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Pernod Ricard SA société anonyme de droit français vente de vins et spiritueux. France 5, cours Paul Ricard à Paris VIII e arrondissement Pernod Ricard .
Universal
REGISTRATION
DOCUMENT
including the annual financial report
CONTENTS
PERNOD RICARD AT A GLANCE
02
6 I CONSOLIDATED FINANCIAL STATEMENTS Ó
185
6.1 Consolidated income statement
6.2 Consolidated statement of comprehensive income
6.3 Consolidated balance sheet
6.4 Changes in consolidated shareholders’ equity
6.5 Consolidated cash flow statement
6.6 Notes to the consolidated financial statements
6.7 Statutory Auditors’ report on the consolidated
financial statements
186
187
188
190
191
1 I EXTRACTS FROM THE INTEGRATED
ANNUAL REPORT
05
Message from the Chairman & Chief Executive Officer
Our history
Our decentralised organisation
Our Mindset, our purpose
Our brand portfolio
06
12
14
16
18
192
240
Becoming a conviviality platform
Our S&R roadmap
Some of this year's highlights
Our Board of Directors
Our Executive Board & Executive Committee
Our value creation model
Our key financial
20
24
26
28
30
32
34
7 I PERNOD RICARD SA FINANCIAL STATEMENTS Ó
245
7.1 Pernod Ricard SA income statement
7.2 Pernod Ricard SA balance sheet
7.3 Pernod Ricard SA cash flow statement
7.4 Analysis of Pernod Ricard SA results
and balance sheet
246
247
249
250
7.5 Notes to the Pernod Ricard SA Parent Company
financial statements
251
263
265
265
266
2 I CORPORATE GOVERNANCE
37
7.6 Other items relating to the financial statements
7.7 Financial results over the last five financial years
7.8 Dividends paid over the last five financial years
7.9 Inventory of marketable securities
7.10 Statutory Auditors’ report
on the annual financial statements
7.11 Statutory Auditors’ special report
on regulated agreements
Report of the Board of Directors on corporate governance
2.1 Composition of the Board of Directors on 30 June 2021 38
2.2 Overview of the composition of the Board of Directors
and its Committees
2.3 Duties performed by the Directors
2.4 Governance Structure
2.5 Composition of the Board of Directors
2.6 Structure and operation of the Board of Directors
2.7 Structure and operation of the Committees
2.8 Compensation policy
2.9 Financial authorisations and delegations
2.10 Share buyback programme
2.11 Items liable to have an impact in the event
of a public offer
2.12 Shareholders’ Meetings and attendance procedures
2.13 Management structure
38
39
40
48
50
56
59
63
88
90
267
270
8 I COMBINED SHAREHOLDERS’ MEETING
271
8.1 Agenda – Combined Shareholders’ Meeting
on 10 November 2021
8.2 Presentation of the resolutions of the Combined
Shareholders’ Meeting on 10 November 2021
8.3 Draft resolutions of the Combined Shareholders’
Meeting on 10 November 2021
8.4 Statutory Auditors’ Report on the share
capital decrease
8.5 Statutory Auditors’ report on the issue of ordinary
shares and/or various securities with retention
and/or cancellation of preferential subscription rights 296
8.6 Statutory Auditors’ report on the authorisation to grant
free performance shares (existing or to be issued)
to employees and executive officers
8.7 Statutory Auditors’ report on the authorization to grant
free shares (existing or to be issued) to Group
employees
272
273
279
295
93
93
95
3 I SUSTAINABILITY & RESPONSIBILITY Ó
97
3.1 Pernod Ricard brings Good Times from a Good Place
3.2 The main sustainability risks and opportunities
3.3 The four pillars of the Good Times
from a Good Place roadmap
3.4 Ethics & compliance
3.5 Reference table for the United Nations Sustainable
Development Goals (SDGs)
98
100
103
132
298
141
142
299
3.6 Methodology note and third-party verification
8.8 Statutory Auditors’ report on the issuance of ordinary
shares or securities granting access to share capital,
reserved for employee members of company savings
plans
8.9 Statutory Auditors’ report on the issuance of ordinary
shares or securities granting access to share capital,
with cancellation of preferential subscription rights
4 I RISK MANAGEMENT Ó
149
4.1 Internal control and risk management
4.2 Risk factors
4.3 Insurance and risk coverage
4.4 Risks and disputes: provisioning procedure
4.5 Financial and accounting information
150
152
170
171
300
301
171
9 I ABOUT THE COMPANY AND ITS SHARE CAPITAL
303
5 I MANAGEMENT REPORT Ó
173
9.1 Information about Pernod Ricard
9.2 Information about the share capital
304
306
5.1 Key figures from the consolidated financial statements
for the year ended 30 June 2021
5.2 Analysis of business activity and results
5.3 Net debt
5.4 Outlook
5.5 Recent developments
5.6 Definitions and reconciliation of non-IFRS measures
to IFRS measures
5.7 Material contracts
174
176
179
179
180
10 I ADDITIONAL INFORMATION IN THE UNIVERSAL
REGISTRATION DOCUMENT
313
10.1 Persons responsible
10.2 Documents on display
10.3 Reference tables
314
314
315
180
181
Items in the annual financial report (AFR) are
identified in the contents by the pictogram Ó
Universal
REGISTRATION
DOCUMENT
including the annual financial report
2020-2021
This Universal Registration Document has been filed on 22 September 2021 with the AMF, as competent authority under
Regulation (EU) 2017/1129, without prior approval pursuant to Article 9 of the said regulation.
The Universal Registration Document may be used for the purposes of an offer to the public of securities or admission of
securities to trading on a regulated market if completed by a securities note and, if applicable, a summary and any amendments
to the Universal Registration Document. The whole is approved by the AMF in accordance with Regulation (EU) 2017/1129.
This is a translation into English of the (universal) registration document of the Company issued in French and it is available on
the website of the Issuer.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
01
PERNOD RICARD AT A GLANCE
Pernod Ricard
AT A GLANCE
Excellent rebound with Sales and PRO above FY19 levels
and strong growth momentum
ALEXANDRE RICARD,
Chairman & CEO, declared:
WORLD
N°1
The business rebounded very strongly during FY21 to exceed FY19 levels. We
expect this good Sales momentum to continue in FY22 with, in particular, a
very dynamic Q1. I would like to take this opportunity to praise the exceptional
commitment of our teams during this difficult time and express my support to
those who have been or continue to be impacted by this pandemic.
FO R P R E M I U M
S P I R I TS ( a)
>160
We will stay the strategic course, accelerating our digital transformation and
our ambitions Sustainability & Responsability roadmap. Thanks to our solid
fundamentals, our teams and our brand portfolio, we are emerging from this
crisis stronger.
COUNTRIES
W H E R E O U R B R A N DS
A R E D I ST R I B U T E D
470,000
ST U D E N TS S E N S I T I Z E D
O N R E S P O N S I B L E D R I N K I N G
KEY FIGURES
Profit from
Recurring
Operations
Group Net Profit
96
from Recurring Group
Proposed
dividend
P RO D U CT I O N
Net sales
Operations (1)
Net Profit
€ million
FY21
8,824
2,423
+18.3%
+7.2%
2,260
27.5%(2)
SITESꢀ(b )
Organic
growth(1)
+9.7%
+4.5%
8,448
1,612
1,305
€3.12€
per
27%
R E D U CT I O N I N WAT E R
C O N S U M P T I O N (c)
share(3)
Reported
growth
2.66€
per
share
FY20
26.8%(2)
1,439
329
17.5%
(1) Alternative performance indicators are defined in note 5.5 - Definitions and reconciliation of alternative
performance indicators with IFRS indicators of the Management Report (2)Operating margin. (3) Dividend proposed
for approval by the Shareholders’ Meeting of 10 November 2021.
R E D U CT I O N
I N C O 2 E M I S S I O N S (c)
02
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
PERNOD RICARD AT A GLANCE
An international and
decentralised groupe
€8,824M
I N N E T SA L E S
€2,423M
P RO F I T F RO M
R EC U R R I N G O P E R AT I O N S
18,306
AMERICA
EUROPE
ASIA/REST OF THE WORLD
E M P LOY E E S ( D)
€2,627M
€2,557M
€3,640M
€803M
3,698ꢀ(d)
€624M
9,470ꢀ(d)
€996M
5,138ꢀ(d)
WORLD
N°1
The decentralised model which characterises Pernod Ricard is a major strategic
advantage that enables the Group to seize every opportunity for growth. This highly
flexible organisation, based on proximity to consumers and customers, has proven its
effectiveness.
FO R W I N E S A N D S P I R I TS
The Group is present in the three major regions of the world, both in mature and
emerging markets. This is a real competitive advantage, making it well positioned to
benefit from future growth drivers.
16
(a) Source: “The Pernod Ricard Market View”, based on IWSR volume data at end 2020.
(b) Majority stake at 30 June 2021.
(c) Reduction per unit of production between FY10 and FY21.
(d) Headcount at 30 June 2021.
BRANDS
(e) Source: Impact Databank 2021, data 2020.
(f) Source: “iSay” survey 2019
A M O N G ST T H E WO R L D ’S
TO P 1 0 0 FO R
P R E M I U M S P I R I TS
( E )
A unique portfolio
of premium brands
Pernod Ricard has built a unique portfolio of Premium brands on an international scale
that is one of the most comprehensive on the market. This portfolio is managed thanks to
the “House of Brands”, a dynamic tool that allows our affiliates to more efficiently prioritise
their marketing investments.
94%
O F E M P LOY E E S A R E
P RO U D TO WO R K
FO R T H E G RO U P ( F )
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
03
04
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
SECTION ——— 01
EXTRACTS FROM
THE INTEGRATED
ANNUAL REPORT
MESSAGE FROM THE CHAIRMAN
& CHIEF EXECUTIVE OFFICER
OUR S&R ROADMAP
24
26
28
06
12
14
16
18
20
SOME OF THIS YEAR'S HIGHLIGHTS
OUR HISTORY
OUR BOARD OF DIRECTORS
OUR DECENTRALISED ORGANISATION
OUR MINDSET, OUR PURPOSE
OUR BRAND PORTFOLIO
OUR EXECUTIVE BOARD & EXECUTIVE
COMMITTEE
30
32
34
OUR VALUE CREATION MODEL
OUR KEY FINANCIAL
BECOMING A CONVIVIALITY PLATFORM
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
05
Message
from Alexandre Ricard
CHAIRMAN & CEO
OF PERNOD RICARD
NEVER
LET A
CRISIS
GO TO
WASTE.”
06
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
The saying “Never let a crisis go to waste” is
famously credited to the acerbic wit of Winston
Churchill. There is no denying that the global
pandemic has had a terrible impact on the
world, in both human and economic terms.
As a company, we sadly lost some of our own
employees and my thoughts go out to the very
many people around the world who have been
affected in this way. The upheaval created by the
crisis has been terrible, but at the same time it has
brought new opportunities for those who are able
to see and create them. Now, 18 months down the
line, I am convinced this crisis has strengthened
your Group, and we are even better placed now
to face the future.
this year’s performance. With operating profit
internal growth of +18%, we are already above
pre-crisis levels(1). That is why I am proud to
announce that in FY22 the Group will launch a
new Employee Share Ownership Plan. This will
enable our employees to buy Pernod Ricard
shares on favourable terms and benefit from the
ongoing transformation they are building every
day and everywhere to accelerate our Group’s
future growth.
“This crisis has
strengthened
your Group.”
I would say without a doubt that the main factor
enabling a company to get through periods of
turbulence is the resilience and engagement of its
people. It is thanks to the strength of our inclusive
culture and the exceptional commitment of our
teams that we were able to gain precious time
by reacting quickly and effectively in the face
of the storm. Combining the strength of a large
group with the agility of a start-up is every CEO’s
dream, and I cannot praise our people enough as
they were once again the determining factor in
The danger now would be to believe that the
crisis is already behind us when this is far from
being the case. I would argue that hardly mat -
ters: the real challenge is to firmly establish this
rebound by continuing our transformation. We
are determined to remain focused on creating
(1) At constant currency rates.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
07
the conditions for future growth every day - solid,
sustainable growth that benefits all our stake -
holders. This is the true leadership we have been
aiming towards since your Group was founded.
And it is thanks to support from you, our valued
shareholders, that we are in a position to build
our future with serenity and confidence in times
of crisis.
that our Transform & Accelerate strategic
plan was incredibly far-sighted and a great
testimony to the strong insight we brought to its
development. Our strategic intuitions have since
become operational certainties, convincing us to
fast-track our changes - even at the height of the
pandemic. Our current plan has the strength of
simplicity and the relevance of a proven vision,
and we will remain in full deployment mode,
focusing on out-sized performance to out-
perform the competition .
The solidity of our foundations was confirmed
by the fall-out from the pandemic, which above
all enabled us to rapidly put in place new ways
of working that are more agile, more direct, and
more flexible than before. We are monitoring
our resources on an ongoing basis to ensure
that they are allocated optimally to each growth
opportunity, we are innovating constantly
and are continuing to manage our portfolio
dynamically. In terms of cost control, we have
pooled our skills through the creation of Centres
of Excellence, from IT to HR to innovation and
consumer research, which are now available to
everyone, freeing up time and energy to enable
us to focus on what is essential: seizing every
opportunity for growth in every market. And it
is these new practices, behaviours, and mindsets
that we are continuing to expand to ensure ever
greater operational excellence.
“Our strategic
intuitions have
since become
operational
certainties.”
The three critical areas of focus I would like
to share with you as we look forward are talent
management, social responsibility, and our
digital transformation. The most important
is obviously to manage our talents: if we are
‘consumer-centric’, we must also be ‘employee-
Crises often play the role of accelerator for
both existing and emerging trends and the
pandemic has been no different in this respect.
In the light of Covid-19, I think it is fair to say
08
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
centric.’ Our vision is to make Pernod Ricard the
workplace of the future, blending performance
and convivialité as our unique differentiating
model, by focusing on diversity and inclusion,
and striving to simplify our ways of working.
The Island, our new home in Paris, is the real-
life realisation of our vision for collaborating
without silos, promoting well-being, flexibility,
agility, and creativity in our working lives. This
has also been reflected in our investment in
other office locations such as London, with the
coming together of Chivas Brothers, Global
Travel Retail, PRUK and The Gin Hub.
development of ‘packaging of the future’ within
our industry, such as the promising paper
bottle initiative developed by Absolut Vodka, in
partnership with other industry leaders.
As for responsible consumption, it remains
an integral part of everything we do, as shown
by the training given last year to our employees,
while on the consumer side, we launched a global
‘Drink More… Water’ campaign this summer
to raise awareness among young adults. In the
same spirit, we confirmed earlier this year that
all our products will from now on bear a ‘prohib -
ited for minors’ logo on their labels in addition to
the warning labels already in place against drink
driving and drinking during pregnancy.
The second major area of work is that of social
responsibility, embodied by our ‘Good Times
from a Good Place’ roadmap, and I would like
to acknowledge here the work of all our teams
on Sustainability & Responsibility. There is
real positivity to the progress we have made
to date, while recognising that our ambitions
and aspirations go much further. Since 2010,
we have reduced the carbon emissions of our
own operations by 17.5% in absolute value, and
we are now committed to reaching net zero in
our direct operations by 2030 at the latest and
net zero overall by 2050. This involves working
with all our supply chain – farmers, suppliers,
and partners - to pick up the pace and level of
investment in many critical areas as we position
ourselves to meet and ideally exceed our goals.
I would also like to see us take a pioneering
position in regenerative agriculture and in the
The last area of focus, and certainly the
most transformative, is digital acceleration.
The consumer is at the heart of our business
model and data is nothing more than the digital
signature of our consumers and their behaviour.
I am not just talking about e-commerce, where
our growth rates have exploded. Our ambition
is much bigger. In the coming months, we will
be presenting our Mission to transform Pernod
Ricard into the world’s leading Conviviality
Platform Company. We will leverage the power
of data and artificial intelligence to unleash the
real power of our distribution network and our
portfolio, enabling us to get the right product,
at the right price, at the right time, to the right
consumer, for every occasion, in every market.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
09
By offering products and services that are ever
more relevant and activating more brands in any
given market, we will be able to capitalise on more
growth opportunities. This is the Pernod Ricard
of the future, and it will undoubtedly accelerate
our path to leadership in our industry .
clubs were not essential when they bring such
happiness to our lives? These partners were hit
hard by the pandemic and the past few months
have been critical for them. As I began this letter
with our colleagues, I would like to wrap it up
with a shout-out to the motivated and passionate
women and men of the hospitality sector. We
wanted to pay tribute to them through our
Carte Blanche, which this year brings together
our employees and partners for the very first
time. The campaign presented here represents
Olivier Culmann’s long journey to meet the
people who are deeply committed to keeping
conviviality alive – even during a pandemic.
“The pandemic has
really confirmed
our need to be
Ladies and gentlemen,
I salute you.
together socially.”
Never before in our history has our vision,
“Créateurs de convivialité”, been so closely
aligned with the aspirations of the 3.8 billion
people who today make up what is known as the
global affluent and middle classes, and whose
numbers are predicted to double again by 2050.
Perhaps because of the hardship it created, the
pandemic has really confirmed our need to be
together socially. The gradual reopening of cafés
and restaurants led to real moments of joy and
I am proud that our brands were part of these
long-awaited events. How could anyone think for
a moment that our restaurants, bars, cafés, and
10
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
11
Our
STORY
12
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
01
1 9 7 5
08
2 0 1 6
C r e at i o n o f
A c q u i s i t i o n o f
t h e s u p e r-
Pe r n o d R i c a r d
f r o m t h e m e r g e r
o f Pe r n o d ,
p r e m i u m g i n
M o n ke y 47.
fo u n d e d i n 1 8 0 5,
a n d R i c a r d ,
c r e ate d i n 1 9 3 2
b y P a u l R i c a r d .
M e m b e r s h i p i n
t h e I n te r n at i o n a l
A l l i a n c e fo r
Re s p o n s i b l e
D r i n k i n g ( fo r m e r l y
I C A P (1) ) .
2 0 2 0
S i gn i n g o f t h e
U n i te d N at i o n s
S u s t a i n a b l e
D e v e l o p m e n t
G o a l s ( S D G s) .
A n n o u n c e m e n t o f
o u r c o m m i t m e n t
to b a n a l l s i n g l e -
u s e p l a s t i c at
t h e p o i n t o f s a l e ,
b y 20 2 1 .
02
03
1 9 8 8
T h e I n s t i t u t
O c é a n o gr a p h i q u e
P a u l R i c a r d
c e l e b r ate s i t s
5 0 t h a n n i v e r s a r y.
A c q u i s i t i o n o f
2 0 0 7
l e a d i n g I r i s h
I n t r o d u c t i o n o f
a n o m i n o r s’
s y m b o l o n a l l
b o t t l e s m a r ke te d
b y t h e G r o u p .
D i s p l a y o f a
w h i s ke y p r o d u c e r
I r i s h D i s t i l l e r s
o w n e r o f J a m e s o n .
w a r n i n g fo r
p r e gn a n t w o m e n
o n a l l b o t t l e s
m a r ke te d b y t h e
G r o u p i s ex te n d e d
to e v e r y c o u n t r y
i n t h e E u r o p e a n
U n i o n .
09
2 0 1 7
11 I n a u g u r at i o n
o f T h e I s l a n d ,
t h e G r o u p’s
1 9 9 3
A c q u i s i t i o n o f
a m a j o r i t y s t a ke
i n h i g h - e n d
C r e at i o n o f j o i n t
v e n t u r e b e t w e e n
Pe r n o d R i c a r d a n d
t h e C u b a n r u m
n e w f l a gs h i p
b o u r b o n p r o d u c e r
S m o o t h A m b l e r,
a n d i n D e l M a g u e y
S i n g l e V i l l a g e ,
t h e # 1 m ezc a l i n
t h e U n i te d S t ate s .
i n P a r i s , w h i c h
b r i n gs to g e t h e r
a l l i t s P a r i s i a n
o f f i c e s a n d
c o m p a ny, C u b a
Ro n to m a r ke t a n d
s e l l H a v a n a C l u b .
06
2 0 0 8
A c q u i s i t i o n o f V i n
& S p r i t – o w n e r o f
A b s o l u t Vo d k a .
9 0 0 e m p l o y e e s .
A c q u i s i t i o n o f a
s i gn i f i c a n t s t a ke
i n t h e u l t r a -
p r e m i u m J a p a n e s e
g i n K i N o B i ,
a n d i n I t a l i c u s ,
a n I t a l i a n
s u p e r- p r e m i u m ,
b e r ga m o t- i n f u s e d
a p e r i t i v o .
04
2 0 0 1
2 0 1 8
A c q u i s i t i o n o f
S e a gr a m a n d t h e i r
w h i s k y b r a n d s
(C h i v a s Re ga l ,
T h e G l e n l i v e t ,
Ro y a l S a l u te) a n d
c o gn a c ( M a r te l l )
c ate g o r i e s .
2 0 1 0
N o m i n at i o n o f
Pe r n o d R i c a r d
a s a m e m b e r
A d h e s i o n to t h e
U n i te d N at i o n s
C E O Wa te r
c o m p a ny of G l o b a l
C o m p a ct L E A D
M a n d ate .
( 2)
.
A d h e s i o n to t h e
N e w P l a s t i c s
Ec o n o my l e d
b y t h e E l l e n
M a c A r t h u r
2 0 1 1
U p gr a d e o f
t h e G r o u p’s
c r e d i t r at i n g to
i nv e s t m e n t gr a d e .
2 0 0 3
12
2 0 2 1
S i gn i n g o f t h e
U n i te d N at i o n s
G l o b a l C o m p a c t ,
a v o l u n t a r y
O p e n i n g o f
t h e n e w
F o u n d at i o n .
Pe r n o d R i c a r d
C o r p o r ate
F o u n d at i o n’s
s p a c e i n
T h e I s l a n d ,
t h e G r o u p’s
h e a d q u a r te r s
l o c ate d i n P a r i s .
07 L a u n c h o f
Re s p o n s i b’A L L
2 0 1 9
i n i t i at i v e
D a y, Pe r n o d
L a u n c h o f
b a s e d o n C E O
c o m m i t m e n t s
to i m p l e m e n t
u n i v e r s a l
s u s t a i n a b i l i t y
p r i n c i p l e s a n d
to t a ke s te p s to
s u p p o r t U N g o a l s .
R i c a r d s a n n u a l
s o c i a l e n ga g e m e n t
v o l u n te e r e v e n t
i nv o l v i n g t h e
G r o u p’s e n t i r e
w o r k fo r c e .
n e w 20 3 0
S u s t a i n a b i l i t y
& Re s p o n s i b i l i t y
r o a d m a p ‘ G o o d
T i m e s f r o m a
G o o d P l a c e .
A c q u i s i t i o n o f
a m a j o r i t y s t a ke
i n L a H e c h i c e r a
u l t r a - p r e m i u m
r u m .
10 A c q u i s i t i o n o f
t h e s u p e r- p re m i u m
g i n M a l f y, a n d
a m a j o r i t y s t a ke
i n s u p e r- p r e m i u m
b o u r b o n R a b b i t
H o l e W h i s ke y,
C a s t l e B r a n d s
( J e f fe r s o n’s)
a n d F i r e s to n e
& Ro b e r t s o n
2 0 1 2
S i gn i n g o f t h e
W i n e & S p i r i t s
P r o d u c e r s f i v e
c o m m i t m e n t s
to p r o m o te
05
2 0 0 5
A c q u i s i t i o n o f
A l l i e d D o m e c q ,
d o u b l i n g t h e
G r o u p’s s i ze
r e s p o n s i b l e
d r i n k i n g .
to b e c o m e t h e
w o r l d s # 2 w i n e &
s p i r i t s c o m p a ny,
w i t h b r a n d s
i n c l u d i n g M u m m
a n d Pe r r i e r-J o u ë t
c h a m p a gn e s ,
B a l l a n t i n e’s
0 1
0 4
0 7
1 0
0 2
0 5
0 8
1 1
0 3
0 6
0 9
1 2
D i s t i l l i n g C o .
( T X ) .
2 0 1 5
A p p o i n t m e n t o f
A l ex a n d r e R i c a r d
a s C h a i r m a n
& C E O.
B r e a k i n g gr o u n d
fo r t h e f i r s t s i n g l e
m a l t d i s t i l l e r y i n
c o n t i n e n t a l C h i n a
at E m e i s h a n
w h i s k y, Ka h l ù a
a n d M a l i b u
l i q u e u r s a n d
( S i c h u a n ) .
B e e fe at e r g i n .
(1) : International Center
for Alcohol Policies
pact.org/take-action/
leadership/gc-lead
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
13
Our decentralised
ORGANISATION
Decentralisation is a founding organisational principle that Pernod Ricard has harnessed since the beginning
to encourage consumer-centric decision making and address customer needs in a timely manner. Conferring
a competitive advantage during uncertain times, as seen during the Covid-19 pandemic, decentralisation
renders company operations more flexible, efficient and effective. Based on each affiliate’s operational
autonomy and the overall strategic principles defined at Group level, it is defined by the constant interaction
between headquarters, Brand Companies and Market Companies.
CANADA
EMPLOYEES ACROSS THE
WORLD: 66% ARE BASED
IN LATIN AMERICA, AFRICA
& EUROPE (OF WHICH 14%
18,306*
UNITED STATES
ARE IN FRANCE), 10% ARE
IN NORTH AMERICA AND
24% ARE IN ASIA AND THE
PACIFIC
* On 30 June 2021
MEXICO
CUBA
FINLAND
SCOTLAND
BRAZIL
SWEDEN
ENGLAND
POLAND
IRELAND
GERMANY
CZECH
REPUBLIC
FRANCE
SPAIN
ARGENTINA
Production
site
ITALY
Brand Company
head office
GREECE
Market Company
head office
14
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
MUST-WIN MARKETS:
UNITED STATES,
CHINA, INDIA
& GLOBAL TRAVEL
RETAIL
Pernod Ricard
headquarters
4
Headquarters (located at 5 cours
Paul Ricard in Paris) defines,
coordinates and oversees the
implementation of the overall
company strategy and ensures
that affiliates comply with
Brand Companies
• THE ABSOLUT COMPANY
• CHIVAS BROTHERS
corporate policies. Its main
COUNTRIES IN WHICH
OUR BRANDS
ARE DISTRIBUTED
responsibilities are: governance
functions (strategy, mergers &
acquisitions, finance, internal
audit, legal affairs and compliance,
corporate communications, talent
development, sustainability
and responsibility (S&R), etc.),
dissemination of best practices
and cross-functional initiatives
with high added value (digital
marketing, luxury, innovation, etc.),
and support functions (supply
chain, IT, etc.). It oversees the
Group’s major transformation
projects and ensures effective roll-
out across the organisation.
+ 160
• MARTELL MUMM PERRIER-JOUËT
• IRISH DISTILLERS
• PERNOD RICARD WINEMAKERS
• HAVANA CLUB INTERNATIONAL
Based in the home country of each
brand, the Brand Companies are
responsible for developing the
overall strategy for their respective
brands, as well as activations that
can be implemented at the local
level by the Market Companies.
They are also responsible for the
production and management of
their industrial facilities.
COUNTRIES WITH
OUR OWN SALES FORCE
73
Market Companies
(On 30 June 2021)
• PERNOD RICARD
NORTH AMERICA
• PERNOD RICARD ASIA
• PERNOD RICARD
EMEA & LATAM(1)
• PERNOD RICARD
GLOBAL TRAVEL RETAIL
• PERNOD RICARD FRANCE(2)
The Market Companies are each
linked to a region (Pernod Ricard
North America, Pernod Ricard
Asia and Pernod Ricard EMEA &
LATAM(1)), with the exception of
Pernod Ricard France (created
from the merger of the Group’s two
founding Market Companies in
France(2)). The Market Companies’
role is to activate the Group’s
ARMENIA
CHINA
international brand strategies at
the local level and manage the
local and regional brands in their
portfolio. They are also tasked with
implementing the Group’s strategy
and key policies, such as the
INDIA
implementation of transformation
projects launched in recent years.
AUSTRALIA
SOUTH AFRICA
PRODUCTION SITES IN
25 COUNTRIES*
* Operating sites on 30 June 2021.
96
NEW ZEALAND
(1) Europe, Middle East, Africa and Latin America.
(2) On 1 July 2020, Pernod SAS and Ricard SAS merged into a single entity, Pernod Ricard France.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
15
Our Mindset,
A KEYADVANTAGE
Often described as one of our Group’s major assets, our employees all share a common
mindset, the ‘Pernod Ricard Mindset for Growth,which is the result of a successful
cocktail of a consumer-focused business model and a culture driven by three core values:
entrepreneurial spirit, mutual trust and ethics.
01
02
THE MEN AND WOMEN OF
PERNOD RICARD:
OUR ECONOMIC MODEL:
DECENTRALISATION
PRIDE AND COMMITMENT
While respecting the autonomy of our subsidiaries,
we combine the strengths of a large group with the
decision speed that decentralisation offers to local
markets.
Our 18,306 employees are committed to the Group’s
vision of “Créateurs de convivialité” and to achieving
our leadership ambition. At Pernod Ricard, we are:
• Decision-making based closely on the market
• Fast responses to consumer needs
• Proud to belong to our company
• Going the extra mile
• Dedicated to our stakeholders
The Group pilots major cross-functional projects
and pools certain areas of expertise so that local
subsidiaries can focus on the essentials: growing
theirbusiness in theirmarket by putting the consumer
at the centre of their efforts. This is particularly the
case for the IT function, which is developing regional
and global Centres of Excellence around the world,
offering a catalogue of services and infrastructures to
meet the needs of subsidiaries.
Pernod Ricard has achieved record levels of
engagement, as evidenced by the latest editions of the
independent I Say employee opinion survey(1). For the
past ten years, the levels of commitment, pride and
support forthe Group’s values have been above external
market benchmarks and in line with top performing
organisations, according to external comparative data
from our most recent employee opinion survey results.
In 2019, 94% of our employees were proud to belong
to Pernod Ricard. The organisation of Pernod Ricard’s
activities around its purpose, “Créateurs de convivialité,”
has also earned it a place among the world’s most
admired companies(2), the ‘best employers’ in France(3)
and the companies preferred by business school
students(4).
16
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
03
04
AN ATTITUDE:
CONVIVIALITY,
THE BASIS OF OUR
PURPOSE
OUR CORE VALUES: ATTHE HEART
OF OUR CORPORATE CULTURE
roadmap, forexample, we workwith
Our three core values shape our cul-
ture and create a bond between all
Pernod Ricard employees, regardless
of their function, region or subsidiary.
ourpartners to identify and map the
social and environmental risks in
our supply chains.
Conviviality is the last element
of our Mindset, and probably
the most important since the
founding of Pernod Ricard. First,
because ourthree core values only
make sense if they are expressed
within a convivial environment:
there is no mutual trust or initi-
ative without conviviality, which
requires simple, informal, direct
and transparent relationships.
Second, conviviality is ourpurpose
and our business. Our ambition is
to transform any social interaction
into a moment of authentic, sincere
and responsible sharing. In today's
uncertain environment, where we
need to be ever more agile and
fast-paced, conviviality serves as
a performance acceleratorby max-
imising exchanges and collabora-
tion. In fact, 83% of ouremployees
believe that conviviality is what
makes Pernod Ricard unique(1).
SENSE OF ETHICS
• Respect
ENTREPRENEURIAL SPIRIT
• Autonomy
• Transparency
• Initiative
• Good relationships with
stakeholders
• Boldness
• Taste for risk
There is no conviviality without
responsibility and a strong sense
of ethics. With this in mind, we
launched a worldwide massive open
online course (MOOC) on alcohol
and responsible drinking. Mandatory
for all our employees, its aim is
both to inform and to encourage a
strong individual commitment to
responsible drinking. In addition to
the nature of our business, which
is the production and distribution
of alcoholic products and its
inherent need for a strong sense of
responsibility, ethics is a core element
of ourculture and daily activity. In the
same way that trust is inseparable
from the entrepreneurial spirit,
there can be no mutual trust without
respect for others. Respect is one
of the key ingredients for a diverse
and inclusive corporate culture
where everyone can be themselves
and grow. As part of our Diversity
& Inclusion roadmap, this year we
launched our new internal ‘Live
Without Labels’ campaign and
Catalysis Inclusion survey.
This entrepreneurial spirit has been
one of the key differentiating factors
since Pernod Ricard was established
and we cultivate this entrepreneuri-
al spirit by encouraging creativity
and innovation within our teams.
Furthermore, the Pernod Ricard
Leadership Model also fosters this
entrepreneurial spirit through a set
of specific competencies such as cul-
tivating innovation, courage, driving
vision and purpose, decision quality,
resourcefulness, etc., which are part
of the six Leadership Attributes used
globally for assessing, developing
and growing our leaders and teams.
MUTUALTRUST
• Freedom of initiative
• Open dialogue
• Right to fail
(1) Data for the 2021 survey was not available at the time
of this report, so the figures presented are taken from
the July 2019I Saysurvey, Willis Towers Watson.
(2) In the 2021 ranking of the 680 World’s Most
Admired Companies, conducted by Fortune magazine.
(3) In the 2021 ranking of the 500 Best Employers in
France, carried out by the magazine Capital.
We work in the spirit of cooperation
and mutual trust. There can be no
entrepreneurial spirit without trust
in the person taking the initiative.
In the same way, trust is the basis
of our relationships both internally
and externally. As part of our S&R
(4) In the 2021 Universum ranking, produced by
the Swedish company Universum.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
17
Our Brand
PORTFOLIO
Pernod Ricard has one of the most comprehensive portfolios of premium brands on the market,
encompassing every major category of wine and spirits and providing the Group with a clear competitive
advantage. Constantly evolving thanks to a dynamic management policy driven by brand acquisitions
or disposals, this portfolio allows Pernod Ricard to always be aligned with new consumer trends while
investing in the most promising segments and brands.
OUR HOUSE OF BRANDS
PRIORITISING OUR INVESTMENTS
To ensure an optimal allocation of resources for key brands
across all our markets, the Group uses its brand planning
tool, the House of Brands, which encompasses five brand
categories:
Using the House of Brands and in-depth consumer insight,
we have developed the following categorisation to define the
appropriate investment strategy according to the profile
of each brand:
Strategic International Brands represent the largest part of
our business and our international potential. They are
our worldwide top priorities and the reference brands in
each category.
Stars – our leading brands sold internationally or locally –
benefit from significant investment to enable them to
continue leading the way in different categories and actively
contribute to the Group’s growth.
Prestige Brands, our portfolio of
highly desirable global luxury
brands, target our most affluent
consumers all over the world. It is
the industry’s most comprehen-
sive portfolio, spanning all major
luxury categories and moments
of conviviality.
Growth Relays also benefit from
increased resources as they
serve to capture different mo-
ments of conviviality in highly
attractive categories and, at the
same time, offer a promising
growth outlook in the medium
and long term.
HOUSE OF BRANDS
Transform & Accelerate
Strategic International Brands
GROWTH
RELAYS
STARS
BASTIONS
Strategic Wines cover a wide
range of origins and tastes.
Shared over a meal with friends
or on more formal occasions,
wine is increasingly appreciated
around the world by a growing
variety of consumers.
Bastions, which are brands that
are mature or in very competi-
tive sales categories, receive
enough investment to ensure
that we protect their market
share, sales and profits.
Prestige Brands
Specialty Brands
Strategic Wines
Strategic Local Brands
GROWTH
RELAYS
BASTIONS
STARS
The House of Brands affords us
the agility to make investment
choices that strike the right bal-
ance between short-, medium-
Specialty Brandsmeet a growing
demand for smaller-scale ‘craft’
products. Authentic, these brands
offer a unique and comprehensive value proposition that
responds to new consumer trends and expectations.
and long-term goals, while continuing to build brands that
win throughout our must-win geographies.
Strategic Local Brands are strongly rooted brands in a lim-
ited number of specific markets. They benefit from very
strong local consumer loyalty. This part of our portfolio is
often a booster of our route-to-market.
18
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
OUR HOUSE
OF BRANDS
S T R AT E G I C I N T E R N AT I O N A L B R A N D S
OF SALES
ORGANIC GROWTH
COMPARED TO FY20
63%
+11%
P R E S T I G E B R A N D S
S P E C I A LT Y B R A N D S *
S T R AT E G I C W I N E S
OF SALES
OF SALES
OF SALES
13%
+15%
5%
5%
ORGANIC GROWTH
COMPARED TO FY20
ORGANIC GROWTH
COMPARED TO FY20
ORGANIC GROWTH
COMPARED TO FY20
+28%
STABLE
S T R AT E G I C L O CA L B R A N D S
OF SALES
ORGANIC GROWTH
COMPARED TO FY20
18%
+7%
* non-exhaustive list.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
19
Becoming a
CONVIVIALITY
PLATFORM
Since launching our strategy ‘Transform & Accelerate’ in 2018, we have transformed the Group
by accelerating growth and gaining in agility and operational efficiency. These qualities have laid
the groundwork for our new mission: to become the world’s leading Conviviality Platform.
To achieve this, we will need to leverage digital and data to strengthen our connection with consumers,
offer new experiences and increase the value of our portfolio.
A CONSUMER-DRIVEN STRATEGY
have announced a new mission: to be the world-leading
Conviviality Platform. We will do this by leveraging the role
of data and innovative technologies in every aspect of our
business. This is not a new strategy, but an evolution in our
focus. By embracing data and cutting-edge technologies,
we will be able to meet the challenges of tomorrow and
achieve the ambition of our founders Paul Ricard and Jean
Today’s consumer landscape is constantly in flux,
shaped by a number of forces. Consumers are connected
and searching for authentic experiences that are new and
exciting, but that also mirror their social and environ-
mental beliefs. Around the world, consumption patterns
are evolving as the base of middle-class and affluent
consumers grows in developing parts of the world, and
mindsets continue to shift towards a preference for local
consumption and genuine relationships with brands.
Hémard: to be the wine & spirits industry leader.
‘TRANSFORM & ACCELERATE’ TO WIN
IN OUR BATTLEGROUNDS
Technology and digital communication play a significant
role in this transformation by disrupting the traditional
relationship between businesses and customers, requiring
brands to develop more innovative and personalised types
of engagement.
To ‘Prepare the Future’ and accelerate our growth by
getting ‘More from the Core,’ our strategic plan ‘Transform
& Accelerate’ relies on our business model. This consumer
-centric model is built around four Essentials, based on
our historical strengths, and four Accelerators, aimed at
responding to changing trends in our markets. Just as it
helped us to weather the Covid-19 crisis of 2020 and 2021
with amazing resilience, this model is sufficiently agile to be
the foundation of our future. It also enables us to be compet-
itive in the four key battlegrounds identified in our strategic
plan: we are accelerating growth by winning in key markets
(US, China, India, Global Travel Retail) and e-commerce;
building passion brands to bring conviviality to life; fund-
ing the journey in a responsible and profitable manner; and
valuing people, from our employees and consumers to com-
munities, partners and customers.
These changes, which have accelerated with the Covid-19
crisis, have a direct impact on our business: for our strategic
choices to best reflect their aspirations, it is essential to be
even closer and more attentive to our consumers. Addition-
ally, the rapid pace of change requires our decision-making
to be quick and agile. For these reasons, the collection and
analysis of the data that stakeholders share on social media
or directly with our brands has become essential.
PERNOD RICARD, A CONVIVIALITY
PLATFORM COMPANY
As “Créateurs de convivialité,” the Group’s vision is
to ensure that each of our brands is at the heart of every
shared moment, transforming these social occasions into
true experiences of conviviality. To honour this vision,
as we embark on the decade that will lead us to 2030, we
20
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
V I S I O N
Créateurs
de convivialité
M I S S I O N
Conviviality Platform
A M B I T I O N
Leads
the industry
growth
The leader of
the wine &
spirits industry
Change
the rules
B U S I N E S S M O D E L
CONSUMER CENTRIC
OPERATIONAL
EXCELLENCE
PORTFOLIO MANAGEMENT
PREMIUMISATION & LUXURY
INNOVATION
TALENT DEVELOPMENT
SUSTAINABILITY
& RESPONSIBILITY
ROUTE-TO-MARKET/CONSUMER
DIGITAL ACCELERATION
S
K E Y B AT T L E G R O U N D S
1
Winning in
key markets
2
Building
3
Funding
4
Valuing
passion brands
the journey
our people
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
21
Data-driven
CONVIVIALITY
Becoming the world’s leading Conviviality Platform will rely on the implementation of new digital tools.
To develop ever more relevant products and launches for increasingly demanding consumers, the collection
and analysis of consumer data will form the core of our business strategy. In time, the Group will be able to
promote a much larger number of brands in each market. Over the next decade, technology and data analysis
will be the cornerstone of Pernod Ricard's business approach.
While our ambition to become the world’s
premier wine and spirits company has not
changed, the market has continued to evolve. In an
increasingly fragmented landscape, we must contin-
ue to transform our business and work smarter to
connect and engage with our stakeholders.
Technology is showing us the way. Thanks
to advances in data and new digital tools, our
vision of being “Créateurs de convivialité” can be
infinitely more powerful. Our aim is to offer a one-
stop shop conviviality experience based on direct
and transparent real-time interactions with all
our stakeholders. With digital, our network will be
limitless and we will reach even more convivialists.
Becoming a Conviviality Platform is not a new
strategy but a logical evolution in our focus. It builds
on our strengths, complements our current vision
and will deliver competitive advantage for the future.
Becoming a Conviviality Platform is not about
replacing real-life contacts, but enhancing them.
As a data-driven company, we will be able to better
understand and connect with all our stakeholders.
True to our consumer-centric model, we will create
the future of conviviality together. With artificial
intelligence and insights from across the company,
we can invent new products and services faster
and meet ever more specific needs – including
personalised recommendations for our trade
partners. And through new skills, capabilities and
ways of working, we can empower our teams.
Concretely, we wish to promote direct and
transparent interactions that bring together all the
players in our sector - particularly consumers, but
also our partners, customers, wholesalers, brands
and employees.
To achieve this goal, we will leverage the data
generated by our activities to offer products and
services that are increasingly relevant.
Above all, we must harness the power of data to
offer the right product, at the right time, to the right
consumer - in every market, for every occasion, and
at the right price. When pertinent data is collected
properly and respectfully, it is a real asset that we
can capture and transform into useful information
that allows us to optimise our rich portfolio, activate
more brands in any given market and capitalise
on growth opportunities. Today, we are able to
efficiently activate around 10 brands in any given
market. Tomorrow, we want to triple our distribution
and activation capabilities to ensure that every
product and service covers every possible moment
of conviviality in a consistent manner.
To achieve this ambitious goal, we are accelerating
our digital transformation, boosting our existing
processes through data and new technology and
reinventing the way we do business by exploring
new opportunities.
22
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
“The Conviviality Platform will
build on our strengths and deliver
competitive advantage for the future.
It’s about leveraging the power of data
to offer the right product to the right
consumer at the right time, in
every market, for every occasion,
and at the right price.”
ALEXANDRE RICARD
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
23
Sustainability & Responsibility
OUR ROADMAP
Our 2030 Sustainability and Responsibility (S&R) roadmap, Good Times from a Good Place,
is integrated into all Pernod Ricard activities, from grain to glass. It is a key business driver
and is proving an important lever to accelerate transformation, by driving innovation, building
purposeful brands, attracting talents and bringing to life our vision of a more convivial world.
OUR S&R ROADMAPWAS LAUNCHED
IN 2019, WHAT PROGRESS HAVE WE
MADE SINCE THEN?
extensive consultation and collaboration be-
tween teams, external partners and experts,
and is supported by multidisciplinary pro-
jects, most often carried out with the help of
local or international organisations. We know
that by sharing knowledge, challenging each
other and trialling solutions together, we can
learn and improve. We also have a strong S&R
governance in place which was reinforced this
year with the creation of a dedicated Board
Committee on S&R, led by our Independent
Lead Director.
VANESSA
WRIGHT,
CHIEF
SUSTAINABILITY
OFFICER
V.W.
More than just progress, we’ve
seen a real acceleration in all four of our key
pillars thanks to the drive and commitment
of everyone at Pernod Ricard. We’ve met all
of our 2020 environmental targets for CO2
reduction, water consumption and waste
disposal, and we’ve launched a number of
initiatives to build a more inclusive culture
and promote responsible consumption. The
new global Diversity & Inclusion roadmap
‘Live without labels’ and our partnership with
UNITAR(1) to educate drivers about the
risks of drinking and driving are two good
examples of this. Our S&R roadmap has
been instrumental in responding to major
environmental and social shifts and focus-
ing the business on what matters most to our
consumers and other stakeholders.
WHAT DOYOU SEE AS
THE CHALLENGES AHEAD?
V.W.
Our S&R roadmap is instru-
mental in addressing consumer needs and
material risks facing the Group today such
as climate change and biodiversity loss. But
everything is moving very quickly, so we
need to continue to be agile and challenge
ourselves to reach our targets even sooner.
This year for example, we accelerated our
carbon reduction targets with a commit-
ment to reaching net zero in scopes 1 & 2 by
2030 at the latest and in scope 3 by 2050. Our
work on future scenarios has helped con-
firm that our strategy addresses all the key
risks and opportunities facing the Group,
including securing our supply chain (espe-
cially raw agricultural materials), advancing
circularity, ensuring the local relevance of
our S&R roadmap and strengthening our
preventive actions against the harmful use
of alcohol.
WHAT DOYOU BELIEVE IS KEY
TO THE SUCCESSFUL DELIVERY
OF OUR S&R AMBITION?
V.W.
As “Créateurs de convivialité”,
we believe in the power of human connections
and bringing people together in a meaningful
way to unlock the magic and strengthen what
we do collectively. That’s why we believe in a
collaborative approach that includes all stake-
holders from across our value chain – employ-
ees, farmers, suppliers, partners and commu-
nities. Our roadmap was developed through
(1) The United Nations Institute forTraining and Research.
