consumption occasion.
action for all of our employees to position one of our brands at each based on the moment of consumption, including when, where, • Talent Development: capitalize on our corporate culture to fos- • Premiumization and Luxury: encourage consumers to move
and every shared moment of celebration – the goal being to turn how and with whom they are consuming a product. Everything we ter our employees’ development and attract new talent. upmarket, and capture the luxury market.
that moment into an experience of convivialité. In achieving this do revolves around that quest for satisfaction. Our strategic • Sustainability & Responsibility (S&R): enlist the support of our • Innovation: develop new services, experiences and products to
goal, Pernod Ricard will inevitably become the leader of the wine model is built on four “Essentials” which are the Group’s long- brands to ensure long-term growth. ensure future growth.
& spirits industry. time fundamentals, and leverages on four growth “Accelerators”. • Route-to-Market/Consumer: boost our brands across every • Digital Acceleration: build a direct relationship with our
distribution channel. consumers.23
22
#2 WORLDWIDE
IN WINE & SPIRITS
16 BRANDS
AMONG THE TOP 100 WORLDWIDE
Source: Impact Databank 2016, published in March 2017
#1 WORLDWIDE
IN PREMIUM, ULTRA-PREMIUM
AND PRESTIGE SPIRITS
Source: Impact Databank 2016, published in March 2017
JASON WHALLEY
Global Senior Brand Manager, Innovation
PERNOD RICARD WINEMAKERS
AUSTRALIA25
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24
A DECENTRALIZED GLOBAL AN ENTREPRENEURIAL
ORGANISATION TO REMAIN AGILE AND RESPONSIBLE MINDSET
The Group’s organizational structure is based on one guiding principle:
decentralization. This provides a genuine competitive advantage in that it that
1975-2017: MILESTONES IN THE GROUP’S HISTORY
it provides the Group with greater agility and flexibility to respond more
quickly to customer and consumer needs in a highly volatile environment.
It also ensures that decisions are made so as to reflect local market expectations
as closely as possible. Our organization is built around three components:
Headquarters, Brand Companies and Market Companies.
PERNOD RICARD HEADQUARTERS
THE ABSOLUT PERNOD RICARD
COMPANY NORTH AMERICA 1975 1988 1989 1993
Pernod Ricard Group Acquisition of the leading Acquisition of the Orlando Joint venture formed with
CHIVAS BROTHERS PERNOD RICARD established Irish whiskey producer, Wyndham Group Havana Club International
EMEA/LATAM(1) Irish Distillers – owner of Jameson
MARTELL MUMM
PERRIER-JOUËT
BRAND MARKET PERNOD RICARD ASIA
IRISH DISTILLERS COMPANIES COMPANIES PERNOD SA
PERNOD RICARD RICARD SA 2007
WINEMAKERS Commercial Code
PERNOD RICARD of Communications adopted
HAVANA CLUB GLOBAL TRAVEL 2001 2005 2008
INTERNATIONAL RETAIL
Acquisition of a stake in Seagram’s Acquisition of Allied Domecq Acquisition of Vin&Sprit,
Wine & Spirits business owner of Absolut vodka
BRAND PERNOD RICARD HEADQUARTERS MARKET 2011
COMPANIES COMPANIES 2012
As the driver of the Group’s activities, Headquarters defines Launch of Responsib’ALL Day,
Based in the home country of and coordinates the overall company strategy and oversees The 86 Market Companies are each a global annual event Signing of five Wine & Spirits
each brand, the Brand Companies its implementation and verify that the affiliates comply linked to a region (Pernod Ricard devoted to social responsibility industry commitments to promote
are responsible for developing with corporate procedures and commitments. Asia, Pernod Ricard EMEA/LATAM
in which the Group’s entire
workforce takes part
responsible consumption 2014
the overall strategy for their As part of an ongoing focus on operational efficiency or Pernod Ricard North America),
Acquisition of a majority
respective brands, as well as and cost-effectiveness, Headquarters is with the exception of the Group’s
stake in Avión Premium tequila
activation solutions that can be also responsible for allocating resources to ensure two founding Market Companies in
implemented by the Market optimal impact and consistency Group-wide. France, Pernod SA and Ricard SA,
Companies at the local level. In addition, Headquarters is responsible for: which are directly represented on
They are also responsible for • governance functions (Strategy, Mergers & Acquisitions, the Executive Committee. Tasked
production and management of
their industrial facilities.