24
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
NURTURING
TERROIR
VALUING
PEOPLE
CIRCULAR
MAKING
RESPONSIBLE
HOSTING
As all our products come
from nature, we have made it
a priority to combat climate
As “Créateurs de
The world is made of
We want to ensure that
our brands are enjoyed
responsibly. Creating
convivialité”, our purpose
is about sharing, warmth,
care and respect for people
everywhere. We strive
to provide decent work
and sustained economic
growth (SDG 8) along
the entirety of our value
chain, and we champion
gender equality (SDG 5)
throughout our business.
To create shared value for
all our stakeholders, we are
continuously reinforcing
our commitments to
human rights, diversity
and inclusion across our
leadership and in regard
to health and safety.
We are also committed to
responsible procurement
and training, particularly
for bartenders.
finite resources that are
under huge pressure. By
contributing to responsible
consumption and
th
(1)
change (the 13 SDG
conviviality requires us
to help adult consumers
make responsible choices
about whether and when
to drink alcohol, and if
they do so, in quantities
that respect the maximum
recommended levels of
moderate consumption.
We have an important role
to play in combating the
harmful use of alcohol
and supporting health and
well-being (SDG 3). To this
end, we develop responsible
drinking campaigns and
programmes, on our own
and in partnership with
others, to inform consumers
and our employees about
the risks of excessive
designated by the UN) and
protect life on land (SDG 15).
To ensure we maintain
healthy and resilient
ecosystems that allow us to
continue producing quality
products for the generations
to come, we are committed
to nurturing every terroir and
its biodiversity. To address
our agricultural footprint
across the 325,000 hectares
from which we source
production (SDG 12) and
protecting life below water
(SDG 14), our goal is to help
preserve natural resources.
In moving towards a more
circular business model -
from the packaging we use,
to the promotional items
we produce, to the way we
distribute our products and
how they are ultimately
recycled – we are actively
striving to minimise our
carbon footprint and protect
our natural resources.
our ingredients, we are
developing sustainable and
regenerative agricultural
practices across our
business.
drinking. We have
committed each of our
brands to respecting
responsible marketing
practices.
(1) SDG: Sustainable development goal
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
25
Some of this year’s
HIGHLIGHTS
Two years after the launch of our 2030 Sustainability & Responsibility roadmap, we are grateful
to all our stakeholders for the progress we have made so far. We asked some of our partners
and experts to reflect on our collaboration and what we have achieved by working together.
NURTURING
TERROIR
VALUING
PEOPLE
In order to strengthen our agricultural supply chains,
we’ve mapped our 59 priority terroirs so that we can
identify pressing sustainability risks and opportunities
for each of them and know where all our ingredients
come from. In parallel, we have also developed the Key
Principles for Sustainable Agriculture, which we are
implementing across the business to ensure that 100% of
our key raw materials are eventually certified sustainable.
In our vineyards and terroirs, we are working with our
farmers, winemakers and partners to develop sustainable
and regenerative agricultural practices that help with
carbon sequestration, enhance the biodiversity of these
exceptional ecosystems and guarantee long-term growth
for all stakeholders.
At Pernod Ricard, we strongly believe in blending
performance with conviviality. We apply this mindset to
everything we do within our company and beyond. This
year saw the launch of our new Diversity & Inclusion
initiative ‘Live without labels’ to help foster a more diverse
and inclusive culture. Following last year’s launch of the
‘Bar World of Tomorrow’ training course, in partnership
with the Trash collective and the Sustainable Restaurant
Association, to develop more sustainable bartending
practices, we are delighted that Relais
& Châteaux,
the Hilton and the Marriott have made it part of their
bartender training.
“Our strategic partnership with Pernod Ricard
provides many collaborative opportunities to
create shared value. Sustainability is a key driver
within the modern hospitality field. Raising
awareness and educating on this topic is essential
for the future. Programmes like ‘Bar World of
Tomorrow’ act as the catalyst we need to affect
meaningful cultural and environmental change.
That is why we have made it a strategic pillar of
the ongoing training agenda for our bartenders.”
“From the moment I started working with the
teams at Pernod Ricard, I was taken by their
enthusiasm, passion and long-term commitment.
The private sector is instrumental in accelerating
the transition to regenerative agriculture
practices, because it has that constant drive
for more efficiency and to meet consumer
expectations, while also working closely
with a large network of farmers, suppliers
and other partners.”
Robert Juntke, VP Food & Beverage,
Marriott International EMEA
Sébastien Roumegous, Founder & CEO of Biosphères
Our leading commitments
Our leading commitments
• Ensure equal gender
pay (2022) and a gender-
balanced top management needed for the ‘Bar World
(2030), and offer future-fit
training for our employees
at least every three years so
that they can acquire new
skills (2030).
• Train 10,000 bartenders
in sustainable techniques
• Engage all our direct
affiliates in a strategic
biodiversity project
addressing the most
pressing local issues
(2030).
• Deploy regenerative
agriculture pilot schemes
within owned vineyards in
eight wine regions (2025).
• Map and risk-assess
100% of our agricultural raw
materials (2022) and then
certify them (2030).
of Tomorrow’ (2030).
26
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
CIRCULAR
MAKING
RESPONSIBLE
HOSTING
Since 2010, we've reduced our carbon emissions by 17.5% in
absolutevaluewithinourownoperations.Wearecommitted
to reaching net zero in our own operations by 2030 at the
latest and overall by 2050. Within our own operations, we
are turning to new technologies and alternative energies,
procuring renewable electricity and looking at neutralising
residual emissions through projects to reduce or capture
carbon emissions. We are also working with our supply
chain to help reduce our overall carbon footprint linked to
the procurement of packaging and agricultural materials
as well as transportation. Beyond our business, we have
become partners of the Net Zero Pubs & Bars initiatives,
supporting UK pubs on their journey to net zero.
In partnership with UNITAR, this year saw the launch
of the Autosobriety Training Programme to prevent
drink-driving. It is a comprehensive e-learning course
with practical training, which we are piloting in South
Africa and the Dominican Republic. As a member of
the International Alliance for Responsible Drinking
(IARD), we are playing an active role in the industry to
promote the principles of responsible drinking across
all our communication channels. This year, we made a
significant contribution to the signing of the IARD Global
Standards for Online Alcohol Sale and Delivery, alongside
14 prominent global and regional online retailers,
e-commerce and delivery platforms.
“We have accelerated our journey towards
becoming the most sustainable packaging
producer. The collaborative work we’ve been
doing with customers such as Pernod Ricard is
instrumental in shaping our holistic approach
to sustainability. We are constantly challenging
each other and working together to design
new solutions that make our glass packaging
more sustainable, with regards to the way it is
produced, transported and infinitely recycled.”
“The private sector has a role to play in enabling
bolder ideas and greater impact through its
investment, expertise, technology, reach and data.
Being part of the solution and tackling harmful
drinking are central to the long-term sustainability
of companies such as Pernod Ricard that support
IARD. That is why IARD members have developed
and implemented innovative partnerships with
hundreds of organisations, and reached millions of
people through programmes focused on preventing
underage drinking and combating drinking and
driving, as just two examples.”
Jim Nordmeyer, VP Global Sustainability, O-I Glass, Inc.
Henry Ashworth, President & CEO of IARD
Our leading commitments
• Ban all point-of-service
single-use plastic and have water consumption from
• Replenish 100% of
Our leading commitments
100% recyclable, reusable
or compostable packaging
(2025); develop five R&D
projects on the circular
distribution of our products and in scope 3 by 2050.
(2030).
production sites in high-risk
watershed areas (2030);
reach net zero in scope 1
& 2 by 2030 at the latest
• Deploy at least one
ambitious and scaled
prevention programme
aimed at combating alcohol young adults (2030) and
misuse in all affiliates, with 30 million via digital
partners, and subject to
evaluation (2030).
• Expand the Responsible
Party programme to
reach at least 3 million
All scope reduction targets
are being revised to align
the Group with the 1.5°C
trajectory defined by the
Intergovernmental Panel on
Climate Change.
campaigns (2025).
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
27
Our Board of
DIRECTORS
The Board of Directors oversees the governance of Pernod Ricard in an ethical and transparent
manner while ensuring that the business is managed in the best interests of its stakeholders.
Composed of 13 members bringing complementary skills and experience, the Board ensures that
the Group pursues its business strategy, with the primary goal of increasing the value of the Company.
ORGANISATION
approve the half-year and annual financial statements;
review the budget;
oversee the preparations for the Annual Shareholders’
Meeting;
review and approve the work of the committees;
review presentations of the activities of the functional
departments and affiliates;
review its own functioning and that of its committees;
manage the health crisis.
In accordance with the AFEP-MEDEF Code of Corporate
Governanceforlistedcompanies, PernodRicardrespectsthe
independence criteria established in the Code. The Board
is comprised of 13 members, six of whom are independent
and two of whom represent Group employees. Following the
recommendation of the Nominations, Governance and CSR
Committee (now known as the Nominations and Governance
Committee), as of 23 January 2019, the Board appointed a
Lead Independent Director.
COMMITTEES OF THE BOARD OF DIRECTORS
The Internal Regulations stipulate that the Board members
must meet at least six times per year for meetings that are pre-
sided by the Chairman of the Board, who is also Pernod Ricard’s
Chief Executive Officer. The Chairman reports on the Board’s
progress at the Annual Shareholders’ Meeting. The Chairman
is tasked with ensuring that the Group’s bodies run smoothly,
which includes providing the Directors with the information
and resources they need to fulfil their duties. The role of the
Lead Independent Director is notably to convene and chair the
meetings of the Board of Directors in the absence of the Chairman
and CEO; conduct the annual assessment of the functioning of
the Board of Directors on the basis of individual interviews with
each Director; prevent the occurrence of conflict of interest
situations; ensure compliance with the rules of the AFEP-MEDEF
Code and the Board’s Internal Rules and Regulations; convene
and chair the Executive Session; review shareholder requests
forcorporate governance and ensure that they are answered;
and meet with the Company’s investors. In order to further
root its work in the Group’s daily business operations, the Board
holds one meeting per year in an operating affiliate.
The Board of Directors is assisted in its work by five
specialised committees which provide advice and rec -
ommendations for the Board’s discussions. The Strategic
Committee – created and presided by Alexandre Ricard
since 2015 – reviews key subjects for the Group, issues
recommendations on acquisitions, divestitures and part-
nership projects and studies all strategic matters of interest
to the Group. The Audit Committee notably reviews the
half-year and annual draft financial statements, monitors
the Group’s cash flow and debt situation and assesses the
Group’s risk management and internal control systems.
The Nominations and Governance Committee notably
proposes new Directors and reviews the composition and
operation of the Board, and the Group’s performance and
talent management policy. The CSR Committee notably
examines, reviews and implements the Group’s CSR strategy
and assesses the risks and opportunities in terms of social
and environmental performance. Lastly, the Compensation
Committee notably defines the remuneration policy for the
Group’s Executive Directors, proposes a general long-term
remuneration policy and implements an annual plan for the
allocation of options and performance shares.
FY21 ACTIVITY
Over the course of FY21, the Board met nine times, with an
attendance rate of 100%. The average length of the meetings
was approximately four hours. Their main activities were to:
INDEPENDENT
DIRECTORS
NON-FRENCH
DIRECTORS
54.5%
30.8%
FEMALE
DIRECTORS
ATTENDANCE
RATE
45.4%
100%
28
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
0 1
0 5
0 9
1 3
0 2
0 6
1 0
0 3
0 7
1 1
0 4
0 8
1 2
0 5 César Giron
Director
Nominations and Governance
Committee Member
0 9 Wolfgang Colberg
Director
Audit Committee member
1 3 Ian Gallienne
Independent Director
Strategic Committee
Member
0 1 Alexandre Ricard
Chairman & Chief
Executive Officer,
Executive Director
Compensation
Committee Member
1 0 Virginie Fauvel
Independent Director
0 2 Maria Jesus
Carrasco Lopez
Employee Director
0 6 Veronica Vargas
Director
CSR Committee Member
1 1 Kory Sorenson
Independent Director
Compensation Committee
Chairwoman
CSR Committee Member
0 7 Philippe
Petitcolin
Independent Director
0 3 Anne Lange
Independent Director
Audit Committee Member
Strategic Committee Member
Nominations and Governance
Committee Member
Audit Committee Chairman,
Strategic Committee Member
1 2 Patricia
Barbizet
Lead Independent Director
Nominations and Governance
Committee Chairwoman
CSR Committee Chairwoman
Compensation Committee
Member
0 8 Stéphane Emery
Employee Director
Compensation Committee
Member
0 4 Paul-Charles
Ricard
Director
Permanent Representative of
Société Paul Ricard
Strategic Committee Member
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
29
Our Executive Board &
EXECUTIVE
COMMITTEE
0 1
0 2
0 5
0 3
0 4
0 1 Alexandre Ricard
Chairman & Chief
Executive Officer
Executive Board (see composition above) as
well as the Managing Directors of the main
Group affiliates – who meet once per month,
either at headquarters or at an affiliate site.
Under the direction of the Chairman & CEO,
the Committee helps to define the Group’s
strategy and plays an essential coordinating
role between Headquarters and the affiliates,
and amongst the affiliates themselves (Brand
Companies and Market Companies). The
Committee is responsible for overseeing the
Group’s business activities and ensuring that
its main policies are applied. More specifically,
the Committee analyses the performance
of the Group’s business in relation to its
market plan (budget and strategic plan);
actively participates in setting financial and
operational objectives (financial results,
debt and qualitative objectives); periodically
reviews the brand and market strategies;
analyses performance and evaluates changes
in the organisation as needed; and approves
and ensures compliance with the Group’s
main policies.
Executive Board
& Executive
Committee
(on 30 June 2021)
0 2 Christian Porta
Managing Director,
Global Business Development
0 3 Hélène de Tissot
EVP, Finance, IT & Operations
The Group’s general management is led
by the Chairman & CEO, who is assisted by
the Executive Committee. The Executive
Board is the permanent body responsible
for coordinating and leading the Group, in
cooperation with the Chairman & CEO, whom it
assists with his responsibilities. The Executive
Board reviews all decisions related to Group
affairs and submits various matters to the
Board of Directors when approval is required.
It steers and coordinates the major
transformation projects, organises the work
of the Executive Committee and defines
objectives for its members, in particular by
signing off on the strategic plan, the budget
and regular business reviews.
0 4 Anne-Marie
Poliquin
Group General Counsel &
Compliance Officer
0 5 Cédric Ramat
EVP, Human Resources,
Sustainability & Responsibility
The Executive Committee, the Group’s
managing body, has 15 members – the entire
30
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
Executive Committee members
(on 30 June 2021)
0 1
0 5
0 9
1 3
0 2
0 6
1 0
1 4
0 3
0 7
1 1
0 4
0 8
1 2
1 5
0 1 Alexandre Ricard
Chairman & Chief
Executive Officer
0 6 Christian Porta
Managing Director, Global
Business Development
1 0 Jean-Christophe
1 4 Mohit Lal
CEO of Pernod Ricard
Global Travel Retail
Coutures*
CEO of Chivas Brothers
0 2 Hélène de Tissot
EVP, Finance, IT &
Operations
0 7 Anne-Marie
Poliquin
Group General Counsel &
Compliance Officer
1 5 Philippe
Coutin
Chairman of Pernod Ricard
France
1 1 Gilles Bogaert
CEO of Pernod Ricard
Europe, Middle East, Africa
and Latin America
0 3 César Giron
CEO of Martell Mumm
Perrier-Jouët
0 8 Stéphanie
Durroux
CEO of The Absolut Company
1 2 Ann Mukherjee
CEO of Pernod Ricard
North America
0 4 Conor McQuaid
CEO of Irish Distillers Group
1 3 Philippe
Guettat
CEO of Pernod Ricard Asia
0 9 Cédric Ramat
EVP, Human Resources,
Sustainability &
0 5 Bryan Fry
CEO of Pernod Ricard
Winemakers
Responsibility
* Following his departure from the Group on 30 June 2021, Jean-Christophe Coutures was replaced on 1 July 2021
by Jean-Etienne Gourgues, previously Managing Director of Pernod Ricard China.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
31
Our
VALUE CREATION
MODEL
Our resources
What we do
O U R VA L U E C H A I N
HUMAN CAPITAL
1 / CONSUMER INSIGHTS
Understanding and anticipating
our consumers’ tastes and
habits is key to our business. Our
Consumer Insights team focuses
on identifying and responding to
new trends and consumer patterns,
capitalising on digital technology
to create closer connections with
our brands, markets and regions.
We employ 18,306(1) skilled and
committed employees who
provide the Group with agility and
adaptability in an increasingly
volatile context.
CONSUMER
CENTRIC
INTELLECTUAL CAPITAL
We never stop innovating products,
services and experiences that
respond to our consumers’
expectations.
2 / INNOVATION
FINANCIAL CAPITAL
Our Brand Companies and
Market Companies make the
most of these consumer insights
to innovate and develop new,
high-quality products and
services. 25% of the Group’s
growth comes from innovation.
Our investors and shareholders
provide the Group with necessary
financial resources and stability.
INDUSTRIAL CAPITAL
We strive to optimise our
manufacturing and distribution
processes in terms of safety,
quality and efficiency.
&
3 / PRODUCING & SOURCING
To produce our iconic products, we
source over one hundred ingredients
from 350 terroirs in 66 countries.
We work with our farmers and
suppliers to develop sustainable and
regenerative agricultural practices.
We also work with our suppliers to
create sustainable packaging solutions
and promotional items. In FY21,
we removed all single-use plastic
items at point-of-sale.
SOCIAL CAPITAL
We are deeply rooted in local
communities and committed to
building long-standing and ethical
relationships with all our partners.
4 E S S E N T I A L S
Operational experience
Talent development
Sustainability & responsibility
Route-to-market/Consumer
ENVIRONMENTAL CAPITAL
We are committed to nurturing our
terroir and producing our products
within the circular economy to
secure our supply chains and
preserve natural resources.
4 AC C E L E R AT O R S
Portfolio management
Premiumisation & luxury
Innovation
Digital acceleration
(1) FY21 average. (2) According to the 2019 I Say survey. (3) Organic growth. (4) On 30 June 2021. (5) Scope 1: direct emissions from our own operations,
Scope 2: indirect emissions from energy production, Scope 3: indirect emissions from the Company’s activity.
32
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
At Pernod Ricard, we believe in creating sustained value for all our stakeholders,
starting with our consumers, who are at the heart of our strategy. True to our vision
of “Créateurs de convivialité,” we work closely with all the contributors of our value
chain in a permanent quest for cohesion and efficiency.
The value we create
EMPLOYEES
4 / MANUFACTURING
& LOGISTICS
We take great care in the
manufacturing, packaging and
distribution of our products and
ensure we comply with health,
safety and environmental standards
at every stage. We have
We are committed to promoting an inclusive and diverse
culture and creating a work environment that combines
conviviality, performance and professional development.
(2)
94% of our employees say they are proud to work for us .
CONSUMERS & CUSTOMERS
We offer high-quality products, services and experiences
to our consumers and customers.
96 production sites across
25 countries.
16 of our brands are in IWSR’s Top 100 worldwide.
5 / MARKETING & SALES
We have our own sales force in
73 countries who leverage their
knowledge of each market’s
needs and regulations in order to
sell our products efficiently and
responsibly. We are also fast-
SHAREHOLDERS & INVESTORS
We strive to create long-term value for our shareholders
and investors by delivering profitable and sustainable growth.
Sales up by 10%in FY21(3)
.
FARMERS & SUPPLIERS
tracking our digital transformation,
developing interactive platforms
that link people to new conviviality
experiences and using data-driven
tools to improve the effectiveness of
our brand marketing and activations.
We work with our farmers and suppliers to source
high-quality, sustainable ingredients and to develop
sustainable packaging solutions.
8,830 farmers empowered, trained or supported in FY21.
COMMUNITIES & SOCIETY
We engage with our communities, NGOs, industry organisations
and public authorities to understand challenges and find solutions
together. Our Responsible Party programme reached more than
6 / MOMENTS OF
CONVIVIALITY
Our on-trade and off-trade
partners distribute our products
to consumers in 160+ countries.
We work closely with them and other
industry members, NGOs, local
authorities and UN bodies to promote
responsible consumption and fight
the harmful use of alcohol.
(4)
470,000 young adults, and six million digitally .
PLANET
We aim to minimise our impact on the environment by helping
to preserve our terroirs, limiting waste and the use of natural
resources and reducing our carbon footprint.
We are committed to reaching net zero in scopes 1 & 2 by
(5)
2030 at the latest and in scope 3 by 2050 .
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
33
Our key
FINANCIAL FIGURES
Leadership
positions
No.ꢀ1
No.ꢀ2 16
W O R L D N O .
1
W O R L D N O .
I N W I N E
2
B R A N D S
A M O N G S T
T H E W O R L D ’ S
F O R P R E M I U M
S P I R I T S ꢀ ( 1 )
& S P I R I T S
I N D U S T R Y ꢀ ( 1 )
TO P 1 0 0 ꢀ
( 2 )
Financial
metrics FY21
€2,557M
E U R O P E
€2,627M
A M E R I C A S
SALES
PER REGION
€3,640M
A S I A / R E S T O F
W O R L D
€1,612M
€2,423M
€8,824M
N E T
S A L E S
N E T P R O F I T F R O M
R E C U R R I N G
O P E R AT I O N S
P R O F I T F R O M
R E C U R R I N G
O P E R AT I O N S
( G R O U P S H A R E )
(1) Source: The Pernod Ricard Market View, based on IWSR volume data ending 2020. (2) Source: Impact Databank, March 2021, based on 2020 data.
34
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
Our key
NON-FINANCIAL FIGURES
Nurturing
Terroir
10
100
P RO G R A M M ES F O R
R E G E N E R AT I V E AG R I C U LT U R E
A N D B I O D I V E R I ST Y,
I N C L U D I N G T W O
R E G E N E R AT I V E V I T I C U LT U R E
P I LOTS I N O U R T E R RO I R
I N G R E D I E N T S
P R O D U C E D O R
S O U R C E D A C R O S S
6 6 C O U N T R I E S
TO P R O D U C E O U R
I C O N I C B R A N D S
Valuing
People
1.8%
29%
G E N D E R PAY G A P
R E D U C E D TO 1 . 8 %
W O M E N I N
TO P M A N A G E M E N T
Circular
making
17.5%(1)
27%
R E D U C T I O N
R E D U CT I O N
I N WAT E R C O N S U M P T I O N
S I N C E F Y 1 0
I N C O E M I S S I O N S
2
( 2 )
( 3 )
S I N C E F Y 1 0
Responsible
hosting
470,000
Y O U N G A D U LT S R E A C H E D B Y
R E S P O N S I B L E PA R T Y P R O G R A M M E
A N D A N OT H E R 6 M I L L I O N D I G I TA L LY
S I N C E A P R I L 2 0 2 0
(1) Pernod Ricard has accelerated its carbon reduction ambitions and is now measuring progress in absolute value instead of intensity, in order to account for the Group’s growth.
(2) Greenhouse gas emissions at production sites (scopes 1 and 2). (3) Per unit of production.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
35
EXTRACTS FROM THE INTEGRATED ANNUAL REPORT
36
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
SECTION ——— 02
CORPORATE
GOVERNANCE
REPORT OF THE BOARD OF DIRECTORS
ON CORPORATE GOVERNANCE
2.7
STRUCTURE AND OPERATION
OF THE COMMITTEES
38
59
63
2.1
COMPOSITION OF THE BOARD
OF DIRECTORS ON 30 JUNE 2021
2.8
COMPENSATION POLICY
38
2.9
FINANCIAL AUTHORISATIONS
AND DELEGATIONS
2.2
OVERVIEW OF THE COMPOSITION
OF THE BOARD OF DIRECTORS
AND ITS COMMITTEES
88
90
39
40
48
2.10 SHARE BUYBACK PROGRAMME
2.3
2.4
2.5
DUTIES PERFORMED BY THE DIRECTORS
GOVERNANCE STRUCTURE
2.11
ITEMS LIABLE TO HAVE AN IMPACT
IN THE EVENT OF A PUBLIC OFFER
93
2.12 SHAREHOLDERS’ MEETINGS
AND ATTENDANCE PROCEDURES
COMPOSITION OF THE BOARD
OF DIRECTORS
93
95
50
56
2.13 MANAGEMENT STRUCTURE
2.6
STRUCTURE AND OPERATION
OF THE BOARD OF DIRECTORS
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
37
____ 2. CORPORATE GOVERNANCE
REPORT OF THE BOARD OF DIRECTORS ON CORPORATE GOVERNANCE
The purpose of this section is to present the report of the Board of Directors on corporate governance as required by article L. 225-37 of
the French Commercial Code.
It describes, in the context of the preparation of the financial statements for FY21, the conditions governing the preparation and
organisation of the work performed by the Board of Directors and its Committees, the powers entrusted to the Chairman and CEO, the
principles and rules used to determine compensation and other benefits granted to the corporate officers, the compensation policies
applicable to the Chairman and CEO and to the corporate officers, in accordance with articles L. 22-10-8 and L. 22-10-9 of the French
Commercial Code, as well as other information pursuant to articles L. 22-10-10, L. 22-10-11 and L. 225-37 et seq. of the French Commercial
Code.
This report was prepared on the basis of the work carried out by several different departments of the Company, in particular the Legal
Department, the Internal Audit Department and the Human Resources Department.
This report was approved by the Board of Directors on 31 August 2021, following the examination by the Board’s Committees of each
section relating to their area of competence and was shared with the Statutory Auditors.
Report of the Board of Directors
on corporate governance
2.1
Composition of the Board of Directors on 30 June 2021
Mr IAN GALLIENNE
Ms PATRICIA BARBIZET
Ms ANNE LANGE
Independent
Director
Lead Independent
Director
Independent
Director
Mr PAUL-CHARLES RICARD
Mr CÉSAR GIRON
Permanent representative
of Société Paul Ricard,
Director
Director
Ms KORY SORENSON
Ms MARIA JESUS
CARRASCO LOPEZ
Independent
Director
Director representing
the employees
Mr STÉPHANE EMERY
Director representing
the employees
Mr HERVÉ JOUANNO
Representative of the Social
and Economic Committee
(non-Director)
Mr WOLFGANG COLBERG
Director
MsVERONICAVARGAS
Director
Mr PHILIPPE PETITCOLIN
Mr ALEXANDRE RICARD
Ms VIRGINIE FAUVEL
Independent
Director
Chairman and Chief
Executive Officer
Independent
Director
Chairman
Strategic Committee
Audit Committee
Nominations and Governance Committee
Compensation Committee
CSR Committee
38
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
OVERVIEW OF THE COMPOSITION OF THE BOARD OF DIRECTORS AND ITS COMMITTEES
2.2
Overview of the composition of the Board of Directors
and its Committees
Date of
Number
Date of first expiry of of years
Nominations and
appoint-
ment
term of
office
on the
Audit Compensation Governance
Strategic
Committee Committee
CSR
Name
Age Gender
Board Committee Committee
Committee
Executive Director
Alexandre Ricard
Chairman and CEO
French
(Chairman)
2024
AGM
49
M
29.08.2012
9
ü
Directors considered as independent by the Board
Patricia Barbizet
Lead Independent
Director
(Chairwoman)
(Chairwoman)
2022
AGM
French
66
47
50
53
F
F
21.11.2018
27.11.2020
09.11.2012
20.07.2016
3
1
ü
ü
ü
ü
Virginie Fauvel
French
2024
AGM
Ian Gallienne
French
2022
AGM
M
F
9
5
ü
ü
Anne Lange
French
2021
AGM
ü
(Chairman)
Philippe Petitcolin
French
2023
AGM
69
52
M
F
08.11.2019
06.11.2015
2
6
ü
ü
(Chairwoman)
Kory Sorenson
British
2023
AGM
ü
ü
ü
Directors
Wolfgang Colberg
German
2024
AGM
61
M
M
05.11.2008
05.11.2008
13
13
César Giron
French
2024
AGM
59
ü
Société Paul Ricard
(Represented by
Paul-Charles Ricard)
French
2021
AGM
39
40
M
F
09.06.1983
11.02.2015
38
6
ü
Veronica Vargas
Spanish
2021
AGM
ü
Directors representing the employees
Maria Jesus
Carrasco Lopez
Spanish
50
50
F
05.12.2018 05.12.2022
13.12.2017 13.12.2021
3
ü
Stéphane Emery
French
M
4
9
ü
6
NUMBER OF MEETINGS FY21
AVERAGE ATTENDANCE RATE
4
4
2
1
100%
100%
96,43%
100%
100%
100%
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
39
____ 2. CORPORATE GOVERNANCE
DUTIES PERFORMED BY THE DIRECTORS
2.3
Duties performed by the Directors
MR ALEXANDRE RICARD
CHAIRMAN AND CEO
Strategic Committee (Chairman)
Mr Alexandre Ricard is a graduate of ESCP Europe, the Wharton School of Business (MBA majoring in finance
and entrepreneurship) and the University of Pennsylvania (MA in International Studies). After working for
seven years outside the Group, for Accenture (Strategy and Consulting) and Morgan Stanley (Mergers and
Acquisitions Consulting), he joined the Pernod Ricard Group in 2003 in the Audit and Development
Department at the Headquarters. At the end of 2004 he became the Chief Financial and Administration Officer
of Irish Distillers Group, and then Chief Executive Officer of Pernod Ricard Asia Duty Free in September 2006.
In July 2008, he was appointed as Chairman and CEO of Irish Distillers Group and became a member of Pernod
Ricard’s Executive Committee. In September 2011, he joined the Group General Management as Managing
Director, Distribution Network and became a member of the Executive Board. Mr Alexandre Ricard was the
permanent representative of Société Paul Ricard (Director of Pernod Ricard) from 2 November 2009 until
29 August 2012, date on which he was co-opted as Director of Pernod Ricard and appointed Deputy Chief
Executive Officer & Chief Operating Officer. On 11 February 2015, he was then appointed Chairman and CEO of
the Group by the Board of Directors.
Age : 49 years old
French
Business address:
Pernod Ricard
5, cours Paul Ricard
75008 Paris (France)
Number of shares
held on 30 June 2021:
158,566
Mr Alexandre Ricard is a grandson of Mr Paul Ricard, the founder of Société Ricard.
OFFICES AND MAIN FUNCTIONS HELD
ON 30.06.2021 OR AT THE DATE
OFFICES THAT HAVE EXPIRED
OVER THE LAST FIVE YEARS
OF RESIGNATION WHERE APPLICABLE
Within the Group
Within the Group
Manager of Havana Club Know-How SARL (Luxembourg)
FRENCH COMPANIES
Director of Havana Club Holding SA (Luxembourg)
Permanent representative of Pernod Ricard,
Director of Perrier-Jouët
Member of the Supervisory Committee of Pernod Ricard
Europe, Middle East and Africa
Director of Martell & Co SA
NON-FRENCH COMPANIES
Chairman of Suntory Allied Limited (Japan)
Director of Geo G. Sandeman Sons & Co. Ltd
(United Kingdom)
Member of the Board of Directors “Junta de Directores”
of Havana Club International SA (Cuba)
Outside the Group
Director of L’Oréal (1)
Member of the Management Board of Société Paul Ricard
Director of Le Delos Invest I
Director of Le Delos Invest II
Director of Bendor SA (Luxembourg)
(1) Listed company.
40
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
DUTIES PERFORMED BY THE DIRECTORS
Nominations
and Governance
Committee
CSR
Committee
(Chairwoman)
MS PATRICIA BARBIZET
LEAD INDEPENDENT DIRECTOR
Compensation
Committee
(Chairwoman)
Ms Patricia Barbizet is a graduate of ESCP Europe and began her career in 1976 with the Renault Véhicules
Group in Treasury before becoming Financial Director of Renault Crédit International.
In 1989, she joined the Pinault Group as Chief Financial Officer and became, from 1992 to 2018, Chief Executive
Officer of Artémis, the Pinault family’s investment company. From 2014 to 2016, she was also CEO &
Chairwoman of Christie’s International and chaired the Strategic Investment Fund (SIF) Investment Committee
from 2008 to 2013. She is currently Chairwoman of the Cité de la Musique – Philharmonie de Paris, Chairwoman
of Zoé SAS, and Director of Colombus.
Age : 66 years old
French
Business address:
Témaris & Associés
40, rue François Ier
75008 Paris (France)
Ms Patricia Barbizet was appointed Chairwoman of the Investissements d’Avenir Supervisory Committee in
April 2018 and has been Chairwoman of the Haut Comité de Gouvernement d’Entreprise since 1 November
2018.
Number of shares
held on 30 June 2021:
3,160
Ms Patricia Barbizet has been a Director of Pernod Ricard since 2018 and was appointed Lead
Independent Director on 23 January 2019.
OFFICES AND MAIN FUNCTIONS HELD OUTSIDE
THE GROUP ON 30.06.2021 OR AT THE DATE
OF RESIGNATION WHERE APPLICABLE
OFFICES HELD OUTSIDE THE GROUP THAT HAVE
EXPIRED OVER THE LAST FIVE YEARS
Director of Fnac-Darty (1)
Director of AXA (1)
Vice Chairwoman of the Board of Directors of Kering (1)
Director of Total (1)
Director of Peugeot SA (1)
Director of Colombus
CEO of Artémis
Chairwoman of Témaris et Associés
CEO of Christie’s International Plc (United Kingdom)
Chairwoman of Zoé SAS
Director of Yves Saint Laurent
Chairwoman of HCGE
Chairwoman of Cité de la Musique –
Philharmonie de Paris
(1) Listed company.
MR WOLFGANG COLBERG
DIRECTOR
Audit Committee
Mr Wolfgang Colberg holds a PhD in Political Science (in addition to qualifications in Business Administration
and Business Informatics). He has spent his entire career with the Robert Bosch Group and the BSH Group.
After joining the Robert Bosch group in 1988, he became Business Analyst (Headquarters), and then went on to
become Head of Business Administration at the Göttingen production site (1990/93), then Head of the Business
Analyst Team and Economic Planning (Headquarters) (1993/94), before being appointed as General Manager
for the Group’s Turkey and Central Asia affiliate. In 1996, he was appointed Senior Vice-President Central
Purchasing and Logistics (Headquarters).
Age : 61 years old
German
Between 2001 and 2009, Mr Wolfgang Colberg was Chief Financial Officer at BSH Bosch und Siemens
Hausgeräte GmbH and a member of the Executive Committee. He was then Chief Financial Officer of Evonik
Industries AG as well as a member of the Executive Committee between 2009 and 2013. From 2013 to 2019 he
was Industrial Partner of CVC Capital Partners, and since 2020 he has been Industrial Partner of Deutsche
Invest Capital Partners.
Business address:
Deutsche Invest
Capital Partners
Prinzregentenstrasse
56 D-80538 Munich
(Germany)
Mr Wolfgang Colberg has been a Director of Pernod Ricard since 2008.
Number of shares
held on 30 June 2021:
1,076
OFFICES AND MAIN FUNCTIONS HELD OUTSIDE
THE GROUP ON 30.06.2021 OR AT THE DATE
OF RESIGNATION WHERE APPLICABLE
OFFICES HELD OUTSIDE THE GROUP THAT HAVE
EXPIRED OVER THE LAST FIVE YEARS
Industrial Partner, CVC Capital Partners (Germany)
Director of Thyssenkrupp AG (1) (Germany)
Director of Burelle SA (1)
Director of Solvay SA (1) (Belgium)
Director of Dussur SA
Industrial Partner, Deutsche Invest Capital Partners
(Germany)
Chairman of the Supervisory Board of ChemicaInvest
Holding BV, Sittard (Netherlands)
Chairman of the Board of AMSilk GmbH, Munich
(Germany)
Chairman of the Board of Efficient Energy GmbH, Munich
(Germany)
Member of the Regional Board of Deutsche Bank AG
(Germany)
(1) Listed company.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
41
____ 2. CORPORATE GOVERNANCE
DUTIES PERFORMED BY THE DIRECTORS
MS VIRGINIE FAUVEL
INDEPENDENT DIRECTOR
Virginie Fauvel is an engineer from the École des Mines de Nancy. She started her career in 1997 working for
Cetelem as Group CRM and Risks analytics Director prior to becoming Group Digital Officer in 2004 and to be
in charge of the e-Business French BU. She then joined BNP Paribas’s French retail bank in 2009 to manage and
develop online banking before joining BNP Paribas’ Online Banking Europe BU in 2012 where she launched
“HelloBank!”, the first 100% mobile European bank in Italy, France, Belgium and Germany in 2013. In July 2013,
she joined Allianz France as member of the French Executive Committee in charge of Digital Transformation,
Big Data, Communication and Market Management. She largely contributed to the company’s transformation
by placing digital innovation at the heart of its strategy. She subsequently became a member of the
Management Board of Euler Hermes in January 2018, in charge of the Americas region and of the Group’s
transformation.
Age : 47 years old
French
Business Adress:
Harvest
5, rue de la Baume
75008 Paris (France)
In September 2020, she became Chief Executive Officer of Harvest SA, a software publisher specializing in
financial and wealth management consulting.
Number of shares
held on 30 June 2021:
50
Ms Virginie Fauvel has been a Director of Pernod Ricard since 2020.
OFFICES AND MAIN FUNCTIONS HELD OUTSIDE
THE GROUP ON 30.06.2021 OR AT THE DATE
OF RESIGNATION WHERE APPLICABLE
OFFICES HELD OUTSIDE THE GROUP THAT HAVE
EXPIRED OVER THE LAST FIVE YEARS
Director of Europcar Mobility Group (1)
Director of Quadient (1) (2)
CEO of Harvest SAS
CEO of Holding Winnipeg
Consultant at Creadev
(1) Listed company.
(2) Virginie Fauvel resigned from her position as a Director of Quadient on 2 September 2021.
MR IAN GALLIENNE
INDEPENDENT DIRECTOR
Compensation
Committee
Strategic Committee
Mr Ian Gallienne has been CEO of Groupe Bruxelles Lambert since January 2012.
He holds a MBA from INSEAD in Fontainebleau. From 1998 to 2005, he was Manager of the Rhône Capital LLC
private equity fund in New York and London. In 2005, he founded the private equity fund Ergon Capital
Partners, of which he was Managing Director until 2012.
Mr Ian Gallienne has been a Director of Groupe Bruxelles Lambert since 2009, of Imerys since 2010, of SGS
since 2013, of Adidas since 2016 and of Webhelp since 2019.
Age : 50 years old
French
Mr Ian Gallienne has been a Director of Pernod Ricard since 2012.
Business address:
Groupe Bruxelles
Lambert
24, avenue Marnix
BE1000 Bruxelles
(Belgium)
OFFICES AND MAIN FUNCTIONS HELD OUTSIDE
THE GROUP ON 30.06.2021 OR AT THE DATE
OF RESIGNATION WHERE APPLICABLE
OFFICES HELD OUTSIDE THE GROUP THAT HAVE
EXPIRED OVER THE LAST FIVE YEARS
Director of Umicore (1) (Belgium)
CEO of Groupe Bruxelles Lambert (1) (Belgium)
Director of Erbe SA (Belgium)
Director of Imerys (1)
Director of Frère-Bourgeois SA (Belgium)
Number of shares
held on 30 June 2021:
1,000
Director of SGS SA (1) (Switzerland)
Director of Adidas AG (1) (Germany)
Chairman of the Board of Directors of Sienna Capital
(Luxembourg)
Manager of Serena 2017 SC
Director of Société Civile Château Cheval Blanc
Director of Compagnie Nationale de Portefeuille SA
(Belgium)
Director of Marnix French ParentCo (Webhelp Group)
Director of Financière de la Sambre (Belgium)
Director of de Carpar (Belgium)
(1) Listed company.
42
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
DUTIES PERFORMED BY THE DIRECTORS
MR CÉSAR GIRON
DIRECTOR
Nominations and Governance Committee
After graduating from the École Supérieure de Commerce de Lyon, Mr César Giron joined the Pernod Ricard
Group in 1987, where he has spent his entire career. In 2000, he was appointed Chief Executive Officer of
Pernod Ricard Swiss SA before becoming Chairman and CEO of Wyborowa SA in Poland in December 2003.
From July 2009, Mr César Giron acted as Chairman and CEO of Pernod until his appointment, on 1 July 2015,
as Chairman and CEO of Martell Mumm Perrier-Jouët.
Age : 59 years old
Mr César Giron is Chairman of the Management Board of Société Paul Ricard.
Mr César Giron is a grandson of Mr Paul Ricard, the founder of Société Ricard.
Mr César Giron has been a Director of Pernod Ricard since 2008.
French
Business Adress:
Martell Mumm
Perrier-Jouët
5, cours Paul Ricard
75008 Paris (France)
OFFICES AND MAIN FUNCTIONS HELD
ON 30.06.2021 OR AT THE DATE
OF RESIGNATION WHERE APPLICABLE
OFFICES HELD OUTSIDE THE GROUP THAT HAVE
EXPIRED OVER THE LAST FIVE YEARS
None
Number of shares
held on 30 June 2021:
4,765
Within the Group
Chairman and CEO of Martell Mumm Perrier-Jouët
Chairman and CEO of Martell & Co SA
Chairman and CEO of Champagne Perrier-Jouët
Chairman and CEO of GH Mumm & Cie SVCS
Chairman of Domaines Jean Martell
Chairman of Augier Robin Briand & Cie
Chairman of Le Maine au Bois
Chairman of Financière Moulins de Champagne
Chairman of Spirits Partners SAS
Director of Société des Produits d’Armagnac SA
Director of Mumm Perrier-Jouët Vignobles et Recherches
Outside the Group
Chairman of the Management Board
of Société Paul Ricard
Director of Le Delos Invest I
Director of Le Delos Invest II
Director of Bendor SA (Luxembourg)
Chairman of FEVS
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
43
____ 2. CORPORATE GOVERNANCE
DUTIES PERFORMED BY THE DIRECTORS
Nominations
and Governance
Committee
MS ANNE LANGE
INDEPENDENT DIRECTOR
Strategic Committee
A French citizen and graduate of the Institut d’Études Politiques of Paris and of the École Nationale
d’Administration (ENA), Ms Anne Lange began her career within the office of the Prime Minister as Director of
the State-Controlled Broadcasting Office. In 1998, she joined Thomson as Manager of Strategic Planning before
being appointed Head of the eBusiness Europe Department in 2000. In 2003, Ms Anne Lange took up the
function of General Secretary of the Rights on the Internet Forum, a public body reporting to the office of the
Prime Minister. From 2004 to 2014, she joined the Cisco Group and successively hold the positions of Director
of Public Sector Europe, Executive Director Global Media and Public Sector Operations (in the USA) and finally
Innovation Executive Director within the Internet Business Solution Group division.
Age : 53 years old
French
Business address:
Pernod Ricard
5, cours Paul Ricard
75008 Paris (France)
She later founded Mentis, from which she sold her shares at the end of 2017. As a start-up specialised in the
technology of application platforms and connected objects, Mentis collaborates with major groups on mobility
solutions and management of urban space, placing it at the centre of the connected territories’ revolution.
Number of shares
held on 30 June 2021:
1,000
Meanwhile, Anne Lange created ADARA, a consulting and investment company, and Chrysallis, a company that
is developing a network of shared houses. She is a Senior Advisor working for major high-tech groups, strategy
consulting firms and more traditional businesses seeking to find their own path to transformation. She is a
member of the Boards of Directors of several listed companies (Pernod Ricard, Orange, Inditex, Peugeot Invest).
Ms Anne Lange has expertise in innovation and digital technology, which she developed for 20 years in both
private and public sectors, from a global perspective.
Ms Anne Lange has been a Director of Pernod Ricard since 2016.
OFFICES AND MAIN FUNCTIONS HELD OUTSIDE
THE GROUP ON 30.06.2021 OR AT THE DATE
OF RESIGNATION WHERE APPLICABLE
OFFICES HELD OUTSIDE THE GROUP THAT HAVE
EXPIRED OVER THE LAST FIVE YEARS
Director of Econocom Group (1) (Belgium)
Director of Orange (1)
Director of IN Group
Director of Inditex (1) (Spain)
Founder and Manager of Mentis
Director of Peugeot Invest (1)
(1) Listed company.
44
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
DUTIES PERFORMED BY THE DIRECTORS
MR PHILIPPE PETITCOLIN
INDEPENDENT DIRECTOR
Audit Committee
(Chairman)
Strategic Committee
Having held various positions within Europrim, Filotex (a subsidiary of Alcatel-Alstom) and Labinal (now Safran
Electrical & Power), Mr Philippe Petitcolin joined Snecma (now Safran Aircraft Engines) in 2006 as Chairman
and CEO. From 2011 to 2013, he served as CEO for Safran’s defence and security operations as well as Chairman
and CEO of Safran Electronics & Defense. Between July 2013 and December 2014, Mr Philippe Petitcolin was
Chairman and CEO of Safran Identity & Security and Chairman of the Board of Directors of Safran Electronics &
Defense. From December 2014 to July 2015, he was Chairman of Safran Identity & Security.
Âge : 69 years old
On 23 April 2015, Mr Philippe Petitcolin was appointed Director of Safran by the Annual General Meeting and
CEO by the Board of Directors. On the same date, he became a member of the Board of The Aerospace and
Defence Industries Association of Europe (ASD). In July 2015, he became Vice Chairman of Gifas (Group of
French Aeronautical and Spatial Industries). In 2015, he was also appointed to the Board of Belcan Corporation,
an engineering services provider. He has been a Director of EDF since May 2019.
French
Business address:
Nexter
13, route de
la Minière
78034 Versailles
(France)
Mr Philippe Petitcolin has served as Chief Executive Officer of Safran until 31 December 2020.
In March 2021 he was appointed Chairman of the Franco-German defence company KNDS.
He was also appointed Director of Suez in February 2021.
Number of shares
held on 30 June 2021:
310
Mr Philippe Petitcolin has been a Director of Pernod Ricard since 2019.
OFFICES AND MAIN FUNCTIONS HELD OUTSIDE
THE GROUP ON 30.06.2021 OR AT THE DATE
OF RESIGNATION WHERE APPLICABLE
OFFICES HELD OUTSIDE THE GROUP THAT HAVE
EXPIRED OVER THE LAST FIVE YEARS
Chief Executive Officer and Director of Safran (1)
Director of EDF (1)
Chairman of Safran Identity & Security
Director of Suez (1)
Chairman and CEO of Safran Identity & Security
Chairman of KNDS
Chairman of the Board of Directors of Safran Identity
& Security North America (formerly Morpho Track, LLC)
(USA)
Chairman of the Board of Directors of Morpho Detection
International, LLC (USA)
Chairman of the Board of Directors of Safran Electronics
& Defense, Chairman and President of Morpho USA, Inc.
Director of Safran Identity & Security USA (formerly
Morpho Detection, LLC) (USA)
Member of the Supervisory Board of Safran Identity
& Security GmbH (formerly Morpho Cards GmbH)
(Germany)
Member of the Supervisory Board of Institut Aspen France
(1) Listed company.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
45
____ 2. CORPORATE GOVERNANCE
DUTIES PERFORMED BY THE DIRECTORS
MR PAUL-CHARLES RICARD
PERMANENT REPRESENTATIVE
OF SOCIÉTÉ PAUL RICARD (1), DIRECTOR
Strategic Committee
Mr Paul-Charles Ricard graduated from Euromed Marseille Business School with a Master’s in Management
Science, and from Panthéon-Assas Paris 2 University with a Master 2 in Communications (media law) and a
Master’s in business law. He joined Pernod Ricard in 2008 as an internal auditor in the Audit and Business
Development Department at the Headquarters. In 2010, Mr Paul-Charles Ricard was appointed GH Mumm
International Brand Manager at Martell Mumm Perrier-Jouët before being appointed MMPJ Head of Prestige &
Craft Developments.
Age : 39 years old
French
Mr Paul-Charles Ricard is a grandson of Mr Paul Ricard, the founder of Société Ricard.
Business address:
Martell Mumm
Perrier-Jouët
5, cours Paul Ricard
75008 Paris (France)
He has been the permanent representative of Société Paul Ricard (Director of Pernod Ricard) since
29 August 2012.
OFFICES AND MAIN FUNCTIONS HELD OUTSIDE
THE GROUP ON 30.06.2021 OR AT THE DATE
OF RESIGNATION WHERE APPLICABLE
OFFICES HELD OUTSIDE THE GROUP THAT HAVE
EXPIRED OVER THE LAST FIVE YEARS
Number of
shares held by
Mr Paul-Charles
Ricard on
30 June 2021:
182,226
None
Chairman of Le Delos Invest III (Société Paul Ricard)
Vice Chairman of the Supervisory Board of Société
Paul Ricard (Mr Paul-Charles Ricard)
Number of
shares held by
Société Paul Ricard
on 30 June 2021:
28,196,482
(1) Unlisted company, shareholder of Pernod Ricard.
Compensation
Committee
(Chairwoman)
MS KORY SORENSON
INDEPENDENT DIRECTOR
Audit Committee
Ms Kory Sorenson is a British citizen born in the United States. She made her career in finance, with a focus on
capital and risk management. She holds a Master’s degree from the Institut d’Études Politiques de Paris, a
Master’s degree in Applied Economics from the University of Paris Dauphine and a Bachelor of Arts degree with
honours in Political Science and Econometrics from the American University of Washington, DC. In 2013, she
completed the Harvard Business School’s executive education programme, Making Corporate Boards More
Effective”, in 2016 she completed an executive programme at INSEAD, Leading from the Chair”, and in 2020
she completed The Stanford University’s executive programme, “Business Leadership Series”. Ms Kory
Sorenson held the position of Managing Director, Head of Insurance Capital Markets at Barclays Capital in
London, where her team conducted innovative transactions in capital management, mergers and acquisitions,
as well as equity transactions, hybrid capital and risk management for major insurance companies. She
previously led the team in charge of the financial markets, specialising in insurance, at Credit Suisse, and the
team in charge of debt markets for financial institutions in Germany, Austria and the Netherlands at Lehman
Brothers. She began her career in investment banking at Morgan Stanley and in finance at Total.
Age : 52 years old
British
Business address:
Pernod Ricard
5, cours Paul Ricard
75008 Paris (France)
Number of shares
held on 30 June 2021:
1,000
Ms Kory Sorenson is currently Director and Chairwoman of the Audit Committee of SCOR SE (listed on the
Paris stock exchange), Director and Chairwoman of the Compensation Committee of Phoenix Group Holdings
(listed in the United Kingdom), Director and Chairwoman of the Audit Committee of SGS SA (listed in
Switzerland), member of the Supervisory Board of Bank Gutmann, a private bank in Austria, and member of the
Comgest Partners’ council in France.
Ms Kory Sorenson has been a Director of Pernod Ricard since 2015.
OFFICES AND MAIN FUNCTIONS HELD OUTSIDE
THE GROUP ON 30.06.2021 OR AT THE DATE
OF RESIGNATION WHERE APPLICABLE
OFFICES HELD OUTSIDE THE GROUP THAT HAVE
EXPIRED OVER THE LAST FIVE YEARS
Director of Prometic (1) (Canada)
Director of SGS SA (1) (Switzerland)
Member of the Supervisory Board of UNIQA Insurance
Director of Phoenix Group Holdings (1)
(United Kingdom)
Group AG (1) (Austria)
Director of Institut Pasteur (non-profit fondation)
Director of SCOR SE (1)
Member of the Supervisory Board of Bank Gutmann
(Austria)
Director of Aviva Insurance Limited (United Kingdom)
Director of SCOR Global Life Americas Reinsurance
Company (USA)
Director of SCOR Global Life USA Reinsurance Company
Member of the Board of Partners of Comgest
(USA)
Director of SCOR Reinsurance Company (USA)
Member of the Supervisory Board of Château Troplong
Mondot
(1) Listed company.
46
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
DUTIES PERFORMED BY THE DIRECTORS
MS VERONICA VARGAS
DIRECTOR
CSR Committee
Ms Veronica Vargas received an Engineering degree from the University of Seville (Escuela Técnica Superior de
Ingenieros) (Spain) and continued her training in industrial engineering in management at the École Centrale
Paris (ECP).
Ms Veronica Vargas started her professional career in 2006 the Supply Chain team of Lafarge in Paris. Early
2007, she joined Société Générale Corporate & Investment Banking in Paris as part of the “Strategic and
Acquisition Finance” team. She was then part of the London team from 2009 to 2019, where she was involved in
advising key clients on all aspects related to the optimisation of their capital structure, as well as the completion
of their strategic financing, including acquisitions, spin-offs, share buybacks, and other strategic transactions.
Age : 40 years old
Spanish
Business address:
Pernod Ricard
5, cours Paul Ricard
75008 Paris (France)
Ms Veronica Vargas is a Permanent representative of Rigivar SL, a member of the Supervisory Board of Paul
Ricard since 2009. She is also a Director of the Business Policy International Advisory Board of San Telmo
Business School since 2020, and a member of the Investment Committee of the Africa Conservation &
Communities Tourism Fund since 2021.
Number of shares
held on 30 June 2021:
9,820
Ms Veronica Vargas is a great-granddaughter of Mr Paul Ricard, the founder of Société Ricard.
Ms Veronica Vargas has been a Director of Pernod Ricard since 2015.
OFFICES AND MAIN FUNCTIONS HELD OUTSIDE
THE GROUP ON 30.06.2021 OR AT THE DATE
OF RESIGNATION WHERE APPLICABLE
OFFICES HELD OUTSIDE THE GROUP THAT HAVE
EXPIRED OVER THE LAST FIVE YEARS
None
Permanent Representative of Rigivar SL, member
of the Supervisory Board of Société Paul Ricard
Member of the Investment Committee of the Africa
Conservation & Communities Tourism Fund
Director of the Business Policy International Advisory
Board de la San Telmo Business School
MS MARIA JESUS CARRASCO LOPEZ
DIRECTOR REPRESENTING THE EMPLOYEES
CSR committee
Ms Maria Jesús Carrasco Lopez graduated from both ESIC Business and Marketing School (Master in Dirección
de comercio international) and CENP (Diplomatura en comercio exterior) located in Spain.
She joined Pernod Ricard España in 1999, where she successively held the positions of Marketing Executive
Assistant (from 1999 to 2010) and Trade Marketing Executive On Trade (from 2010 to 2019). She is currently
holding the position of Regional Trade Marketing Manager and supervises all regional action plans in
accordance with the Group’s strategy.
Age : 50 years old
Spanish
In addition to her position, she was appointed Director representing the employees on the Board of Directors of
Pernod Ricard SA in December 2018.
Business address:
Pernod Ricard
España
C/* Arequipa, 1
28043 Madrid
(Spain)
OFFICES AND MAIN FUNCTIONS HELD OUTSIDE
THE GROUP ON 30.06.2021 OR AT THE DATE
OF RESIGNATION WHERE APPLICABLE
OFFICES HELD OUTSIDE THE GROUP THAT HAVE
EXPIRED OVER THE LAST FIVE YEARS
None
None
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
47
____ 2. CORPORATE GOVERNANCE
GOVERNANCE STRUCTURE
MR STÉPHANE EMERY
DIRECTOR REPRESENTING THE EMPLOYEES
Compensation Committee
Mr Stéphane Emery graduated from the ESCO Paris/Wesford (Business and Management School).
He started his career in July 1994 within the Pernod Ricard Group and joined the Ricard teams in Paris as On
Trade Area Manager, followed by On Trade Sales Manager in Bourgogne (from 2000 to 2005) and Off Trade
Sales Manager in Paris (from 2005 to 2017). He currently holds the position of Public Relations Manager at
Pernod Ricard France in Paris.
Age : 50 years old
In December 2017, following his election by the Group Committee (France), he was appointed Director
representing the employees within the Board of Directors of Pernod Ricard SA.
French
Business address:
Pernod Ricard
France
5, cours Paul Ricard
75008 Paris (France)
Highly involved in the Group, Stéphane Emery has also been an employee representative at Ricard (SIPGR
trade union representative, then member of the employee Committee/works’ council and works’ council
secretary prior to becoming a delegated representative for France on the European Committee).
Mr Stéphane Emery was also a Director representing the employees of the Ricard Corporate Foundation from
2010 to 2020.
OFFICES AND MAIN FUNCTIONS HELD OUTSIDE
THE GROUP ON 30.06.2021 OR AT THE DATE
OF RESIGNATION WHERE APPLICABLE
OFFICES HELD WITHIN THE GROUP THAT HAVE
EXPIRED OVER THE LAST FIVE YEARS
Director representing the employees of the Ricard Corporate
None
Foundation
The Directors hold no other employee positions in the Group, with the exceptions of: Mr César Giron, Chairman and CEO of Martell
Mumm Perrier-Jouët; Mr Paul-Charles Ricard (Permanent Representative of Société Paul Ricard, Director), MMPJ Head of Prestige &
Craft Developments at Martell Mumm Perrier-Jouët; Ms Maria Jesus Carrasco Lopez, Director representing the employees who is
Regional Trade Marketing Manager at Pernod Ricard España, and Mr Stéphane Emery, Director representing the employees, who is
Public Relations Manager at Pernod Ricard France in Paris.
2.4
Governance Structure
2.4.1
Reunification of the functions of Chairman of the Board of Directors and CEO
Since Mr Pierre Pringuet’s term of office as Chief Executive
Officer expired on 11 February 2015, and since the Chairwoman of
the Board of Directors at the time (Ms Danièle Ricard) wished to
step down from the Board, during its meeting of 11 February 2015
the Board resolved, in accordance with the French Commercial
Code and the AFEP-MEDEF Code adopted by the Company, to
combine the positions of Chairman and CEO and appointed
Mr Alexandre Ricard as Chairman and CEO.
limitations on the powers of the Chairman and CEO by the
Board of Directors: prior authorisation by the Board of
Directors is necessary in particular for external growth
transactions or disinvestments for amounts greater than
€100 million and for loans exceeding €200 million (see the
subsection “Limitation on the powers of the Chairman and
CEO” hereinafter); and
five specialised Committees, responsible for preparing the
work of the Board of Directors relating to the following topics:
compensation; audit; nominations and governance; strategy
and CSR. The majority of the members of these Committees
are Independent Directors (1), and the Company meets or
exceeds the recommendations of the AFEP-MEDEF Code with
respect to the percentage of Independent Directors (Audit
Committee: 67% vs. the recommended 67%; Compensation
Committee: 100% vs. the recommended 50%; Nominations and
Governance Committee: 67% vs. the recommended 50%;
Strategic Committee: 60% vs. no recommendation and CSR
Committee: 50% vs. no recommendation).
The Company has appointed a Lead Independent Director since
23 January 2019. In addition, in order to provide the checks and
balances necessary in the exercise of such powers, as well as
good governance, the Company sought to establish certain
guarantees, notably:
as part of the Group’s General Management, the Chairman and
CEO relies on two management bodies: the Executive Board,
which endorses all major decisions relating to the Group’s
strategy, and the Executive Committee, which ensures
coordination between the Headquarters and its affiliates, in
accordance with the Group’s decentralised model;
(1) In accordance with the AFEP-MEDEF Code, Directors representing the employees are not taken into account when determining the percentage of Independent
Directors or the percentage of feminisation on the Board of Directors and its Committees.
48
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
GOVERNANCE STRUCTURE
On 27 November 2020, the Board of Directors authorised the
2.4.2
Powers of the Chairman and CEO
Chairman and CEO, for a period of one year, to grant pledges,
sureties or guarantees in the name of the Company up to an
overall limit of 100 million, and for an unlimited amount to tax
and customs authorities.
As Chairman of the Board of Directors, the Chairman and CEO
organises and leads the Board’s work, on which he reports to the
Shareholders’ Meeting. He oversees the proper operation of the
Company’s managing bodies and ensures, in particular, that the
Directors are in a position to fulfil their duties. He can also
request any document or information which can be used to help
the Board prepare its meetings.
2.4.4 Role, missions and reporting
activity of the Lead Independent
Director
As Chief Executive Officer, the Chairman and CEO is granted full
powers to act in the name of the Company under any
circumstances. He exercises these powers within the limits of the
corporate purpose and subject to the powers expressly granted
by law to the Shareholders’ Meetings and to the Board, and
within the internal limits as defined by the Board of Directors and
The Board of Directors’ meeting of 23 January 2019, on the
proposition of the Nominations and Governance Committee,
created a position of Lead Independent Director and entrusted it
to Ms Patricia Barbizet.
its Internal Regulations (1)
.
In accordance with the Internal Regulations of the Board of
Directors, the Lead Independent Director performs the following
tasks:
2.4.3
Limitation on the powers
of the Chairman and CEO
convenes the Board of Directors at her own initiative or in the
absence of the Chairman and CEO;
is consulted on the agenda of any Board meetings and may
For internal purposes, following the decision made by the Board
of Directors on 11 February 2015 and in accordance with article 2
of the Board’s Internal Regulations, prior to making a
commitment on behalf of the Company, the Chairman and CEO
must obtain prior authorisation from the Board of Directors for
any significant transactions that fall outside the strategy
announced by the Company, as well as the following transactions:
propose any additional items on said agenda;
chairs meetings of the Board of Directors in the absence of the
Chairman and CEO;
leads the process of assessing the functioning of the Board of
Directors and reports on this evaluation to the Board;
prevents any occurrence of conflict of interest situations;
carrying out acquisitions, transfers of ownership or disposals
of assets and property rights and making investments for an
amount exceeding €100 million per transaction;
ensures compliance with the rules of the AFEP-MEDEF Code
and the Board’s Internal Regulations;
signing any agreements to make investments in, or participate
convenes and chairs Executive Sessions;
in joint ventures with, any other French or non-French
companies, except with an affiliate of Pernod Ricard
(as defined in article L. 233-1 of the French Commercial Code);
ensures that the Directors have the necessary resources to
carry out their duties under the best possible conditions, and
that they are provided, in a reasonable manner, with the level
of information appropriate to the performance of their duties;
making any investments or taking any shareholding in any
company, partnership or investment vehicle, whether
established or yet to be established, through subscription or
contribution in cash or in kind, through the purchase of shares,
ownership rights or other securities, and more generally in any
form whatsoever, for an amount above €100 million per
transaction;
reviews Shareholders’ requests relating to corporate
governance and ensures that they are answered; and
meets with the Company’s investors and shareholders.
Since taking up her duties, the Lead Independent Director has
participated, with the Executive Management, the Investor
Relations and Legal Departments, in several meetings dedicated
to the governance of the Company (roadshows). She has also met
a large part of the teams of Pernod Ricard and some of its
affiliates. Furthermore, she conducted the tri-annual assessment
of the functioning of the Board of Directors, with the assistance of
a specialist external firm, based in particular on individual
interviews with each Director as described in paragraph 2.6.4
below.
granting loans, credits and advances exceeding €100 million
per borrower, except when the borrower is an affiliate of
Pernod Ricard (as defined in article L. 233-1 of the French
Commercial Code) and with the exception of loans granted for
less than one year;
borrowing, with or without granting a guarantee on corporate
assets, exceeding €200 million in the same financial year,
except from affiliates of Pernod Ricard (as defined in
article L. 233-1 of the French Commercial Code), for which
there is no limit;
The Lead Independent Director reports to the Board of Directors
once a year on the performance of her duties. At Shareholders’
Meetings, she may be invited by the Chairman and CEO to report
on her activities. It is specified that the loss of independent status
would immediately terminate the functions of the Lead
Independent Director.
granting pledges, sureties or guarantees, except with express
delegation of authority from the Board of Directors, within the
limits provided for by articles L. 225-35 and R. 225-28 of the
French Commercial Code; and
selling shareholdings with an enterprise value exceeding
€100 million.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
49
____ 2. CORPORATE GOVERNANCE
COMPOSITION OF THE BOARD OF DIRECTORS
2.4.5
Reference Corporate Governance Code: AFEP-MEDEF Code
On 12 February 2009, the Board of Directors of Pernod Ricard
confirmed that the AFEP-MEDEF Corporate Governance Code of
listed corporations published in December 2008 and last revised
in January 2020 (the “AFEP-MEDEF Code”), available on the
AFEP and MEDEF websites, was the Code to which Pernod
Ricard refers in order notably to prepare the report required by
article L. 225-37 of the French Commercial Code.
In accordance with the “Comply or Explain” rule set forth in
article L. 22-10-10 of the French Commercial Code and referred
to in article 27.1 of the AFEP-MEDEF Code, the Company
considers that its practices comply with the recommendations of
the AFEP-MEDEF Code.
2.5
Composition of the Board of Directors
2.5.1
General rules concerning the composition of the Board of Directors
and the appointment of Directors
The members of the Board of Directors are listed above.
Board of Directors for four years. As the Company’s Board of
Directors comprises 11 members, a second Director representing
the employees was appointed by the European Group
Committee on 5 December 2018.
The legal and statutory rules set out in articles 16 et seq. of the
Company’s bylaws govern the appointment and dismissal of
members of the Board of Directors and are described below.
The Board of Directors of the Company comprises no fewer than
three and no more than 18 members, unless otherwise
authorised by law. In accordance with the Company’s bylaws,
each Director must own at least 50 Company shares in registered
form. However, the Board’s Internal Regulations recommend
that, during their term of office and no later than two years
following their appointment, Directors acquire a minimum
number of Company shares equivalent to one year’s worth of
compensation (fixed and variable portions) payable to a Director
who has attended all meetings of the Board of Directors
(excluding compensation related to participation in
A representative of the Company’s Economic and Social
Committee attends the meetings of the Board of Directors in an
advisory role.
The Board of Directors may, upon a proposal from its Chairman,
appoint one or more censors, who may be either individuals or
legal entities and who may or may not be shareholders.
The term of office of each Director is four years. However, on an
exceptional basis, the Shareholders’ Meeting may, following the
Board of Directors’ proposal, appoint Directors or renew their
term of office for a period of two years so as to enable a staggered
renewal of the Board of Directors.
Committees) (1)
.
The Board of Directors and the Nominations and Governance
Committee regularly evaluate the composition of the Board and
its Committees as well as the different skills and experience
brought by each Director. They also identify the guidelines to be
issued in order to ensure the best balance possible by seeking
complementary characteristics from both an international and
diversity perspective, in terms of nationality, gender, and
experience. In accordance with article L. 22-10-10 of the French
Commercial Code, the table below describes the Board of
Directors’ diversity policy, indicating the criteria taken into
consideration, the targets set by the Board, the way it has been
implemented and the results achieved over FY21.
The members of the Board of Directors are appointed by the
Ordinary Shareholders’ Meeting and are proposed by the Board
of Directors following the recommendations of the Nominations
and Governance Committee. They can be dismissed at any time
by decision of the Shareholders’ Meeting.
In accordance with the law of 22 May 2019 on business growth
and transformation (PACTE law) and the Company’s bylaws,
the number of Directors representing the employees who are
members of the Board depends on the number of Directors of
the Board. Following the General Meeting of 9 November 2017,
one Director representing employees was appointed by the
Group Committee (France) on 13 December 2017 to sit on the
(1) This requirement and this recommendation are not applicable to Directors representing the employees.
50
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
COMPOSITION OF THE BOARD OF DIRECTORS
2.5.2
Board of Directors’ diversity policy and Directors’ expertise
Criteria
Objectives
Implementation and results achieved in FY21
Composition
Balanced representation of women
Representation of women:
Gradual evolution:
of the Board of Directors and men within the Board of Directors
25% at the Shareholders’ Meeting of 6 November 2015;
42% at the Shareholders’ Meeting of 17 November 2016;
46.1% at the Shareholders’ Meeting of 21 November 2018;
42% at the Shareholders’ Meeting of 8 November 2019; and
50% at the Shareholders’ Meeting of 27 November 2020.
At the end of Shareholders’ Meeting of 10 November 2021, the Board
will comprise 50% female Directors.
Guidelines to be issued in order to
ensure the best balance possible by
seeking complementary characteristics
from both international and diversity
perspectives, in terms of nationality,
gender and experience
Directors with foreign nationality:
Evolution:
31.2% at the Shareholders’ Meeting of 6 November 2014;
38.5% at the Shareholders’ Meeting of 21 November 2018;
42.8% at the Shareholders’ Meeting of 8 November 2019; and
35.7% at the Shareholders’ Meeting of 27 November 2020.
At the end of Shareholders’ Meeting of 10 November 2021, 35.7%
of the Directors will be of foreign nationality.
Expertise:
While the expertise of the members of the Board corresponds
to the Group’s strategic challenges (see diagram below), Pernod
Ricard is continuing its quest to continuously improve its Board.
In this context, in FY21 the Shareholders’ Meeting appointed
Virginie Fauvel, who provides the Board with the benefit of her
particular expertise in digital transformation. At the Shareholders’
Meeting of 10 November 2021, shareholders will be asked
to appoint Namita Shah, whose expertise on CSR topics will
be particularly valuable to the Board.
Appointment of one or two Directors
representing the employees
(see article 16 of the bylaws)
Two Directors representing the employees since the Shareholders’
Meeting of 2018:
appointment on 13 December 2017 by the Group Committee
(France) of the first Director representing the employees (term of
office ends on 13 December 2021); and
appointment on 5 December 2018 by the European Group
Committee of the second Director representing the employees
(term of office ends on 5 December 2022).
Independence
of Directors
50% Independent Directors
(see article 9.3, AFEP-MEDEF Code)
+ significant representation
of Independent Directors (see article 3,
Internal Regulations)
54.5% Independent Directors.
At the end of the Shareholders’ Meeting of 10 November 2021,
58.33% of Directors will be considered independent.
Age of Directors
No more than one-third of Directors
older than 70 years (see article 18,
paragraph 4 of the bylaws)
Target achieved, given that the average age on the Board
is 52,6 years old and the median is 50 years old.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
51
____ 2. CORPORATE GOVERNANCE
COMPOSITION OF THE BOARD OF DIRECTORS
The composition of the Board of Directors is diversified and complementary. It is also fully in line with Pernod Ricard’s strategy.
The expertise of Board members thus covers the following areas:
Finance,
8
Audit & M&A
Corporate
Governance
& Compliance
General
Management
& Strategy
7
6
3
GLOBAL
APPROACH
ETHICS
PROMOTION
OF PERNOD
RICARD'S
VALUES
Innovation,
Industry
Digital &
Technology
6
& Consumer
Knowledge
3
CSR & RH
2.5.3
Selection process for candidates
as Independent Directors
2.5.4
Changes in the composition
of the Board of Directors
In accordance with the AFEP-MEDEF Code’s recommendations,
the Nominations and Governance Committee has implemented
a selection process for candidates for positions on the Board
of Directors in the event of vacancy of any kind or new
appointments.
During FY21
The Shareholders’ Meeting of 27 November 2020 renewed the
appointment of Mr Alexandre Ricard, Mr César Giron and
Mr Wolfgang Colberg as Directors for a term of four years
expiring at the end of the Shareholders’ Meeting to be held in
2024 to approve the financial statements for the previous
financial year. In addition, at the same Shareholders’ Meeting,
Ms Virginie Fauvel was appointed as a Director for a term of four
years. Morever, Mr Gilles Samyn had informed the Board of
Directors of his decision to resign from his position as Director
at the close of the Shareholders’ Meeting of 27 November 2020.
Finally, Ms Esther Berrozpe Galindo has submitted her
resignation as Director of Pernod Ricard on 22 December 2020
to devote herself fully to the exercise of her new executive
functions within a listed company.
The Nominations and Governance Committee formalises the
criteria for selecting new Directors with the aim of reaching a
balanced representation and complementarity between the
different profiles of the Board of Directors. Regarding the
determination of the selection criteria, the Nominations and
Governance Committee takes into account the Board of
Directors’ diversity policy, not only in terms of expertise, but also
in terms of independence, gender representation, nationality
and seniority, as well as any specific expectations of the Board
expressed during the evaluation of its functioning.
Once the needs of the Board of Directors have been identified
and the selection criteria formalised, the Nominations and
Governance Committee, with the support of a firm specialised
in the recruitment of Directors, draws up a list of potential
candidates. The Committee then organises interviews with the
shortlisted candidates to ascertain their level of skills, their
independence, availability, motivation and commitment to the
Group’s values.
During FY22
As the terms of office of Ms Anne Lange, the Company Paul
Ricard represented by Mr Paul-Charles Ricard and Veronica
Vargas will expire at the close of the Shareholders’ Meeting held
on 10 November 2021, it will be proposed that the Shareholders’
Meeting (4th, 5th and 6th resolutions), in accordance with the
recommendations of the Nominations and Governance
Committee, renew their directorships for a four-year period
expiring at the close of the Shareholders’ Meeting to be held in
2025 to approve the financial statements for the previous
financial year.
Following these interviews and after having reviewed the
different profiles, the Nominations and Governance Committee
makes its recommendations to the Board of Directors regarding
the appointment of one or more candidates. The Board analyses
the various profiles that have been submitted and present the
appointment of the final candidates to the Shareholders’ Annual
Meeting.
52
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
COMPOSITION OF THE BOARD OF DIRECTORS
Ms Anne Lange provides the Board with the benefit of her
Ms Namita Shah ’s background is presented below:
Ms Namita Shah
experience particularly in the areas of Digital and Technology,
Mr Paul-Charles Ricard brings his skills in the field of Innovation
and his knowledge of industry, and Ms Veronica Vargas brings
her experience in Finance and M&A in large companies.
53 years old, Franco-Indian
A graduate of Delhi University and New York University School of
Law, Namita Shah began her career as a lawyer in the New York
office of Shearman & Sterling, where, in particular, she worked on
arranging project financing.
Furthermore, the Board of Directors has decided, on the
recommendation of the Nominations and Governance
Committee, to propose the appointment of Ms Namita Shah
(7th resolution) as Director. Her term of office would be conferred
for a term of four years expiring at the end of the Shareholders’
Meeting to be held in 2025 to approve the financial statements
for the previous financial year.
In 2002, she joined the team in charge of mergers and
acquisitions at Total Group and in 2008 was appointed Business
Development Manager in Australia and Malaysia in the New
Business Department of the oil group. From 2011 to 2014, she
held the position of Chief Executive Officer of Total Exploration &
Production in Myanmar. In 2014, she took on the role of General
Secretary of the Exploration-Production business unit which she
held until 2016, when she joined the Group’s Executive
Committee, becoming “Chief Executive Officer People & Social
Responsibility”. Lastly, in 2021, Namita Shah took over as head of
a newly created business unit at TotalEnergies, OneTech, which
brings together all TotalEnergies’ technical teams in charge of
operations, projects and R&D teams.
The Nominations and Governance Committee and the Board of
Directors reviewed the candidate. In particular, they appreciated
Ms Namita Shah ’s high-level international career in CSR, legal
and managerial functions, as well as her recent appointment to
the Executive Committee of a CAC 40 company. Following a
review, they also confirmed that Ms Namita Shah fulfilled the
AFEP-MEDEF independence criteria adopted by the Company.
Thus, at the close of the Shareholders’ Meeting of
10 November 2021, the Board of Directors would comprise
14 members (including two Directors representing the
employees), of which seven Independent Directors (58.3%) and
six women (50%), in accordance with the recommendations of the
AFEP-MEDEF Code and the law on balanced representation
of women and men within Boards of Directors and professional
equality. Additionally, five Directors would be of foreign
nationality.
2.5.5
Independence of Directors
The Company applies criteria of independence as expressed in
the AFEP-MEDEF Code (see table hereunder). A member of the
Board of Directors is considered independent” when they have
no relationships of any kind with the Company, its Group or its
Management, which could impair the free exercise of his/her
judgement (article 3 of the Internal Regulations of the Board of
Directors).
Therefore, the Board of Directors and the Nominations and Governance Committee use the following criteria to assess the
independence of Directors in their annual review as well as in the event of a co-option, an appointment or a renewal.
The AFEP-MEDEF independence criteria are the following:
Criterion 1
Criterion 2
Criterion 3
Not to be, or not to have been during the past five years, an employee or Executive Director of the Company,
nor an employee, Executive Director or a Director of a company consolidated within the Company or of its
Parent Company or a company consolidated within this Parent Company.
Not to be an Executive Director of a company in which the Company holds a directorship, directly or indirectly,
or in which an employee appointed as such or an Executive Director of the Company (currently in office
or having held such office during the last five years) is a Director.
Not to be, or not to be directly or indirectly related to, a customer, supplier, commercial banker, investment
banker or consultant that is material to the Company or its Group, or for which the Company or the Group
represent a significant part of their business.
Criterion 4
Criterion 5
Criterion 6
Criterion 7
Not to be related by close family ties to a corporate officer.
Not to have been a Statutory Auditor of the Company within the previous five years.
Not to have been a Director of the Company for more than 12 years.
For Non-Executive Directors: not to receive variable compensation in cash or securities or any compensation
linked to the performance of the Company or the Group.
Criterion 8
Directors representing major shareholders (+10%) of the Company or its Parent Company may be considered
as being independent, provided that these shareholders do not take part in the control of the Company.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
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____ 2. CORPORATE GOVERNANCE
COMPOSITION OF THE BOARD OF DIRECTORS
Criterion
Qualification
selected by
the Board
Name
1
2
3
4
5
6
7
8
Executive Director
Alexandre Ricard
Chairman and CEO
X
X
X
N/A
Non-independent
Directors considered as independent by the Board
Patricia Barbizet
Virginie Fauvel
Ian Gallienne
Anne Lange
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
N/A
N/A
N/A
N/A
N/A
N/A
X
Independent
Independent
Independent*
Independent
Independent
Independent
X
X
X
X
X
X
X
X
X
X
Philippe Petitcolin
Kory Sorenson
Directors
Wolfgang Colberg
César Giron
X
X
X
X
X
X
X
N/A
N/A
X
Non-Independent
Non-independent
X
X
Société Paul Ricard
(Represented by
Paul-Charles Ricard)
X
X
X
X
X
N/A
N/A
Non-independent
Non-independent
Veronica Vargas
X
Directors representing the employees**
Maria Jesus Carrasco Lopez
Stéphane Emery
Representing
the employees
N/A
N/A
Representing
the employees
X
*
means the Director fulfils the independence criterion concerned.
Given the passive crossing of the 10% voting rights threshold by GBL in February 2017 by virtue of automatic acquisition of double voting rights, the
Nominations and Governance Committee and the Board of Directors have examined this specific independence criterion and, in order to qualify Mr Ian
Gallienne as an Independent Director, they have established that GBL does not participate in the control of Pernod Ricard and does not intend to do so,
that GBL has no relation with any other shareholder or the Ricard family, the Group’s reference shareholder, and that there is no potential conflict of interest
situation that could compromise his freedom of judgement.
** In accordance with the AFEP-MEDEF Code, the Directors representing the employees are not taken into account when determining the independence
percentage of the Board of Directors.
During the annual Directors’ independence review, and as in the
previous financial year, the Nominations and Governance
Committee and the Board of Directors raised the question of the
independence of Mr Ian Gallienne, a Director with ties to GBL,
given the passive crossing of the 10% voting rights threshold by
GBL in February 2017 by virtue of the automatic acquisition
of double voting rights. Please note that Mr Ian Gallienne’s
experience in finance as well as his in-depth knowledge of the
Group are an asset to the Board of Directors of Pernod Ricard.
Accordingly, it has been established that GBL does not
participate in the control of Pernod Ricard and does not intend
to do so as stated in the notification of threshold crossing
published by the AMF on 23 February 2017:
GBL has no relation with any other shareholder or the Ricard
family, the Group’s reference shareholder;
Mr Ian Gallienne does not chair any of the Board Committees
and is not a member of the Nominations and Governance
Committee; and
According to the AFEP-MEDEF Code, Directors representing
major shareholders of the Company may be considered as being
independent, provided that these shareholders do not take part
in the control of the Company (criterion 8). At each crossing of a
threshold of 10% of share capital or voting rights, the Board of
Directors, on the recommendation of the Nominations and
Governance Committee, is required to systematically review a
Director’s independence in the light of the composition of the
Company’s share capital and the existence of a potential conflict
of interest.
GBL does not intend to ask for the appointment of other
Directors.
The Nominations and Governance Committee and the Board
of Directors also noted the absence of conflicts of interest, since:
there is no significant business relationship between GBL and
Pernod Ricard or its Group that could create a situation of
conflict of interest and which could compromise his freedom
of judgement;
GBL’s capital entry was made independently of any agreement
with Pernod Ricard or the Ricard family;
GBL has the reputation of being a diligent and demanding
investor whose interests are aligned with those of all
shareholders;
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____ 2. CORPORATE GOVERNANCE
COMPOSITION OF THE BOARD OF DIRECTORS
there is no agreement between GBL and Pernod Ricard or the
2.5.7
Directors’ Code of Conduct
Ricard family relating to the presence of Mr Ian Gallienne or
one or more GBL representatives on the Board of Directors.
The presence of Mr Ian Gallienne is justified by his experience
and his judgement, which are beneficial to the Board of
Directors;
Article 5 of the Internal Regulations, adopted by the Board of
Directors on 17 December 2002, most recently amended on
21 April 2021, and article 16 of the bylaws stipulate the rules of
conduct that apply to Directors and their permanent
representatives. Each Director acknowledges that he/she has
read and understood these undertakings prior to accepting the
office. The Internal Regulations also outline the various rules in
force with regard to the conditions for trading in the Company’s
shares on the stock market and the notification and publication
requirements relating thereto.
Mr Ian Gallienne is not in a position to impose his view on the
Board of Directors, which has 13 members (including the
Directors representing the employees); and
the breakdown of Pernod Ricard’s capital is such that GBL
does not have a dominant position that enables it to impose its
views at Shareholders’ Meetings, or the power to block
extraordinary decisions.
Moreover, the Board of Directors’ meeting of 16 February 2011
adopted a Code of Conduct to prevent insider trading and
misconduct in compliance with new legal undertakings, to
comply with European regulations on market abuse. This Code
was updated on 21 April 2021.
Thus, these elements demonstrate freedom of judgement and an
absence of an actual or potential conflict of interest. In addition,
it should be noted that there is no new element likely to call into
question the qualification of independent retained in the past.
Directors, as well as any person attending meetings of the Board
and its Committees, have access to sensitive information
concerning the Company. As such, they are bound by a strict
obligation of confidentiality. Consequently, they must take all
necessary measures to preserve the confidentiality of this
information.
Given these facts, the Nominations and Governance Committee
and the Board of Directors considered that Mr Ian Gallienne fully
meet the specific” independence criteria linked to the crossing
of the threshold of 10% in share capital or voting rights.
After consideration and review of the AFEP-MEDEF Code criteria
mentionned above, the Board of Directors’ meeting held on 21 July
2021, in accordance with the recommendation of the Nominations
and Governance Committee, confirmed that six out of 11 Board
members (excluding the Directors representing the employees)
are deemed to be independent: Ms Patricia Barbizet, Ms Virginie
Fauvel, Ms Anne Lange and Ms Kory Sorenson and Messrs Ian
Gallienne and Philippe Petitcolin, representing more than half of the
Board of Directors (54.5%), as required by the AFEP-MEDEF Code.
As the Directors have sensitive information on a regular basis,
they must refrain from using it to buy or sell shares of the
Company and from carrying out transactions involving Pernod
Ricard’s shares or any related financial instruments in the
forty-five days prior to the publication of the full-year results,
the thirty days prior to the publication of the half-year results
and the fifteen days prior to the publication of quarterly net sales.
This period is extended to the day after the announcement when
it is made after the close of the markets (5.30pm, Paris time)
and to the day of the announcement when it is made before the
opening of the markets (9.00am, Paris time). In addition, the
Code of Conduct states that they must seek the advice of the
Ethics Committee before making any transactions involving
the Company’s shares or any related financial instrument.
2.5.6
Succession plan
The Nominations and Governance Committee, at the initiative of its
Chairwoman, Lead Independent Director of the Board, periodically
reviews the Group’s succession plan. This allows her to establish
and update a succession plan covering several time horizons:
short term: unexpected succession (resignation, incapacity,
death);
2.5.8
Directors’ Statement
Conflicts of interest
medium term: accelerated succession (poor performance,
lack of management); and
To the Company’s knowledge and at the date hereof, there are no
potential conflicts of interest between the duties of any of the
members of the Company’s Board of Directors or General
Management with regard to the Company in their capacity as
corporate officers and their private interests or other duties.
long term: planned succession (retirement, end of the term of
office).
The Nominations and Governance Committee favours close
collaboration with General Management in order to ensure
overall consistency of the succession plan and to ensure a
continuity in the key positions. In order to ensure the optimal
development of the succession plan for the governing bodies and
to meet the Company’s strategic ambitions, a regular assessment
of potential candidates, their careers and developments is
carried out with the assistance of an independent firm.
To the Company’s knowledge and at the date hereof, there are no
arrangements or agreements established with the main
shareholders, clients, suppliers, bankers or consultants, relating
to the appointment of one of the members of the Board of
Directors or General Management.
To the Company’s knowledge and at the date hereof, except as
described in “Shareholders’ agreements” below, the members of
the Board of Directors and General Management have not
agreed to any restrictions concerning the disposal of their stake
in the share capital of the Company, other than those included in
the Internal Regulations and the Code of Conduct.
In addition, the Nominations and Governance Committee works
closely with the Board of Directors on this subject, and is particularly
vigilant in maintaining the confidentiality of this information.
In accordance with the Board’s Internal Regulations and in order
to prevent any risk of conflict of interest, each member of the
Board of Directors is required to declare to the Board of
Directors, as soon as he/she becomes aware of such fact,
any situation in which a conflict of interest arises or could arise
between the Company’s corporate interest and his/her direct or
indirect personal interest, or the interests of a shareholder or
group of shareholders which he/she represents.
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____ 2. CORPORATE GOVERNANCE
STRUCTURE AND OPERATION OF THE BOARD OF DIRECTORS
Procedure to identify regulated agreements
Absence of conviction for fraud, association
with bankruptcy or any offence and/or official
public sanction
In accordance with article L. 22-10-12 of the French Commercial
Code, the Board of Directors’ meeting of 28 August 2019
approved an Internal Charter relating to the identification of
regulated agreements (the “Charter”). The Charter is available on
the Company’s website. It is specified that this Charter formalises
the process implemented to identify regulated agreements and
that such process is followed prior to concluding, amending,
renewing or terminating any agreements which would potentially
be qualified as regulated, it being specified that the process
applies to agreements considered as “free” at the time of
conclusion.
To Pernod Ricard’s knowledge and at the date hereof:
no conviction for fraud has been issued against any members
of the Company’s Board of Directors or General Management
over the last five years;
none of the members of the Board of Directors or General
Management has been associated, over the last five years, with
any bankruptcy, compulsory administration or liquidation as a
member of a Board of Directors, Management Board or
Supervisory Board or as a Chief Executive Officer;
Shareholders’ agreements
no conviction and/or official public sanction has been issued
over the last five years against any members of the Company’s
Board of Directors or General Management by statutory or
regulatory authorities (including designated professional
organisations); and
On 8 February 2006, Pernod Ricard was notified that a
shareholders’ agreement had been signed between Mr Rafaël
Gonzalez-Gallarza and Société Paul Ricard. Pursuant to this
agreement, Mr Rafaël Gonzalez-Gallarza undertakes to consult
Société Paul Ricard prior to any Pernod Ricard Shareholders’
Meeting in order for them to vote the same way. Furthermore,
Mr Rafaël Gonzalez-Gallarza undertook to notify Société Paul
Ricard of any additional purchase of Pernod Ricard shares
and/or voting rights, and also undertook not to purchase any
Pernod Ricard shares if such a transaction would force Socié
Paul Ricard and the parties acting in concert to launch a public
offer for Pernod Ricard. Finally, Société Paul Ricard has a
pre-emption right with regard to any Pernod Ricard shares of
which Mr Rafaël Gonzalez-Gallarza may wish to dispose.
no Director or member of the General Management has, over
the last five years, been prohibited by a court of law from
serving as a member of a Board of Directors, a Management
Board or Supervisory Board or from being involved in the
management or the running of an issuer’s business affairs.
Services agreements
No member of the Board of Directors or member of the General
Management has any service agreement with Pernod Ricard or
any of its affiliates.
Employee representatives
The representant of the Social and Economic Committee on the
Board of Directors is Mr Hervé Jouanno (non-Director).
2.6
Structure and operation of the Board of Directors
The operation of the Board of Directors is set forth in the legal
and regulatory provisions, the bylaws and the Board’s Internal
Regulations adopted in 2002 and last amended by the Board of
Directors during its meeting on 21 April 2021. The Internal
Regulations of the Board of Directors specify the rules and
operations of the Board, and supplement the relevant laws,
regulations and bylaws. In particular, they remind the Directors
of the rules on diligence, confidentiality and disclosure of
possible conflicts of interest.
to close the interim and annual financial statements and to
convene the Shareholders’ Meeting in charge of approving said
statements.
Board meetings are called by the Chairman. The notice of the
Board meeting, sent to the Directors at least eight days before
the date of the meeting except in the event of a duly
substantiated emergency, must set the agenda and state where
the meeting will take place, which will be, in principle,
the Company’s registered office. Board meetings may also be
held by video conference or teleconference, under the conditions
provided for in the applicable regulations and the Internal
Regulations.
2.6.1
Meetings of the Board of Directors
It is the responsibility of the Chairman to call meetings of the
Board of Directors regularly, or at times that he or she considers
appropriate. In order to enable the Board to review and discuss
in detail the matters falling within their area of responsibility,
the Internal Regulations provide that Board meetings must
be held at least six times a year. In particular, the Chairman of
the Board of Directors ensures that Board meetings are held
Since FY17, the Directors hold a session at least once a year
without the Directors from the Group Top Management
(Executive Sessions). The purpose of these Executive Sessions
is to assess the operation of the Board of Directors,
the& performance of the Executive Director, as well as the review
of his succession plan. One Executive Session was held in FY21.
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STRUCTURE AND OPERATION OF THE BOARD OF DIRECTORS
2.6.2
Information provided to the Directors
The Directors receive the information they require to fulfil their
duty. In accordance with the Internal Regulations, the supporting
documents pertaining to matters on the agenda are provided far
enough in advance to enable them to prepare effectively for each
meeting.
A Director may ask for explanations or for additional information
and, more generally, submit to the Chairman or the Lead
Independent Director any request for information or access to
information which he or she deems appropriate.
2.6.3
Directors’ attendance at Board and Committee meetings during FY21
During FY21, the Board of Directors met nine times with an attendance rate of 100%. The average duration of the meetings of the Board
of Directors was approximately four hours.
Nominations
and Governance Compensation
Board
Audit
Strategic
CSR
of Directors
Committee
Committee
Committee
Committee Committee
Alexandre Ricard
Patricia Barbizet (1)
Esther Berrozpe Galindo (2)
Wolfgang Colberg (3)
Virginie Fauvel (4)
Ian Gallienne
9/9
9/9
5/5
9/9
5/5
9/9
9/9
9/9
9/9
4/4
2/2
4/4
6/6
1/1
4/4
2/2
1/1
6/6
4/4
2/2
1/1
César Giron (5)
4/4
2/2
Anne Lange (6)
2/2
1/1
Philippe Petitcolin (7) (8)
Gilles Samyn (9)
4/4
1/1
Société Paul Ricard (7)
(represented by Paul-Charles Ricard)
9/9
9/9
9/9
1/1
Kory Sorenson
4/4
6/6
5/6
Veronica Vargas (10)
1/1
Director representing the employees
Maria Jesus Carrasco Lopez
Stéphane Emery
9/9
9/9
(1) Chairwoman of the CSR Committee from 27.11.2020, date of its creation.