Finance, Legal Affairs, Corporate Communication,
Talent Development, Corporate Social Responsibility, etc.);
with implementing the Group’s
strategy and key policies in their
YEARS
• dissemination of best practices and cross-functional respective markets, the Market
initiatives with high added value (digital marketing, Companies’ role is to activate OF CONVIVIALITÉ
luxury, innovation, etc.) via the Global Business Development the Group’s international brand
2016
entity – which regroups the Marketing and Sales divisions; strategies at the local level and – Acquisition of a majority stake in Black 2017
• support resources (supply chain, IT, etc.). manage the local and regional 2015 Forest Distillers GmbH, owner of the
brands in their portfolio. Super-Premium gin brand Monkey 47 Acquisition of a majority stake in Smooth Ambler, producer
Pernod Ricard celebrates – Institut Océanographique Paul Ricard of Premium bourbons, and in Del Maguey Single Village,
its 40th anniversary celebrates its 50th anniversary the leading producer of artisanal mezcal
(1) Europe, Middle East, Africa and Latin America27
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26
PERNOD RICARD ACROSS THE GLOBE
Pernod Ricard operates in most countries of the world, primarily through
its 86 direct affiliates. Our revenue distribution is equally balanced
across our three regions, with 30% of our sales in the Americas,
40% in Asia and the rest of the world and 30% in Europe. EMEA/LATAM
NORTH AMERICA Irish Distillers
The Absolut Company
Chivas Brothers
Global Travel Retail
Pernod Ricard EMEA/LATAM
Headquarters Martell
Mumm
Perrier-Jouët
Société Pernod
Société Ricard
SEGMENTATION Pernod Ricard North America
WORLDWIDE
Pernod Ricard Asia
EMEA/LATAM
Havana Club
International
NORTH AMERICA
ASIA
ASIA
Pernod Ricard
Winemakers
REGIONS WHERE PERNOD RICARD
IS NOT ESTABLISHED
EMEA/LATAM
OUR GEOGRAPHIC
SEGMENTATION
As of 1 July 2016, the geographic perimeters of • The creation of two new “Management
the Group’s regions were modified in three major Entities” within Pernod Ricard EMEA/LATAM that
respects. will leverage the Region’s expertise in emerging HEAD OFFICES HEAD OFFICES PRODUCTION SITES
markets: BRAND COMPANIES PERNOD RICARD REGIONS IN 25 COUNTRIES
• The Pernod Ricard Americas region was sim- - one with Mexico as Lead Market, together with Havana - Cuba / Paris - France / New York - United States / Argentina / Armenia / Australia / Brazil /
plified to focus on its core business: the two major Colombia, Venezuela and Peru; Dublin - Ireland / London - Paris, Marseilles, Créteil - France / Cambodia / Canada / China / Cuba /
North American markets, the United States and - one with Brazil as Lead Market, together with United Kingdom / Stockholm - Sweden / London - United Kingdom / Czech Republic / England / Finland /
Canada. Specifically, the goal of this new entity, Argentina, Uruguay, Paraguay and Chile. Sydney - Australia Hong Kong - China France / Germany / Greece / India / Ireland /
directly represented on the Executive Committee, • The creation of a Global Travel Retail (GTR) unit Italy / Mexico / New Zealand / Poland /
is to focus business efforts more intensely on its that reports directly to Headquarters. Scotland / South Korea / Spain / Sweden /
largest market, the US. United States29
28
86MARKET COMPANIES
6 BRAND COMPANIES
96
ACTIVE PRODUCTION SITES
AS AT 30 JUNE 2017
3 REGIONS
1
GLOBAL TRAVEL RETAIL ENTITY
JANAINA BARBOSA
Logistics Analyst
PERNOD RICARD BRASIL
BRAZIL31
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30
HIGH STANDARDS OF … TO PROTECT THE BEST INTERESTS
GOVERNANCE… OF THE GROUP
BOARD OF DIRECTORS
AND ITS STAKEHOLDERS
The Pernod Ricard Board of Directors oversees
the Group’s governance in an ethical and
transparent manner; at the same time
ensuring that the business is managed in the best
interests of the Group and its stakeholders.
The Board members, who bring together
complementary skills and experience, ensure that
the Group pursues its business strategy THE BOARD OF DIRECTORS ORGANISATION AND 2016/2017 ACTIVITY
with the primary goal of increasing the value AS OF 1 JULY 2017 METHOD OF OPERATION
Over the course of the 2016/2017 fiscal year,
of the Group. the Board of Directors met 8 times, with an
01. Anne Lange Pernod Ricard follows the AFEP-MEDEF
02. Manousos Charkoftakis Code of Corporate Governance for listed attendance rate of 97%. The average length
01. 02. Employee Director companies and applies the independence of the meetings was approximately 3 hours.
03. Wolfgang Colberg criteria established in the Code. Their main activities were to:
04. Kory Sorenson The 14 Directors – two of whom represent • approve the half-year and annual finan-
05. Gilles Samyn Group employees and six of whom are inde- cial statements;
06. Veronica Vargas pendent, meet eight times per year on aver- • review the budget;
07. Pierre Pringuet
age for meetings that are presided by the • oversee preparations for the Annual
Vice-Chairman Shareholders Meeting;
Chairman of the Board, who is also Pernod
of the Board of Directors • review and approve the work of the four
Ricard’s Chief Executive Officer. The Board
08. Nicole Bouton specialized committees;
is assisted in its work by four specialized
09. César Giron • review presentations of the activities of
committees (see below) and the Chairman
10. Sylvain Carré the functional departments and affiliates;
Employee Director reports on its progress at the Annual
Shareholders’ Meeting. The Chairman is • review its own functioning and that of its
11. Martina Gonzalez-Gallarza committees.
12. Paul-Charles Ricard tasked with ensuring that the Group’s bodies
Permanent Representative run smoothly, which includes providing the
03. 04. 05. 06. of Société Paul Ricard directors with the resources they need to
13. Ian Gallienne fulfil their duties. In order to further root its
14. Alexandre Ricard work in the Group’s daily business opera-
Chairman & Chief Executive Officer tions, the Board has access to the in-house
social network and holds one meeting per
Independent Director year in an operating affiliate.
07. 08. 09. 10.
50 % 43 % 42 % 97 %
INDEPENDENT BOARD MEMBERS NON-FRENCH BOARD MEMBERS FEMALE BOARD MEMBERS ATTENDANCE RATE
11. 12. 13. 14.33
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32
COMMITTEES OF EXECUTIVE BOARD
THE BOARD OF DIRECTORS
Four specialized committees – the Strategic Committee (created in 2015),
the Audit Committee, the Nominations, Governance & CSR Committee,
and the Compensation Committee – review specific topics in the area
assigned to them by the Board of Directors and submit their opinions
and recommendations.
CREATED BY ALEXANDRE RICARD ON THE AUDIT COMMITTEE THE NOMINATIONS, GOVERNANCE THE COMPENSATION
11 FEBRUARY 2015, THE STRATEGIC IS CURRENTLY AND CSR COMMITTEE IS COMMITTEE IS CURRENTLY
COMMITTEE IS CURRENTLY COMPOSED COMPOSED OF THE CURRENTLY COMPOSED OF THE COMPOSED OF THE
OF THE FOLLOWING MEMBERS: FOLLOWING MEMBERS: FOLLOWING MEMBERS: FOLLOWING MEMBERS:
Mr Alexandre Ricard Mr Wolfgang Colberg(1) Ms Nicole Bouton(1) Ms Nicole Bouton(1) Alexandre Ricard
(Chairman) (Chairman) (Chairwoman) (Chairwoman) Chairman & Chief Executive Officer
Mr Wolfgang Colberg(1) Mr Gilles Samyn(1) Mr Wolfgang Colberg(1) Mr Ian Gallienne(1) Executive Director
Mr Ian Gallienne(1) Ms Kory Sorenson(1) Mr César Giron Mr Pierre Pringuet
Mr César Giron Ms Kory Sorenson(1)
Ms Anne Lange(1) Mr Manousos Charkoftakis(2)
Mr Pierre Pringuet
Gilles Bogaert Conor McQuaid
The main activities of the Strategic In accordance with its Internal The main activities of the The primary responsibility Managing Director, Global Business
Finance & Operations The Executive Board is the permanent body Development Director
Committee over the course Regulations and in liaison Nominations, Governance & CSR of the Compensation Committee is
responsible for coordinating and leading the Group,
of the 2016/2017 financial with the Statutory Auditors and Committee during the 2016/2017 to define the compensation
in cooperation with the Chairman & CEO, whom
year were to: the Consolidation, Finance & fiscal year were to: policy for the Group’s Executive
it assists with his responsibilities. It is comprised of
review the key strategic Internal Audit Departments select new Directors; Directors in accordance
the Chairman & CEO, the Managing Director,
challenges for Pernod Ricard of the Company, the Audit review the composition with the recommendations in
Finance & Operations, the General Counsel, the Global
and the Group; Committee chiefly performs of the Board and the independence the AFEP-MEDEF Code
Business Development Director and the Human
review and provide the following tasks: of the Directors; of Corporate Governance.