(2) Five meetings of the Board of Directors took place prior to 22.12.2020, the date of her resignation.
(3) One meeting of the Strategic Committee and two meetings of the Nominations and Governance Committee took place prior to 27.11.2020, the date of the end
of his terms of office as a member of these two Committees.
(4) During FY21, and since the appointment of Virginie Fauvel as Director, five meetings of the Board of Directors were held.
(5) One meeting of the Strategic Committee was held prior to 27.11.2020, the date of the end of his term of office as a member of this Committee.
(6) Two meetings have been held since 27.11.2020, the date of Anne Lange’s appointment to the Nominations and Governance Committee.
(7) One meeting has been held since the appointment as members of the Strategic Committee of Philippe Petitcolin and Société Paul Ricard represented
by Paul-Charles Ricard.
(8) Four meetings of the Compensation Committee took place prior to 27.11.2020, the date of the end of his term as a member of this Committee.
(9) Four meetings of the Board of Directors and one meeting of the Audit Committee took place prior to 27.11.2020, the date of his resignation.
(10) Member of the CSR Committee from 27.11.2020, date of its creation.
2.6.4 Board of Directors’ review
The Board of Directors includes on its agenda a regular
discussion on its operation at least once a year and focuses in
particular on the following areas:
In accordance with the AFEP-MEDEF Code and with its Internal
Regulations, the Nominations and Governance Committee and
the Board have carried out an assessment of their operations.
In addition, every three years a formalised external review with
the support of a specialised consulting firm is carried out.
a review of its composition, operation and structure; and
a check that significant issues are adequately prepared and
discussed.
Since the last triennial external reviewed was performed in FY18,
the Board performed a formalised review of its operation and
that of its Committees during the fiscal year with the help of an
external consultant specialised in corporate governance issues,
who conducted individual interviews of each Director.
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____ 2. CORPORATE GOVERNANCE
STRUCTURE AND OPERATION OF THE BOARD OF DIRECTORS
This last review highlights that the Board has continued to
improve over the past three years and the recommendations
made in 2018 have been implemented.
As part of a constructive approach, the specialised external firm
made a number of recommendations that the Nominations and
Governance Committee and the Board of Directors decided to
implement, including:
The Board is still gaining maturity and strength, notably thanks
to the addition of new and diverse profiles, as well as the open
attitude and the sense of control displayed by its Chairman.
continue to work on the composition of the Board in the
medium term in light of the strategic challenges of Pernod
Ricard;
The culture of the Board has remained stable while continuing
to evolve
by
combining
conviviality,
commitment,
revisit the organisation of hybrid meetings in order to enhance
professionalism, goodwill and challenge.
the experience of all the Directors, especially those who attend
online; and
take advantage of the new digital format to bring in functional
or sectoral experts and Group executives based abroad.
2.6.5
Roles and activities of the Board of Directors
Main roles
In exercising its legal prerogatives, the Board of Directors, notably:
rules on all decisions relating to the major strategic, economic, social and financial directions of the Company
and oversees their implementation by General Management;
deals with any issue relating to the smooth operation of the Company and monitors and controls these
issues. In order to do this, it carries out the controls and checks it considers appropriate, including the review
of Company management;
approves investment projects and any transactions, especially any acquisitions or disposal transactions,
that are likely to have a significant effect on the Group’s profits, the structure of its balance sheet or its risk
profile;
draws up the annual and half-yearly financial statements and prepares the Shareholders’ Meeting;
defines the Company’s financial communication policy;
checks the quality of the information provided to the shareholders and to the markets;
appoints the corporate officers responsible for managing the Company based on the proposition
of the Nominations and Governance Committee;
defines the compensation policy for the General Management based on the recommendations
of the Compensation Committee;
conducts an annual review of every individual Director prior to publishing the annual report and reports
the outcome of this review to the shareholders in order to identify the Independent Directors; and
approves the report of the Board on corporate governance and the balanced representation of women
and men; on the conditions governing the organisation of the Board’s work; and on the internal control
and risk management procedures implemented by the Company.
Main activities
in FY21
During FY21, the Directors were regularly informed of developments in the competitive environment, and the
operational Senior Management of the main affiliates reported on their organisation, businesses and outlook;
in the context of the Covid-19 crisis, the Directors also closely monitored its impact, both from a health point
of view and on the Group’s activity, by holding regular discussions with Top Management.
The Board of Directors discussed the current state of the business at each of these meetings (operations,
results and cash flow) and noted the progress of the Company’s shares and the main ratios for market
capitalisation.
The Board of Directors approved the annual and half-yearly financial statements and the terms of financial
communications, reviewed the budget, prepared the Combined Shareholders’ Meeting and approved the draft
resolutions.
The Board of Directors devotes a significant part of its agenda to the minutes and discussions related to the
work entrusted to the different Committees and their recommendations.
The Strategic Committee was in charge of analysing the main possible strategic orientations for the
development of the Group and reporting to the Board on its reflections on the subjects related to its duties.
On the proposal of the Compensation Committee and in accordance with the recommendations of the
AFEP-MEDEF Code, the Board of Directors’ meeting held on 31 August 2021 established the FY22
compensation policy for the Chairman and CEO to be submitted to the approval of the Shareholders’ Meeting
(10th resolution) and evaluated his variable compensation for FY21 without him being present.
In accordance with the recommendations of the AFEP-MEDEF Code, Directors held an Executive Session
without the Directors from the Group Top Management in attendance. Specific topics discussed during this
meeting mainly related to the operations of the Board and its Committees, the performance of the Executive
Director, as well as a review of the succession plan.
The Board of Directors also examined governance issues, including the composition of the Board of Directors
with respect to the recommendations of the AFEP-MEDEF Code notably with regards to the diversity of the
Directors’ profiles.
The Board of Directors, held on 21 April 2021, carried out an external and formal review of its functioning,
with the support of an external consulting firm, the conclusions of which are set out above.
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STRUCTURE AND OPERATION OF THE COMMITTEES
2.7
Structure and operation of the Committees
2.7.1
Committees of the Board of Directors
The Board of Directors delegates responsibility to its specialised Committees for the preparation of specific topics submitted for its
approval.
Five Committees handle subjects in the area for which they have been given responsibility and submit their opinions and
recommendations to the Board: the Audit Committee; the Nominations and Governance Committee; the Compensation Committee;
the Strategic Committee, and the CSR Committee.
2.7.2
Audit Committee
Composition
At 1 September 2021, the Audit Committee comprised:
Chairman:
Mr Philippe Petitcolin (Independent Director)
Members:
Mr Wolfgang Colberg (Director)
Ms Kory Sorenson (Independent Director)
Two of the three Directors who are members of the Audit Committee are Independent Directors (67%), it being
noted that the AFEP-MEDEF Code recommends an independence rate of 67%. The members of the Audit
Committee were specifically chosen for their expertise in accounting and finance, based on their academic
and professional experience.
The Internal Regulations of the Audit Committee were reviewed and adopted at the Board of Directors’ meeting
of 8 February 2017.
During FY21, the Audit Committee met four times, with an attendance rate of 100%.
Main roles
The main roles of this Committee are the following:
reviewing the Group’s draft annual and half-year Parent Company and consolidated financial statements,
as well as draft financial press releases, before they are submitted to the Board of Directors;
ensuring the appropriateness and consistency of the accounting methods and principles in force, preventing
any breach of these rules and ensuring the quality of the information supplied to shareholders;
making recommendations, if necessary, to ensure the integrity of the financial reporting process;
reviewing work on brand valuations and ensuring the appropriate accounting treatment of complex
or unusual transactions at Group level;
examining the scope of consolidation and, where appropriate, the reasons why some companies may not be
included;
assessing the Group’s internal control systems and reviewing internal audit plans and actions;
examining the material risks and off-balance sheet commitments and assessing how these are managed
by the Company;
examining any matter of a financial or accounting nature submitted by the Board of Directors;
giving the Board of Directors its opinion or recommendation on the renewal or appointment of the Statutory
Auditors, the quality of their work in relation to the statutory audit of the Parent Company and consolidated
financial statements and the amounts of their fees, while ensuring compliance with the rules that guarantee
the Statutory Auditors’ independence and objectivity (in particular by the approval of non-audit missions);
reviewing conclusions and action plans resulting from the controls carried out by the Haut Conseil
du Commissariat aux Comptes; and
supervising the procedure for selecting Statutory Auditors.
Main activities
in FY21
In accordance with its Internal Regulations and in conjunction with the Statutory Auditors and the
Consolidation, Treasury and Internal Audit Departments of the Company, the work of the Audit Committee
focused primarily on the following issues:
review of the main provisions of French and foreign legislation or regulations, reports and commentaries
with regard to corporate governance, risk management, internal control and audit matters;
review of the interim financial statements at 31 December 2020 during the meeting held on 9 February 2021;
review of the consolidated financial statements at 30 June 2021 (reviewed at the meetings held on 24
and 30 August 2021): the Audit Committee met with Management and the Statutory Auditors in order
to discuss the financial statements and accounts and their reliability for the whole Group. In particular,
it examined the conclusions of the Statutory Auditors and the draft financial reporting presentation;
monitoring of the Group’s cash flow and debt;
risk management: the Group’s main risks are regularly presented in detail to the Audit Committee
(the meetings held on 9 December 2020 and 8 June 2021 were devoted mainly to risk management).
At the meeting of 8 June 2021, the updated version of the Group’s risk mapping was presented and discussed
in detail, following a complete process involving the entire organisation (affiliates, functions);
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____ 2. CORPORATE GOVERNANCE
STRUCTURE AND OPERATION OF THE COMMITTEES
Main activities
in FY21
(continued)
review of internal control: the Group sent its affiliates a self-assessment questionnaire to evaluate whether
their internal control system was adequate and effective. Based on the Group’s internal control principles
and in compliance with the French Financial Markets Authority (AMF) reference framework for risk
management and internal control (“Cadre de référence de l’Autorité des Marchés Financiers (AMF)
sur le dispositif de gestion des risques et de contrôle interne”) and the AMF’s application guide published
in 2007 and updated in July 2010, this questionnaire covers corporate governance practices, operational
matters and IT support. Responses to the questionnaire were documented and reviewed by the Regions
and the Group’s Internal Audit Department. An analysis of the questionnaires returned was presented
to the Audit Committee at the meeting held on 30 August 2021;
examination of the internal audit reports: in addition to the audits and controls carried out by the various
affiliates on their own behalf, 25 internal audits were performed in FY21 by the internal audit teams
(including IT audits). A full report was drawn up for each audit covering the types of risks identified –
operational, financial, legal or strategic – and how they are managed. Recommendations are issued
when deemed necessary. These are summarised for the Audit Committee, which is also regularly advised
on the progress made in implementing the recommendations from previous audits;
approval of the Group internal audit plan for FY22 at the meeting held on 8 June 2021. The audit plan was
prepared and approved, taking into account the Group’s main risks; and
monitoring the roll-out of the Group’s anti-corruption and influence peddling compliance programme.
Outlook for FY22
In FY22, the Committee will continue with the tasks it is carrying out for the Board of Directors in line
with current regulations. In addition to the issues associated with preparing financial information, FY22 will be
devoted to reviewing the management of the Group’s major risks, as well as analysing reports on internal audits
and the cross-disciplinary themes set out in the FY22 audit plan.
2.7.3
Nominations and Governance Committee
Composition
On 1 September 2021, the nominations and Governance Committee comprised:
Chairwoman:
Ms Patricia Barbizet (Lead Independent Director)
Members:
Mr César Giron (Director)
Ms Anne Lange (Independent Director)
Two out of the three Directors who are members of the Nominations and Governance a Committee
are Independent Directors (67%), it being noted that the AFEP-MEDEF Code recommends an independence rate
of 50%.
Mr Alexandre Ricard, Chairman and CEO, is associated with the work of the Committee in matters relating
to the appointment of Directors, in accordance with the AFEP-MEDEF Code.
In FY21, this Committee met four times, with an attendance rate of 100%.
Main roles
The roles of this Committee, formalised in its Internal Regulations, are the following:
drawing up proposals concerning the selection of new Directors and proposing headhunting and renewal
procedures;
periodically, and at least annually, discussing whether Directors and candidates for the position of Director
or for membership of a Committee of the Board of Directors qualify as independent in light
of the AFEP-MEDEF Code independence criteria;
ensuring the continuity of Management bodies by defining a succession plan for Executive Directors
and Directors in order to propose options for replacement in the event of an unplanned vacancy;
being informed of the succession plan for key Group positions;
regularly reviewing the composition of the Board of Directors to monitor the quality (number of members,
diversity of profiles, gender balance) and attendance of its members; and
carrying out annually assessments of the operation of the Board of Directors.
Main activities in FY21
In FY21, the main activities of the Nominations and Governance Committee included:
a review and recommendations to the Board of Directors on its composition and its Committees
(appointments, renewals of mandates);
annual review of the Board members’ independence (questionnaires sent to each Director, study of the
significance of disclosed business relationships, specific criteria related to the passive crossing of the 10%
voting rights threshold);
annual review of the Group’s Talent Management policy and presentation of the succession plan for
the Group Top Management;
annual review of Pernod Ricard SA diversity policy and professional and salary equity;
monitoring and reporting of the triennial formalised evaluation of the operation of the Board of Directors
and its Committees; and
proposals to improve the operations of the Board of Directors and its Committees.
Outlook for FY22
In FY22, the Committee will continue with the tasks it is carrying out for the Board of Directors. It will not only
review any issues relating to the composition of the Board and its Committees and the Directors’ independence,
but will pursue, led by its Chairwoman, the Company’s Lead Independent Director, the diversity objectives
in terms of skills on the Board of Directors and the robustness of the succession plan at all key levels
in the Group.
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2.7.4
Compensation Committee
Composition
On 1 September 2021, the Compensation Committee comprised:
Chairwoman:
Ms Kory Sorenson (Independent Director)
Members:
Mr Ian Gallienne (Independent Director)
Ms Patricia Barbizet (Lead Independent Director)
Mr Stéphane Emery (Director representing the employees)
All of the Directors who are members of the Compensation Committee (1) are Independent Directors (100%),
it being noted that the AFEP-MEDEF Code recommends an independence rate of 50%.
In FY21, Compensation Committee met six times, with an attendance rate of 96.43%.
Main roles
The roles of this Committee, as confirmed by the Board of Directors on 12 February 2014, are the following:
reviewing and proposing to the Board of Directors the compensation to be paid to the Executive Directors
as well as provisions relating to their retirement schemes and any other benefits granted to them;
proposing rules to this effect and reviewing these on an annual basis to determine the variable portion
of the compensation of the Executive Directors and ensure that the criteria applied are in line with the
Company’s short-,medium- and long-term strategic orientations;
recommending to the Board of Directors the total amount of Directors’ fees to be submitted for approval
to the Shareholders’ Meeting, as well as how they should be distributed:
for duties performed as Board Members,
for duties carried out on Committees of the Board Directors;
being informed of the compensation policy of the Senior Non-Executive Managers of the Group companies;
ensuring that the compensation policy for Senior Non-Executive Managers is consistent with the policy
for Executive Directors;
proposing the general policy for allocation of stock options and performance-based shares, in particular
the terms applicable to the Company’s Executive Directors; and
approving the information provided to the shareholders on the compensation of the Executive Directors
(in particular, the compensation policy and the components of the compensation submitted to the approval
of the shareholders under the “Say on Pay” resolutions) and the policy for the allocation of stock options
and performance-based shares.
Main activities in FY21
Further details of the work of the Compensation Committee are provided in section 2.8 “Compensation policy”.
During FY21, the members of the Compensation Committee were in particular asked to study the rules
of governance and market practices concerning the compensation of Executive Directors including a specific
analysis of the impact of the Covid-19 pandemic on the compensation of the Executive Director, as well as
to review Pernod Ricard’s long-term incentive policy with a view to renewing the related resolutions at the
Annual General Meeting of Shareholders on 10 November 2021, at which the introduction of a CSR criteria will,
in particular, be proposed. Finally, the Committee members oversaw the Group’s plan to eliminate any gender
pay gap.
Outlook for FY22
During FY22, the Committee will continue to perform the tasks entrusted to it by the Board of Directors and,
in particular, continue to ensure that the compensation policy for corporate officers, and more specifically
the Executive Director, is aligned with the corporate interest and contributes to the Company’s business
strategy and sustainability, while at the same time providing incentives in line with market practices and
the interests of shareholders.
(1) In accordance with the AFEP-MEDEF Code, Directors representing the employees are not taken into account when determining the percentage of independent
Directors on the Board of Directors or its Committees.
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2.7.5
Strategic Committee
Composition
On 1 September 2021, the Strategic Committee comprised:
Chairman:
Mr Alexandre Ricard (Chairman and CEO)
Members:
Mr Ian Gallienne (Independent Director)
Ms Anne Lange (Independent Director)
Mr Philippe Petitcolin (Independent Director)
Company Paul Ricard represented by Mr Paul-Charles Ricard (Director)
Three out of the five Directors who are members of the Strategic Committee are Independent Directors (60%),
it being noted that the AFEP-MEDEF Code does not make any recommendation regarding the Strategic
Committee’s independence.
In FY21, the Strategic Committee met twice, with an attendance rate of 100%.
All the Directors may, upon request, and even if they are not members of the Committee, participate in the
meetings of the Strategic Committee.
Main roles
The roles of the Strategic Committee, as confirmed by the Board on 11 February 2015, are the following:
reviewing the key strategic issues of the Pernod Ricard company or of the Group;
drawing up and giving its prior opinion on significant partnership transactions, sales or acquisitions; and
generally, dealing with any strategic issues affecting the Company or the Group.
Main activities in FY21
Outlook for FY22
During FY21, the members of the Strategic Committee reviewed the Group's strategic issues, in particular
those relating to their digital transformation and changing consumption patterns in their markets, and were
given presentations on the Group’s key markets or brands.
In FY22, the Committee will continue with the tasks it is carrying out for the Board of Directors. It will notably
conduct a review and analysis of the key strategic orientations foreseen for the Group’s development, as well
as the study of any strategic issues affecting the Company or the Group.
2.7.6
CSR Committee
Composition
On 1 September 2021, the CSR Committee comprised:
Chairwoman:
Ms Patricia Barbizet (Lead Independent Director)
Members:
Ms Veronica Vargas (Director)
Ms Maria Jesus Carrasco Lopez (Director representing the employees)
One out of two Directors who are members of the CSR Committee (1) is an Independent Director (50%), it being
noted that the AFEP-MEDEF Code does not make any recommendation regarding the CSR Committee’s
independence.
In FY21, the CSR Committee met once, with an attendance rate of 100%(2)
.
Main roles
The roles and mission of the CSR Committee are the following:
examining, reviewing and evaluating the Group’s S&R strategy;
implementing the Group’s S&R strategy and carry out its monitoring in qualitative and quantitative terms;
assessing the risks and opportunities in terms of social and environmental performance;
monitoring reporting systems, preparing non-financial information and reviewing the annual non-financial
performance statement; and
reviewing annually the summary of the ratings assigned to the Group by the rating agencies and by the
non-financial analyses.
Main activities in FY21
Outlook for FY22
During FY21, the CSR Committee’s main activities included:
presenting the S&R strategy and progress on the achievement of objectives for each pillar;
introduction of CSR criteria to the LTIPs;
reflecting on the application of the Group’s CSR commitments in relation to its various stakeholders; and
reviewing and monitoring of CSR reporting in the current context.
In FY22, the Committee will continue with the tasks it is carrying out for the Board of Directors. In particular,
it will ensure that the objectives of the CSR roadmap are monitored and achieved and that the non-financial
information that is prepared is clear and relevant.
(1) In accordance with the AFEP-MEDEF Code, Directors representing the employees are not taken into account when determining the percentage of Independent
Directors on the Board of Directors or its Committees.
(2) You are reminded that the CSR Committee was created on 27 November 2020.
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2.8.1.1
General principles
2.8
Compensation policy
for the determination,
review and implementation
of the compensation policy
for corporate officers
This section was prepared with the assistance of the
Compensation Committee in accordance with the regulations
in force, in particular the provisions of Order no. 2020-1142
of 16 September 2020 (hereinafter the “Order”) supplemented
by Decree no. 2020-1742 of 20 December 2020. This information
also takes into account the provisions of the AFEP-MEDEF Code
of Corporate Governance for listed companies.
The Board of Directors follows the general guidelines, drawn up
within the framework of the recommendations of the
AFEP-MEDEF Code, for the determination, review and
implementation of its compensation policy.
Accordingly, the compensation of the corporate officers is
presented as follows:
It thus ensures that this compensation policy is consistent with
the principles of compliance, comparability, competitiveness,
comprehensiveness, motivation, performance, intelligibility of
the rules and measurement.
a first subsection presenting the compensation policy for
corporate officers, which, pursuant to Article L. 22-10-8 of the
French Commercial Code, will be submitted for shareholder
approval (ex ante vote) at the Combined Shareholders’
Meeting of 10 November 2021 in the 11th resolution concerning
the members of the Board of Directors (excluding the
Chairman and CEO) and the 10th resolution concerning the
Chairman and CEO;
Compliance
In its analysis and proposals to the Board of Directors, the
Compensation Committee is particularly careful to follow the
recommendations of the AFEP-MEDEF Code, which the
Company uses as reference.
a second subsection containing the information referred to in
Compliance with the corporate interest and relationship
to strategy
article L. 22-10-9, I. of the French Commercial Code relating to
all compensation paid during, or awarded for, FY21 to the
corporate officers (other than the Chairman and CEO) for
their duties, which, pursuant to article L. 22-10-34, I. of the
French Commercial Code, will be submitted for shareholder
approval (global ex post vote) at the Combined Shareholders’
Meeting of 10 November 2021 in the 9th resolution;
The compensation policy adopted by the Board of Directors
includes incentives that reflect the Group’s strategy of long-term
profitable growth through responsible actions and compliance
with the interests of the Company and its shareholders, both in
terms of the correlation of compensation with the Company’s
short- and long-term performance and in terms of the policy of
giving the executive a share of the capital and the associated
share of risk.
a third sub-section containing the information mentioned in
Article L. 22-10-9, I. of the French Commercial Code and
covering all compensation paid during, or awarded in respect
of, FY21 to the Chairman and Chief Executive Officer by virtue
of his term of office which, pursuant to Article L. 22-10-34, I.
of the French Commercial Code, will be submitted to the
shareholders for approval (overall ex-post vote) at the
Combined Shareholders’ Meeting of 10 November 2021 in its
9th resolution; this third sub-section also includes the fixed,
variable and exceptional components of the total
compensation and benefits of any kind paid during,
or granted in respect of, FY21 to Mr Alexandre Ricard,
Chairman and Chief Executive Officer, and which, pursuant
to Article L. 22-10-34, II. of the French Commercial Code, will
be submitted to the shareholders for approval (specific
ex-post vote) at the Combined Shareholders’ Meeting of
10 November 2021 in its 8th resolution; and
This compensation policy, which reflects the interests of the
Company, is part of its business strategy and helps secure the
Group's long-term future. The performance conditions of the
compensation policy for corporate officers are directly linked to
the Group’s performance metrics.
Thus, the compensation policy of corporate officers:
reinforces the alignment of the interests of the Executive
Director with the Company’s corporate interest insofar as it is
in line with and supports the Company’s strategy; and
contributes to the Company’s sustainability thanks in
particular to its long-term compensation policy and its
loyalty-building effects as well as its incentives for sustainable
performance.
a fourth subsection presenting the overall and additional
components of the compensation policy but is not subject to
a shareholder vote.
Comparability and competitiveness
Compensation is based on the responsibilities assumed, the
tasks performed, results obtained and market practices. Studies
are regularly conducted with the assistance of consulting firms
to measure compensation levels and structures in relation to
panels of comparable companies (in terms of both size and
scope).
2.8.1
Compensation policy
for corporate officers
The compensation policy for corporate officers is reviewed each
year to take into account changes in regulations, market
practices and codes of corporate governance, as well as
shareholder votes and, where applicable, the opinions
expressed at Shareholders’ Meetings. An in-depth analysis is
carried out in great detail at the time of reappointment.
Comprehensiveness and balance
Compensation components and other benefits are analysed
individually and as a whole in order to achieve the best balance
between fixed and variable, individual and collective, short- and
long-term compensation.
Coherence
The current compensation policy was defined by the Board
of Directors on 31 August 2021 on the proposal of the
Compensation Committee. Pursuant to article L. 22-10-8 of the
French Commercial Code, this policy is subject to the approval
of the Shareholders’ Meeting each year and upon each major
change. In the absence of approval, the previously approved
policy continues to apply.
The Compensation Committee ensures that the compensation
policy for the Executive Director is consistent with the
compensation policy for the Group’s employees, and in
particular that of the members of the Executive Committee.
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Furthermore, as regards the annual variable compensation
Motivation and performance
policy, in the event of the arrival of a new Executive Director
during the second half of a financial year, the Board of Directors
will conduct a performance assessment at its discretion based
on a proposal from the Compensation Committee and, in that
case, the new Director will receive as variable compensation the
prorated amount of the variable portion approved by the
shareholders.
In its recommendations to the Board of Directors, the
Compensation Committee seeks to propose a compensation
policy commensurate with the responsibilities of the recipients
and in line with the practices of comparable large international
corporations, ensuring both a good balance between fixed
compensation, variable annual compensation, long-term
compensation, and that the policy strengthens the link with
performance.
Similarly, if a new Director is appointed, the elements of
compensation, principles and criteria provided for in the
Compensation Policy for Corporate Officers would also apply
to him/her on a pro rata basis.
Lastly, the variable compensation policy for the Executive
Director (determining in particular the criteria for the annual
variable portion as well as the performance conditions for
long-term profit-sharing plans) is regularly reviewed in line with
the Group’s strategic priorities, to ensure it is aligned with the
interests of shareholders and incorporates social responsibility
criteria.
2.8.1.2 Compensation policy for Directors
(11th resolution)
The conditions governing Directors’ compensation within the
total annual amount of corporate officer compensation
authorised by the Shareholders’ Meeting are determined by the
Board of Directors on the basis of a recommendation from the
Compensation Committee.
Intelligibility of the rules
The Group ensures that the compensation policy is clear and
comprehensible and that each of the rules set out in this
document is sufficiently explicit for everyone to understand.
Measurement
Arrangements for allocating the compensation
budget for FY21
The Group takes into account the corporate interests, market
practices, and performance of senior executives and
stakeholders when determining its compensation policy.
Directors’ annual compensation comprises a fixed portion set at
€20,000, with an additional €6,000 for members of the Audit
Committee and €5,000 for members of the Strategic
Committee, the Compensation Committee, the Nominations and
Governance Committee, and the CSR Committee. The Chairman
of the Audit Committee receives an additional sum of 14,000,
while the Chairwomen of the Compensation Committee,
the Nominations and Governance Committee, and the CSR
Committee each receive an additional €8,500.
Implementation
On the recommendation of the Compensation Committee, the
Board of Directors ensures that the policy is applied in
accordance with the rules approved by the Shareholders’
Meeting.
The Group works to ensure that the compensation system is
coherent and that payment of employees is fair.
The Lead Independent Director receives additional annual
compensation of €40,000.
Governance
Directors are also eligible for a variable portion, calculated on
the basis of their attendance at Board and Committee meetings.
The variable portion is €4,000 per meeting.
The determination, review and implementation of
compensation policies for Corporate Officers are established
by the Board of Directors, on the recommendation of the
Compensation Committee, and then submitted to the
Shareholders’ Meeting. The Compensation Committee ensures
the strict application of all of those policies in accordance with
the above-mentioned principles.
Furthermore, in order to take account of distance constraints,
an additional premium of €1,500 is paid to Directors who are not
French tax residents, when they attend Board and/or
Committee meetings. Directors who take part in Board meetings
by video conference or conference call are not eligible for this
additional amount.
Conflicts of interest
The Compensation Committee is composed of four members,
three of whom are independent and one who represents the
employees.
As compensation, the Directors representing the employees
receive a fixed annual payment of 15,000 for their attendance
at meetings of the Board of Directors and, as appropriate,
those of the Board of Directors’ Committees of which they are
members.
The Board of Directors and the Compensation Committee
ensure the prevention and management of any conflicts of
interest that may arise in this decision-making process.
As a result, the Chairman & CEO refrains from taking part
in deliberations and voting on policies that concern him.
In accordance with the provisions of the AFEP-MEDEF Code,
an independent Director is a non-executive Corporate Officer
of the Company or its Group and has no special ties with them.
The Chairman and CEO does not receive compensation in
respect of his office as a Director.
Of the €1,250,000 allocated by the Shareholders’ Meeting of
27 November 2020, total compensation of 1,007,292 was paid
to Directors in FY21, in accordance with the rules set out above.
Potential change of governance
For FY22, no change will be made to the amount and allocation
of the budget applied for the previous financial year.
Where a new Chairman and CEO, a new Chief Executive Officer
or new Deputy Chief Executive Officer(s) is appointed, the
components of the compensation and the policy and criteria set
out in the Compensation policy for the Chairman and CEO shall
also apply to them on a pro rata basis. The Board of Directors,
on the recommendation of the Compensation Committee, shall
then, by means of adaptation to the situations of the interested
parties, determine the objectives, performance levels,
parameters, structure and maximum percentages compared to
their fixed annual compensation, which may not be higher than
those of the Chairman and CEO.
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These proposed changes take into account:
2.8.1.3 Compensation policy
for the Chairman and CEO
(10th resolution)
the analysis of market practices of CAC 40 companies and
peer panel companies with a view to aligning them with those
of the CAC 40;
Presented below, in accordance with article L. 22-10-8 of the
French Commercial Code, is the report of the Board of Directors
on the compensation policy for the Chairman and CEO
(hereinafter the “Executive Director”), which will be submitted
to shareholders for their approval.
the excellent management of the Group by Mr Alexandre
Ricard with, in particular, the strong development of the
Group and the Group’s buoyant market capitalisation (this
has doubled since FY15 during which Mr Alexandre Ricard
was appointed Chairman and CEO);
Accordingly, the Shareholders’ Meeting of 10 November 2021
(in its 10th resolution appearing in Section 8 “Combined
Shareholders’ Meeting” of this universal registration document)
will be asked to approve the following elements of the
compensation policy of the Executive Director.
while ensuring stability until the end of the current term
of office.
Compensation structure
The structure of the Executive Director’s compensation consists
mainly of:
This report was prepared under the supervision of the
Compensation Committee and makes a number of changes
to the compensation policy previously approved by 94.23%
of the shareholders at the Shareholders’ Meeting of
27 November 2020.
cash compensation comprising a fixed portion and a variable
annual portion directly related to his or her individual
performance and contribution to the Group’s performance;
and
The change in the components of compensation proposed
below is in the context of the second term of office for the
Executive Director. Changes in the compensation policy of
Mr Alexandre Ricard had initially been considered at the time of
the renewal of his term of office in November 2020; however the
Compensation Committee and the Board of Directors had
preferred to postpone any changes until this year, given the
health context and economic impact of Covid-19.
capital compensation in the form of an allocation of shares
whose vesting is subject to the achievement of performance
conditions in line with shareholders’ interests.
Components of compensation
Fixed compensation
€1,250,000
Variable compensation
Target: 110% – Max: 180% (Quantitative criteria: target 80%/max 150% –
Qualitative criteria: target 30%/max 45%)
Long-term profit-sharing plan
Supplementary pension scheme
Deferred commitments
Max 150% of fixed annual compensation, subject to performance conditions
20% of fixed and variable compensation (10% in performance shares and 10% in cash)
Non-compete clause + Imposed departure clause: combined maximum of 24 months'
compensation (fixed and variable)
Multi-year/exceptional variable compensation
Other
Any multi-year variable compensation or exceptional compensation shall be precisely
communicated and justified. None currently
Company car/collective healthcare and welfare schemes
Breakdown of target annual compensation
25%
Compensation
without
performance
conditions
The components of the compensation structure are balanced
and are allocated as follows:
40%
Fixed annual
Long-term
50/50 between fixed and variable annual compensation,
and long-term compensation;
Share-based
compensation
compensation
(LTI + post-
employment
benefits)
compensation
25%
60/40 between cash compensation and share-based
compensation;
Variable
annual
50%
75/25 between performance-based compensation and
non-performance-based compensation.
compensation
60%
Cash
compensation
25%
75%
Compensation
with performance
conditions
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COMPENSATION POLICY
Fixed annual compensation
The fixed portion of the Executive Director’s compensation is
determined based on:
the analyses carried out by two independent external firms
which revealed a gap between his compensation (both fixed
and total) compared to the median practice of CAC 40
companies and a greater gap with companies in the beverage
sector (i.e. external condition panel); and
the level and complexity of his responsibilities;
his experience and career history, particularly within the
Group;
fixed compensation of Mr Alexandre Ricard unchanged since
August 2018.
market analyses for comparable functions (study conducted
with the help of specialised firms on the positioning of the
compensation of the Executive Director in relation to the
practices of CAC 40 companies and international companies in
the beverage sector for similar positions);
The Board of Directors also ensured that this review was
coherent with the compensation and salary conditions of the
Group’s employees, particularly in France.
individual performance.
Compensation as Chairman of the Board of Directors
The possibility of a review of fixed compensation is analysed in
detail at each reappointment. However, an early review might
occur in the event of significant changes to their scope of
responsibilities or a major deviation compared to the market
positioning. In these specific situations, the adjustment of the
fixed compensation and the reasons for it will be made public.
The Executive Director does not receive compensation for offices
he or she holds in the Company or in Group companies.
Variable annual portion
The purpose of variable annual compensation is to compensate
the performance achieved during the financial year by the
Executive Director in terms of the annual performance objectives
set by the Board of Directors in accordance with the corporate
strategy. Pursuant to the provisions of article L. 22-10-34 of the
French Commercial Code, the payment of variable annual
compensation is conditional upon its prior approval by the
Ordinary Shareholders’ Meeting (“ex-post” vote).
Finally, the Board of Directors has decided that, in the event of
the appointment of a new Chairman and CEO, a new Chief
Executive Officer or new Deputy Chief Executive Officer(s),
these same principles will apply.
In light of the exceptional circumstances in 2020, on the
recommendation of the Compensation Committee, the Board of
Directors decided, on 1 September 2020, to postpone the review
of Mr Alexandre Ricard’s compensation by one year, despite the
exceedingly high quality of his performance and the renewal of
his term of office.
The Board of Directors and the Compensation Committee strive
to strengthen the link between performance and compensation
and to integrate corporate social responsibility.
More specifically, this variable portion is based on performance
levels applying to financial and non-financial parameters,
representative of expected overall performance.
Accordingly, on 31 August 2021, the Board of Directors decided,
on the proposal of the Compensation Committee, to increase the
fixed annual compensation of Mr Alexandre Ricard to €1,250,000
until the end of his term of office, so that it is more closely aligned
with the median practices of the CAC 40, given that Pernod
Ricard’s market capitalisation is above the median of the CAC 40.
This variable portion is expressed as a percentage of the fixed
annual portion. It may vary between 0% and 110% if the
quantitative and qualitative objectives are achieved (target level)
and may rise to a maximum of 180% if the Group records
exceptional financial and non-financial performance in relation to
the objectives.
In this decision, the Board of Directors took into consideration:
the acceleration of Group Pernod Ricard’s financial
performance since his appointment in 2015;
the excellent management during the health crisis which
confirmed Mr Alexandre Ricard's leadership;
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COMPENSATION POLICY
PERFORMANCE CRITERIA
The criteria are reviewed regularly to ensure they are in line with the Company long-term strategy and may be modified on an
occasional basis. For FY22, the Board of Directors, on the recommendation of the Compensation Committee, proposes that the
following criteria be reapplied:
Achievement of budgeted profit from recurring operations, restated for exchange
rate and scope effects. This criterion, intended to provide an incentive to exceed the
target for profit from recurring operations, is one of the key elements of the Group’s
decentralised structure. This concept of commitment to the budgeted profit from
recurring operations helps to bring together all of the structures, which are rewarded
according to the extent to which they meet their own targets for profit from recurring
operations. This criterion rewards the management performance of the Executive
Director.
Target 20%
Maximum 37.5%
Achievement of budgeted Group net profit from recurring operations, restated for
exchange rate and scope effects. This criterion takes into account all of the Group’s
financial data that fall under the Executive Director's responsibility for the financial
year and thus makes it possible for his compensation to be aligned as closely as
possible with that of the shareholders.
Quantitative criteria:
target 80%
maximum 150%
Target 20%
Maximum 37.5%
Achievement of budgeted recurring free cash flow, restated for exchange rate and
scope effects. This criterion measures the Group’s financial performance and value
creation.
Target 20%
Maximum 37.5%
Rate of cash conversion for profit from recurring operations, restated for exchange
rate and scope effects. The inclusion of this criterion in the calculation of the variable
portion of the Executive Director’s compensation is in line with the Group’s strategy in
that it rewards good cash management, regardless of the level of achievement of profit
from recurring operations.
Target 20%
Maximum 37.5%
The individual performance of the Executive Director is assessed annually by the
Board of Directors on the recommendation of the Compensation Committee.
The qualitative criteria assessed are reviewed annually, based on the Group’s strategic
priorities, knowing that the Board of Directors will strive to always include a CSR
criterion. For confidentiality reasons regarding the Group’s strategy, details of
qualitative objectives may only be made public after the event and after assessment
by the Compensation Committee and the Board of Directors.
Qualitative criteria:
target 30%
maximum 45%
Target 30%
Maximum 45%
TOTAL
TARGET 110%
TARGET 110%
MAXIMUM 180%
MAXIMUM 180%
In any event, variable compensation (quantitative and qualitative criteria) may not exceed 180% of the fixed annual compensation.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
67
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
PERFORMANCE LEVELS
The Board’s aim is therefore to continue to align the interests of
Pernod Ricard employees with those of the shareholders,
by encouraging them to hold shares of the Company. Just over
750 employees were rewarded, making it possible to target not
only executives in management positions, but also to retain
young high-potential Managers (Talents) in all of the Group’s
affiliates around the world.
The performance achievement level shall be communicated,
criterion by criterion, once the performance assessment has
been prepared.
TERMINATION OF OFFICE
If the Executive Director leaves during the financial year, the
amount of the variable portion of their compensation for the
current year will be determined pro rata to attendance time for
the year in question, depending on the performance level
observed and assessed by the Board of Directors for each of the
criteria initially adopted. However, it should be noted that no
compensation shall be paid if the Executive Director is dismissed
for gross negligence or with good cause or on decision of the
Board of Directors.
For the future, the Shareholders' Meeting of 10 November 2021
will be asked to authorise the Board of Directors to allocate free
performance shares to employees and Executive Directors of the
Company and Group companies (resolution no. 22), subject to
the performance conditions detailed below. The Board of
Directors wished to align itself with the market practices of
CAC40 companies by eliminating stock options and to introduce
a corporate social responsibility criterion in line with its roadmap
in this area.
PAYMENT METHOD
ALLOCATION OF PERFORMANCE-BASED SHARES
In accordance with the law, the payment of variable annual
compensation will be conditional upon prior approval by the
Ordinary Shareholders’ Meeting.
The performance shares granted will have a vesting period of
three years and will be subject to the following performance
conditions:
Stock option and performance-based share allocation
policy
50% of the allocation of performance-based shares, by value,
will be subject to an internal performance condition linked to a
criterion relating to profit from recurring operations;
The Board of Directors considers that share-based
compensation mechanisms, which also benefit other key
functions of the Company, are particularly appropriate for the
Executive Director, given the level of responsibility of this
function and his or her ability to contribute directly to long-term
corporate performance in a way that is aligned with
shareholders’ interests.
30% of the performance-based share allocation, by value,
will be subject to a relative external performance condition
(TSR versus a peer panel);
20% of the performance-based share allocation, by value,
will be subject to an internal performance condition relating
to CSR criteria.
In addition, the Board of Directors ensures that the performance
conditions are consistent with those applied to the Group’s
Senior Managers, particularly the members of the Executive
Committee.
During FY21, the Board of Directors reaffirmed its desire to give
key personnel an interest in the performance of Pernod Ricard
shares, and during its meeting of 27 November 2020, it decided
to introduce a combined allocation plan made up of stock options
and performance shares.
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____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
Details of performance conditions
The shares will be definitively awarded if the average achievement of the Group’s annual
objectives for profit from recurring operations, restated for scope and exchange rate effects,
over three consecutive financial years, is greater than 95 % of the Group’s budgeted annual
objectives for profit from recurring operations for these financial years:
if the average level of achievement over the three financial years of the budgeted profit
from recurring operations is less than or equal to 0.95: no performance shares will vest;
if the average level of achievement is between 0.95 and 1: the number of performance
PRO
shares vesting will be determined on a straight-line basis according to the percentage
achievement between 0% and 100%; and
if the average level of achievement is 1 or more: 100% of performance shares will be
(Profit from Recurring Operations)
vested.
The determination of the final number of shares awarded will be assessed over a period
of three consecutive financial years (including the year in which the shares were allocated).
The final number of shares awarded is determined on a straight-line basis according to
the percentage achievement between 0 and 100.
The number of performance shares that vest will be determined by the positioning
of the overall performance of the Pernod Ricard share (TSR) compared to that of the Panel
of 12 peers over a period of three years following the allocation of the plan, in accordance
with the following:
below the median (8th to 13th position), no performance shares will vest;
at the median (7th position), 66% of the shares will vest;
if in 6th, 5th or 4th position, 83% of the shares will vest; and
if in 3rd, 2nd or 1st position, 100% of the shares will vest.
TSR
(Total Shareholder Return)
The Board of Directors has decided that, in addition to Pernod Ricard, the Panel shall
comprise the following 12 companies: AB InBev, Brown Forman, Campari, Carlsberg,
Coca-Cola, Constellation Brands, Danone, Diageo, Heineken, LVMH, PepsiCo and Rémy
Cointreau. The composition of the Panel may be modified depending on changes in the
companies, particularly in the event of acquisition, absorption, dissolution, spin-off, merger
or change of activity, subject to maintaining the overall consistency of the sample and
enabling application of the external performance condition in accordance with the
performance objective set on allocation.
The number of performance shares that vest will be determined based on the achievement
of the following criteria assessed over a period of three consecutive financial years
(including the year during which the shares were allocated):
Carbon: implementation of the roadmap to reduce the direct CO
2
emissions generated
by our sites in order to achieve zero net emissions by 2030.
Water: implementation of the roadmap, which aims to reduce the water consumption
of our distilleries by 20% by 2030.
Responsible consumption: Pernod Ricard’s strategic brands will launch marketing
campaigns focused on responsible drinking, with the aim of ramping this up each year
over the next five years.
Employees: objective of achieving gender diversity in our Top Management (at least 40%
of each gender) by 2030.
CSR
(Corporate Social Responsibility)
The Board of Directors will determine, at the time of each allocation, the quantified
objectives to be achieved for each of these four criteria.
Number of shares that vest:
if no objectives are achieved: no shares will vest;
if one objective is achieved: 25% of the shares will vest;
if two objectives are achieved: 50% of the shares will vest;
if three objectives are achieved: 75% of the shares will vest;
if four objectives are achieved: 100% of the shares will vest.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
69
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
MAXIMUM ALLOCATION AMOUNT
Policy on deferred commitments
Throughout the current term of office of the Executive Director,
the maximum annual allocation, by value, of performance shares
allocated to the Executive Director is limited to 150% of his gross
fixed annual compensation. This maximum allocation has been
determined by taking into account:
IMPOSED DEPARTURE CLAUSE
A maximum allowance of 12 months’ compensation (last fixed
and variable annual compensation determined by the Board of
Directors) would be paid under performance conditions in the
event of imposed departure as a result of a change in the
Group’s control or strategy. However, there would be no
payment in the event of i) non-renewal of the term of office, ii)
departure initiated by the Director, iii) a change of functions
within the Group or iv) if he or she is able to benefit in the near
future from their pension rights.
the practices of CAC 40 and beverage sector companies
(external benchmarking panel); and
the demanding nature of the performance conditions.
Furthermore, the maximum amount of performance shares
allocated to the Executive Director is limited to 0.08% of the
share capital on the grant date of the performance-based shares
(in accordance with the 22nd resolution).
The imposed departure clause is subject to the following three
performance criteria:
criterion number 1: bonus rates achieved over the term(s) of
LOCK-IN PERIOD
office: criterion number 1 will be considered as met if the
average bonus paid over the entire length of the term(s) of
office is no less than 90% of the target variable compensation;
The Board of Directors requires the Executive Director:
to hold a number of shares in registered form until the end
of his or her term of office, corresponding to:
criterion number 2: growth rate of profit from recurring
operations over the term(s) of office: criterion number 2 will
be considered as met if the average growth rate of profit from
recurring operations vs. budget of each year over the entire
length of the term(s) of office is more than 95% (adjusted for
foreign exchange and scope impacts); and
in respect of stock options: 30% of the capital gain since
acquisition, net of social security contributions and taxes,
resulting from the exercise of the stock options, and
in respect of performance shares: 20% of the volume of
performance shares that will actually vest;
criterion number 3: average growth in net sales over the
to undertake to buy a number of additional shares equal to
10% of the performance shares acquired at the time that the
performance shares actually vest; and
term(s) of office: criterion number 3 will be considered as met
if the average growth in net sales over the entire length of the
term(s) of office is greater than or equal to 3% (adjusted for
foreign exchange and scope impacts).
once the Executive Director holds a number of registered
Company shares that corresponds to more than three times
his or her gross fixed annual compensation at that time,
the above-mentioned lock-in obligation will be reduced to 10%
for both stock options and performance shares and the
Executive Director concerned will no longer be required to
acquire additional shares. If, in the future, the registered
holdings fall below the ratio of three times, the
above-mentioned lock-in and vesting requirements will once
more apply.