Resources and Sustainability & Responsibility Director.
recommendations regarding review the draft half-year report evaluate the Board’s operations; The main activities of the
The Executive Board reviews all decisions related
all significant acquisitions, and annual financial statements review Sustainability & Compensation Committee
to Group affairs and submits various matters
divestments and partnerships; (corporate and consolidated); Responsibility issues and the during the 2016/2017 financial
to the Board of Directors when approval is required.
address all strategic issues monitor the Group’s cash Group’s performance; year were to:
It also organizes the work of the Executive Committee
relevant to the Company flow and debt; review the talent review and propose
and defines objectives for its members, in particular
and Group (digital acceleration, review significant risks faced management policy. compensation and retirement
by signing off on the three-year plan, budget
operational excellence, etc.). by the Group and assess benefits for the Executive
and regular business reviews.
the Group’s risk management; Director and the total amount of
assess internal control systems Directors’ fees;
and review Internal Audit propose the general
action plans. policy governing long-term
compensation;
propose and implement
the annual plan for the allocation
of stock options and performance
shares. Ian FitzSimons Cédric Ramat
General Counsel Human Resources and
Sustainability & Responsibility Director
TWO MEETINGS IN 2016/2017 FOUR MEETINGS IN 2016/2017 THREE MEETINGS IN 2016/2017 FOUR MEETINGS IN 2016/2017
50% 100% 100% 100% 67% 100% 75% 100 %
INDEPENDENT ATTENDANCE INDEPENDENT ATTENDANCE INDEPENDENT ATTENDANCE INDEPENDENT ATTENDANCE
MEMBERS MEMBERS MEMBERS MEMBERS
(1) Independent Director. (2) Employee Director.35
INSPIRING ACTION H O W W E C R E AT E VA L U E PERNOD RICARD ANNUAL REPORT 2016/2017
34
EXECUTIVE COMMITTEE
The Executive Committee, the Group’s managing body
is comprised of the members of the Executive Board and
the Managing Directors of the direct affiliates.
01. 02. 03. 08. 09. 10. 11.
04. 05. 06. 07. 12. 13. 14. 15.
COMMITTEE MEMBERS
AS OF 1 JULY 2017
01. Alexandre Ricard 06. Philippe Savinel 12. Philippe Guettat
ORGANIZATION AND Chairman & Chief Executive Officer, Chairman & CEO Chairman & CEO of Pernod Ricard Asia
Executive Director of Ricard SA and Pernod SA
METHOD OF OPERATION 13. Bruno Rain
The Executive Committee has 15 members – the five More specifically, the Committee: 02. Mohit Lal 07. Paul Duffy Chairman & CEO
Chairman & CEO, Pernod Ricard Chairman & CEO of Pernod Ricard Winemakers
members of the Executive Board (see page 33 for analyses the performance of the Group’s busi-
Global Travel Retail of Pernod Ricard North America
more information) as well as the Managing Directors ness in relation to its market plan (budget and
14. Christian Porta
of the Group affiliates. They meet once per month three-year plan);
03. Gilles Bogaert 08. Ian FitzSimons Chairman & CEO of Pernod Ricard Europe,
(11 times annually), either at headquarters or at an actively participates in setting financial and
Managing Director, General Counsel Middle East, Africa and Latin America
affiliate site. Under the direction of the Chairman & operational objectives (financial results, debt and Finance & Operations
CEO, the Committee helps to define the Group’s qualitative objectives); 09. Conor McQuaid 15. Jean-Christophe Coutures
strategy and plays an essential coordinating role periodically reviews the brand and market strate- 04. César Giron Global Business Development Director Chairman & CEO of Irish Distillers Group
between headquarters and the affiliates, and among gies, analyses performance and evaluates changes Chairman & CEO
the affiliates themselves (Brand Companies and in the organisation as needed; of Martell Mumm Perrier-Jouët 10. Cédric Ramat
Market Companies). The Committee is responsible approves and ensures compliance with the Human Resources and
for overseeing the Group’s business activities and Group’s main policies. 05. Anna Malmhake Sustainability & Responsibility Director
ensuring that its main policies are applied. Chairwoman & CEO
of The Absolut Company 11. Laurent Lacassagne
Chairman & CEO of Chivas Brothers37
INSPIRING ACTION H O W W E C R E AT E VA L U E PERNOD RICARD ANNUAL REPORT 2016/2017
36
HEADQUARTERS DIRECTORS HEADQUARTERS IN FIGURES
Pernod Ricard Headquarters is composed of the Group’s nine functional
departments and the Breakthrough Innovation Group (BIG) – the entity dedicated to
finding disruptive innovations. These departments spearhead the Group’s strategy
in their respective areas of expertise and coordinate implementation with
the affiliates. They are tasked with uniting the organisation behind the Group’s
SMALL IN SCALE, WITH STAFF FROM
priorities: ramping up sales growth, maximising operational efficiency and A WIDE RANGE OF BACKGROUNDS
instilling the Pernod Ricard mindset at every level.