The amount of compensation that may be received under the
imposed departure clause shall be calculated according to the
following scale:
if all three criteria are met, payment of 12 months’
compensation (1)
;
if two of the three criteria are satisfied: payment of eight
months’ compensation (1)
;
if one of the three criteria is satisfied: payment of four months’
compensation (1); and
PRESENCE CONDITION AND TERMINATION OF OFFICE
The definitive allocation is subject to a presence condition
(at the date on which the shares vest) for all beneficiaries
including the Executive Director, with the exceptions specified in
the plan regulations (notably in cases of death or disability)
or decided by the Board of Directors. In case of the Executive
Director, the Board of Directors may decide to remove the
presence condition pro rata temporis where appropriate,
issuing a notification of and justification for any such decision.
The performance shares held shall remain subject to all
applicable plan regulations, particularly with regard to the
calendar and performance conditions.
if no criterion is satisfied: no compensation will be paid.
NON-COMPETE CLAUSE
The signing of this non-compete clause for a period of one year
is intended to protect the Group by preventing the Executive
Director from performing duties for a competitor, in return for
an allowance of 12 months’ compensation (last fixed and variable
annual compensation, determined by the Board of Directors).
In accordance with the AFEP-MEDEF Code:
the indemnity will be paid monthly during its term;
it is provided in this clause that the Board of Directors may
waive the application of this clause when the Executive
Director leaves;
HEDGING
In accordance with the Code of Conduct, the latest version of
which was adopted by the Board of Directors on 20 July 2017,
and the AFEP-MEDEF Code, the Executive Director has formally
agreed to refrain from using hedging mechanisms for any
performance shares received from the Company.
the indemnity will not be paid if the Executive Director leaves
the Group to take retirement or if the Executive Director is
over 65 years old; and
the maximum amount of the indemnity under the
non-compete clause and the imposed departure clause
(sum of both) is capped at 24 months’ compensation
(last fixed and variable annual compensation approved by
the Board of Directors).
(1) Most recent annual fixed and variable compensation decided by the Board of Directors.
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____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
Moreover, in accordance with the AFEP-MEDEF Code (article
Supplementary pension scheme
The supplementary pension scheme supplements the
retirement schemes provided under compulsory basic and
supplementary schemes.
24.4), in the case of external recruitment of a new Executive
Director, the Board of Directors may also decide to pay an
amount (in cash or in shares) to compensate the new Executive
Director for loss of all or part of his or her compensation
(excluding retirement benefits) related to leaving his or her
previous position. This compensation may not exceed the
amount lost by the person in question.
The Board of Directors, on the recommendations of the
Compensation Committee, decided at its meeting of
31 August 2021 to modify the level of the supplementary pension
scheme implemented in 2016. This change was analysed in
the light of market practices and in order to align itself as closely
as possible with the CAC 40, both in terms of structure and level.
In all cases, the payment of such compensation may only be
made subject to the prior approval of the Ordinary
Shareholders’ Meeting pursuant to article L. 22-10-34 of the
French Commercial Code.
The Executive Director would therefore receive additional
annual compensation equal to 20% of his fixed and variable
annual compensation, paid each year:
Other benefits
COMPANY CAR
half (i.e. 10%) in the form of the allocation of
performance-based shares, the number of which will be
determined based on the IFRS value of shares when the
allocation occurs, and which must be approved by the Board
of Directors each year. The conditions relating to
performance, presence and holding that will apply to these
allocations will be the same as those outlined under the
general Group performance-based share allocation plan in
effect on the grant date; and
For fulfilling his or her duties as a representative of the
Company, the Executive Director has a company car. Insurance,
maintenance and fuel costs are borne by the Company.
COLLECTIVE HEALTHCARE AND WELFARE SCHEMES
The Executive Director enjoys the benefit of the collective
healthcare and welfare schemes offered by the Company under
the same terms as those applicable to the category of employees
to which they belong for the determination of their welfare
benefits and other additional components of their
compensation.
half (i.e. 10%) in cash. It is specified that the Executive Director
will undertake to invest the cash component of this additional
compensation he may receive, net of social security
contributions and tax, in savings products dedicated to
financing his supplementary pension.
Exception to the implementation of the
compensation policy for the Chairman and CEO
Multi-year compensation
In accordance with the second paragraph of III of
article L. 22-10-8 of the French Commercial Code, in the event of
exceptional circumstances, the Board of Directors may depart
from applying elements of the compensation policy, provided
that such a departure is temporary, is in the Company’s interest
and is necessary to ensure the Company’s continued existence
or viability. Any departure will be decided by the Board of
Directors, on the recommendation of the Compensation
Committee and after obtaining the opinion, where necessary,
of an independent consulting firm, it being understood that
reasons must be given for this departure.
The Board of Directors has decided not to use this type of
long-term cash compensation mechanism, preferring to favour a
share-based instrument more closely aligned with shareholders’
interests.
However, such a mechanism might be envisaged if regulatory
changes or any other circumstance were to make the use of a
share-based instrument restrictive or impossible. In this event,
the principles and criteria for the determination, distribution
and maximum allocation of shares stipulated in the policy
relating to share plans will be used in the structuring of such
variable multi-year compensation using the most similar
appropriate procedures possible.
Such a departure may only be temporary and in exceptional
circumstances, in particular a major event affecting markets in
general or that of wines & spirits in particular.
Exceptional compensation
The compensation elements that may be departed from, in
either a positive or negative sense, are the annual or long-term
variable compensation (but without the limits being modified).
In accordance with the AFEP-MEDEF Code (24.3.4), the Board of
Directors has adopted the principle by which the Executive
Director may receive a special bonus in certain circumstances
(particularly in the case of transformational operations), which
must be explicitly disclosed and justified.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
71
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
EMPLOYMENT CONTRACT/CORPORATE OFFICE (TABLE 11 AMF NOMENCLATURE)
Indemnities
or advantages due
or liable to be due
by virtue of the
discontinuance of
or change in their
positions
Supplementary
defined-benefit
pension scheme
Indemnities relating to
a non-compete clause
Employment contract
Yes No
Executive Directors
Yes
No
Yes
No
Yes
No
Mr Alexandre Ricard
Chairman and CEO (1)
X
X
X
X
(1) Mr Alexandre Ricard resigned from his employment contract on 11 February 2015, when he was appointed Chairman and CEO. Before this, his contract
of employment with Pernod Ricard had been suspended since 29 August 2012.
2.8.2
Components of compensation paid or allocated during FY21 to the corporate
officers (9th resolution)
2.8.2.1 Table of compensation received (in euros) by Non-Executive Directors
(Table 3 AMF nomenclature)
Of the €1,250,000 allocated by the Shareholders’ Meeting of 27 November 2020, a total of €1,007,292 in compensation was paid to
Directors in FY21, in accordance with the rules set out in subsection 2.8.1 above. As a reminder, the Chairman and CEO does not receive
compensation as a Director.
FY20
Amounts
FY21
Amounts
allocated
166,375
30,417
N/A
Amounts
paid
Amounts
paid
Members of the Board
Ms Patricia Barbizet
Ms Esther Berrozpe Galindo (1)
Ms Nicole Bouton (2)
allocated
136,833
37,833
60,750
142,000
N/A
122,333
8,833
151,625
59,417
N/A
108,708
146,500
N/A
Mr Wolfgang Colberg
Ms Virginie Fauvel (3)
100,000
31,667
99,500
83,083
N/A
123,000
5,667
Mr Ian Gallienne
104,500
94,000
30,333
69,000
46,167
111,500
94,000
56,833
69,000
8,167
93,000
85,583
N/A
Mr César Giron
Ms Martina Gonzalez-Gallarza (2)
Ms Anne Lange
82,917
111,167
N/A
65,417
98,667
N/A
Mr Philippe Petitcolin (4)
Mr Pierre Pringuet (2)
48,500
56,000
85,500
111,667
65,000
15,000
15,000
1,118,083
90,833
52,000
87,500
104,417
62,500
15,000
15,000
1,153,124
Société Paul Ricard represented by Mr Paul-Charles Ricard (5)
Mr Gilles Samyn (6)
62,917
30,833
115,500
62,917
15,000
15,000
1,007,292
56,417
67,833
114,500
59,417
15,000
15,000
1,010,543
Ms Kory Sorenson
Ms Veronica Vargas
Ms Maria Jesus Carrasco Lopez
Mr Stéphane Emery
TOTAL
N/A: not applicable.
(1) Starting 8 November 2019 until 22 December 2020, the date of her resignation.
(2) Until 8 November 2019, the date of the end of his/her term as Director.
(3) Starting 27 November 2020, the date of her appointment by the Shareholders’ Meeting.
(4) Starting 8 November 2019, the date of his appointment by the Shareholders’ Meeting.
(5) Permanent representative of Société Paul Ricard, Director.
(6) Until 27 November, date of his resignation.
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____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
SEVERANCE BENEFITS
2.8.2.2 Other components of the compensation
of corporate officers performing
management or executive roles
within the Group
In addition to compensation received in respect of their office as
Directors, Messrs César Giron and Paul-Charles Ricard received
compensation in their respective capacities as Chairman and
CEO of Martell Mumm Perrier-Jouët and Prestige & Craft
Manager of Martell Mumm Perrier-Jouët.
Mr César Giron receives no compensation for termination
of service.
SUPPLEMENTARY PENSION SCHEME
Mr César Giron has a conditional supplementary defined-benefit
pension scheme (article 39) under article L. 137-11 of the French
Employment Code, provided that recipients:
have at least 10 years’ seniority within the Group when they
leave or retire;
are at least 60 years of age on the date of leaving or retirement;
A summary statement of the compensation and other benefits
received by each of these Non-Executive Directors from the
companies controlled by Pernod Ricard SA, under
article L. 233-16 of the French Commercial Code, is drawn up
pursuant to article L. 22-10-9, paragraph 5 of the same Code.
have claimed the basic and complementary French social
security pension schemes (ARRCO, AGIRC);
permanently end their professional career; and
end their professional career within the Group. In accordance
Mr César Giron, member ofthe Board of Directors
and Chairman and CEO of Martell Mumm
Perrier-Jouët
with regulations, employees aged over 55 whose contract is
terminated and who do not take up another job are deemed to
have retired. The aim of the scheme is to make it possible to
supplement the pension provided by France’s mandatory
state-run pension scheme. It offers retired beneficiaries a life
annuity that can be passed on to their spouse and/or
ex-spouse in the event of death.
FIXED COMPENSATION
Mr César Giron receives gross fixed compensation for his duties
as Chairman and CEO of Martell Mumm Perrier-Jouët that
amounted to €488,580 for FY21 (unchanged from FY20).
Pensions are proportionate to the beneficiary’s length of service,
with an upper limit of 20 years. Pensions are calculated on the
basis of the beneficiary’s average compensation (fixed and
variable) over the three years preceding his or her retirement.
VARIABLE COMPENSATION
In his capacity as Chair of a direct affiliate and member of the
Executive Committee, Mr César Giron receives gross variable
compensation for which the quantitative criteria depend, on the
one hand, on the financial performance of the entity he manages
and, on the other, on the Group’s results, with a view to
strengthening solidarity and collegiality between the Chairs of
the Executive Committee.
The amount of the supplementary annuity is calculated by
applying the following coefficients to the basis of calculation:
for the portion of the compensation between 8 and 12 times
France’s annual social security ceiling, the coefficient is 2%
multiplied by the number of years’ service (capped at 20 years,
i.e. 40%);
Mr César Giron is also assessed on the basis of individual
qualitative criteria.
between 12 and 16 times France’s annual social security ceiling,
the coefficient is 1.5% per year of service (capped at 20 years,
This variable portion is expressed as a percentage of the fixed
annual portion. It may reach 70% of his gross fixed compensation
if the quantitative and qualitative targets are achieved (target
level) and can rise to a maximum of 105% if the Group records
exceptional financial performance in relation to the targets.
The criteria are reviewed regularly and may be modified on an
occasional basis.
i.e. 30%); and
in excess of 16 times France’s annual social security ceiling, the
coefficient is 1% per year of service (capped at 20 years,
i.e. 20%).
The supplementary pension equals the sum of the three amounts
above.
In this respect, during FY21, he received gross variable
compensation in October 2020 of €228,949 relating to FY20,
i.e. 46.86% of his fixed compensation for FY20.
In addition, the rights granted under this plan, added to those of
other pensions, cannot exceed two-thirds of the amount of the
beneficiary’s most recent fixed annual compensation.
EXCEPTIONAL COMPENSATION
A provision is entered on the balance sheet during the build-up
phase and, when the beneficiary claims his or her pension, the
capital is transferred to an insurer and thus entirely outsourced.
No exceptional compensation was awarded or paid in respect
of FY21.
Funding for this scheme is the responsibility of Pernod Ricard,
which pays premiums to a third-party insurance agency to which
it has entrusted management of this pension scheme.
ALLOCATION OF STOCK OPTIONS AND/OR PERFORMANCE
SHARES
On 27 November 2020, the Board of Directors authorised a
combined stock option and performance-based share allocation
plan.
In accordance with the provisions of article D. 22-10-16 of the
French Commercial Code, at 30 June 2021, the estimated gross
amount of the pension potentially paid under the supplementary
defined-benefit pension scheme for Mr César Giron would
amount to €151,781 per year.
Under this plan, Mr César Giron received the following allocation:
6,517 stock options with an external performance condition
(€153,345 at IFRS value); and
The relevant social security contributions falling due to Pernod
Ricard stood at 24% of the contributions transferred to the
insurer.
2,078 performance shares with an internal performance
condition (€306,711 at IFRS value).
The details of the overall stock option and performance-based
share allocation policy are shown below (pages 82-83 of this
universal registration document).
Furthermore, in accordance with the government decree of
3 July 2019:
the scheme has been closed since 2016;
no additional rights may vest in respect of periods
of employment after 1 January 2020.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
73
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
COLLECTIVE HEALTHCARE AND WELFARE SCHEMES
VARIABLE COMPENSATION
Mr César Giron qualifies for the collective healthcare and welfare
schemes offered by Martell Mumm Perrier-Jouët under the same
terms as those applicable for the category of employees to which
he belongs for the determination of his employee benefits and
other additional components of his compensation.
This variable portion is expressed as a percentage of the fixed
annual portion. It may reach 15% of his gross fixed compensation
if the (individual) qualitative targets are achieved.
In this respect, during FY21, he received gross variable
compensation of €8,868 relating to FY20.
OTHER BENEFITS
AMOUNTS RECEIVED IN RESPECT OF EMPLOYEE INCENTIVE
AGREEMENT AND PROFIT-SHARING PLANS
For FY21, Mr César Giron was provided with a company car.
Under the employee profit-sharing plans in effect within Martell
Mumm Perrier-Jouët, Mr Paul-Charles Ricard received €7,898
from incentive agreements and €6,402 from profit-sharing.
Mr Paul-Charles Ricard, Permanent Representative
of Société Paul Ricard, member of the Board
of Directors and Prestige & Craft Manager
at Martell Mumm Perrier-Jouët
COLLECTIVE HEALTHCARE AND WELFARE SCHEMES
Mr Paul-Charles Ricard qualifies for the collective healthcare and
welfare schemes offered by Martell Mumm Perrier-Jouët under
the same terms as those applicable for the category of employees
to which he belongs for the determination of his employee
benefits and other additional components of his compensation.
FIXED COMPENSATION
Mr Paul-Charles Ricard receives gross fixed compensation for his
duties as Prestige & Craft Manager at Martell Mumm
Perrier-Jouët that amounted to €68,649 for FY21.
OTHER COMPONENTS OF COMPENSATION
No special bonus/No allocation of stock options and/or
performance shares/No compensation for termination of
service/No supplementary pension scheme/No benefits in kind.
2.8.3
Components of the compensation paid or allocated during FY21
to Mr Alexandre Ricard, Chairman and CEO (8th and 9th resolutions)
The compensation paid or allocated for FY21 to Mr Alexandre Ricard, Chairman and CEO, was approved by the Board of Directors at its
meetings of 1 September 2020, 20 October 2020 and 31 August 2021 on the proposal of the Compensation Committee. The total
compensation decided complies with the compensation policy as approved by the Shareholders’ Meeting of 27 November 2020
(12th resolution), and in particular with the relationship between the amounts of variable compensation and the assessment of both the
short- and long-term performance of the Company, to which the Chairman and CEO has made a significant contribution.
Amounts paid Amounts
during the
past financial the past financial
allocated during
Components
of compensation
year
year
Remarks
Fixed
€1,100,000
€1,100,000
At its meeting of 1 September 2020, the Board of Directors decided,
compensation
on the recommendation of the Compensation Committee, to maintain the gross fixed
annual compensation of Mr Alexandre Ricard at €1,100,000 for FY21.
Variable annual €297,000
compensation
€1,980,000
At its meeting held on 31 August 2021, the Board of Directors, on the recommendation
of the Compensation Committee and after approval of the financial elements by the Audit
Committee, assessed the amount of the variable portion of Mr Alexandre Ricard’s
compensation for FY21.
Considering the quantitative and qualitative criteria set by the Board meeting
on 21 October 2020 and the achievements recognised as of 30 June 2021, the amount
of the variable portion was assessed as follows:
for the quantitative criteria, the variable portion amounted to 150% of Mr Alexandre
Ricard’s fixed annual compensation, versus a target of 80% and a maximum of 150%,
breaking down as follows:
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____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
Amounts paid Amounts
during the
past financial the past financial
allocated during
Components
of compensation
year
year
Remarks
Variable annual
compensation
(continued)
Objectives
Target
Maximum
Level of achievement
Achievement of budgeted
profit from recurring
operations
20%
37.5%
37.5%
Achievement of budgeted
Group net profit from
recurring operations
20%
37.5%
37.5%
Achievement of budgeted
Recurring Free Cash Flow
20%
20%
37.5%
37.5%
37.5%
37.5%
Rate of cash conversion for
profit from recurring
operations (cash conversion)
Overall rate of achievement 80%
of objectives
150%
150%
for the qualitative criteria, the variable portion amounted to 41% of Mr Alexandre Ricard’s
fixed annual compensation, versus a target of 30% and a maximum of 45%, breaking down
as follows:
Level of
Objectives
Target
Maximum achievement Assessment
The Group has implemented
material resources
and procedures to protect
the health and safety
of its employees: supplies
of protective equipment,
implementation of health
directives, permanent
monitoring of the health
situation, psychological
support. The impacts
of the health crisis were also
limited thanks to effective
cash management
(refinancing, credit lines,
transformation project, etc.)
and agility in the reallocation
of resources. The result
of this effective management
is the return to a pre-Covid
level of activity and financial
performance for the fiscal
year.
Ability to
effectively
address the
impacts of the
COVID-19
pandemic and
limit the impacts
on the Group
12%
18%
18%
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
75
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
Amounts paid Amounts
during the
past financial the past financial
allocated during
Components
of compensation
year
year
Remarks
Variable annual
compensation
(continued)
Level of
Maximum achievement Assessment
Objectives
Target
The objectives of the “Good
Times from a Good Place”
strategy set for the year were
achieved: implementation of
the “Health & Safety” roadmap
in a Covid context, early
achievement of the reduction
in orders for single-use plastic
promotional items.
The commitment to
responsible alcohol
consumption and the
ambitions in terms of carbon
neutrality and regenerative
agriculture were also
strengthened. The Group
continues to place CSR at the
heart of its strategy and is
increasingly integrating it into
all of its activities. For the
coming years, the Group’s
ambition is to increase its
leadership and become a
pioneer in these areas.
CSR:
demonstrate
leadership both
internally and
externally
through regular
communications
and promotion of
the “Good Times
from a Good
6%
9%
6%
Place” strategy.
The Group accelerated its
Digital Transformation
roadmap. For the Key Digital
Programmes: the pilots
delivered excellent results and
are now being deployed in the
affiliates. The necessary skills
were developed internally to
support the acceleration over
the coming years and develop
our competitive advantage.
The Finance function also
accelerated its digitisation
with the deployment of new
tools, supported by significant
efforts in terms of change
management.
Implementation
of the Digital
Transformation
roadmap (KDP,
Finance 4.0)
6%
9%
8%
Dynamic
The good management
and the great agility in
the allocation of resources
according to the dynamics
of markets, channels and
categories are reflected
in the market shares and
the excellent financial
performance during the
financial year.
management
and agility in
the reallocation
of A&P
6%
9%
9%
resources.
Overall
rate of
achievement
of objectives
30%
45%
41%
Consequently, the total amount of Mr Alexandre Ricard’s variable compensation for FY21
as Chairman and CEO was set at €1,980,000, i.e. 180% of his fixed annual compensation
for FY21 (vs. a target of 110%). The variable compensation in respect of FY20 and FY19
respectively represented 27% and 158.71% of his fixed annual compensation.
Multi-year
variable
N/A
N/A
Mr Alexandre Ricard does not qualify for any multi-year variable cash compensation.
compensation
76
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____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
Amounts paid Amounts
during the
past financial the past financial
allocated during
Components
of compensation
year
year
Remarks
Compensation
as Chairman
of the Board
of Directors
N/A
N/A
Mr Alexandre Ricard does not receive any compensation in his capacity as Chairman of the
Board of Directors.
Special bonus
N/A
N/A
Mr Alexandre Ricard does not qualify for any special bonus.
Allocation of
stock options
and/or
performance
shares
€549,990
During FY21, the Board of Directors’ meeting held on 27 November 2020 decided,
(IFRS total value
of stock options
with external
performance
condition)
on the recommendation of the Compensation Committee, to grant Mr Alexandre Ricard:
23,374 stock options (i.e. approximately 0.009% of the Company’s share capital)
fully subject to the external performance condition described in the 2019/20 universal
registration document, “Allocation of stock options” paragraph in subsection 2.8.1.3
(page 60);
3,726 performance shares (i.e. approximately 0.001% of the Company’s share capital)
€549,953
fully subject to the internal performance condition described in the 2019/20 universal
registration document, “Allocation of performance-based shares” paragraph
in subsection 2.8.1.3 (page 60);
6,013 performance shares (i.e. approximately 0.002% of the Company’s share capital)
fully subject to the external performance condition described in the 2019/20 universal
registration document, “Allocation of stock options” paragraph in subsection 2.8.1.3
(page 60).This allocation represents, in IFRS value, 150% of his fixed annual
compensation.
(IFRS total value
of performance
shares with
internal
performance
condition)
€549,949
This allocation represents, in IFRS value, 150% of his fixed annual compensation.
(IFRS total value The same presence condition applies to Mr Alexandre Ricard and the other beneficiaries
of performance
shares with
external
performance
conditions)
of the allocation plan.
It is noted that the Executive Director is subject to lock-in obligations in respect of shares
resulting from the exercise of stock options and the effective transfer of performance
shares (described in the 2019/20 universal registration document, “Stock option and
performance-based share allocation policy” paragraph in subsection 2.8.1.3 (page 60)).
Welcome bonus No payment
or compensation
for termination
No payment
The detail of the non-compete clause and the imposed departure clause is provided in
Section 2.8.2.
of office
Supplementary
pension scheme
€69,919
10% of his fixed and variable annual compensation in the form of a grant of performance
shares (5%) and cash (5%).
(total IFRS value
of performance
shares
with internal
and external
performance
conditions)
Grant of:
237 performance shares, subject to an internal condition; and
382 performance shares subject to an external condition.
The performance, presence and lock-in conditions applicable to these allocations are
the same as those provided for in the Group’s overall performance share allocation plan in
force on the grant date (described in the Allocation of stock options" and "Allocation of
performance-based shares" paragraphs in subsection 2.8.1.3 of the 2019/20 universal
registration document).
€69,850
(payment in cash On the same principle as for grants of performance shares, Mr Alexandre Ricard is subject
of 5% of the fixed to lock-in obligations (described in the "Allocation of stock options" and "Allocation
and variable
annual
compensation)
of performance-based shares" paragraphs in subsection 2.8.1.3 of the 2019/20 universal
registration document).
Mr Alexandre Ricard has undertaken to invest the cash payment, net of social security
contributions and tax, in investment vehicles dedicated to financing his supplementary
pension.
Collective
healthcare and
welfare schemes
Mr Alexandre Ricard qualifies for the collective healthcare and welfare schemes offered
by the Company under the same terms as those applicable to the category of employees
to which he belongs for the determination of his welfare benefits and other additional
components of his compensation.
Other benefits
€ 7,294
Mr Alexandre Ricard benefits from a company car.
N/A: not applicable.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
77
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
Summary of components of the compensation due or granted to Mr Alexandre Ricard for the financial year
Summary table of compensation paid and options and shares granted to Mr Alexandre Ricard
(Table 1 AMF nomenclature)
(€)
FY20
1,404,394
N/A
FY21
3,087,294 (2)
N/A
Compensation due for the financial year (1)
Value of multi-year variable compensation allocated during the financial year
Value of options granted during the financial year
Value of performance shares allocated during the financial year
549,985
1,099,882
549,990
1,099,902
Value of performance shares allocated during the financial year in respect
of the supplementary pension scheme (3)
142,312
142,291
69,919
69,850
Supplementary cash payment in respect of the supplementary pension scheme (3)
TOTAL
3,338,865
4,876,955 (2)
N/A: not applicable.
(1) This total includes the use of a company car.
(2) The amount of the bonus due for the year will be subject to the ex-post vote of shareholders.
(3) Annual component equal to 5% of fixed and variable compensation.
Summary table of compensation paid to Alexandre Ricard (by the Company and the controlled companies as defined
by article L. 233-16 of the French Commercial Code and the controlling company or companies) (Table 2 AMF nomenclature)
FY20
Amounts due
FY21
Amounts due
(€)
Amounts paid
1,100,000
1,745,810
N/A
Amounts paid
1,100,000
297,000
N/A
Fixed compensation
1,100,000
297,000
N/A
1,100,000
1,980,000 (3)
N/A
Variable annual compensation (1)
Multi-year variable compensation
Special bonus
N/A
N/A
N/A
N/A
Compensation as Chairman of the Board of Directors
Benefits in kind (2)
N/A
N/A
N/A
N/A
7,394
7,394
7,294
7,294
TOTAL
1,404,394
2,853,204
3,087,294
1,404,294
N/A: not applicable.
(1) The variable compensation due in respect of the prior year is paid in the current year.
(2) Company car.
(3) The amount of the bonus due for the year will be subject to the ex-post vote of shareholders.
Stock options granted to Mr Alexandre Ricard by the Company and any Group companies during the financial year
(Table 4 AMF nomenclature)
Value of shares
according
to the method
used for the
consolidated
financial
Number of
options granted
during the
Type of options
(purchase or
32 subscription)
Performance
conditions
Date of plan n
o
statements (IFRS) financial year
Strike price
Exercise period
27.11.2020
Purchase
€549,990 23,374
€154.11
Positioning
of the total
From 28.11.2024
to 27.11.2028
performance
of the Pernod
Ricard share
compared with
the total
performance
of a panel of 12
companies over
three years.
78
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
Stock options exercised by Mr Alexandre Ricard during the year (Table 5 AMF nomenclature)
Number of options exercised during
the financial year
Date of plan n° 28
Strike price
17.11.2016
26,062 (1)
€105.81
(1) The initial allocation was 31,400 options (the external performance condition confirmed the availability of 83% of the options initially allocated).
Performance shares granted to Mr Alexandre Ricard by the Company and any Group companies during the financial year
(Table 6 AMF nomenclature)
Value of shares
according to the
method used for
the consolidated
financial statements
(IFRS)
Number of shares
awarded during
the period
Performance
conditions
Date of plan n
o
32
Vesting date
Vesting date
27.11.2020
3,726
237 (1)
6,013
382 (1)
€549,953
28.11.2024
28.11.2024
Average achievement
of the annual budget
targets in respect
of profit from
recurring operations
in the current
and subsequent
two years (three
consecutive years).
27.11.2020
27.11.2020
27.11.2020
€34,981
28.11.2024
28.11.2024
28.11.2024
28.11.2024
28.11.2024
28.11.2024
Average achievement
of the annual budget
targets in respect
of profit from
recurring operations
in the current
and subsequent
two years (three
consecutive years).
€549,949
Positioning of the
total performance
of the Pernod Ricard
share compared
with the total
performance of
a panel of 12
companies over
three years.
€34,938
Positioning
of the total
performance of the
Pernod Ricard share
compared with the
total performance
of a panel of 12
companies over
three years.
(1) Allocation under the supplementary pension scheme.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
79
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
Performance shares vested to Mr Alexandre Ricard during the financial year (Table 7 AMF nomenclature)
Number of shares vesting during
the financial year
Date of plan n° 28
Vesting conditions
17.11.2016
5,000 (1)
Average achievement of the annual budget targets in respect of profit
from recurring operations in the current and subsequent two years
(three consecutive years).
17.11.2016
6,806 (2)
Average achievement of the annual budget targets in respect of profit
from recurring operations in the current and subsequent two years
(three consecutive years).
Positioning of the total performance of the Pernod Ricard share
compared with the total performance of a panel of 12 companies over
three years.
17.11.2016
8,989 (3)
No performance conditions (presence condition for three years).
(1) The initial allocation was of 5,000 shares (the internal performance condition was 100% met).
(2) The initial allocation was of 8,200 shares (the internal performance condition was 100% met and the external performance condition (sixth position in the
panel) confirmed the vesting of 83% of the shares initially allocated).
(3) Second third of the Exceptional Bonus Share Plan granted to the Executive Director in exchange for the elimination of the supplementary defined-benefit
pension scheme. This exceptional allocation was intended to compensate for vested rights and was not subject to any performance conditions. However,
it spread the vesting of shares over a three-year period and includes a mandatory two-year lock-in period (see page 109 of the 2016/17 universal registration
document).
Summary table of Mr Alexandre Ricard’s multi-year variable compensation
Mr Alexandre Ricard did not receive any multi-year variable compensation during past financial years.
Change in the annual compensation due to Alexandre Ricard over the last financial years
€4,876,955
€4,766,477
€7,294
00000
€7,417
€139,769
€263,366
€4,134,613
€219,174
€6,355
€1,649,892
€1,980,000
00000
00000
00000
00000
0
€1,649,884
€3,338,865
€284,603
€7,394
€1,424,929
€1,649,868
€1,745,810
€1,534,155
€950,000
€297,000
€1,100,000
€1,100,000
€1,100,000
FY18
FY19
FY20
FY21
Fixed
Variable
LTI
Components related to post-employment benefits (LTI + cash)
Benefits in kind
80
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
for accounting purposes. It does not represent a current market
Equity ratio between the level of compensation
of Mr Alexandre Ricard, Chairman and CEO,
and the average and median compensation
of the Company’s employees
Information concerning the ratios between the compensation
of the Chairman and CEO and the average and median
compensation of the Company’s employees is presented below
in accordance with the provisions of article L. 22-10-9 of the
French Commercial Code.
value, nor the value that could be received by the beneficiary
upon the eventual vesting of these securities, especially if the
performance conditions are not met.
The scope of employees included only covers employees who
were present continuously for two consecutive financial years.
For part-time employees, compensation has been established on
the basis of full-time equivalents.
The ratios and annual changes in compensation were calculated
on the basis of the gross compensation components paid or
awarded in the current year (thus including the variable
compensation and profit-sharing allocated in respect of the prior
year).
CALCULATION METHOD
The average and median compensation was established on a
full-time equivalent basis for the Company’s employees other
than the Chairman and CEO.
The legal scope of this information covers Pernod Ricard SA.
In addition, in accordance with recommendation 26.2 of the
AFEP-MEDEF Code, the ratios are also published for a broader
scope, representative of the Group’s business in France,
including Pernod Ricard SA and all direct and indirect affiliates
located in France.
This compensation, taken into account on a gross basis, includes
the following elements: fixed compensation, variable annual
compensation, additional payments under the supplementary
defined-contribution pension scheme, employee savings
schemes and long-term incentive measures valued at their fair
value at the date of allocation, as recognised in the consolidated
financial statements in accordance with IFRS 2. This valuation
corresponds to a historical value at the grant date calculated
The table below has been drawn up taking into account the
model circulated by the AFEP in its guidelines updated in
February 2021.
ANNUAL CHANGES IN THE COMPANY’S COMPENSATION AND PERFORMANCE
Table of ratios for I. 6 and 7 of article L. 22-10-9 of the French Commercial Code
FY17
FY18
FY19
FY20
FY21
Change (in%) in the compensation of Mr Alexandre Ricard,
Chairman and CEO(1)
19%
17%
19%
5%
-33%
Information on the scope of the listed company (2)
Change (in %) in average employee compensation
0.5%
4.3%
-8.1%
-1.4%
-0.4 %
-1.2 %
40.17
7.8%
4.5%
39.12
-2.6%
67.68
0.4%
2.9%
2.1%
Change (in %) in median employee compensation
Ratio compared to average employee compensation
Change (in %) compared to the previous financial year
Ratio compared to median employee compensation
Change (in %) compared to the previous financial year
Additional information on the extended scope (3)
Change (in %) in average employee compensation
Change (in %) in median employee compensation
Ratio compared to average employee compensation
Change (in %) compared to the previous financial year
Ratio compared to median employee compensation
Change (in %) compared to the previous financial year
Company performance
48.09
114.8%
85.98
106.8%
33.76
25.38
-35.1%
44.31
-29.8%
56.21
19.0%
67.43
20.0%
-34.6%
-34.5%
N.C.
N.C.
-0.5%
0.1%
6.4%
- 2.9%
63.71
0.6%
4.2%
54.15
N.C.
64.49
19.1%
83.15
18.4%
42.24
(2)
- 1.2%
89.86
8.2%
-33.7%
57.58
70.25
N.C.
-36.0%
Profit from Recurring Operations
2,394
3.3%
2,358
6.3%
2,581
8.7%
2,260
2,423
18.3%
Change (in %) compared to the previous financial year (3)
N.C. Not calculable
-13.7%
(1) Elements explaining the variation of the ratio as regards the compensation of the Chairman and CEO taken into account:
FY17: exceptional payment of €2,668,000 in consideration for the abolition of the supplementary defined-benefit pension scheme (past service compensation –
see 2016/17 unvisersal registration document, page 109). For the purposes of comparing compensation over time, this exceptional payment has been separated
out;
FY18: payment of the FY17 bonus with an achievement rate of 131%, whereas the bonus paid in FY17 in respect of FY16 represented 96%;
FY19: increase in the fixed compensation and payment of the bonus for FY18, with an achievement rate of 161%;
FY20: payment of the bonus due in respect of FY19, with an achievement rate of 159%;
FY21: impact of the Covid-19 crisis on the FY20 variable compensation paid during the financial year.
(2) For technical reasons, it was not possible to reconstruct the entire extended scope for FY17.
(3) In internal growth, restated for foreign exchange and scope effects.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
81
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
maintain a balanced allocation between stock options and
Taking into account the last vote of the Shareholders’
Meeting of 27 November 2020
performance shares for the members of the Executive
Committee, including the Executive Director, thus allowing fair
compensation based on the achievement of internal and
external criteria; and
The Board of Directors, on the recommendation of the
Compensation Committee, took into account the vote of the
Shareholders’ Meeting of 27 November 2020, which saw strong
shareholder support (97.19% for the “ex post” vote and 94.23%
for the ex ante vote) for the compensation policy put in place
within the Group, and therefore decided to continue this policy
according to the same principles and arrangements for FY22.
maintain allocations of performance shares for all
beneficiaries, with the volume varying according to the
classification of their position within the Group.
ALLOCATION OF STOCK OPTIONS WITH EXTERNAL
PERFORMANCE CONDITIONS
The volume of stock options with performance conditions
allocated by the Board of Directors’ meeting of
27 November 2020 stood at 136,711 stock options.
2.8.4
Other aspects of the compensation
policy (not subject to shareholder
vote)
All of the stock options under the plan are subject to an external
performance condition and will become exercisable from
November 2024 depending on the positioning of the overall
performance of Pernod Ricard shares compared to the overall
performance of a panel of 12 comparable companies.
This condition will be evaluated over a three-year period
following the plan allocation.
Overall stock option and performance-based share
allocation policy
During FY21, the Board of Directors reaffirmed its desire to give
key personnel an interest in the performance of Pernod Ricard
shares, and during its meeting of 27 November 2020, it decided
to introduce a combined allocation plan made up of stock options
and performance shares.
The number of shares that will ultimately be granted will be
determined by comparing the overall performance of the Pernod
Ricard share and the overall performance of a Panel from
27 November 2020 to 27 November 2023 inclusive (three years).
Accordingly, if the total performance of the Pernod Ricard shares
(TSR) is:
The Board’s aim is therefore to continue to align the interests of
Pernod Ricard employees with those of the shareholders,
by encouraging them to hold shares of the Company. Just over
750 employees were rewarded, making it possible to target not
only executives in management positions, but also to retain
young high-potential managers (Talents) in all of the Group’s
affiliates around the world.
below the median (8th to 13th position), no options will be
exercisable;
at the median (7th position), 66% of the options will be
exercisable;
The 27 November 2020 allocation plan consists of stock options
with performance conditions and performance shares.
in 6th, 5th or 4th position, 83% of the stock options will be
exercisable; and
The Board of Directors confirmed the following plan features on
the recommendation of the Compensation Committee:
in 3rd, 2nd or 1st position, 100% of the stock options will be
exercisable.
subject all allocations (stock options and performance shares)
to performance criteria;
At the grant date, the Board of Directors decided that the Panel
shall comprise, in addition to Pernod Ricard, the following
12companies: AB InBev, Brown Forman, Campari, Carlsberg,
Coca-Cola, Constellation Brands, Danone, Diageo, Heineken,
LVMH, PepsiCo and Rémy Cointreau.
retain the external performance criterion applicable to stock
options and a portion of the performance shares allocated to
the Executive Director: positioning of the overall performance
of Pernod Ricard shares compared with the overall
performance of a panel of 12 comparable companies over three
years, only considering positioning on the median or higher;
The Panel’s composition is subject to change, based on the
above-mentioned companies’ development. The Board of
Directors shall, with a duly reasoned decision and following the
recommendation of the Compensation Committee, exclude a
company from or add a new company to the Panel, for example,
in the case of an acquisition, absorption, dissolution, spin-off,
merger or change of business of one or more of the Panel’s
members, subject to maintaining the overall consistency of the
Panel and enabling the application of the external performance
condition in line with the performance objective set upon
allocation.
maintain the internal performance criterion applicable to
performance shares, i.e. the average achievement of annual
targets for profit from recurring operations, assessed over
three consecutive financial years;
The vesting period for the stock options is four years followed
by an exercise period of four years.
82
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____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
ALLOCATION OF PERFORMANCE-BASED SHARES
WITH AN EXTERNAL PERFORMANCE CONDITION
The number of performance shares that will ultimately be
granted will be determined based on the ratios of achievement
of the Group’s profit from recurring operations, adjusted for
currency effects and changes in the scope of consolidation as
compared with the Group’s budgeted profit from recurring
operations over three consecutive financial years (FY21, FY22
and FY23).
At its meeting of 27 November 2020, the Board of Directors
granted 7,689 performance shares with an external performance
condition (excluding shares related to the supplementary
pension scheme).
All of the performance shares under the plan are subject to
internal and external performance conditions and will vest from
November 2024 based on the positioning of the overall
performance of Pernod Ricard share compared to the overall
performance of a Panel of 12 comparable companies (see above).
This external condition will be assessed over a period of three
years following the allocation of the plan, i.e. from
27 November 2020 to 27 November 2023 inclusive.
The number of performance shares is determined according
to the following conditions:
if the average level of achievement is 0.95 or below:
no performance shares will vest;
if the average level of achievement is between 0.95 and 1:
the number of performance shares that vest is determined by
applying the percentage of linear progression between 0 and
100%; and
The final volumes will be determined at the end of the external
condition evaluation period in accordance with subsection
“Allocation of stock options”.
if the average level of achievement is 1 or more: 100% of the
performance shares will vest.
ALLOCATION OF PERFORMANCE-BASED SHARES
WITH INTERNAL CONDITION
Performance shares allocated to all beneficiaries have a four-year
vesting period, without a lock-in period.
A total of 262,530 performance shares (excluding shares related
to the supplementary pension scheme) were awarded by the
Board of Directors at its meeting of 27 November 2020,
all subject to the internal performance condition described
below.
In addition, beneficiaries must still be part of the Group on the
vesting date, except in the case of retirement, death or invalidity.
History of allocations of stock options – Situation at 30 June 2021 (Table 8 AMF nomenclature)
LTIP 2015
27B
LTIP 2016
28B
LTIP 2017
29B
LTIP 2018
30B
LTIP 2019
31B
LTIP 2020
32B
Plan number
Date of authorisation by Shareholders’ Meeting
Date of Board of Directors’ meeting
Type of options
06.11.2015
06.11.2015
Purchase
06.11.2015
17.11.2016
Purchase
06.11.2015
09.11.2017
Purchase
06.11.2015
21.11.2018
Purchase
08.11.2019
08.11.2019
Purchase
08.11.2019
27.11.2020
Purchase
Total number of options that can be subscribed
or purchased
278,575
28,200
20,700
7,500
150,008
39,445
31,400
8,045
124,050
32,050
25,050
7,000
109,492
32,006
26,143
5,863
22.11.2022
21.11.2026
137.78
-
131,864
28,831
22,545
6,286
09.11.2023
08.11.2027
162.79
-
136,711
Of which by corporate officers of Pernod Ricard SA
Of which by Mr Alexandre Ricard
Of which by Mr César Giron
29,891
23,374
6,517
Commencement date for exercise of options
Expiry date
07.11.2019
06.11.2023
102.80
18.11.2020
17.11.2024
105.81
10.11.2021
09.11.2025
126.53
-
28.11.2024
27.11.2028
Subscription or purchase price (€) (1)
Number of shares subscribed or purchased
Total number of stock options cancelled or lapsed (2)
Of which those of Mr Alexandre Ricard
Of which those of Mr César Giron
Subscription or purchase options remaining
N/A: not applicable.
154.11
113,332
96,068
7,038
41,953
-
32,183
46,797
8,517
5,863
-
6,286
-
-
5,338
-
-
2,550
1,368
2,380
-
-
69,175
75,872
77,253
103,629
125,578
136,711
(1) The purchase price of the shares by the beneficiaries corresponds to the average of the closing prices recorded during the 20 trading sessions preceding
the day on which the options were granted.
(2) Options cancelled after the beneficiaries failed to meet the continuous service and/or performance conditions. During FY21, 39,797 stock options granted
under the 09.11.2017 plan were cancelled in application of the external performance condition (66% of the amounts initially awarded).
As of 30 June 2021, there were 588,218 stock purchase options outstanding, representing approximately 0.22% of the Company’s share
capital. All these options are “in the money” (closing price of the Pernod Ricard share on 30 June 2021 at €187.02).
At present, there are no Pernod Ricard “subscription” stock options in circulation.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
83
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
Stock options granted to the Group’s top 10 employees other than corporate officers and options exercised
by these employees during FY21 (Table 9 AMF nomenclature)
Number
of options
Exercise price
granted/exercised
(in euros)
Plans
Options granted during the financial year by the issuer and any companies
within its Group granting options to the top 10 employees of the issuer
and any such Group company, receiving the highest number of options (1)
53,269
31,298
154.11
104.17
27.11.2020
Options held on the issuer and the companies included in the scope
of allocation of the options exercised, during the year by the top 10 employees
of the issuer and any company included in this scope, exercising the highest
number of options
06.11.2015
17.11.2016
(1) In FY21, only eight employees within Pernod Ricard SA received options.
Historical achievement rates for internal and external performance conditions
100%
100%
83%
83%
66%(1)
66%
66%
66%
0%(1)
0%
Internal
External
Internal & External
(Executive Director)
Plan dated 6 November 2015
Plan dated 17 November 2016
Plan dated 9 November 2017
(1) Board of Directors’ decision to adjust the achievement of the condition relating to FY20 and to set achievement of the performance condition for this plan at 66%
(see Page 73 of the 2019/20 universal registration document), with the exception of the Executive Director, for whom the allocation has been cancelled in full.
84
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
History of allocations of performance shares – Situation as at 30 June 2021 (Table 10 AMF nomenclature)
LTIP 2015
27A, 27C
06.11.2015
06.11.2015
418,923
10,650
8,500
LTIP 2016
28A, 28C
06.11.2015
17.11.2016
461,376
15,815
LTIP 2017
29A, 29C
06.11.2015
09.11.2017
371,511
13,820
LTIP 2018
30A, 30C
06.11.2015
21.11.2018
341,313
14,356
12,441
LTIP 2019
31A, 31C
08.11.2019
08.11.2019
269,474
12,566
10,570
1,996
LTIP 2020
32A, 32C
08.11.2019
27.11.2020
270,838
12,436
10,358
2,078
Plan number
Date of authorisation by Shareholders’ Meeting
Date of Board of Directors’ meeting
Number of performance shares awarded
Of which to corporate officers of Pernod Ricard SA
Of which to Mr Alexandre Ricard
13,200
2,615
11,820
Of which to Mr César Giron
2,150
2,000
1,915
Vesting date of the performance shares
End date for share lock-in period
07.11.2019
07.11.2019
Yes
18.11.2020
18.11.2020
Yes
10.11.2021
10.11.2021
Yes
22.11.2022
22.11.2022
Yes
09.11.2023
09.11.2023
Yes
28.11.2024
28.11.2024
Yes
Presence of performance condition
Number of performance shares cancelled (1)
Of which those of Mr Alexandre Ricard
Of which those of Mr César Giron
Number of performance shares vested (2)
Unvested performance shares (3)
89,150
1,870
101,234
1,394
184,574
11,820
147,462
489
102,761
-
3,172
-
0
0
680
651
679
-
329,773
0
360,142
0
592
545
293
-
186,345
192,817
166,420
267,666
All performance shares are subject to performance conditions and the beneficiaries must still be working for the Company. Performance shares vest after four
years subject to the continued presence of the beneficiaries in the Company at the vesting date.
(1) Performance shares cancelled after the beneficiaries ceased to meet the continuous service condition (through resignation or redundancy) or failed to meet
the performance conditions. During FY21, 66% of the shares granted under the 2017 plan were confirmed following the exceptional adjustment on the internal
performance condition decided by the Board of Directors (they remain subject to the condition of presence until 9 November 2021), with the exception of the
Executive Director. For the shares awarded to Mr Alexandre Ricard in 2017, the shares were cancelled in full.
(2) Allocated shares that vested and were transferred to the beneficiaries. Shares relating to plans in the process of vesting were transferred in advance to the
beneficiaries following the death of several beneficiaries.
(3) For the 2015, 2016 and 2018 plans, the internal performance condition was evaluated in full. For the 2018 plan, the external performance condition applicable
to the Executive Director will be assessed in November 2021. For the 2019 and 2020 plans, the internal performance condition will be assessed at the end of
FY22 and FY23 respectively.
Performance shares granted to the top 10 employees other than corporate officers and vested shares received by the latter
during FY21
Value of
the shares (1)
Number of shares
allocated/vested
(in euros)
Plans
Options allocated during the financial year by the issuer and any companies
within its Group granting options to the top 10 employees of the issuer
and any such Group company, receiving the highest number of options
21,993
147.6
27.11.2020
17.11.2016
Shares vested during the financial year by the top 10 employees of the issuer
and any companies within its Group, receiving the highest number of shares
23,000
94.85
(1) Value of shares according to the method used for the consolidated financial statements (IFRS).
Pernod Ricard has not issued any other options granting access to shares reserved for its Executive Directors or the top 10 employees
of the Company and all companies within its Group granting options.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
85
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
EMPLOYEE PROFIT-SHARING PLANS
All employees of the Group’s French companies are eligible for
profit-sharing and incentive agreements based on the results of
each specific entity. In line with the Group’s decentralised
structure, the terms and conditions of each of these agreements
are negotiated at the level of each entity concerned.
The Chairmen of the Group’s direct affiliates, who are members
of the Executive Committee, also receive compensation
comprising a fixed portion, which is set in proportion to
individual responsibilities, plus a variable portion, for which the
quantitative criteria depend firstly on the financial performance
of the entity they manage and secondly on the Group’s results,
with a view to strengthening solidarity and collegiality.
The Chairmen are also evaluated using individual qualitative
criteria.
Similarly, outside France, the Group encourages all affiliates to
implement local agreements enabling employees to share in the
profits of the entity to which they belong.
Profit-sharing agreements of this type exist in countries including
Ireland and the United Kingdom: in each of these countries,
employees may potentially receive Pernod Ricard shares based
on their entity’s annual results.
The same performance indicators thus apply to the key players
in the Group’s business development, through the structure of
and the method for evaluating the variable portion of their
annual compensation.
PROVISION FOR PENSION BENEFITS
For a number of years, all members of the Executive Committee,
including the Executive Director, have also been evaluated on the
basis of their employee development and management
performance and the implementation of Corporate Social
Responsibility (CSR) projects.
Details of the total amount of provisions recorded or otherwise
recognised by the issuer for the payment of pensions are set out
in Note 4.7 – Provisions in the Notes to the consolidated financial
statements.
Total fixed compensation awarded to the members of the
Executive Committee, including the Executive Director,
amounted to €7.3 million for FY21 (compared to €7.7 million
for FY20). In addition to this, variable compensation (relating
to FY20) of €3.1 million was paid (compared with €7.1 million in
FY20). This significant variation between the two financial years
is due to the negative impact of the health crisis on the Group’s
financial results, i.e. the quantitative portion of the variable
compensation.
COMPENSATION OF EXECUTIVE COMMITTEE MEMBERS
The Compensation Committee members are kept regularly
informed of changes in the compensation given to members of
the Executive Committee. They ensure consistency between the
compensation policy for Executive Directors and members of the
Executive Committee and the integration of social responsibility
criteria in their variable compensation.
In regularly reviewing the various aspects of compensation, the
members of the Compensation Committee pay particular
attention to ensuring that the policy applied to the Group’s
Executive Director is consistent with the policy applied to the
members of the Group’s Senior Management both in France and
internationally.
The total recurring expense in respect of pension commitments
for members of the Executive Committee, including the Executive
Director, was €1.7 million in the financial statements for the year
ended 30 June 2021 (compared with €4.8 million as at
30 June 2020). This significant variation between the two
financial years is due to the fact that certain members of the
Executive Committee received, in exchange for the elimination of
the supplementary pension scheme with conditional rights
decided in 2016, a cash compensation payment in respect of past
service, smoothed over three years, for which the final payment
was made during FY20.
The compensation of the members of the Executive Board
(excluding the Chairman and CEO), which is set by General
Management, comprises a fixed annual portion, plus a variable
portion representing an attractive incentive, for which the
criteria are largely based on the Group’s financial performance,
as is the case for the Executive Director. Qualitative criteria to
evaluate individual performance are also applied to this variable
financial portion.
86
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
COMPENSATION POLICY
2.8.5
Summary of transactions involving Pernod Ricard securities made by corporate
officers in FY21 (article 223-26 of the AMF General Regulation)
Amount of
transaction
First name, surname,
Company name
Title
Financial instrument
Call options
Shares
Type of transaction
Exercise of stock options
Vesting
Date
18.11.2020
18.11.2020
28.06.2021
18.11.2020
15.12.2020
15.12.2020
03.09.2020
16.02.2021
Price (€)
160.70
160.70
188.75
160.70
102.80
160.0159
1.8400
0.00
(€)
Mr Alexandre Ricard
Chairman
and CEO
4,188,163
1,897,224
30,200
420,231
508,860
792,079
137,474
0.00
Ms Patricia Barbizet
Mr César Giron
Director
Director
Shares
Vesting
Shares
Vesting
Call options
Shares
Exercise of stock options
Disposal
Société Paul Ricard
Director Transfer of stock put options Transfer of stock put options
Le Delos Invest III SAS,
legal entity linked to Société
Paul Ricard, Director
Director
Shares
Settlement of a financial
forward contract
Forward financial instrument
with underlying shares
Conclusion of a forward
financial instrument
16.02.2021
0.00
0.00
0.00
0.00
Shares
Pledge of shares
Vesting
16.02.2021
19.02.2021
Shares
Shares
163.8228
0.00
281,775,216
0.00
23.06.2021
30.06.2021
Settlement of two financial
forward contracts
Delos Invest II SA, legal entity
linked to Société Paul Ricard,
Director
Director
Conclusion of two financial
forward instruments
23.06.2021
30.06.2021
0.00
0.00
0.00
0.00
Financial forward instrument
with equities as underlying
23.06.2021
30.06.2021
Shares
Pledge of shares
2.8.6
Corporate officers’ equity investments in the Company’s share capital
(situation at 30 June 2021)
Percentage
of share capital
at 30 June 2021
Number
of voting rights
at 30 June 2021
Percentage
of voting rights
at 30 June 2021
Number of shares
at 30 June 2021
Members of the Board of Directors
Executive Directors
Mr Alexandre Ricard
(Chairman and CEO)
158,566
0.06%
165,906
0.05%
Directors
Mr César Giron
4,765
34,630,930
9,820
NM
13.22%
NM
4,765
61,105,036
9,820
NM
19.43%
NM
Société Paul Ricard represented by Mr Paul-Charles Ricard (1)
Ms Veronica Vargas
Independent Directors
Ms Patricia Barbizet
(Lead Independent Director)
3,160
1,076
50
NM
NM
NM
NM
NM
NM
NM
3,160
1,652
50
NM
NM
NM
NM
NM
NM
NM
Mr Wolfgang Colberg
Ms Virginie Fauvel
Mr Ian Gallienne
1,000
1,000
310
1,000
1,000
310
Ms Anne Lange
Mr Philippe Petitcolin
Ms Kory Sorenson
1,000
1,000
Director representing the employees (2)
Ms Maria Jesus Carrasco Lopez
Mr Stéphane Emery
-
-
NM
NM
-
-
NM
NM
NM: not meaningful.
(1) Includes shares held by Société Paul Ricard, as well as by Le Garlaban, Le Delos Invest I, Le Delos Invest II and Le Delos Invest III, related to Société Paul Ricard within the
meaning of article L. 621-18-2 of the French Monetary and Financial Code.
(2) In accordance with the law, Directors representing the employees are not required to hold a minimum number of Company shares.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
87
____ 2. CORPORATE GOVERNANCE
FINANCIAL AUTHORISATIONS AND DELEGATIONS
2.9
Financial authorisations and delegations
The use of all current delegations and financial authorisations
granted to the Board of Directors by the Shareholders’ Meetings
of 8 November 2019 and 27 November 2020, where applicable,
over the course of FY21 are summarised in the following tables.
The financial authorisations and delegations listed below were
approved by the Shareholders’ Meetings of 8 November 2019 and
27 November 2020 and for a period of 18, 26 or 38 months. These
authorisations will expire on 7 January 2022, 26 May 2022,
7 January 2023 or 26 January 2023.
2.9.1
General financial authorisations and delegations
Maximum nominal amount Use of existing
of the capital increase
resulting immediately or
amount of the issue on completion of the issue year ended
authorisations
during the financial
Nature of the
delegation
Maximum nominal
or authorisation
of debt securities*
(excluding adjustments)
30.06.2021
Features/Terms
Ordinary shares
and/or securities
granting access
to the share capital
with preferential
subscription rights
(13th resolution
of the AGM
€12 billion*
€135 million
None
The amount of capital increases carried
out under the 14th, 15th, 16th, 17th, 18th, 19th,
22nd and 23rd resolutions of the AGM
of 08.11.2019 will be deducted from the
overall limit of €135 million set in this
13th resolution.
The nominal amount of debt securities
issued under the 14th resolution of the AGM
of 08.11.2019 will be deducted from the
limit of €12 billion set in this 13th resolution.
These amounts may be increased
by a maximum of 15%, in the event
of additional requests on the occasion
of a capital increase (15th resolution).
of 08.11.2019)
Ordinary shares
and/or securities
granting access
to the share capital
by public offer
without preferential
subscription rights
(14th resolution
of the AGM
€4 billion*
€41 million
None
Shares and debt security issues giving
access to the share capital will be
deducted from the limits provided
for in the 13th resolution of the AGM
of 08.11.2019.
All of the capital increases carried out
under the 15th, 16th, 17th, 18th, 22nd and
23rd resolutions will be deducted
from the limit of €41 million set in
this 14th resolution.
of 08.11.2019)
Amounts may be increased by a maximum
of 15% in the event of additional requests
(15th resolution).
Equity securities
and/or securities
giving access
to equity securities
to be issued without
preferential
€4 billion*
€41 million
None
Will be deducted from the limits set
for capital increases in the 13th and
14th resolutions of the AGM of 08.11.2019.
Amounts may be increased by a maximum
of 15% in the event of additional requests
(15th resolution).
subscription rights
(16th resolution
of the AGM
of 08.11.2019)
Shares and/or
securities granting
access to the share
capital
N/A
10% of the share capital
at the time of issue
None
Will be deducted from the limits set
for capital increases in the 13th and
14th resolutions of the AGM of 08.11.2019.
in consideration
for contributions in
kind granted to the
Company
(17th resolution
of the AGM
of 08.11.2019)
88
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
FINANCIAL AUTHORISATIONS AND DELEGATIONS
Maximum nominal amount Use of existing
of the capital increase
resulting immediately or
amount of the issue on completion of the issue year ended
authorisations
during the financial
Nature of the
delegation
Maximum nominal
or authorisation
of debt securities*
(excluding adjustments)
30.06.2021
Features/Terms
Shares and/or
securities granting
access to
N/A
10% of the share capital
at the time of issue
None
Will be deducted from the limits set
for capital increases in the 13th and
14th resolutions of the AGM of 08.11.2019.
the Company’s
share capital,
immediately or in
the future, in the
event of a public
offer initiated by the
Company
(18th resolution
of the AGM
of 08.11.2019)
Capitalisation of
premiums, reserves,
profits and other
items
N/A
€135 million
None
Will be deducted from the overall limit set
for capital increases in the 13th resolution
of the AGM of 08.11.2019.
(19th resolution
of the AGM
of 08.11.2019)
*
Maximum nominal amount of Company debt instruments granting access to ordinary shares.
N/A: not applicable.
2.9.2
Specific authorisations and delegations in favour of employees
and/or Executive Directors
Use of existing
Date of the
delegation or
authorisation
(resolution)
authorisations
during the financial
year ended
Nature of the
delegation or
authorisation
Expiry of the
delegation or
authorisation
Maximum amount
authorised
Term
30.06.2021
Features/Terms
Performance-based AGM of 08.11.2019 38 months 07.01.2023
1.5% of the share
capital on the date (0.1% of share
270,838
Independent limit
(sub-limit for
shares
(20th
)
of Board of
Directors’ decision
to allocate
capital)
Executive Directors
of 0.06% of the
capital, which
is deducted from
the limit of 1.5%).
Stock options
AGM of 08.11.2019 38 months 07.01.2023
1.5% of the share
capital on the date (0.05% of share
136,711
Independent limit
(sub-limit for
(21st
)
of Board of
Directors’ decision
to allocate
capital)
Executive Directors
of 0.21% of the
share capital, which
is deducted from
the limit of 1.5%).
Shares or securities AGM of 27.11.2020 26 months 26.01.2023
2% of share capital None
at the date of
the Shareholders’
Meeting,
Will be deducted
from the limits set
for capital
granting access
to share capital,
reserved for
(17th)
increases in
a members
of employee
saving plans,
without preferential
subscription rights
shared with the
18th resolution
of the Shareholders’
Meeting
the 13th and
14th resolutions
of the AGM
of 08.11.2019.
of 27.11.2020
Shares or securities AGM of 27.11.2020 18 months 26.05.2022
2% of the share
capital on the date
of the Shareholders’
Meeting, shared
with the
17th resolution
of the Shareholders’
Meeting
None
Will be deducted
from the limits set
for capital
increases in
the 13th and
14th resolutions
of the AGM
of 08.11.2019.
granting access
to share capital,
reserved for
(18th)
a certain categories
of beneficiaries,
without preferential
subscription rights
of 27.11.2020
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
89
____ 2. CORPORATE GOVERNANCE
SHARE BUYBACK PROGRAMME
2.9.3
Authorisations relating to the share buyback programme
Use of existing
authorisations
during the financial
year ended
Date of
authorisation
(resolution)
Expiry of the
authorisation
Maximum amount
authorised
Type of securities
Term
30.06.2021
Features/Terms
Share buybacks
AGM of 27.11.2020 18 months 26.05.2022
10% of share
capital
Maximum
purchase price:
270
(1)
(15th
)
Share buybacks
AGM of 08.11.2019 18 months 07.05.2021
10% of share
capital
Maximum
purchase price:
€260
(1)
(11th
)
Cancellation of
treasury shares
AGM of 08.11.2019 26 months 07.01.2022
10% of share
capital
None
-
(12th
)
(1) A summary of Company transactions carried out during FY21 as part of the share buyback programme is shown below in subsection 2.10 Share buyback
programme”.
2.10 Share buyback programme
The following paragraphs include the information that must be included in the Board of Directors’ report pursuant to article L. 225-211
of the French Commercial Code and that relates to the description of the share buyback programme in accordance with article 241-2 of
the French Financial Markets Authority (AMF) General Regulation.
Transactions performed by the Company on its own shares during FY21
(1 July 2020 30 June 2021)
Authorisations granted to the Board of Directors
During the Combined Shareholders’ Meeting of 8 November
2019, the Company’s shareholders authorised the Board of
Directors to buy or sell the Company’s shares for a period of
18 months as part of the implementation of a share buyback
programme. The maximum purchase price was set at 260 per
share and the Company was not authorised to purchase any
more than 10% of the shares making up the Company’s capital;
additionally, the number of shares held by the Company could
not, at any time, exceed 10% of the shares comprising the
Company’s capital.
Pursuant to these authorisations, the liquidity agreement
compliant with the AMAFI Code of Conduct and entered into
with Rothschild & Cie Banque with effect from 1 June 2012 was
renewed on 1 June 2021 for a period of one year. The funds
initially allocated to the liquidity account amount to €5,000,000.
The authorisation granted by the Shareholders’ Meeting of
27 November 2020, which remains in force at the date this
document was filed, will expire on 26 May 2022. The
Shareholders’ Meeting of 10 November 2021 will be called upon to
authorise the Board of Directors to trade in the Company’s
shares under a new share buyback programme described below,
under “Details of the new programme to be submitted for
authorisation to the Combined Shareholders’ Meeting of
10 November 2021”.
Furthermore, the Combined Shareholders’ Meeting of
27 November 2020 authorised the Board of Directors to trade in
the Company’s shares under the same conditions and at a
maximum purchase price set at 270 per share, for a period of
18 months. This authorisation cancelled the authorisation
granted by the Shareholders’ Meeting of 8 November 2019 with
effect from 27 November 2020, for the portion which remained
unused.
Position on 30.06.2021
% of direct and indirect treasury shares
Number of shares held
0.37%
965,483
Number of shares cancelled in the last 24 months
Nominal value
None
1,496,499
€126,685,526
€180,738,418
Gross carrying amount
Portfolio market value*
*
Based on the closing price at 30.06.2021, i.e. €187.20.
90
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 2. CORPORATE GOVERNANCE
SHARE BUYBACK PROGRAMME
Summary of transactions performed by the Company on its own shares during FY21
The following table details the transactions performed by the Company on treasury shares within the scope of the share buyback
programme during FY21.
Total gross flows from 01.07.2020 to 30.06.2021
Transactions carried out (excluding liquidity agreement)(1)
Open positions at 30.06.2021
Liquidity agreement
Long positions
Short positions
Sale
and
Sale repur-
Pur-
chase
of
Exercise
of the
cancel-
For-
ward
of
chase
For-
ward
Sales
secu-
rities
Call options
purchased
Call options
exercised
lation secu- agree-
clause rities ments Transfers (2)
Call
pur-
Put
Operations
Purchase
Sale
475,914
-
options (3) chases options
Number
of shares
475,914
-
-
-
-
125,000
05.12.2023
-
210,000
15.12.2020
-
-
-
-
-
-
-
-
-
-
447,073
-
397,077
05.12.2023
-
-
-
-
-
-
-
-
-
-
Maximum
term
Average
Price (€)
157,79
157,83
104,20
Average
exercise
price (€)
-
-
-
-
154,11
126,53
-
-
-
-
-
-
-
149,98
-
-
-
-
-
-
Amount
(€)
75,094,144.55 75,115,628.05
19,263,750.00 26,571,300.00
46,583,849 59,553,564.83
(1) 50,000 stock options (American calls) were also unwound early.
(2) Transfers of treasury shares.
(3) American call option.
Under the share buyback programme authorised by the
Shareholders’ Meeting of 27 November 2020 and implemented
by the Board of Directors, no shares were purchased on the
market. In addition, an optional hedge was subscribed for
125,000 shares by acquiring the same number of 3-year
American call options. The Company also purchased
210,000 shares through the exercise of American call options.
50,000 stock options (American calls) were also unwound early.
Under the liquidity agreement signed with Rothschild & Cie
Banque, during the period, the Company:
purchased 475,914 shares for a total amount of €75,094,144.55;
and
sold 475,914 shares for a total amount of €75,115,628.05.
Distribution of treasury shares on 30 June 2021
Pursuant to authorisations granted by the Combined
Shareholders’ Meeting of 27 November 2020, the Board of
Directors of the same date implemented a stock option allocation
plan and a performance-based share allocation plan.
Treasury shares are all allocated as reserves for different stock
option and performance-based share allocation plans.
Details of the new share buyback programme
to be submitted for authorisation
to the Combined Shareholders’ Meeting
of 10 November 2021
The description of this programme (see below), which was
established in accordance with article 241-3 of the AMF’s General
Regulation, will not be published separately.
A reallocation of shares acquired on the stock market in previous
years to cover various stock option or performance-based share
plans and the 125,000 American calls, which enabled the same
number of Pernod Ricard shares to be acquired, were allocated
to cover part of these stock option and performance-based share
allocation plans.
Treasury shares constitute reserves covering the various stock
option and performance-based share allocation plans still in
force. During the period, transfers were made within these
reserves of treasury shares: 359,402 shares were allocated to
beneficiaries of the performance-based share plan of
17 November 2016 (at the end of the four-year vesting period),
in addition to 87,671 shares transferred to cover the rights of
beneficiaries who had exercised stock options.
As the authorisation granted by the Shareholders’ Meeting of
27 November 2020 allowing the Board of Directors to trade in the
Company’s shares is due to expire on 26 May 2022, a resolution
will be proposed at the Shareholders’ Meeting of 10 November
2021 (12th resolution see Section 8 “Combined Shareholders’
Meeting” of this universal registration document) to grant a
further authorisation to the Board of Directors to trade in the
Company’s shares at a maximum purchase price of €280 per
share, excluding acquisition costs.
The 210,000 Pernod Ricard SA shares resulting from the
exercise of the American call options, which serve to cover the
various plans, were sold off-market to an investment services
provider at an average price of €126.53.
This authorisation would enable the Board of Directors to
purchase Company shares representing a maximum of 10% of the
Company’s share capital. Thus, in accordance with the law,
the Company may not at any time hold a number of shares
representing more than 10% of its share capital.
In addition, the shares purchased during FY20 under the share
buyback programme were cancelled. This concerns
3,545,029 shares.
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91
____ 2. CORPORATE GOVERNANCE
SHARE BUYBACK PROGRAMME
As the Company may not hold more than 10% of its share capital,
The number of Company shares purchased may be such that:
and given that it held 965,483 shares (i.e. 0.37% of the share
capital) at the time of the last declaration relating to the number
of shares and voting rights on 30 June 2021, the maximum
number of shares that can be bought will be 25,222,173 (i.e. 9.63%
of the share capital), unless it sells or cancels shares it already
holds.
the Company does not purchase more than 10% of the shares
comprising the Company’s share capital at any time during the
term of the share buyback programme; this percentage
applies to the share capital adjusted in accordance with capital
transactions carried out after this Shareholders’ Meeting;
in accordance with the provisions of article L. 22-10-62 of the
French Commercial Code, when shares are repurchased to
favour the liquidity of the share under the conditions set out
by the applicable regulations, the number of shares taken into
account for calculating the 10% cap is equal to the number of
shares purchased, less the number of shares sold during the
authorisation period; and
The purpose of the share buyback programme and the uses that
may be made of the shares repurchased in this manner are
described in detail in the 12th resolution to be put to the vote of
the shareholders on 10 November 2021. The share buyback
programme would enable the Company to purchase the
Company’s shares or have them purchased for the purpose of:
(i) allocating shares or transferring them to employees and/or
Executive Directors of the Company and/or its current or
future affiliates under the terms and conditions provided for
by law, in particular by granting stock options or as part of
employee profit-sharing plans; or
the number of shares held by the Company at any time does
not exceed 10% of the number of shares comprising its share
capital.
These shares may be purchased, sold, transferred, delivered or
exchanged, on one or more occasions, by any authorised means
pursuant to the regulations in force. These means include,
in particular, over-the-counter transactions, sales of blocks of
shares, sale and repurchase agreements and the use of any
financial derivatives, traded on a regulated or over-the-counter
market, or setting up option strategies (purchases and sales of
puts and calls and any combinations thereof in compliance with
the applicable regulations). Transactions involving blocks of
shares may account for the entire share buyback programme.
(ii) covering its commitments pursuant to financial contracts or
options with cash payments relating to changes in the stock
market price of the Company’s shares, granted to employees
and/or Executive Directors of the Company and/or its
current or future affiliates under the terms and conditions
provided for by law; or
(iii) making free allocations of shares to employees and/or
Executive Directors of the Company and/or its current or
future affiliates, under the terms and conditions of
articles L. 22-10-59 et seq. of the French Commercial Code, it
being specified that the shares may be allocated, in
particular, to an employee savings plan in accordance with
the provisions of article L. 3332-14 of the French Employment
Code; or
These transactions may be carried out during periods
considered appropriate by the Board of Directors. However,
during a public offer period, the repurchases would only be
carried out subject to the conditions that they:
enable the Company to comply with its prior commitments
undertaken before the launch of the public offer; and
(iv) retaining them and subsequently tendering them
(in exchange, as payment or otherwise) within the scope of
external growth transactions, subject to the limit of 5% of the
number of shares comprising the share capital; or
are undertaken in connection with the pursuit of a share
buyback programme that was already in progress; and
fall within the scope of the objectives referred to in items
(i) and (iii) above; and
(v) delivering shares upon the exercise of rights attached to
securities granting access to the share capital through
reimbursement, conversion, exchange, presentation of a
warrant or in any other manner; or
cannot cause the offer to fail.
The Board of Directors may also carry out, in accordance with
applicable legal and regulatory provisions, the reassignment to
another objective of previously repurchased shares (including
under a previous authorisation) and their sale (on- or off-market).
(vi) cancelling all or some of the shares repurchased in this
manner, under the conditions provided for in
article L. 22-10-62 paragraph 4 of the French Commercial
Code and in accordance with the authorisation to reduce
the share capital granted by the Combined Shareholders’
Meeting of 10 November 2021 in its 14th resolution; or
This authorisation would be valid for a period of 18 months from
the Shareholders’ Meeting of 10 November 2021 and would
cancel, as from this same date, for any unused portion,
the authorisation granted to the Board of Directors to trade
in& the Company’s shares by the Combined Shareholders’
Meeting of 27 November 2020 in its 15th resolution.
(vii)allowing an investment services provider to act on the
secondary market or to ensure liquidity of the Company’s
shares by means of liquidity agreements in compliance with
the terms of a Code of Conduct approved by the French
Financial Markets Authority (AMF).
This programme is also intended to enable the Board of
Directors to trade in the Company’s shares for any other
authorised purpose or any purpose that might come to be
authorised by law or regulations in force.
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ITEMS LIABLE TO HAVE AN IMPACT IN THE EVENT OF A PUBLIC OFFER
2.11
Items liable to have an impact in the event of a public offer
In accordance with article L. 22-10-11 of the French Commercial
Code, the items liable to have an impact on the Company’s
securities in the event of a public offer are set out below.
2.11.3 Agreements between shareholders
of which the Company is aware
The Shareholders’ agreement between shareholders of the
Company (agreement between Mr Rafaël Gonzalez-Gallarza and
Société Paul Ricard, owned by the Ricard family) is described
2.11.1
The Company’s share capital
structure
under
“Shareholders’
agreements”
in
subsection 2.5
“Composition of the Board of Directors” of this universal
registration document and also appears on the AMF website
(www.amf-france.org).
The Company’s share capital structure is shown in the table
“Allocation of share capital and voting rights on 30 June 2021” in
Section 9 “About the Company and its share capital”, in the
subsection “Information about the share capital”.
2.11.4 Agreements entered into
by the Company which are
modified or become void
as a result of a change of control
of the Company
Threshold crossings declared during FY21 are also indicated in
the table entitled “Allocation of share capital and voting rights on
30 June 2021” in Section 9 “About the Company and its share
capital” of this universal registration document, in the subsection
“Information about the share capital”.
2.11.2 Statutory restrictions
on the exercise of voting rights
and double voting rights
Under certain conditions, the Company’s financing contracts
provide for the early repayment of its debts. The description of
the change of control clauses of these contracts is given under
“Significant contracts” in Section 5 Management report” of this
universal registration document.
The Company’s bylaws provide for a limit on voting rights.
This mechanism is described in subsection 2.12.3 “Voting
conditions” below.
2.11.5 Other items
In addition, certain shares of the Company have double voting
rights as described in subsection 2.12.3 “Voting conditions”
below.
The Company’s bylaws are amended in accordance with the
applicable legal and regulatory provisions in France.
There is no specific agreement providing for indemnities in the
event of the termination of the position of a member of the Board
of Directors, with the exception of the commitments to the
Executive
Director
described
in
subsection 2.8.1.3
“Compensation policy for the Chairman and CEO”, in the “Policy
on deferred commitments” paragraph.
2.12 Shareholders’ Meetings and attendance procedures
Article 32 of the bylaws sets out the procedures that
shareholders must follow in order to attend Shareholders’
Meetings.
2.12.2 Participation in Shareholders’
Meetings
The shareholders meet every year at a Shareholders’ Meeting.
All shareholders have the right to attend the Company’s
Shareholders’ Meetings and to participate in the deliberations,
either in person or by proxy, regardless of the number of shares
they hold. In order for a shareholder to have the right to
participate in Ordinary or Extraordinary Shareholders’
Meetings, the shares must be registered in the name of the
shareholder or in the name of the financial intermediary acting
on the shareholder’s behalf at 00.00 (Paris time) two business
days prior to the Shareholders’ Meeting, either in the registered
share accounts kept by the Company or in the bearer share
accounts kept by the authorised financial intermediary.
2.12.1 Notice to attend meetings
Both Ordinary and Extraordinary Shareholders’ Meetings are
called, held and voted in accordance with the conditions
provided for by law. They are held at the Company’s registered
office or at any other place stated in the notice of meeting.
Decisions by the shareholders are taken at Ordinary,
Extraordinary or Combined Shareholders’ Meetings depending
on the nature of the resolutions they are being asked to adopt.
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____ 2. CORPORATE GOVERNANCE
SHAREHOLDERS’ MEETINGS AND ATTENDANCE PROCEDURES
The entry or recording of the shares in bearer share accounts
Restriction on voting rights
However, each member of the Shareholders’ Meeting has as
many votes as shares he or she possesses and represents, up to
30% of the total voting rights.
kept by the authorised financial intermediary are acknowledged
via a share certificate issued by the financial intermediary and
attached as an appendix to the postal voting form, proxy form or
application for an admission card made out in the name of the
shareholder or on behalf of the shareholder represented by the
registered financial intermediary. Any shareholder wishing to
attend the Shareholders’ Meeting in person who has not received
their admission card by 00.00 (Paris time) two business days
before the Shareholders’ Meeting may also ask for such a
certificate to be issued.
Double voting rights
A double voting right is granted to other shares (in light of the
fraction of the authorised share capital they represent) to all fully
paid-up shares that can be shown to have been registered for
at least ten years in the name of the same shareholder, from
12 May 1986 inclusive (article L. 22-10-46 of the French
Commercial Code).
If a shareholder does not attend the Shareholders’ Meeting in
person, he or she may choose one of the following options:
give a proxy to the Chairman of the Shareholders’ Meeting;
In the event of a share capital increase through the capitalisation
of reserves, profits or share premiums, registered shares
allocated as bonus shares to a shareholder, on the basis of
existing shares for which he or she benefits from this right,
will also have double voting rights as from their issuance
(article L. 22-10-46 of the French Commercial Code).
give a proxy to a spouse or partner with whom he or she has
entered into a civil union agreement, or to any other person; or
vote by post or via the Internet.
A shareholder who has already cast a postal or Internet vote, sent
in a proxy form or applied for an admission card or a share
certificate may sell all or some of his or her shares at any time.
However, if the sale takes place before 00.00 (Paris time) on the
second business day prior to the Shareholders’ Meeting, the
Company will invalidate or modify accordingly, as appropriate,
the postal or Internet vote cast, proxy form, admission card or
share certificate. For this purpose, the authorised financial
intermediary in charge of the shareholder’s account will inform
the Company or its duly authorised agent of the sale and will
provide it with the necessary information.
Any share loses the double voting right if converted into bearer
shares or if its ownership is transferred. Nevertheless, transfer
following the division of an estate or the liquidation of assets
between spouses and inter vivos donation to a spouse or relation
close enough to inherit will not result in the loss of the acquired
right and will not interrupt the aforementioned ten-year period.
Declaration of statutory thresholds
Any individual or corporate body acquiring a shareholding
greater than 0.5% of the share capital must inform the Company
of the total number of shares held by registered letter,
with return receipt requested, within a period of 15 days from the
date on which this threshold is exceeded. This notification must
be repeated, under the same conditions, each time the threshold
is exceeded by an additional 0.5%, up to and including 4.5%.
No sale or other form of transaction carried out after 00.00
(Paris time) on the second business day prior to the
Shareholders’ Meeting, regardless of the means used, will be
notified by the authorised financial intermediary or taken into
consideration by the Company, notwithstanding any agreement
to the contrary.
Furthermore, in view of the still uncertain situation with regard
to the development of the Covid-19 epidemic, Pernod Ricard may
have to change the attendance procedures for the Shareholders’
Meeting on 10 November 2021.
In the event of non-compliance with the notification obligation
mentioned in the previous paragraph, shares in excess of the
undeclared amount shall be stripped of their voting rights, at the
request, as set forth in the minutes of the Shareholders’ Meeting,
of one or more shareholders holding at least 5% of the share
capital, for any Shareholders’ Meeting held until the expiry of the
period stipulated in article L. 233-14 of the French Commercial
Code following the date when the notification is made.
We would therefore ask you to regularly check the Shareholders’
Meeting section on the Pernod Ricard website, which will confirm
the final arrangements for attending this Shareholders’ Meeting
depending on the sanitary and/or legal requirements.
2.12.4 Modification of shareholders’
rights
2.12.3 Voting conditions
The voting right attached to the shares is proportional to the
share capital they represent. Each share grants the right to at
least one vote (article L. 225-122 of the French Commercial Code).
The Extraordinary Shareholders’ Meeting has the power to
modify shareholders’ rights, under the conditions defined by law.
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____ 2. CORPORATE GOVERNANCE
MANAGEMENT STRUCTURE
Martell Mumm Perrier-Jouët: César Giron, CEO,
2.13 Management structure
Pernod Ricard Winemakers: Bryan Fry, CEO,
Irish Distillers Group: Conor McQuaid, CEO,
The Absolut Company: Stéphanie Durroux, CEO;
2.13.1 General Management
On 30 June 2021, the General Management of the Group was
carried out by the Chairman and CEO, assisted by the Executive
Board. It forms the permanent body for coordinating the
Management of the Group.
the CEOs of the Market Companies:
Pernod Ricard North America: Ann Mukherjee, CEO,
Pernod Ricard Asia: Philippe Guettat, CEO,
Pernod Ricard Europe, Middle East, Africa and Latin
Composition of the Executive Board on 30 June 2021:
America: Gilles Bogaert, CEO,
Alexandre Ricard, Chairman and CEO;
Pernod Ricard Global Travel Retail: Mohit Lal, CEO,
Hélène de Tissot, EVP Finance, IT and Operations;
Pernod Ricard France: Philippe Coutin, CEO.
Anne-Marie Poliquin, Group General Counsel and
Compliance Officer;
2.13.3 Non-discrimination policy
and diversity in Top Management
Christian Porta, Managing Director, Global Business
Development;
Cédric Ramat, EVP Human Resources, Sustainability &
Responsibility.
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 resulted in the implementation last year 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.
The Executive Board is responsible for reviewing all decisions
relating to the Group’s business. It refers to the Board of Directors
on various points when the latter's approval is required. It steers
and coordinates the major transformation projects launched
recently, organises the work of the Executive Committee and
defines objectives for its members, in particular by signing off the
strategic plan, the budget and regular business reviews.
In addition, the Group Communications Department, the Public
Affairs Department and the Internal Audit Department report to
the Chairman and CEO.
In addition, in the wake 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. Moreover, objectives have been
defined for the Group’s Management bodies, identified as the
“Top 500” (2) employees, and a series of actions have been taken
The Executive Board meets on a weekly basis.
2.13.2 Executive Committee
The Executive Committee comprises the Group's Management
body.
Composed of 15 members – the entire Executive Board as well as
the Chairmen and Chief Executive Officers of the main affiliates –
who meet every month (approximately 11 times a year) at the
registered office or at an affiliate. Under the direction of the
Chairman & CEO, the Board helps to define the Group’s strategy
and plays an essential coordinating role between the registered
office and affiliates, as well as amongst the affiliates themselves
(Brand Companies and Market Companies).
to help achieve these objectives (3)
.
In 2019, Pernod Ricard’s Board of Directors, on the
recommendation of the Nominations and Governance
Committee, established binding objectives within its CSR
roadmap relating to diversity in the Group’s management bodies:
by 2030, the Group’s management bodies will have to include
a minimum of 40% women/men representation. In addition,
Pernod Ricard estimates that it will achieve a 30% gender balance
in its management bodies by 2025.
More specifically:
The Board is responsible for overseeing the Group’s business
All of the initiatives undertaken by Pernod Ricard in favour of
diversity help to make all the processes that lead to the selection
of candidates and their assignment to the highest positions of
responsibility in the Company more equitable and have
produced the following results over the recent period:
activities and ensuring that its main policies are applied;
It gives its opinion on the setting of financial and operational
objectives;
It periodically conducts brand and market reviews, assesses
performance and proposes the necessary organisational
adjustments; and
for the Executive Committee, the proportion of women has
increased from 7% to 27% between 2015 and 2021; and
for the “Top 500”, between 2015 and 2021, the proportion
of women has risen from 19% to 29%.
It validates the Group’s major policies and oversees their
implementation.
This diversity policy and the results obtained are presented
annually to the Board of Directors by General Management.
Composition of the Executive Committee on 30 June 2021:
the Executive Board;
the CEOs of the Brand Companies:
Chivas Brothers: Jean-Christophe Coutures (1), CEO,
(1) Jean-Etienne Gourgues succeeded Jean-Christophe Coutures on 1 July 2021.
(2) The “Top 500” comprised 457 employees in 2015, and 484 in June 2021. It includes 45 different nationalities.
(3) The diversity policy in Top Management is detailed in the Declaration of Extra-Financial Performance in section 3.3.2.2.
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____ 2. CORPORATE GOVERNANCE
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SECTION ——— 03
SUSTAINABILITY
& RESPONSIBILITY
3.1
PERNOD RICARD BRINGS GOOD TIMES
FROM A GOOD PLACE
3.4
ETHICS & COMPLIANCE
132
98
3.4.1 The Group’s ethical practices
132
3.1.1 A strategy centred around a vision:
“Créateurs de convivialité”
3.1.2 A robust governance structure
3.4.2 Presentation, implementation and monitoring
of the duty of care
98
99
135
3.5
REFERENCE TABLE FOR THE UNITED
NATIONS SUSTAINABLE DEVELOPMENT
GOALS (SDGS)
3.2
THE MAIN SUSTAINABILITY RISKS
AND OPPORTUNITIES
100
100
100
141
142
3.2.1 Presentation of the methodology
3.2.2 The eight risks and opportunities identified
3.6
METHODOLOGY NOTE AND THIRD-PARTY
VERIFICATION
3.6.1 Methodology note relating to non-financial
reporting
3.6.2 Statutory Auditor’s report
3.3
THE FOUR PILLARS OF THE GOOD TIMES
FROM A GOOD PLACE ROADMAP
142
145
103
103
108
117
3.3.1 Nurturing Terroir
3.3.2 Valuing People
3.3.3 Circular Making
3.3.4 Responsible Hosting
127
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____ 3. SUSTAINABILITY & RESPONSIBILITY
PERNOD RICARD BRINGS GOOD TIMES FROM A GOOD PLACE
3.1
Pernod Ricard brings Good Times from a Good Place
3.1.1
A strategy centred around a vision: “Créateurs de convivialité”
The Manifesto
3.1.1.1
“Créateurs de convivialité: true to Pernod Ricard’s founding
spirit, the Group has been bringing people together since its
beginning, inviting them to share privileged moments and forge
new friendships every day through our world-class portfolio of
premium wines and spirits.
Valuing
Circular
PEOPLE
MAKING
We are passionate hosts… a family of exceptional people who are
committed to fighting alcohol misuse and creating a better way of
living and working together, bringing good times today and for
generations to come.
Nurturing
TERROIR
HROesSpoTnsIiNbleG
We are respectful guests… who care for and strive to protect and
nurture the terroirs and environments in which we live. We
partner with local farmers and respect local communities to
benefit our planet, our consumers and business.
We bring Good Times from a Good Place, to create a more
convivial world, a world without excess.”
c
h
r
3.1.1.2
Addressing stakeholder expectations
across the business, from grain to glass
In line with the Pernod Ricard consumer-centric model, the
Group’s Sustainability & Responsibility strategy is centred
around a robust framework with four pillars: Nurturing Terroir,
Valuing People, Circular Making and Responsible Hosting. All of
these directly support the United Nations Sustainable
Development Goals (SDGs) to help achieve prosperity for the
planet and its people. Since 2018, the Group has LEAD status for
its work with the UN Global Compact recognising its high
engagement in this organisation and strong efforts to implement
the SDGs.
Operating our business
1
Agricultural production
Raw materials
Elaboration
Pressing, vinification,
distilling, maturing
and blending
Consumption
Product end of life
U
L
P
Each pillar includes ambitious targets for 2030 designed to drive
innovation, brand differentiation and talent attraction. All pillars
are based on a 2030 timeline with 2022 and 2025 milestones, in
line with the schedule set out by the SDGs.
Human
capital
The strategy primarily contributes to eight UN SDGs while also
impacting and addressing 14 SDGs across its value chain.
L
O
Distribution
and logistics
Transport by road,
sea and rail
Packaging
Bottling and
packaging
Pernod Ricard’s Sustainability & Responsibility strategy was
built on the material risks of its business, consumer concerns and
the world’s agenda. The strategy is the result of a long process
from qualitative interviews to the consultation of over 300
internal and external stakeholders globally and external experts.
Over 20 workshops were held with representatives from Brand
Companies, Market Companies, Regions, HQ and the Top
Management team. This all fed into ambitious targets that were
set according to where Pernod Ricard could have the greatest
impact.
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____ 3. SUSTAINABILITY & RESPONSIBILITY
PERNOD RICARD BRINGS GOOD TIMES FROM A GOOD PLACE
3.1.1.3
The relevance of the S&R strategy following scenario analysis
Pernod Ricard partnered with BSR, a global non-profit that
works with its network of over 250 member companies to build a
just and sustainable world, to develop three post-Covid-19
scenarios for 2030 which explored climate-related risks and
opportunities, as well as other key uncertainties relevant to
Pernod Ricard’s business. The scenario analysis process involved
the following steps:
strategic response: As a result of this process, the Group
identified climate-related and social risk and opportunities that
confirmed the Group S&R strategy and emphasised focus on:
supply chain resilience, especially for agriculture raw
materials, and building long-term relationships with
suppliers, advancing circularity, and contingency planning
for supply chain disruptions,
understanding context: BSR interviewed internal
local relevance of S&R strategy facing a fragmented world in
stakeholders to identify key trends that are shaping Pernod
Ricard’s future operating context and conducted
complementary research on those most relevant to the
business (e.g. agricultural supply chains and waste);
regards to regulations and geopolitical requirements (e.g.
personal data protection, packaging),
strengthening alcohol abuse prevention, especially in a
context of isolation, virtuality, and other disruptions. Alcohol
can be part of a balanced lifestyle and Pernod Ricard is
strongly committed to promoting responsible consumption
with its employees and consumers.
scenario development: Pernod Ricard leveraged a set of BSR
prospectives on three post-Covid 2030 scenarios, tailored to
industry-specific trends and including specific climate-related
parameters to each scenario;
These scenario insights have been reviewed by Pernod Ricard’s
S&R Strategic Committee and S&R Committee at Board level and
will be incorporated into Pernod Ricard’s strategy and risk
management. The overall analysis found that the S&R strategy
would remain relevant and robust across scenarios, though some
themes may need to be emphasised or shifted.
strategic implications: A workshop was conducted with
internal Pernod Ricard stakeholders to identify the potential
risks and opportunities for each scenario and identify ideas to
enhance Pernod Ricard’s resilience and refine its strategy;
3.1.2
A robust governance structure
The Sustainability & Responsibility strategy is implemented throughout the Group with the following Governance structure:
Monitors progress of the S&R strategy, challenges ambition and reports to the wider Board
2-3 meetings per year with the S&R Committee
1 report per year to the full Board
Raise awareness on long-term sustainability trends
BOARD OF DIRECTORS
S&R Committee
Ultimately accountable for the company’s performance against the S&R strategic goals
S&R strategy discussions/updates in at least 2 COMEX meetings per year
COMEX
Oversees the advancement of strategy implementation, ensures proper resourcing and raises any challenges to the COMEX
9 members meeting 4 times per year: CEO, Managing Director GBD, EVP Human Resources & Sustainability, EVP Finance, IT and Operations,
Chief Sustainability Officer, VP Global Government Affairs & Alcohol in Society, VP Financial Communications and Investor Relations, Group
Operations Director, Global Marketing & Commercial Director, Group Communications Director
S&R SENIOR STEERING COMMITTEE
Empowers HQ functions to become a centre of expertise
Ensures S&R strategy is embedded into processes and practices
S&R HQ team to review all Brand Company and region action plans
S&R
Drive the coordinated implementation of the S&R Strategy, report progress to the S&R team and support the S&R Steering Committee
Nurturing Terroir
Responsible Hosting
Circular Making
Valuing People
GOVERNMENT
AFFAIRS & ALCOHOL
IN SOCIETY
GLOBAL
HUMAN
RESOURCES
OPERATIONS
OPERATIONS
BUSINESS
OPERATIONS
DEVELOPMENT
Established where necessary to 1. coordinate the implementation of the S&R strategy in specific areas, and 2. support the Senior Steering Committee with specific issues and targets
Made up of experts from Market Companies, Brand Companies and lead HQ functions
CODI member responsible for the S&R strategy design, implementation and progress monitoring
Senior Steering Committee relevant to their business activity
Meeting at least 2 times/year to report to HQ Senior S&R Steering Committee (through the S&R HQ team)
Affiliates’ action plan reviewed by the regional manager and to be signed off by the affiliate CODI/MD
A network of S&R Leaders to coordinate the implementation of the affiliate S&R action plan, signed off by local CODI/MD.