CORPORATE AFFAIRS
Jean Rodesch
Vice President Global
Government Affairs
FINANCE
Marie Boedec-Ménard
Group Financial Control
Director
GLOBAL BUSINESS
DEVELOPMENT
Pierre-Yves Calloc’h
Digital Acceleration Director
HUMAN RESOURCES
Véronique Jacquet
Human Resources Director,
HQ
320 EMPLOYEES WORK
AT HEADQUARTERS
José-Ramon Fernandez Hélène de Tissot Niall Gately Alban Marignier
22
European Affairs Director Group Strategy & M&A International Projects Director Director, Organizations,
Armand Hennon Director Florence Rainsard People & Leadership
Vice President, Responsible Olivier Guélaud Consumer Insights Géraldine Noel
Marketing & S&R Audit & Treasury Director & Experience Director Compensation, Benefits,
Laurent Scheer Gwenael Morin Olivier Rouche International Mobility Director
Public Affairs Director Group Tax Director Global Revenue
NATIONALITIES ARE REPRESENTED
France Julia Massies & Retail Director AT HEADQUARTERS
Carole Misset
Financial Communication Yves Schladenhaufen
Director of Pernod Ricard
& Investor Relations Director Innovation & Portfolio
COMMUNICATION University
51.8% 48.2%
Strategy Director
Olivier Cavil Tareef Shawa
Lani Montoya A BALANCED DISTRIBUTION
Group Communications
Isabelle Colin
Luxury & CRM Director
Director Global Talent OF MEN AND WOMEN
Financial Services Director Management
Director
Headquarters
Christine Laborde
Raffaele Cusenza LEGAL
Internal Communications
Group Operations Controlling
Director Philippe Prouvost
Director
Under recruitment Corporate Affairs Director,
External Communications
Laure Pavec
Secretary of the Board BIG BREAKDOWN
Business Analyst Director
Director
Nicolas Piketty
Isabelle Gilles Alain Dufossé BY AGE
Group Intellectual Property Managing Director,
Internal Audit Director
Director BIG
Valérie Popard
SUSTAINABILITY Mathieu Prot Vlastimil Spelda
Group Consolidation Director 3
& RESPONSIBILITY Director, Brand Security Director Ideation
Vanessa Wright & Anti-Counterfeiting Daphnée Hor
Group Vice President GROUP Director Strategy & Foresight
Sustainability INFORMATION BIG
& Responsibility SYSTEMS OPERATIONS Stéphane Longuet
Peter Morehead Managing Director,
Mathieu Lambotte
Group Operations Director Convivialité Ventures
Group Chief Information 2
Mark Harrison Franck Pierre
Officer
Global Supply Chain Director Director, Innovation Delivery
Jean-François Bernard 4
Hervé Jouanno
Vice President IT –
Global Procurement Director,
Group Operations
Direct Procurement
Maël Tanou
Nicolas Meauzé 1 5
Vice President IT Solutions –
Group Indirect Procurement
Corporate, MMPJ,
Director
HCI at Pernod Ricard HQ
Jean-François Roucou
Claran Young
Group Director
Vice President IT –
of Sustainable Performance
Group Governance
1 2 3 4 5
Under 26: From 26 to 35: From 36 to 45: From 46 to 55: From 56 to 65:
9 employees 124 employees 98 employees 65 employees 24 employees
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