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3.2
The main sustainability risks and opportunities
In line with Directive 2014/95/EU on non-financial reporting as transposed into French law (article R. 225-105 of the French Commercial
Code), Pernod Ricard publishes a Non-Financial Statement”. This Statement requires the Group to publish its business model and
information on key non-financial risks. These include risks related to the environment, employment, society, human rights, tax evasion
(pursuant to Act no. 2018-898 on combatting fraud) and corruption. For more information on Pernod Ricard’s business model, please
refer to Section 1 “Extracts from the integrated annual report” and for more information on the Group’s key non-financial risks please
see subsections 3.2.1 and 3.2.2 below.
3.2.1
Presentation of the methodology
Pernod Ricard adopted the following methodology:
led by the Sustainability & Responsibility Department, these
sustainability risks are subject to in-depth analysis through
research, competitive benchmarking and internal and external
stakeholder dialogue (see subsection 3.1.1.2 “Addressing
stakeholder expectations across the entire business, from
grain to glass”); and the Group’s materiality matrix last
updated in 2020. Other key HQ experts including operations,
legal, HR, public affairs and finance were also involved to
confirm the top eight risks and opportunities;
every three years, the main risks faced by Pernod Ricard are
mapped by direct affiliates and HQ functions and then
consolidated at HQ level by the Group’s Internal Audit
Department. Updated in FY21, the Group’s risk mapping
presents and classifies the risks according to their potential
impact and occurrence across the Group’s activities. Some of
these risks are specific to sustainability issues. The Group’s
major risks and the process for identifying them are discussed
in section 4 of this document;
the identified sustainability risks and opportunities are then
cross-referenced with the 2021 Group Risk Mapping to
confirm and ensure consistency with the Group’s major risks
in Section 4;
the same Group’s risk mapping methodology and tool is used
to identify the main sustainability risks for the “Non-Financial
Statement”;
the resulting eight non-financial risks and opportunities were
subsequently presented to and signed off by the S&R Senior
Steering Committee and the S&R Committee of the Board of
Directors.
3.2.2
The eight risks and opportunities identified
The definitions of the eight main risks and opportunities can be
found in the table below. Targets, policies, due diligence
procedures, and key performance indicators are presented in
detail in subsections 3.3 “The four pillars of the Good Times from
a Good Place Roadmap” and 3.4 “Ethics and compliance”. In the
interest of transparency, other indicators have been presented
alongside the policies applied, depending on the issues
addressed.
Given the nature of our activities, we consider that the “tax
evasion” referred to in article L. 225-102-1 of French Commercial
Code does not constitute a major non-financial risk for the
Group. It was therefore not felt necessary to explore it in this
“Non-Financial Statement”. Nevertheless, “tax evasion” is
discussed in subsection 3.4.1.4 “Tax policy”.
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Risk/
opportunity
Sub-risk/
opportunity
Definition
Subsections of section 3
Responsible supply
chains
Responsible supply
chains
Risks: supply chains in the beverage industry are
diffuse and fragmented due to the multiplicity
and diversity of actors - from agriculture
3.3.2 Valuing People
3.3.2.5 Responsible Supply Chain
3.3.2.4 Human Rights
to merchandising. Pernod Ricard may be legally
involved with suppliers whose practices do not
comply with Human Rights (child labour,
forced/bonded labour, health and safety etc.)
environmental standards (CO emissions, toxic
2
emissions etc.) or compliance and business
regulations (corruption, fraud etc.). This might
cause reputational damage, financial loss and legal
liabilities.
Sustainable
agricultural supply
chain
Risks: agricultural practices in Pernod Ricard’s
supply chain may have various negative effects
on the environment (soil degradation, poor water
3.3.1 Nurturing Terroir
3.3.1.1 Support communities
to regenerate ecosystems
quality and availability, CO emissions, biodiversity and tackle climate change
2
loss and deforestation) and on the Human Rights
of farmers or local communities (remuneration
3.3.1.3 An agile and ambitious
journey towards sustainable
of farmers, health and safety, child or forced labour, terroirs
land grabbing). This might also cause reputational
damage and legal liabilities. Moreover, climate
change may alter crop quality and areas
of production leading to increased prices or even
the inability to source in a specific area or produce
a specific brand.
3.3.1.4 Impactful programmes
on regenerative agriculture
and biodiversity
Compliance
and business ethics
Anti-corruption
& antitrust
Risks: given the international scope of its activities 3.4 Ethics & Compliance
Pernod Ricard may face compliance issues related 3.4.1.3 Prevention of corruption
to anti-corruption laws and other similar
regulations, in its own operations or through
its supply chain. This might cause reputational
damage and financial loss.
and anti-competitive practices
3.4.1.5 Transparency and integrity
of strategies and influencing
practices
Personal data
protection
Risks: in light of the digital transformation
of its activities and the increasing number
3.4 Ethics & Compliance
3.4.1.2 Personal data protection
of regulations, Pernod Ricard may face compliance
issues related to data protection regulations
(General Data Protection Regulation, California
Consumer Privacy Act, etc.) and fail to protect the
personal data of its consumers. This could cause
reputational damage, liability and financial loss.
People development Talent management
& Safety
Risks: due to the competitive talent market,
changes in the aspirations of new generations,
new global work outlook as a consequence
of the pandemic and the future of work that may
require a new set of skills or skill scarcity in specific
domains, Pernod Ricard may have difficulties
to attract and retain the skilled people it needs.
This may cause reputational and operational
difficulties and impact its financial performance.
3.3.2 Valuing People
3.3.2.1 Talent management
Diversity & inclusion Opportunities: diversity and inclusion is a strategic 3.3.2 Valuing People
top priority for Pernod Ricard, whose objective
is to have management teams and a workforce
that reflect the diversity of its consumers globally
by fostering an inclusive organisational culture,
creating an environment of equity, engagement
and empowerment that facilitates everyone’s
involvement in support of its business strategy.
3.3.2.2 Diversity & inclusion
3.3.2.4 Human Rights
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Risk/
opportunity
Sub-risk/
opportunity
Definition
Subsections of section 3
People development Working conditions
Risks: Pernod Ricard’s employees and contractors 3.3.2 Valuing People
in production sites may be exposed to occupational 3.3.2.3 Employee engagement
& safety
and health & safety
at work
injuries (burns, physical trauma, falls, toxic
& culture, working conditions
inhalation, etc.) or in most serious cases permanent and health & safety
disability or death mainly due to industrial
processes or as a result of major industrial
accidents (fires, explosions, etc.) or natural
disasters. In addition, despite strict sanitary
measures, employees may have been exposed
to Covid-19. Repeated lockdowns and working
from home measures may have caused disruptions
in the social ties and work-life balance of
employees. Other impacts on the Group could
include reputational and operational difficulties.
3.3.4 Responsible Hosting
3.3.4.6 Employee engagement
Physical risks
of climate change
and natural disasters
Pernod Ricard
production sites
Risks: severe weather events (tornados, floods,
etc.) or natural disasters may damage physical
assets at production sites. Moreover, rising
temperatures and changing seasons may alter
industrial processes and the availability of
ingredients. Pernod Ricard might be slow to react
to such climate change and fail to adapt its supply
chain resulting in financial losses and operational
disruptions.
3.3.1 Nurturing Terroir
3.3.1.1 Support communities
to regenerate ecosystems
and tackle climate change
3.3.1.4 Impactful programmes
on regenerative agriculture
and biodiversity
3.3.3 Circular Making
3.3.3.2 Climate change: reduction
and adaptation
Pernod Ricard
suppliers
Risks: these phenomena may also damage
suppliers’ physical assets and affect the quality,
quantity and geographical location of agricultural
raw materials, resulting in operational disruptions.
Environmental
impacts
of operations
CO
2
emissions
Risks: due to the industrial nature of its activities
and fast-changing environmental regulations,
Pernod Ricard may fail to be fully compliant with
new regulations and respond to stakeholder
3.3.1 Nurturing Terroir
3.3.1.4 Impactful programs
on regenerative agriculture
and biodiversity
GHG emissions
Water management
Waste management
expectations. This may cause reputational damage. 3.3.1.1 Support communities
Moreover, distilleries emit CO through the energy to regenerate ecosystems
2
they use. Pernod Ricard may be impacted by energy and tackle climate change
supply and price volatility. In addition, Pernod
Ricard most water-intensive activities may impact
water availability and could cause operational
disruption and financial losses. This is especially
3.3.3 Circular Making
3.3.3.2 Climate change: reduction
and adaptation
true where they are located in water stressed areas. 3.3.3.3 Preserve water resources
Opportunities: by reducing energy consumption 3.3.3.5 Reduce waste
and associated CO emissions and by building an
2
offsetting and insetting strategy for its residual
carbon emissions, Pernod Ricard can reduce its
operating costs and anticipate carbon regulations
in a volatile market. By implementing a virtuous
circular mindset, Pernod Ricard could minimise
waste at each step of its value chain and help
preserve natural resources. Moreover, through good
waste management, Pernod Ricard could transform
waste into potential new raw material.
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Risk/
opportunity
Sub-risk/
opportunity
Definition
Subsections of section 3
Packaging life cycle Packaging and POS
Risks: packaging and point-of-sales materials
are some of the Group’s most carbon-intensive
activities and generate large quantities
3.3.3 Circular Making
3.3.3.4 Circular packaging
and distribution
3.3.3.2 Climate change: reduction
and adaptation
management
development
Packaging and POS
end-of life
of post-consumer waste. Inadequate sustainable
packaging policy or innovation could limit Pernod
Ricard’s ability to attract clients and consumers.
The lack of recycling infrastructure or consumer
awareness in some markets could hinder
the Group’s efforts in addressing packaging end
of life at local level resulting in reputational damage
and financial loss.
Opportunities: by minimising waste at each step
of its packaging life cycle and exploring the use
of alternative ways to distribute its products,
Pernod Ricard can preserve natural resources
and reduce costs.
Quality, food safety
and product
compliance
Risks: Pernod Ricard’s product quality may be
subject to an undetected deterioration (toxic
contamination, alteration of taste, introduction
of foreign objects into the bottles etc.), leading to
health hazards, reputational damage, financial
liabilities and product recalls.
3.4 Ethics & compliance
3.4.1.1 Quality, food safety and
product compliance
Alcohol in society
The harmful use
of alcohol by
consumers
Excessive and/or
punitive alcohol
regulations
Risks: Pernod Ricard’s reputation may be impacted 3.3.4 Responsible Hosting
by consumers’ misuse of alcohol. Its activities may 3.3.4.1 Responsible drinking
also be impacted by ongoing anti-alcohol
sentiment, excessive and/or punitive regulations
(restrictions on sales and marketing, availability of
programmes and campaigns
3.3.4.2 Responsible marketing
3.3.4.3 Responsible e-commerce
its products, increased taxes and duties) leading to 3.3.4.4 Responsible experiences
implemented by
Government to
tackle harmful
alcohol use
lower revenues and profits without effectively
reducing the harmful use of alcohol.
Opportunities: Pernod Ricard’s Premiumisation
ambition leads to drinking less but better, thus
3.3.4.5 Consumer information
3.4 Ethics & Compliance
3.4.1.5 Transparency and integrity
accompanying its ambition in responsible drinking. of strategies and influencing
The Group’s drive on digital marketing enables
targeted advertising to further enable
practices
self-regulation even better, avoiding inadvertent
exposure of minors or non-drinkers.
3.3
The four pillars of the Good Times from a Good Place roadmap
3.3.1.1
Support communities to regenerate
ecosystems and tackle climate change
3.3.1
Nurturing Terroir
Terroir means earth or soil in French, the
birthplace from which all of Pernod Ricard’s
products take their character.
Objectives and policies
The Group’s core business is inextricably linked to
well-functioning ecosystems. Any disruption to one component
(soil, water, climate, landscape…) has a direct impact on natural
balances. Pernod Ricard is therefore very attentive to each
element in order to better understand the mechanisms at work
and restore the natural balances.
All the Group’s brands come from nature and
take their identity from the terroirs where their
natural ingredients are grown. Pernod Ricard is
therefore responsible for supporting and
promoting sustainable agriculture practices
with three objectives:
The Group believes in the strength of a holistic and systemic
approach to agriculture that covers the entire farming system,
maximises the shared benefits and, ultimately, the overall
resilience of the terroirs over the long term:
to conserve ecosystems and natural capital,
wild or cultivated, by preserving habitats and
trophic chains;
to tackle climate change, by reducing its greenhouse gas
emissions, and exploring potential carbon sinks within its
agricultural chains, as well as adapting the choice of its crops
and agricultural practices;
maximising positive interactions between agricultural and wild
ecosystems;
paying particular attention to soil life and its ability to restore
carbon cycles;
to support agricultural communities and smallholders, in
order to develop practices, improve livelihoods, access to
health and education and more generally, the economic
empowerment of these local populations.
reducing dependency on agrochemicals;
managing water resources sustainably;
taking care of the people who work the land every day.
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The Group believes that regenerative agriculture is a significant
Some of these terroirs are directly operated by Pernod Ricard:
part of the solution. This global approach looks at the system as a
whole in order to enrich soil life and its natural fertility, improve
water retention capacity, and protect and enhance biodiversity.
In the long term, regenerative agriculture improves the vitality of
plants, maximises carbon storage in the soil, ensures a
high-quality harvest and stabilises yields. The terroirs will
thereby be more resilient in the face of the effects of climate
change, and will achieve a sustainable improvement in the
livelihoods of farming communities.
5,631 hectares are dedicated to vineyards in seven different
countries: New Zealand (45%); Australia (24%); France (12.5%);
Argentina (8.5%); Spain (5.6%); United States (2.5%); China
(1.9%);
990 hectares are dedicated to agave crops in Mexico.
The environmental footprints of our vineyards are monitored
and analysed each year in order to optimise practices and
minimise the pressure on resources. These elements are no
longer communicated as of this year, although they are still
monitored and analysed, because, in line with our strategy, we
are working on a new and more systemic indicator which will aim
to reflect the level of regeneration of these vineyards. Moreover,
because they represent less than 3% of the total surface area used
to produce the agricultural raw materials necessary for the
Group’s needs, these impacts can be considered as relatively
minor.
During FY20 Pernod Ricard defined its Sustainable Agriculture
Key Principles. This document presents a set of best practices
related to landscape management, biodiversity, plant health and
soil life, water, human rights and relations with suppliers.
Thus, the Group intends to gradually move away from
conventional models to reduce the various pressures on
resources (for example, by implementing alternative practices
that avoid the use of synthetic inputs) and promote regenerative
agricultural models. This reference document covers all the
different contexts and agricultural systems in order to engage in
a continuous improvement process.
BREAKDOWN OF AGRICULTURAL RAW MATERIALS
(TONNES)
23,163
Rye
32,819
3.3.1.2 Pernod Ricard’s agricultural footprint
14,521
Potatoes
Other flavouring ingredient
123,771
A terroir represents the origin of a culture in particular and has
unique characteristics in terms of climatic conditions, type of soil,
ecosystems and the know-how of the people and communities
who work and live there.
14,370
Agave
Key flavouring ingredients
143,587
Various cereals
163,162
For Pernod Ricard, this means nearly 350 terroirs rooted in 66
countries around the world. The total amount of agricultural raw
material used is around 2.7 million tons made up of:
909,825
Sugarbeet
Sugar cane
204,727
Wheat
a variety of grain (wheat, barley, rye, maize, rice, sorghum);
263,986
sugar cane, agave, and sugar beet;
Grapes
flavouring ingredients with a specific attention to nine of them,
293,428
which are considered as iconic for the Group’s brands (coffee,
coconut, fennel, star anise, licorice, juniper, coriander, gentian
and orange);
264,605
Barley
Broken rice
275,472
17 wine-growing countries, eight of which have vineyards
directly operated by Pernod Ricard.
Maize
Action plans and next steps
The total footprint of these terroirs is estimated at around
324,700 hectares.
In order to manage risks within agricultural supply chains,
address the duty of care, and achieve our nurturing terroir
ambition, the Group has implemented a strategy divided into
three levels (Figure 2). The aims are : to map the different terroirs
to reach full traceability, to assess environmental and social risks
that may be present on these terroirs, and finally implement
eventually sustainability programmes.
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ACTION PLAN FOR NURTURING TERROIRS
ALL PERNOD RICARD’S AGRICULTURAL TERROIRS
A terroir means the supply of one agricultural raw material
from one specific location.
Commitments:
+350
+100
+66
Responsible Procurement process:
Partner Up
Weight: 100% of agricultural raw material annual spent
Terroirs
Raw
materials
Countries
TERROIRS FROM KEY AGRICULTURAL RAW MATERIALS
Commitments:
List:
Cereals and malted cereals, Cane and beet products,
Grapes products, Agave, and 9 key flavouring ingredients:
Coffee, Coconut, Fennel, Badiane, Licorice, Juniper,
Coriander, Gentiane, Orange.
Simplified risk mapping analysis
Target:
100%
by 2022
Target:
100%
by 2030
Certification on Sust. Agri. Standards
Carbon: generic or semi-specific EF
Mitigation project on high risks identified
Ongoing
28%
128
Weight: 98% of annual spent
Exclusions: Other flavouring ingredients
Terroirs
Terroir
risk mapping
Certification (FY21)
PRIORITY TERROIRS
Commitments:
A priority terroir is selected among the key
agricultural raw material because:
Full risk mapping analysis
Certification on Sust. Agri. Standards
Carbon: specific or semi-specific EF
Mitigation project on high/medium risks identified
Regen Ag & Biodiversity programmes on selected terroirs
they represent a very large amount of the raw materials purchased
Target:
100%
by 2022
and increase the probability of the associated risks occurring;
59
55
they are very iconic as they represent a star ingredient
for a strategic brand, a high level of sensory contribution
or an ingredient highlighted by the brand with a high reputational risk.
Priority
terroirs
Terroir risk
mapping
Weight: 94% of annual spent
25
16
14
High
Medium
Low
Number
of terroirs
Fifty-nine terroirs have been identified as strategic priorities in
the framework of the action plan, since they represent 94% of
annual purchases (by spend) and supply key or iconic raw
materials. Fifty-five of these fifty-nine terroirs have been subject
to a full risk mapping analysis: 25 were assessed with a high risk
level, 16 with a medium risk level and 14 were judged at low risk.
Four priority terroirs are still under investigation.
Measuring the carbon footprint is undertaken as part of a
different analysis because it requires the development and use of
specific tools (see subsection 3.3.1.3). Learnings from the terroir
risk mapping demonstrate the crop sensitivity to the effects of
climate change, including high sensitivity to drought, as well as its
impacts on ecosystems (biodiversity, soil and water) and on
communities.
FREQUENCY OF POTENTIAL RISKS ON PRIORITY TERROIRS
Defenders of rights
Freedom of association
Waste management
Discrimination
Compensation - wages
Child labour
Deforestation
Health communities
Land rights
Forced labour
Water pollution
Biodiversity
Health & safety
Water availability
Soil quality & pollution
Climate change
0
10
20
30
40
50
Risk occurrence
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Policies
Targets
Progress in FY20
Progress in FY21
2030 S&R Roadmap
100% of agricultural raw materials
(annual purchases) covered by
risk mapping by 2022.
Terroir risk mapping tools
developed to assess:
priority terroirs with a complete
86% of agricultural raw materials
(annual purchases) covered
by mapping, started with priority
terroirs this year.
tool exploring eight
environmental and nine social
risks;
terroirs from key agricultural
raw material with a simplified
tool;
all the terroirs assessed under
the Partner Up process
(see subsection 3.3.2.5
“Responsible supply chain”).
RISK MITIGATION PROJECTS
3.3.1.3 An agile and ambitious journey
towards sustainable terroirs
The Group ais committed to implementing resilient agricultural
practices by building strong and fair relationships with its
suppliers.
For each priority terroir, Pernod Ricard is committed to
mitigating the negative effects of practices by setting up
innovative projects, by implementing new technologies or
training farmers on alternative practices.
FOCUS ON THE WATER FOOTPRINT OF VINEYARDS
Action plans and next steps
CERTIFICATION
As perennial crops, vineyards are particularly sensitive to the
effects of climate change and in particular droughts, fires or
even frost. The increased frequency and severity of such events
is a trend that has been confirmed over the past three years in
our vineyards. Despite the use of precision farming tools like
drip irrigation systems, we are seeing an increase in our water
consumption, which amounts to 12.5 million m this year.
Improving the resilience of vines in the face of water scarcity will
be at the heart of pilot programmes on regenerative viticulture.
Pernod Ricard aims to certify all its key raw materials against
recognised sustainability standards. In order to select the best
standards, in line with the Sustainable Agriculture Key
Principles, the Group has developed a benchmarking tool. The
Group also gives its subsidiaries the opportunity to develop
their own standards with their local partners. All must then be
certified by third parties.
3
FOCUS ON THE AGRICULTURAL CARBON FOOTPRINT
The standards are chosen to cover most of the high and medium
risks identified through the terroir risk mapping analysis. For
example, given the risk profiles for the different sugar cane
terroirs, the Bonsucro certification has been identified as the
most suitable and will be deployed to all our suppliers.
The carbon footprint of agricultural raw materials represents
32% of the Group’s scope 3 (see subsection 3.3.3.2
“Climate change: reduction and adaptation”). It is therefore
essential to define robust calculation methodologies and share
them with the different terroirs. FY21 was dedicated to
identifying the raw materials that emit the most GreenHouse
Gas (GHG), then defining calculation methodologies specific to
each category. Thus, a methodology for calculating GHG
emissions for cereals was designed in collaboration with the
affiliates and supported by external expertise. Depending on the
weight of the material in the overall footprint of agricultural
products, Pernod Ricard will assign a generic, semi-specific or
specific emission factor.
This approach was designed to adapt to each terroir by taking
into consideration local cultures, work habits as well as the
potential for transforming practices.
Subsequently, significant work will be carried out in partnership
with its strategic suppliers to reduce these emissions, either by
adapting agricultural practices (crop fertilisation for instance)
or by upgrading industrial processes.
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Policies
Targets
Progress in FY20
Progress in FY21
2030 S&R Roadmap
100% of key raw materials
produced or sourced according
to selected sustainability
standards.
100% of high/medium risk priority
terroirs covered by mitigation
projects (water, agrochemicals…).
Reduce carbon footprint
of agricultural raw materials
to contribute to the Group overall
Scope 3 target (50% intensity
reduction) (see subsection 3.3.3.2
“Climate change: reduction
& adaptation”).
Benchmarking tool to assess each
standard against the Group’s
Sustainable Agriculture Key
Principles.
28% of key raw materials
produced or sourced according
to selected sustainability
standards.
Full risk mapping conducted
for 93% of priority terroirs (55/59).
41 terroirs were considered to
have a high or medium level of
risk.
Harmonised GHG calculation
methodology developed
for cereals.
Following a complete diagnosis of the two French terroirs,
Martell cognac and Mumm and Perrier-Jouët champagnes, set
up a pilot programme to explore three main areas: soil life, plant
health and nutrition, and landscape management. Various trials
are implemented to test combinations of cover-crops, develop
grape varieties resistant to climate constraints, or even
implement specific technologies or machines.
3.3.1.4 Regenerative agriculture and
biodiversity preservation programmes
Regenerative agriculture can be considered as a nature-based
solution” to mitigate climate change, protect ecosystems and
biodiversity, restore the soil and improve the livelihoods of
farmers.
In the south of France, where Irish Distillers source their maize,
the Group has enrolled with 27 farmers in the regenerative index
measurement to identify their areas of progress and transform
their practices, such as no or low tillage. During this project, the
Group is also working to develop a fair economic model to
ensure long term mutual commitments.
Action plans and next steps
The key to success will be to define appropriate “transition
paths” for different types of agricultural production. For
example, transitioning to regenerative practices for large
industrial corn farmers in the USA will require different support
and milestones than a transition for small Indian rice farmers.
In India, Pernod Ricard India Foundation’s flagship programme
WAL (Water, Agriculture, Livelihoods) aims to foster water
resilience, promote sustainable and regenerative resource
management while securing the livelihoods of disadvantaged
communities such as smallholder farmers, women and young
people.
The programmes aim to better understand and take into
account local contexts, measure the dynamics of natural cycles,
train partners in regenerative practices and design continuous
improvement plans over the long term.
To support this journey on priority terroirs, Pernod Ricard
decided to join the French movement PADV (Pour une
Agriculture Du Vivant). Thanks to the regeneration index they
have developed, the Group measured the starting point of its
partner farms and then put in place levers to improve the
resilience of the terroirs.
In Mexico, Kahlúa works with coffee-producing communities
and with local NGO Fondo Para La Paz to support agricultural
practices like the planting and development of climate change
resistant varieties as well as fair remuneration, with a specific
focus on women empowerment.
For its own vineyards, the Group commits to set up regenerative
viticulture pilot programmes within its own vineyards.
In the Philippines, Malibu works with 500 coconut farmers to
increase yields, improve access to water and sanitation, provide
training and technical support, support young people and
children to prevent migration for work and improve the whole
livelihood of the community.
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Policies
Targets
Progress in FY20
Progress in FY21
2030 S&R Roadmap
100% direct affiliates with
a biodiversity programme:
Biodiversity Guidelines.
Guidelines for setting up a
regenerative viticulture pilot
programme.
54.5% of direct affiliates with
a biodiversity programme.
Two regenerative viticulture pilot
programmes.
Coaching and training sessions
designed for each vineyard.
Four other programmes launched
on other crops.
significant programmes, at
scale, linked to our priority
terroirs and supporting our key
brands;
possible synergies with our
regenerative agriculture
programmes to serve both
objectives.
8,830 farmers empowered,
trained or supported.
By 2025: test local models for
regenerative farming systems
in the Group’s vineyards in eight
wine regions, to capture more
carbon in the soil, and share
knowledge with the wine industry.
5,000 farmers empowered,
trained or supported.
3.3.2
Valuing People
People have been and always will be at the heart
of Pernod Ricard and the foundation of its
collective spirit “Créateurs de convivialité”
sharing, warmth, care, and respect for all whilst
offering them challenging and fulfilling careers.
The Group promotes diversity and inclusion
throughout its business. It works with its
suppliers to create shared values in its supply
chain.
This pillar is all about respect: for everyone the Group works with
across its supply chain and for its 18,011 employees
(FY21 average) worldwide. This means increasing employee
loyalty and engagement, lowering supply chain risks and meeting
rising consumer expectations around transparency. Due to the
seasonal nature of its activities, especially during harvest periods,
4.4% of the annual average headcount is on fixed-term contracts.
Rather than using contractors, Pernod Ricard prefers to hire this
temporary workforce so that they can also benefit from its
development and health & safety policies.
3.3.2.1 Talent management
Policies
Targets
Progress in FY20
Progress in FY21
2030 S&R Roadmap
Pernod Ricard is committed
93.5% of employees received
at least one training in the fiscal
year.
98% of employees received
at least one training in the fiscal
year.
to developing the employability
of all its employees throughout
their working lives. This means
offering all employees at least one
future-fit training session every
three years to ensure their
employability.
Policies and objectives
Talent management: a core business process.
The leadership attributes represent the leadership behaviour
Pernod Ricard needs to ensure its future success. They have
become embedded in Global Talent Management practices
through the annual year-end review process, 360 feedback
process, assessment centres and leadership development
programmes.
To support the Pernod Ricard HR strategy, linked to the Pernod
Ricard Global Strategic Framework, two years ago the Group
rolled out the new leadership attributes developed to support
the Group in achieving its goal of becoming Industry Leader.
These attributes guide all Pernod Ricard employees in
developing their leadership skills and being better prepared to
deliver in the face of challenges. It will also help them drive
change while being aligned with the Group strategy.
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The Group HR Strategy, TransfoHRm was introduced
leveraging a digital platform through a single, Group-wide HR
Information System. This set the goal of making Convivialité a
true performance driver by:
“LET’S TALK TALENT” OUR PERFORMANCE MANAGEMENT
& DEVELOPMENT PLANNING PROCESS
Pernod Ricard employees and their performance are the
foundation of the Company’s success. Building on the process
launched last year “Let’s Talk Talent”, the assessment of the
“how” has been implemented in the performance process
through the annual performance review. How you do things is as
important as what you do. Employees are evaluated not only on
what they achieved but also on how they achieved it through the
leadership attributes. Let’s Talk Talent is intended to provide a
systematic process, which is comprehensive, fair, and
developmentally focused. It enables Pernod Ricard to identify
skills and competencies required to support its strategic plans
and encourages a diverse high performing culture. This process,
together with the assessment of individuals’ potential to grow
through their Learning Agility, forms the basis for identifying and
developing talents in the organisation for career development
and succession planning. Last year 76% of employees
participated in the Let’s Talk Talent process.
putting the employee experience at the core;
deploying diverse teams to improve both individual and
collective performance; and
introducing a culture of performance and success based on
empowerment and accountability, all supported by digital
technology.
Actions plans and next steps
WORKDAY HR MANAGEMENT SYSTEM
Two years ago, the Group introduced and started benefiting
from the new employee-centric tool, Workday, to manage the key
group HR processes with great success. Pernod Ricard has been
able to measure the value of the investment done having
streamlined business processes, set a common language, created
unified and reliable information worldwide. It has significantly
improved HR efficiency, facilitating decision-making to have the
right talents in the right position with the right skills at the right
time of their career.
To achieve this, employees are taking ownership of their career
development. For development to make an impact, employees
must be clear on what skill or behaviour needs to be improved
and express a willingness to be challenged. An important
mind-set shift has been supported to build a culture of feedback
encouraged between Manager and employee throughout the
year.
Employees and Managers, at the core of Workday and the HR
Strategy more broadly, now have the perfect tool to access
information about their position, career path, compensation, and
evaluation at any time, from any place. They are fully empowered
to promote themselves and be proactive with their career
development.
Pernod Ricard offers employees resources that provide them
with development ideas so that they are empowered to develop
their career.
With the acquired experience since Workday launch, and the
improved efficiency, Pernod Ricard is now committed to the
continued improvement of employees’ experience by introducing
additional functionalities that improve employees and managers
interaction and dialogue. The Group continued to analyse and
revisit on regular basis what has been done using agile ways of
working, “Test, Learn and Optimise”.
PERNOD RICARD UNIVERSITY
Pernod Ricard University actively partners with the business and
HR Departments to identify Learning & Development needs and
then design programmes with high-end institutions, consultants,
and internal experts. Pernod Ricard learning offer is based on
co-creation, blended learning, dynamic sessions built on the
70/20/10 approach to upskill teams and employees, which this
year trained 98% of employees.
The Group further strengthened the annual year-end
performance and merit process through the full integration of
these in Workday. In addition to the deployments across affiliates
of the new functionalities like the Training module, or the system
for monitoring Absence and Time Tracking, the Group
continued to leverage the technology for more efficiency,
transparency, planning and forecasting accuracy in HR. This was
achieved in a very agile and collaborative mode with the
development and implementation of the Adaptive Insight module
in Workday. A strategic project for Pernod Ricard, launched
simultaneously in all Group affiliates and the one that allows HR
to forecast, plan and manage employees related costs, which
represent the biggest part in the total Structure Costs.
L&D programmes are rolled out and delivered online, locally or
at the historical Domaine de La Voisine near Paris, a place
acquired by Paul Ricard in 1957, and transformed into a
state-of-the-art campus in 2017. The site is again operational after
the lock-down and is welcoming learners from both Pernod
Ricard and other leading companies. Participants there find
themselves in a cohort comprising colleagues from different
parts of the world with different backgrounds and from different
cultures. As Responsible Hosts we create special moments for all
the learners, ones that enrich them professionally and personally
and thus we share our values and culture and create that special
bond which ties the group together and which Pernod Ricard
calls “convivialité”.
Clearly understanding the importance of adoption, embedding
and proficiency in new ways of working, in 2021 Pernod Ricard
continued in a consistent and coherent manner to enhance the
process efficiency and HR population capabilities through a
strong change management plan with a massive upskilling effort
within, which was delivered to HR community through 184
e-learnings and toolkits, and 95 training and Q&A sessions. This
ambitious initiative will ensure that HR effectively embeds the
new ways of working, and pro-actively partners and supports
managers & employees to co-create their unique experience at
Pernod Ricard.
In 2021, the key priority was the massive upskilling in digital,:
Pernod Ricard co-developed and launched the D-Passport” a
Group-wide programme aimed at growing the knowledge and
skills in digital, Agile Ways of Working and a Platform business
model. The programme targeted to support the digital upskilling
of Marketing, Commercial and Leadership teams.
5,898 employees were trained in a fully remote mode, based on
customised leaning path, including series of micro-learnings,
webinars, external speakers, quizzes, and tests.
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True to our S&R Commitments, the Group committed to raising
LEADERSHIP ASSESSMENT AND DEVELOPMENT PROGRAMS
knowledge and awareness around alcohol and responsible
behaviours, reaching everyone in the Group and most of our
employees already completed successfully our MOOC “Learn
About Alcohol and Responsible Drinking”.
The Group has developed a full range of Leadership
programmes designed in response to Pernod Ricard business
challenges to better prepare top leaders, improving succession
planning and career planning. In 2021, a total of 80 participants
have attended Blenders, dedicated to Top Management to assess
them against the newly Group Leadership Model. The objective
is to reflect the skills and behaviours expected to lead teams and
to provide participants with a benchmark for their professional
development with Individualised Development Plans based on
each person’s needs.
The Group has also strengthen the culture of compliance by
supporting the deployment of the “Code of Business Conduct”: a
dedicated MOOC has been successfully completed by
13,212 employees.
In the last two years, despite all the challenges faced due to
Covid-19, the Group remained committed to grow talents by
supporting them to acquire and enhance the needed functional
skills.
In parallel, the Group continues to deliver key development
programmes with Shakers for confirmed leaders and Mixers, for
young aspiring leaders willing to be taken outside their comfort
zone. Since the implementation of these programs, 229
participants have benefitted from “Shakers” programmes and
652 from “Mixers” programmes.
This ambition was achieved through the effective delivery of
iGrow programmes in remote formats, ensuring that our talents
can continue growing with no risk to their health and well-being.
IGrow programmes started with Marketing and Commercial
teams and continued with the strong delivery of iGrow Finance
and the ambitious upskilling in operations. This dynamic and
ambitious delivery allowed Pernod Ricard to embed continuous
learning at scale and at speed, providing skills enhancement
opportunities to more than 3,000 people in different functions,
positions, and locations.
The Group has also built Leadership Assessment and
Development Centres, through an external provider, to assess
capabilities and leadership potential, to identify strengths and
competencies, to empower high potential individuals, and to
better prepare them for future leadership roles. The goal is to
encourage individual ownership of careers by all employees. The
LeAD UP programme offers two-day sessions at which
participants do individual interviews and case studies. They also
receive an extensive feedback session and a participation to
workshops. Over 157 participants did attend those development
programmes in 2021.
Finally, PR University has enriched the learning offer through
Leadership Curriculum by providing certification programs
delivered in remote formats through partnerships with top world
universities. The Group uses this to support key leaders in
becoming more agile, digitally savvy, innovative and consumer
centric to better prepare future-fit top leaders.
Key performance indicators
Number and %
FY20
1.7%
FY21
1.5%
% of the payroll invested by the Group in training
Number of employees trained (1)
17,858
93.5%
427,350
24
17,636
98%
% of total workforce trained (1)
Training hours (1)
378,082
21
Average number of hours of training received by employees (1) per year
% of employees received at least one performance review (2)
Number of employees participated in the LeAD UP programme (2)
93%
91%
162
157
(1) Fixed-term and permanent contracts.
(2) Permanent contracts.
3.3.2.2 Diversity & Inclusion
Policies and objectives
As a consumer-centric Group, Pernod Ricard believes that its
people need to reflect its consumers and the world in which it
operates. Seen as a source of richness and a real performance
driver for the Company, Pernod Ricard has made diversity a
focus for its leaders through the “Better Balance for Better
Business” initiative. This programme aims to raise awareness on
the value of diversity throughout the business with a focus on
gender and nationality and laid the foundation to address any
other dimension of diversity, as may be relevant in the various
parts of the Group. Major global targets were set following the
campaign and became part of the 2030 S&R roadmap.
Since the start of the Better Balance journey in 2015, Pernod
Ricard increased the percentage of women in Top Management
from 19% to 29%. And to move the needle even further, not just in
terms of gender, but all aspects of diversity, the group have
designed a new roadmap, "Better Balance: Inclusive Diversity".
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Over the next two years, Pernod Ricard will focus on what holds
external partner with deep expertise. The ongoing focus is to
target gender for internal development programmes to support
the achievement of our 2030 target. The Better-Balance strategy
is strongly anchored in the Strategic Talent Review process and a
focus is made on identifying female talents from Band D and
above as part of succession planning process and internal
development programmes.
Diversity together - Inclusion, meaning creating an environment
in which everyone is valued for who they truly are, their
experiences, perspectives and uniqueness fueling collective
performance.
To support this roadmap, Pernod Ricard launched in Spring
2021 a new Better Balance: Inclusive Diversity communication
campaign, “Live without Labels”, the creative manifestation of
our Better Balance ambition. Furthermore, a global inclusion
survey has been launched in partnership with Catalyst, an
Finally, a D&I council has been launched with the participation of
key senior leaders to sponsor and drive the D&I agenda
worldwide.
Policies
Targets
Progress in FY20
Progress in FY21
2030 S&R Roadmap
By 2022, ensure equal pay across
the business (gender pay gap).
By 2030, Top Management
2.3% gap worldwide.
27% women.
1.8% gap worldwide.
29% women.
team (1) will be gender balanced (2)
.
(1) Internal definition: Band C and above.
(2) Balanced teams considered achieved with a range of 40-60% of women and men.
Actions plans and next steps
Local affiliates’ leadership teams set up their own Better Balance
for Better Business agenda, supported by the Global Initiative.
Between 2015 and 2021, the proportion of women in the Group
“Top 500” rose from 19% to 29%.
an audit of over 70 countries. The objective is to identify the
behavioural drivers and roots of pay gaps between male and
female employees to ensure strict pay equity across the Group by
providing a long-term systematic compensation review. Results
for FY21 are showing great progress with a 1.8% gap worldwide,
taking into consideration that 1% is not considered as a gap by
external providers.
The new HR Strategy, TransfoHRm, announced in 2018, is an
inherently diversity-friendly strategy. TransfoHRm looked at
ensuring that key processes like talent development and
management are fair and equitable, supported by Workday,
the Group HRIS global platform. Let’s Talk Talent is a consistent
process, based on an objective assessment of performance and
potential, which gives all employees equal chances to develop a
successful and fulfilling career at Pernod Ricard. With the “How”
of performance now as important as its What”, with Managers
better trained in performance evaluation and calibration, the
process is designed to overcome the traditional pitfalls of talent
management to make Pernod Ricard more open to diversity &
The Group strives to attract and recruit young people through
different types of contracts (apprenticeships, training, etc.). The
Group also recruits and develops young graduates through VIE
(international volunteers in business) and international young
graduate programmes. These include 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
inclusion.
(YAC) (1)
.
The Group has also become more visible on the Diversity
challenge with an active participation in the main event of the last
three editions of the Women’s Forum in Paris (10 delegates,
participation to the CEOs’ workshop and event sponsorship).
Regarding disability, affiliates comply with local legal
requirements and efforts are made to improve the incorporation
of workers with disabilities. In FY21, 55 affiliates worked on
adapting premises and investing in appropriate equipment,
providing training, and raising employee awareness, conducting
joint projects with specialised establishments, participating in
dedicated forums, recruiting workers with disabilities, etc.
Finally, at the end of FY20, the Group Global Talent Management
Director formally took on the additional responsibilities of
diversity & inclusion to shift the focus of “Better Balance for
Better Business” from the creation of more diversity to focusing
on inclusion as a catalyst to accelerate Pernod Ricard
performance.
Twenty years ago, 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 in recruitment, training,
and professional development.
Regarding gender pay gap, the Company has delivered the
second edition of the pay gap global project, partnering with an
external independent specialist. This global initiative has entailed
(1) Founded in 2013, the YAC is a think tank made up of nine employees under 30. They are asked to provide Top Management with their generation’s view
on Group strategic issues. The YAC has a two-year mandate to develop cross-company initiatives such as the “Green Office Challenge” or “Talent 4 Talent”.
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Key Performance Indicators
REPRESENTATION OF WOMEN AT 30 JUNE (PERMANENT CONTRACTS)
Number and %
FY20
6,658 (37%)
3,871 (35%)
2,787 (42%)
135 (27%)
26%
FY21
6,952 (38%)
3,656 (35%)
2,936 (43%)
136 (29%)
27%
Group employees
Non-managers
Managers
Top Management
Management Committees of affiliates
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 88% of the workforce. In the managerial population, the proportion of women has been
constantly increasing over the last decade – from 30% in FY12 to 43% in FY21.
BREAKDOWN OF POSITIONS WITH PERMANENT CONTRACTS FILLED BY WOMEN
Number and %
FY20
314 (55%)
903 (44%)
FY21
657 (45%)
817 (46%)
Internal transfers
External hires
3.3.2.3 Employee engagement & culture, working conditions and health & safety
Employee engagement & culture
Since it started to measure it, the Group has had a very high level of employee engagement.
The Global Employee Engagement Survey, “I Say,” has been reinvented and in partnership with Glint, Pernod Ricard will be deploying
the 6th edition of I Say” in September 2021. The revised survey will empower managers and HR to leverage advanced analytics and
insights to better understand employee’s needs. It has been improved with a more simplified structure that is supported by a digital
platform which managers and HR will be able to access and extract results, being able to build targeted action plans. The results will be
benchmarked against engagement data from external organisations.
Number and %
FY17
88%
88%
FY19
85%
88%
Employees that completed the “iSay” Survey**
Engagement rate (“iSay”)**
Number and %
FY20
14%
FY21
14.6%
1,106
6.4%
4.1%
Total departure rate* (1)
Number of resignations*
Voluntary departure rate* (2)
Absenteeism rate**
1,220
6.8%
3.9%
(1) The rate of total departure is obtained by dividing the number of departures by the average workforce with permanent contracts.
(2) The rate of voluntary departure is obtained by dividing the number of resignations by the average workforce with permanent contracts.
*
Permanent contracts.
** Fixed-term and permanent contracts.
Total payroll is included in Note 3.5 – Expenses by type to section 6
“Consolidated financial statements”. This year, payroll
represented 13.8% of net sales.
Welfare, social protection and labour relations
POLICIES AND OBJECTIVES
Compensation policy
Signature of labour agreements
The compensation policy reflects the decentralised business
model, except for Group Senior Management, whose
compensation is overseen by Headquarters. Each affiliate
manages its policy locally while upholding a set of common rules.
These include developing a performance culture and offering
compensation that is competitive locally, leveraging external
benchmarking and compensation data. This also involves setting
up straightforward, meaningful, and motivating compensation
packages.
Each year, the affiliates sign roughly 150 agreements with the
various social partners worldwide, thereby encouraging
improved social dialogue. The number of agreements signed
depends on changes to local legislation.
The agreements signed by affiliates during the past year mainly
covered compensation and profit-sharing, group welfare
schemes, remote working and occupational health and safety.
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European Works Council: with over 50% of its staff based in
Performance culture: profit-sharing and incentive policies
Europe, the Group has mainly focused its efforts on European
employee representatives, through the European Works
Council. This council brings together one or more
representatives from every affiliate within the EU with over
50 people. It had a total of 24 seats for representatives in FY21.
The European Works Council meets at least once a year. A
Select Committee, elected by their peers, comprising five
members from five different countries, meets at least once a
year too. The Select Committee may act on its own initiative in
response to any social measure that might be taken in Europe
involving at least two countries in which Pernod Ricard has
local teams.
Performance is encouraged through favourable profit-sharing
and incentive policies. The total gross amount paid under
profit-sharing and incentive plans to over 5,078 employees
amounted to nearly €34 million. This was matched by
contributions (additional sum paid to employees for investments
in the Company savings plan) amounting to over €3 million.
Moreover, long-term profit-sharing policies (such as allocating
performance-based shares) have once again been implemented
in FY21 for over 750 employees worldwide.
In 2019, the Group launched Accelerate, its very first Employee
Share Ownership Plan. This first version of the Plan has been
rolled out in 18 countries, covering 75% of Group employees. The
initiative proved highly successful, with an overall subscription
rate of 41.5%. Such a level is rarely achieved when structured
offerings are launched. The subscription rate exceeded 60% in
several countries, such as India (76.4%) and Hong Kong (60.4%).
In France, the subscription rate was 56.9%.
To share information, an Intranet site publishes content each
year co-written by delegates and the HR Department.
The France Group Committee meets once a year. It brings
together employee representatives appointed by the largest
trade unions in the French affiliates. At these meetings, the
Group’s business activities are reviewed, together with an
analysis of employment trends and forecast changes during
the year ahead.
In 2021, the Group is launching the new policy Pay for
Performance, to link directly bonuses to the performance and
reward the extra performance, allowing differentiation. This will
support driving a stronger high-performance culture across the
organisation, allowing managers to differentiate the reward and
recognition of their teams based on their contribution and
performance both on the “what” and the “how”.
The Group Committee and the European Works Council are
chaired by the Group Chairman & CEO, Alexandre Ricard, and
moderated by the HR Department;
The Global Deal: Pernod Ricard has officially signed up to the
Global Deal, a multi-stakeholder partnership intended to
address challenges in the global labour market and enable
everyone to benefit from globalisation. It aims to encourage
governments, businesses, unions and other organisations to
make commitments to enhance social dialogue and promote
joint solutions. The deal entails exchanges of ideas, joint
projects, lessons learned and policy advice. It will also promote
concrete initiatives and voluntary commitments. Pernod
Ricard affiliates in partner countries will have access to their
own local platforms.
ACTION PLANS AND NEXT STEPS
Welfare protection and health insurance
In accordance with the Group’s commitment, all employees are
offered a welfare protection plan covering major risks (death and
invalidity). Some chose not to be covered or are covered by their
spouse’s employer.
Social dialogue
The Group has a long tradition of social dialogue and promotes
freedom of association in all the countries in which it operates.
In addition, it firmly believes in the importance of providing a
working environment with optimal working conditions:
Number and %
FY20
FY21
Employees covered by a welfare protection plan (death and invalidity) with a benefit
equivalent to at least one year of the employee’s fixed annual salary (1)
94.2%
97.6%
93.3%
98.1%
Employees benefitting from health insurance (1) (2)
Total gross amount paid under profit-sharing and incentive plans
Number of agreements signed with social partners
€42 million
174
€34 million
167
Number of affiliates that signed at least one company-wide agreement during the year
27
28
(1) Fixed-term and permanent contracts.
(2) Health insurance is defined as the regime that is compulsory at local level, whether or not supplemented by a company plan.
Health and safety
Pernod Ricard constantly strives to eliminate occupational accidents, hazards, and diseases for all its employees and contractors.
Pernod Ricard’s approach to Health & Safety (H&S) is underpinned by the “Créateurs de convivialité” vision. The Group is thus
committed to developing a culture where everyone has a role to play and where employees take ownership of safety by sharing
responsibility for their safety and that of their co-workers.
Policies
Targets
Progress in FY20
Progress in FY21
2030 S&R Roadmap
By 2025: become “best in class”
Frequency rate decreased by 35%
Frequency rate decreased by 32%
in the Wines & Spirits industry
by the target of zero accidents
with lost time (employees and
temporary staff) by 2025.
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Launched in 2019 this ambition was structured into a Global
Another key action launched in FY21 is the Pernod Ricard
training programme “Care by Learning”, where more than a
hundred Safety Champions from affiliates have been trained in
order to become the new trainers for the local teams and roll-out
the new safety culture. In terms of high-risk activity, a strong
focus was put in FY21 on material handling equipment, that can
cause a risk of collision for pedestrians. All affiliates have
implemented prevention measures following an assessment of
their local practices.
Health & Safety Policy called “Taking Care of Each Other”.
The strategic priorities to achieve Pernod Ricard’s goal are to:
develop a Culture where safety is at the heart of Convivialité;
develop leadership through engagement, motivation and
empowerment;
improve business performance through excellence in Health
& Safety.
A new Operating Requirement “Key Health & Safety Principles”
has been implemented during FY21. All the non-industrial
affiliates performed a gap analysis and must complete their
mitigation action plans by the end of FY21, in order to meet all
minimum requirements.
This policy has been approved by Pernod Ricard’s Chairman,
Chief Executive Officer, and its Executive Committee. It has been
presented to the Board of Directors. The Executive Vice
President, Human Resources, Sustainability & Responsibility
oversees the implementation of the Group’s Health & Safety
Policy. Affiliate Vice Presidents, and each Management Director
at local level are in charge of implementing the Pernod Ricard
Global Health & Safety Policy.
In FY22 the implementation of the roadmap will be accelerated
with the roll-out of a new IT platform to manage safety incidents
across the whole Group, the extension of the safety culture
audits and with the global cascade of the Care by Learning
programme to local teams.
ACTION PLANS AND NEXT STEPS
Achieving this goal requires management systems. In that
respect, the Group’s production sites are required to be OHSAS
18001/ISO 45001 certified. In addition, Pernod Ricard is also
committed to and actively works on a health & safety culture in
which everyone is involved in taking care of each other through
a culture of interdependence.
A Safety Leadership Programme will be developed and rolled
out across the group in FY22, aimed at raising the level of H&S
culture through engagement, motivation, and empowerment.
Note: all these actions are covering both Pernod Ricard
employees as well as the contractors under direct supervision.
As a result of this global effort, the accident frequency rate was
reduced by 32% over the last financial year, a significant
achievement in line with the Health & Safety Roadmap objective.
To drive this change, audits conducted by a third party focusing
on safety culture and performance are being rolled out across
the major production sites. Each audit results in an assessment
of the maturity of the site, and in action plan aiming at reaching
the next level on the maturity scale.
KEY PERFORMANCE INDICATORS
Workplace accidents and % of sites certified
Number of workplace accidents with lost time (1)
Frequency rate (1) (2)
FY20
106
5.3
FY21
68
3.6
143
0
Severity rate (1) (3)
165
0
Number of fatalities (1)
% of production sites OHSAS 18001/ISO 45001 certified
91%
91%
(1) Employees with interim, fixed-term and permanent contracts.
(2) Frequency rate = number of non-fatal workplace accidents with lost time × 1000/total number of employee and interim staff expressed in full time equivalent.
(3) Severity rate = number of days of absence for workplace accident × 1000/total number of employees and interim staff expressed in full time equivalent.
A change of formula occurred in FY21 for the calculation of severity & frequency rates, this to follow a more commonly used method and ease the reading of
these indicators. From being based on the total number of hours in the year, these ratios are now based on the full time equivalent from both employees &
interim population. To ensure consistency, the ratios for FY20 have been updated using the new formulas.
3.3.2.4 Human Rights
Operating in over 73 countries and mindful of the new challenges caused by globalisation, Pernod Ricard values its employees, suppliers
and communities. It also recognises that it is its responsibility and ethical duty to ensure Human Rights are respected across the
Group’s global operations and value chain. This implies adhering to internationally recognised standards and addressing gaps.
Policies
Targets
2030 S&R Roadmap
By 2025, align with the United Nations Guiding Principles (UNGPs) on Human Rights including due diligence
across the Group’s operations and strengthening our responsible procurement processes.
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Developed with numerous internal stakeholders, Pernod Ricard
In FY19, a study based on the UNGPs and Human Rights was
conducted on the Group’s supply chain to identify gaps and
improve its due diligence on Human Rights over the long term.
introduced its first Global Human Rights Policy in FY19 which is
divided into three key sections: “in our own operations”, “in the
supply chain” and “in our local communities”. The Pernod
Ricard Code of Business Conduct, updated in FY19, now
includes Human Rights and Fundamental Freedoms. The
Supplier Standards has been updated in FY19 with additional
commitments on this front.
In FY21, to embed a UNGPs approach, Pernod Ricard launched
an assessment questionnaire with its HR network in line with its
Human Rights policy and focusing on its own employees and
internal practices. In addition, an external country level
screening and mapping of potential Human Rights risks was
conducted. With these two tools, the goal was to help affiliates
raise awareness, identify gaps in relation to the eight
commitments towards the Group’s employees in the Human
Right policy and develop appropriate action plans. Overall, the
findings demonstrated a number of good practices
implemented. The findings also pointed to the need for
increased communication and best practice sharing of our
Health & Safety and Diversity & Inclusion efforts and roadmaps
and better dissemination of the Group’s Human Rights policy
and whistleblowing tool, Speak-Up. The top priorities identified
by affiliates were Health & Safety and Discrimination, Diversity &
Inclusion demonstrating alignment with the increased efforts by
the Group in developing roadmaps in these areas. For more
information, refer to sections 3.3.2.2 "Diversity & Inclusion" and
3.3.2.3 "Employee engagement & culture, working conditions
and health & safety". In FY22, the Group intends to extend its
impact assessment beyond its own operations, covering the
whole value chain to identify salient Human Rights issues and
prioritize action. It will also explore other areas such as capacity
building.
The Executive Vice President, Human Resources, Sustainability
& Responsibility oversees the implementation of the Group’s
Human Rights Policy. HR Directors and each Managing Director
at local level are in charge of implementing the Pernod Ricard
Global Human Rights Policy. As a decentralised organisation,
Pernod Ricard gives responsibility to its affiliates for adopting,
respecting and promoting the policy. Visits to affiliates by
cross-functional internal audit teams include some labour
evaluation. Managing Directors’ performance evaluations cover
labour matters as well as societal and financial performance.
Any targets are specific to each affiliate.
ACTION PLANS AND NEXT STEPS
In FY18, Pernod Ricard joined the UN Global Compact’s Decent
Work in Global Supply Chains Action platform, an alliance of
companies committed to respecting Human Rights and
fundamental principles and rights at work. This involves
working through their supply chains and taking collective action
to address decent work.
3.3.2.5 Responsible supply chain
Due to the wide range of its procurement and supplies, Pernod Ricard relies on many suppliers across its supply chain. From farming
and manufacturing through distribution and merchandising, some of the Group’s impact on society and the environment is managed
by its suppliers. Pernod Ricard believes in creating strong business relationships and encourages suppliers to improve their practices
and assists them in doing so.
Policies
Targets
2030 S&R Roadmap
By 2025, Pernod Ricard commits to implementing all mitigation plans with high or medium supplier risks (1)
.
(1) According to the risk mapping tool used internally.
Pernod Ricard’s responsible procurement actions are driven by
the following main policies:
Agricultural products supply
See subsection 3.3.1 “Nurturing Terroir”.
Responsible Procurement Policy, covering all purchases of
Product & services supply
products and services made by the entire workforce. It is
available in English, French, Spanish, Portuguese, and
Mandarin;
Have precise knowledge of the sustainability impacts, supply
chain risks, and engage Pernod Ricard key suppliers through
collaboration to reduce impact and accelerate improvements.
Pernod Ricard Procurement Code of Ethics, embedded in the
Code of Business Conduct, establishes rules for balanced and
healthy relationships with suppliers as well as the basic
sustainability principles. It is available in French, English and
Spanish;
Expand Responsible Procurement and Due Diligence process
across supply chain with a focus on critical suppliers (high
risk and spend).
sustainability model clauses for contracts, it is available in
English, French, Spanish, Portuguese and Mandarin.
(1) Indirect advertising and promotional investments: all expenses related to the advertising and promotion of the Group’s brands (expenses such as media, POS
items and value-added packaging items (VAP), content production, events, research and analysis reports). Direct purchases: all purchases directly integrated
into the composition of the final product (raw materials such as ingredients, glass, caps, etc.).
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The Responsible Procurement process applies throughout the
not sign the updated version will see their business relations
with Pernod Ricard suspended;
Group and is supported by General Management. Each affiliate
selects and monitors its suppliers and subcontractors identified
as risky, and is therefore responsible for its application.
risk mapping tool for each affiliate to identify which suppliers
(Wet and Dry Goods, POS/VAPs) and subcontractors should
be assessed first according to set criteria regarding the
Company: production or service, size, country footprint, net
sales, dependence of the supplier on the affiliate, annual
expenditure, critical nature of the product, social,
environmental and supply chain risks of the supplier;
ACTION PLANS AND NEXT STEPS
Implemented throughout the Group, the Blue Source process
allows affiliates to apply the Responsible Procurement strategy
locally with their suppliers and subcontractors:
Supplier Standards: to be signed by all suppliers on the
sustainability assessment using the EcoVadis platform and
based on four major topics: environment, labour, ethics, and
supply chain. Pernod Ricard asks its risky suppliers to be
re-assessed every year for high risk suppliers and every two
years for medium-risk suppliers in order to identify areas for
improvement and to review the effectiveness of their action
plans;
Partner Up platform with the aim of increasing awareness
around Human Rights and labour law, health & safety,
environmental impact, responsible drinking, integrity and fair
business practices. This document has been updated in 2019
and includes commitments such as “Respect Land and water
rights of communities”, Environmental regulation”, Animal
welfare” and “Tax evasion”. Moreover, the Group took this
opportunity to raise awareness among its suppliers and invite
them to do the same. Both direct suppliers (Wet and Dry
Goods) and the main indirect suppliers (POS/VAPs) who do
labour and ethical audits following the SMETA (Sedex
Members Ethical Trade Audit) standards, in line with the AIM
Progress “Mutual Recognition Programme”.
Number of suppliers
FY20
1,983
2,284
214
FY21
1,719
1,900
220
Having signed the Supplier Standards
Analysed through the Risk Mapping tool
Identified as risky and covered by an EcoVadis assessment
Identified as risky with production sites covered by an audit
14
108
As far as employee commitment is concerned, Pernod Ricard
makes a number of training documents available to inform
employees about the Responsible Procurement process of the
Group and what actions each employee can take to mitigate risks
with their suppliers. For example, Pernod Ricard offers an online
learning module covering merchandising. It is designed for
Marketing and Communications employees and highlights the
risks related to the development and purchasing of promotional
products. In addition, training is offered in various formats
throughout the year, including telephone calls, workshops and
seminars.
explore partnership plans to engage in a multi-stakeholder
programme. Pernod Ricard is already working with Bonsucro,
a global multi-stakeholder non-profit organisation to promote
sustainable sugarcane production, processing and trade
worldwide. The Group is also part of Aim-Progress, a forum of
leading Fast Moving Consumer Goods manufacturers and
common suppliers, assembled to enable and promote
responsible sourcing practices and sustainable supply chains.
As a signatory member of the United Nations Global Compact
(UNGC), Pernod Ricard also participates in various webinars
related to Human Rights, decent work and living wages;
The Group will take the following steps:
train Procurement Managers and/or functions on Responsible
Procurement processes including labour rights and Human
Rights considerations;
request all suppliers, from all categories, to sign the Supplier
Standards on Partner Up;
expand Responsible Procurement processes to other key
indirect categories.
complete analysis of direct suppliers (Dry and Wet Goods) and
key indirect suppliers (POS/VAPs);
3.3.2.6 The Bar World of Tomorrow
Policies
Targets
Progress in FY21
2030 S&R Roadmap
By 2030, train 10,000 bartenders on all aspects
of sustainability and responsibility – from fresh
ingredient use to responsible serving
In person: 914 at 30 June.
E-learning: 668 at 30 June.
of alcoholic beverages to waste management.
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As numerous sectors, the hospitality sector has a role to play in
3.3.3.1 Environmental management
the transition towards a more sustainable and responsible
world. To guide bartenders and bar owners in this transition
Pernod Ricard has created The Bar World of Tomorrow an
in-person and online training course, created in partnership
with the Trash Collective and the Sustainable Restaurant
Association, available worldwide. The course covers all aspects
of S&R from fresh ingredient use to responsible serving of
alcoholic beverages to waste management directly aligned
with the United Nations Sustainable Development Goals (SDGs).
It is based on four pillars (ingredients, service, bar and staff) and
the 5Rs model: Rethink, Reduce, Reuse, Recycle and Respect.
Pernod Ricard strives to implement strong environmental
management systems throughout the business. They are the
cornerstones of the Group’ strategy, helping it tackle long-term
environmental risks, reduce its environmental impact and seize
opportunities at every level. Environmental management
systems aim to disseminate the Group’s environmental
standards throughout the business and incorporate
environmental considerations into its management practices.
This helps manage risks and transform the business into a more
circular model.
Pernod Ricard has environmental management systems to
address environmental priorities and implement tangible
actions throughout the business activities. Environmental
management systems are implemented based on the following
principles:
Online, it is a free e-learning course available to all legal-drinking
aged adults and housed on EdApp and UNITAR’s (United
Nations Institute for Training and Research) EducateAll
platform, available in English, French, Spanish, Portuguese,
Russian, Polish, Turkish and Mandarin.
the Headquarters’ Sustainable Performance Division oversees
In FY20 a toolkit was shared to conduct trainings sessions (in
person or video conference), aimed at guiding S&R leaders,
brand ambassadors and/or advocacy colleagues to train bar
owners and bartenders on the key principles of The Bar World
of Tomorrow. All training sessions are reported to local S&R
leaders so that they can thereafter share with HQ the number of
attendees. In addition, several tools were created to share with
participants: Trash Collective Cocktail Recipes, a detailed
checklist Bar World of Tomorrow, a responsible service cheat
sheet and a “badge” of completion.
and coordinates measures at Group level by setting shared
goals, monitoring performance, circulating guidelines with
minimum requirements and sharing best practices. Each
Brand Company is required to evaluate its performance
against these requirements annually. Where necessary,
compliance action plans should be implemented;
Pernod Ricard’s activities, both for the Brand Companies and
the Market Companies, must comply with the environmental
requirements outlined in the Group environmental guidelines:
affiliates are accountable for complying with local legal
requirements. They must also report to Headquarters any
local incidents or non-compliance,
3.3.3
Circular Making
The world's finite ressources are under huge
pressure. Pernod Ricard wants to do its part in
decreasing the natural resources used and
minimising waste at every step of the value
chain. This will involve imagining new
production ways that optimise and help
preserve natural resources.
affiliates are accountable for assessing their long-term
risks. They must thus identify ways to reduce their own
environmental impact and apply the Group’s policy locally;
major production sites are required to be ISO 14001 certified.
In FY21, 92.1% of production sites were ISO 14001 certified
(covering 99.7% of production);
Group employees and administrative sites are required to
The traditional single-use consumption model
has now reached its limits and new circular
models must emerge to protect our planet and
natural resources. Circularity is one of the
Group’s key priorities. To become more
meet the requirements of the “S&R Office” guidelines
regarding different topics such as green offices governance,
energy, water, waste and business travel.
This year, one environmental incident was reported to local
authorities and two complaints received from third parties. This
includes all possible potential impact of an industrial site, in
particular smells and noise. The events are described below:
circular, Pernod Ricard is committed to moving its business
towards a circular making model that fosters reduction, reuse
and recycling. Such a shift will allow fewer resources to be
consumed, waste disposed of and ultimately reduce Pernod
Ricard’s environmental impact.
one accidental spillage modifying the biological process of the
treatment plant and resulting in COD and pH exceeded legal
limits, in Spain;
one noise pollution complaint in Australia and one odour
pollution complaint in Scotland.
A root cause analysis was conducted for all these events and
corrective actions plans drawn up.
As of 30 June 2021, no provisions have been funded for
environmental risks. Some affiliates had to provide guarantees
when applying for operating permits. These are not for specific
amounts but ensure the affiliates’ solvency to deal with any
pollution or other environmental accidents.
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on Pernod Ricard’s Operations Department to incorporate
3.3.3.2 Climate change: reduction
and adaptation
climate-related issues into the Group’s strategic plans and
budgets, in compliance with its strategic guidelines. The
Executive Committee, which meets twice a year on S&R topics,
prepares, examines and approves all decisions related to
sustainability and climate change and submits its decisions to
the Board of Directors. The Committee is also tasked with
reviewing climate change risks and opportunities assessed by
the S&R Department and HQ experts.
Alignment with TCFD recommendations
Climate change is one of the most urgent challenges facing this
generation. Combatting it is a major focus of Pernod Ricard’s
environmental policy. The Group plans to reduce the CO
equivalent emissions generated throughout its supply chain and
adapt its business to ensure it is resilient. For greater
transparency, Pernod Ricard follows the recommendations of
the Task Force on Climate-related Financial Disclosure (TCFD).
2
Role of management: the S&R Senior Steering Committee
shapes Pernod Ricard’s approach to climate change, among
other sustainability issues. For its part, the S&R HQ Team
ensures that the strategy is effectively embedded into processes
and practices. The S&R Senior Steering Committee, considered
as a Top Management governance body, has nine members.
They represent all the Group’s functions at the highest level:
CEO, Managing Director Global Business Development, EVP
Human Resources & Sustainability & Responsibility, EVP
Finance, IT and Operations, Chief Sustainability Officer, VP
Global Government Affairs, Group Operations Director, Global
Marketing & Commercial Director and Group Communications
Director. The Committee assesses and manages climate-related
risks and opportunities. It creates action plans and oversees the
implementation of the strategy by the Operations teams and the
Global Business Development functions.
GOVERNANCE
Pernod Ricard has a dedicated governance and organisational
structure to ensure that climate change issues are fully
incorporated into its strategy. That is why the Sustainability &
Responsibility Senior Steering Committee (S&R Senior Steering
Committee), chaired by Pernod Ricard’s Chairman and CEO,
was created. Pernod Ricard also has a dedicated Sustainable
Performance team at HQ, responsible for implementing its
climate change strategy.
Board supervision: the Board of Directors evaluates the
appropriateness of Pernod Ricard’s S&R commitments. It also
ensures that climate-related issues are incorporated into the
Group’ strategy through two annual meetings. The Board relies
STRATEGY
Climate-related risks and opportunities
Impact on the Group’s
strategy and financial
planning
Climate-related risks
and horizon
Potential financial impact
and magnitude of impact
Type
Area of business impacted
Transition risks
Policy and legal
Long-term risk:
Operations & Supply
Chain
Medium impact:
Regulations may have
an impact on direct
costs, for instance if
the Group had to buy
carbon quotas.
Pernod Ricard takes
Energy and GHG
measures to reduce
greenhouse gas
emissions:
emissions regulations
may affect the Group:
directly through its
directly at production
own operations; or
indirectly through
sites through energy
efficiency and
In Europe, the Group’s
four largest distilleries
are subject to the EU
Emissions Trading
System (EU-ETS).
its suppliers
renewable energy; and
indirectly with its
(especially with
respect to glass,
alcohol and
suppliers and by
optimising the logistics
chain.
transportation).
There may be indirect
impact through increases
in the price of raw
materials (especially
for glass manufacturing,
which is an
energy-intensive
industry).
Reputation
Long-term risk:
Consumers may prefer
Products
Medium impact:
The Group feels that
a shift in consumer
preferences might lead
to a fall in market share.
The risk of shifting
consumer preferences
is factored into Group
marketing strategy.
For example, Pernod
Ricard eco-design policy
aims to make the
products that are
perceived as more
responsible,
and this could affect
Pernod Ricard sales
and market share if not
anticipated.
products more
sustainable
(see subsection 3.3.3.4).
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Impact on the Group’s
strategy and financial
planning
Climate-related risks
and horizon
Potential financial impact
and magnitude of impact
Type
Area of business impacted
Physical risks
Extreme
Long-term risks:
Extreme variability
in weather patterns,
such as frost,
hail and drought,
Supply chain
& Operations
High impact:
The financial
implications
of agricultural supply
chain disruption could
be significant. It could
lead to higher prices
for raw materials.
To face extreme
variability in weather
patterns, the Group uses
hedging to limit the
extent of seasonal
volatility due to climate
factors and includes
environmental factors
in its Responsible
Procurement Policy
and its Procurement
Code of Ethics (see
subsection 3.3.2.5).
Water management is
a significant component
of the Group’s
environmental strategy
(see subsection 3.3.3.3).
can affect the supply and
quality of agricultural
raw materials and,
more broadly, their price.
For example, price
volatility might impact
grains and grapes.
Wine alcohol content
might increase, and
different parameters
might impact wine
quality.
Changes in precipitation
patterns can affect
the groundwater reserves
on which some
production sites rely.
This may ultimately
impact the availability
and quality of water.
Physical risks
Chronic
Long-term risk:
The Group and its
suppliers’ facilities are
exposed to the risk
of natural disasters
(fire, hurricanes, flooding
etc.).
Supply chain
& Operations
High impact:
This risk could lead
to the loss of a strategic
industrial site.
The impact could result
in a significant operating
loss and therefore a
sharp drop or prolonged
shut-down in the supply
of certain products.
This might prevent
Implementation
of preventive measures
and physical protection
devices:
audit of industrial sites
along with insurers;
establishment
of business continuity
management systems.
the Group for meeting
consumer demand.
Resource efficiency Short-term risk:
Supply chain
& Operations
Low impact:
Efficiency programmes
can reduce operating
costs and provide the
Group with a competitive
advantage.
Climate change is
Pernod Ricard’s
exposure to future
energy and tax
regulations are
accelerating the
an important part of one
of the key pillars of the
Group’s S&R roadmap.
The Group will continue
to roll-out energy
implementation
efficiency programmes
(see subsection 3.3.3.2).
The lower operating
costs are factored into
financial planning.
of energy efficiency
programmes at its
operational sites as well
as in its supply chain.
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Impact on the Group’s
strategy and financial
planning
Climate-related risks
and horizon
Potential financial impact
and magnitude of impact
Type
Area of business impacted
Products
Market
Long-term opportunity:
Medium impact:
This factor is considered
Consumers are
The Group felt that
in the Group’s marketing
strategy and
environmental roadmap,
with a focus on
sustainable agriculture
practices and eco-design
practices (see
subsections 3.3.1.1,
3.3.3.4).
increasingly looking
to sustainable
consumption. Developing
quality products that
respect the environment
might encourage them
to choose Pernod
this might lead to greater
market share.
Ricard’s products.
Products
and services
Short-term opportunity:
Higher demand for lower
Product & Services
High impact:
This will generate new
product and service
offers. The Group felt
that this might result in
greater market share.
Innovation and digital
are considered strategic
priorities; different
entities are working on
innovative projects.
emissions products
and services and
the incorporation of
sustainability concerns
are strong drivers to
foster innovation and
increase market share.
In case of future acquisitions, divestments or access to capital, significance of climate related risk should be assessed.
RESILIENCE OF THE ORGANISATION
In June 2019, the Science Based Targets (SBT) initiative
approved our greenhouse gas emission reduction targets, which
are aligned with a below 2°C scenario for our Scope 1 and 2
emissions and the 2°C scenario for target intensity of the Scope 3
emissions.
functions, is updated every three years by the internal audit
team. This team reports to the Chairman and CEO. It also
presents its results to the Executive Committee and the Audit
Committee. The Group’s major risks are monitored annually;
environmental risk mapping is based on a multi-criteria
mapping tool. Affiliates input the data, which is then monitored
at Group level. Affiliates identify and rate environmental risks
throughout a product’s life cycle based on two criteria: i)
severity (including potential financial impact – scored from 1 to
7) and ii) probability (scored from 1 to 5).
The Group has started in 2020 a climate-related scenario
analysis with a pilot in one affiliate. The objectives were the
understanding of climate-related risks impacts on our operations
(raw materials, packaging, production and logistics) and the
building of a prospective approach for climate-related risks
scenarios applicable at Group level.
In terms of managing these risks, each major risk identified is
placed under the responsibility of a Group Director.
Environmental risks and their mitigation plans are under the
responsibility of the Group Operations Director. The Group’s
environmental roadmap also draws up environmental action
plans for the main environmental risks.
RISK MANAGEMENT
The identification of climate-related risks and opportunities
takes place in the course of the Group’s global risk mapping:
global risk mapping, based on local risks identified by Group
affiliates and functional risks identified by the Group’s
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Help reduce climate change
Policies
Objectives
Achievements and next steps
2030 S&R Strategy
Through the new S&R strategy, the Group has set itself
ambitious new goals to speed up progress and extend
its actions (Scopes 1, 2 and 3), as follows:
A taskforce has been set up with the main distilleries
to identify technologies that will help achieve Scope 1
SBTs.
In FY20, the Group has officially become a member
of RE100, a global initiative led by The Climate Group
in partnership with CDP which brings together over
300 international companies committed to 100%
renewable electricity. The proportion of renewable
electricity used is 81% for production sites and
administrative offices.
Since FY18, Scopes 1 and 2 carbon emissions have
fallen by 1% in absolute value.
Weight reduction for many bottle types has already led
to a significant reduction in the carbon footprint from
glass.
by 2030: "net zero carbon" emissions on production
sites (Scopes 1 and 2) with a 30% reduction in absolute
carbon emission (base year 2018). Reduction is aligned
with the below 2°C scenario and will be reviewed next
year to be aligned with 1.5°C;
by 2030: 50% reduction in the intensity of the Scope 3
carbon footprint (base year 2018). This reduction is
aligned with 2°C scenario and will be reviewed next
year to be aligned with 1.5°C;
by 2050, "net zero carbon" emissions for our scope 3;
by 2025: 100% renewable electricity used on
production sites and in administrative offices.
Discussions will be held with our main suppliers to set
carbon reduction action plans regarding Scope 3
emissions.
A reporting tool and process will be designed and
implemented to better measure progress towards
Science Based Targets.
Pernod Ricard generates carbon emissions in several ways.
These contribute to climate change:
To help reduce climate change, the Group follows a two-step
approach consisting of:
directly, through the use of fossil fuels on sites (Scope 1) and
due to the electricity consumed, whose production generates
greenhouse gases emissions (Scope 2);
assessing its carbon footprint throughout the supply chain to
identify priorities;
implementing relevant measures to reduce direct and indirect
emissions, working with production sites, farmers and
suppliers.
indirectly, through products (agricultural raw materials,
packaging, etc.) and services (transport, etc.) purchased
(Scope 3).
This year, as part of the acceleration of our carbon reduction
roadmap, the Group consolidated projects and reduction
opportunities with projected investments to achieve our scope 1
and 2 targets.
Overview of the Group’s carbon footprint and energy consumption
Overall performance
Unit
FY18
FY20
FY21
Energy (production sites only)
Total energy consumed
MWh LHV
1,447,315
6.22
14
1,438,332
1,469,786
6.02
14
Energy consumption per unit (distilled alcohol)
% renewable energy
MWh PCI/kl PA
6.19
13
%
%
% renewable electricity
74
74
83
Overall performance
Unit
FY18
FY21
Carbon footprint
Direct emissions (Scope 1)
250,542
47,429
265,819
29,178
Indirect emissions (Scope 2)
Direct and indirect emissions (Scope 1 + Scope 2)
All other indirect emissions (Scope 3)
Group Carbon footprint (Scopes 1, 2 and 3)
Carbon emissions intensity at production site level (Scopes 1 and 2)
t CO
2
e
297,971
2,829,724
3,127,694
1.28
294,998
2,887,407
3,182,405
1.21
t CO e/kl PA
2
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TRANSPORT
Overview of the relevant categories of the Group’s
carbon footprint
Pernod Ricard seeks to optimise land transport by improving
vehicle loading, adjusting schedules and using more efficient
vehicles. In the US, the Group is also a member of Smartways
Association, which aims to reduce land transportation emissions.
In Europe, the Absolut Company is a member of the Clean
Shipping Project.
Pernod Ricard’s overall carbon footprint shows that across the
entire value chain:
37% of emissions are generated by the production of packaging
(mainly glass) and POS materials; and
32% comes from the production of agricultural raw materials.
PRODUCTION SITES
Then come the emissions from:
On production sites, the Group is working on two fronts: i)
improving energy efficiency and ii) using less and less
carbon-intensive energy. To encourage such transitions, the
Group has introduced an internal carbon price of €50 per ton of
transportation (9%);
energy used on production sites (Scope 1 and Scope 2) (9%);
acquisition of fixed assets (9%); and
CO equivalent for investments.
2
other activities such as business travel (4%).
Operationally, production sites must improve energy efficiency
through continuous monitoring of energy consumption and
in-depth energy assessments. The idea is to set energy-efficiency
targets and launch consumption reduction programmes (i.e.:
renewal of processes, technologies, etc.). Several large sites have
implemented ISO 50001 certified energy management systems.
This year, the Group’s carbon footprint has been reviewed due to
methodological changes (update of dry goods emission factors
and a new transportation calculation methodology). The FY18
baseline year is adjusted to reflect any significant changes such
as acquisitions, divestments, updates of CO
and any calculation methods.
2e emission factors
Moreover, the Group is working to replace fossil fuel energy
sources and plans to only use renewable electricity by 2025. This
BREAKDOWN OF GROUP CARBON FOOTPRINT
BY CATEGORY
year, Scope 1 (direct CO
in line with the 5% increase in production volumes. Scope 2
(indirect CO equivalent emissions) remains stable with 29,178
2
equivalent emissions) increased by 4.1%
126,345
2
Other items
tonnes compared to 29,557 tonnes last year due to an increase in
renewable electricity sourcing. In terms of carbon intensity,
this represents a 1.4% fall per unit between FY20 and FY21 for
Scopes 1 and 2 carbon emissions. This is due to an improvement
in energy efficiency of our activities after Covid-19 crisis.
285,670
CAPEX
1,188,299
294,999
Packaging and
Energy related
promotional items
BREAKDOWN OF ENERGY CONSUMPTION BY ACTIVITY
to production sites
(Scope 1 + Scope 2)
1.2%
Ageing
278,434
Transport
0.8%
Vinification only
1.4%
Other items
3.2%
1,008,659
Vinification
Agricultural raw materials
and bottling of wines
8%
PACKAGING AND POS MATERIALS
Bottling
Packaging and POS materials are the most carbon-intensive
activity in Pernod Ricard’s value chain. To reduce their carbon
impact, the Group focuses on enhancing the eco-design of its
packaging (reducing its weight and increasing recycled content)
and working with suppliers to reduce CO emissions generated
2
during their manufacturing process (see subsection 3.3.3.4
“Circular packaging and distribution”).
85.4%
Distillation
AGRICULTURE PRACTICES
Agriculture is the second most carbon-intensive activity in
Pernod Ricard’s value chain. Pernod Ricard’s products
inherently rely on agriculture. Establishing and helping improve
agricultural practices is therefore a strategic priority for the
Group.
On its own land, the Group promotes regenerative agriculture,
which can help capture carbon in the soil. Moreover, the Group
works with agricultural suppliers to establish preferred
standards for each crop. The goal is to identify the best way of
reducing greenhouse gas emissions for each crop.
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Nitrogen and sulphur oxide emissions (NO
x
and SO )
x
SOURCES OF ENERGY USED BY THE PRODUCTION SITES
contributing indirectly to the greenhouse effect and
environmental acidification. These compounds are produced
by fossil fuel combustion. As emissions of these atmospheric
pollutants are low in the alcoholic beverages sector compared
to worldwide emissions, they seem to have no material impact
on Pernod Ricard. The Group does not therefore feel it needs
to monitor such emissions on an annual basis. The major
distilleries nevertheless ensure that they comply with legal
limits on the discharge of such pollutants.
9%
Coal
4%
Other energy
5%
Fuel oil
64%
17%
3.3.3.3 Preserve water resources
Natural gas
Electricity
Water is an essential component of the products manufactured
by Pernod Ricard. From irrigating crops to processing raw
materials, distilling, blending eaux-de-vie and formulating
products, water is involved in every stage of the product’s life
cycle.
OTHER EMISSIONS CONTRIBUTING INDIRECTLY TO CLIMATE
CHANGE INCLUDE :
The Group thus faces several challenges. It must i) reduce water
consumption, particularly in areas with shortages, ii) preserve
water quality by monitoring pollutants released by production
sites, and iii) fully comply with evolving environmental
regulations. Pernod Ricard has been a member of the UN CEO
Water Mandate since September 2010, thereby reaffirming its
commitment to protect the planet’s water resources.
Emissions from cooling gases, some of which are harmful to
the ozone layer. Some of these gases also increase the
greenhouse effect. A programme to eliminate the most
environmentally harmful refrigerant gases has been ongoing
for numerous years. This has resulted in the complete
elimination of CFCs and a continuous reduction of HCFCs.
Policies
2030 S&R Strategy
Objectives
Achievements and next steps
Further reduction in water use by 20% from FY18
Since FY18, water consumption per unit produced
to FY30.
has been reduced by 8.3%.
100% of water replenished in watersheds with same
level of risk for our production sites and dedicated
copackers located in high risk areas.
In FY20, production sites have identified water
reduction opportunities based on best available
technologies per activity (distillation, wineries,
bottling…). This will feed into defining water use
excellence targets for each site.
Exploring innovative ways to reuse organic waste.
This year, 53.2% of the total water used in high-risk
locations has been replenished.
The Group will identify wastewater treatment
opportunities and engage research on innovative
waste treatment solutions with the Paul Ricard
Oceanographic Institute.
Production sites water consumption and performance
ORIGIN OF THE WATER CONSUMPTION BY INDUSTRIAL
SITES (%)
BREAKDOWN OF WATER CONSUMPTION BY ACTIVITY
1%
Ageing
2%
25%
Vinification only
1%
Public network
Other items
5%
38%
Vinification
and bottling of wines
Ground water
12%
Bottling
37%
River, lake or dam,
other source
79%
Distillation
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To reduce direct water consumption at production sites, the
Water resource preservation strategy tailored
to meet local challenges
Group focuses its efforts on two main drivers: i) setting up
systems to measure and monitor water use, and ii) identifying
measures to save, reuse and recycle water. This year, the return
to normal for activities after the Covid-19 impact and a
continuous improvement in water efficiency measures led to a
reduction of 5.3% in water use per litre of pure alcohol produced
in distilleries, down by 5.3% compared to last year.
Because water resources are unevenly distributed, risk levels
vary depending on the location of the Group’s production sites
and dedicated co-packing activities. To better understand and
identify priorities, sites have been categorised as extremely high
risk, high risk and low-medium risk, using an internal Water Risk
Index. The Group aims to replenish the water used by its sites
located in high-risk areas through local projects to preserve the
water ecosystems. This led to support watershed management
by improving access to safe water and sanitation, promoting
sustainable water use and integrating water resources
management among communities.
This year, the Group consolidated the water reduction roadmaps
from the main contributing affiliates and identified associated
investment plans to reach 2030 targets.
Throughout the value chain, the drip irrigation technique is used
in all irrigated vineyards operated by the Group. This reduces
the water used to what is strictly necessary. Moreover, given the
predominance of agricultural raw materials in Pernod Ricard’s
water footprint, the Group works locally with the affiliates’
suppliers to establish sustainable agriculture standards that
minimise water consumption (see subsection 3.3.1.4 “Impactful
programmes on regenerative agriculture and biodiversity”).
Area’s risk level
Pernod Ricard situation
Extremely high risk
Eight company-owned sites (India, Armenia, Mexico and China).
8.2% of the Group’s total water consumption.
High risk
Seven company-owned sites (Armenia, Australia, Spain and France).
5.9% of the Group’s total water consumption.
Medium risk
Low risk
26 company-owned sites.
8.4% of the Group’s total water consumption.
48 company-owned sites.
77.5% of the Group’s total water consumption.
Seven Indian dedicated co-packers are located in high-risk areas
and are concerned by the Group water resource preservation
strategy.
Treatment of waste water
To reduce the pollutants released into the natural environment
and make sure that the water discharge by production sites does
not damage surrounding ecosystems or other natural resources,
production sites are fitted with different technologies such as
aerobic, anaerobic treatments, filtration, etc., depending on
waste water quality requirements. The Group will also explore
innovative projects for treating this waste water.
The water resource preservation strategy has been launched on
sites located in “extremely high risk” and “high-risk” areas. PR
India have already implemented water projects in their
watersheds. They are actively engaged with communities
through the development of water replenishment projects in
order to support water conservation and also provide or improve
access to safe water and sanitation. Other sites are in the process
of finding a project partner and investigating water project
options. The methodology used to calculate water returned
to the environment for each project must be verified by a third
party.
This year, 77% of waste-water was discharged into a public
sewerage system, 17% was discharged into the environment
following treatment, and 6% was recycled for vineyard irrigation.
Overall performance
Unit
FY18
6,008,142
25,195,334
4,390,900
25.82
FY20
5,810,414
22,118,588
4,281,165
24.99
FY21
5,781,472
22,752,799
4,266,566
23.68
Total volume of water used
Total volume of water abstracted
m
3
Total volume of waste water released
Water consumption per unit produced at production sites
Chemical oxygen demand (COD) released into the natural environment
m
3
/kl PA
t
926
877
885
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3.3.3.4 Circular packaging and distribution
The environmental impact of the Group’s activities begins with
the design of the products, packaging & POS and continues
throughout their life cycle.
that it can be used sustainably. It also participates in local
packaging collection and recycling schemes to address
packaging end of life.
The packaging and POS development phases represent a key
lever to minimise waste and reduce the Group’s environmental
footprint. For this reason, Pernod Ricard adopts eco-design
principles when designing new packaging and POS and ensures
Our vision is for Pernod Ricard to be recognised as a pioneer in
sustainable packaging & POS, contributing to setting the
standards within the industry.
Policies
Targets
Achievements in FY21
2030 S&R Roadmap PACKAGING
In FY21, the Group built “EcoPack” tool assessing
From 2022, 100% of new projects development will
demonstrate environmental impact reduction.
By 2025, 100% of packaging will be reusable,
recyclable or compostable.
By 2025, post-consumer recycled content for glass will
reach 50% and 25% for PET and 100% of cardboard
will be certified to standards ensuring sustainable
forest management.
conformity to the internal sustainable packaging
guidelines. This tool will measure the percentage of
recyclable packaging as well as projects
demonstrating impact reduction when it will be
completed by all our brands (expected FY23).
PET post-consumer recycled content is estimated to
16%.
55% of cardboard is certified to standards ensuring
sustainable forest management.
By 2030, the Group will pilot five R&D projects on
circular distribution of Wines & Spirits.
By 2030, launch initiatives to support recycling
in 10 key markets.
This year, the Group did a feasibility study on a
circular pilot in Asia on-trade to be launched FY22.
10 markets have been identified: India, USA, Canada,
China, France, Brazil, Spain, Russia, South Africa and
Poland. And a workshop was held to identify potential
projects with key partners such as suppliers.
100% of promotional items made from single use
plastic have been banned.
PROMOTIONAL MATERIALS
By 2021, 100% of single-use plastic point-of-sale items
will be banned.
By 2030, 100% of POS spend will be reusable,
recyclable or compostable.
96% of promotional materials are reusable, recyclable
or compostable for our key markets (scope 32
affiliates).
The internal sustainable packaging and POS guidelines frame our ambition for circular packaging & POS. They are based on five
eco-design principles rethink, reduce, reuse, recycle, and respect each being correlated to our targets.
Eco-design Principles
Rethink
Definitions
Achievements examples over the past years
Think out of the box to challenge the need for each
All single use plastic promotional materials have been
packaging components and POS and explore new
circular solutions.
banned.
Perrier Jouët developed a reused version of its electronic
labels so that waste are minimised and the glass bottles
can be recycled.
Reduce
Reuse
Optimise the design to reduce size and weight. Limit
the number of items, nothing unnecessary.
Lillet reduced glass weight of its bottle by 18%.
Move away from single-use to keep packaging and POS
Imperial Blue and Royal Stag bottles in India are being
refillable and reusable as long as possible. POS should
be designed to be reused for the same purpose.
collected from bar and restaurants before being washed,
refilled and reused by consumers.
Recycle
Design packaging & POS with a recyclable mindset: using
Over 95% of the Group’s primary and secondary packaging
mono-materials when possible and avoiding non-separable
material solutions, choosing recyclable materials only and
checking if there is a recycling collection bin for this item
in the main markets of use and existing recycling
infrastructure.
(by weight) is made from material recyclable at scale
(Glass, Carboard, PET).
Respect
Ensure materials are responsibly sourced, with recycled
Absolut increased the percentage of recycled glass in
content and sustainable origins.
its glass bottles up to 50%.
Perrier Jouët developed a gift box with 100% FSC certified
fibers.
Glass and cardboard are the main materials used. Production of packaging and promotional items account for 37% of the Group’s
carbon emissions (see subsection 3.3.3.2). Plastics account for less than 5% of our primary packaging and we strive to limit the quantities
we used on the different markets. Our commitments to the New Plastics Economy of the Ellen MacArthur Foundation’s plays a key role
in minimising the plastic we use.
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United States: it joined the “Glass Recycling Coalition” to foster
BREAKDOWN OF THE WEIGHT OF PACKAGING
efficient and economically viable recycling channels by
involving all players in the chain (glass manufacturers, bottlers,
recycling service providers, etc.);
3%
Caps, labels, covers
1%
PET, Pouches & Bag in box
3%
Gift boxes
Brazil: joined the “Glass is Good” project, whose purpose is to
increase the glass recycling rate by involving all sectorial
players.
0%
Other: ceramic, crystal, etc.
6%
Cardboard
This year, the Group also identified 10 key markets (India, USA,
Canada, China, France, Brazil, Spain, Russia, South Africa and
Poland) where projects will be developed with local partners to
increase glass collection, recycling and reuse.
3.3.3.5 Reduce waste
Limiting waste throughout the production chain and at the end
of product life is an integral part of the Group’s circular economy
approach. Pernod Ricard is committed to minimising waste
disposal and maximising the recycling and reuse of its products.
Pernod Ricard’s policy is focused on limiting food waste and
eliminating landfill waste, ensuring all waste generated on
industrial sites is recycled.
87%
Glass
Participation in systems for the collection
of packaging in support of recycling and reuse
Most packaging waste produced by the Group’s activities is
generated after final consumption of products. The key issue is
therefore to improve waste sorting solutions for consumers so
that packaging can be recycled or reused. Pernod Ricard has set
up or joined various programmes worldwide to improve
recycling or reuse packaging:
Europe: Group contribution of around 10 million to national
schemes designed to improve the collection and recycling of
domestic packaging, including glass;
Policies
Objectives
Achievement in FY21
Waste management ambition
Zero waste sent to landfill at production
level.
147 tonnes of waste sent to landfill this
year, 74% reduction compared to FY20.
Limiting of food waste
The Group takes steps to minimise food waste throughout its
value chain:
Reducing waste and improving recycling on industrial
sites
The production sites mostly generate non-hazardous waste (99%
of total waste vs. 1% hazardous waste):
upstream agriculture: reducing food waste by reusing
by-products from the production of certain foods. For
example, broken rice in India or sugarcane molasses in Cuba,
to produce alcohol. Moreover, in developed countries, where
most agricultural raw materials used by the Group are
sourced, the quality of infrastructure plus short supply routes
prevent products such as cereals from perishing.
As for grapes, musts or wine, they are delivered directly to the
Group’s wineries by producers, limiting supply chain losses;
non-hazardous waste:
packaging waste (glass, paper, cardboard and plastics),
waste from the transformation of agricultural raw materials
not recovered as by-products (grape marc, stalks, sediment,
etc.),
waste produced by the site’s activities (sludge from
treatment plants, office waste, green waste, etc.);
production sites: focus on recycling waste generated through
hazardous waste: waste used for the sites’ operation
(chemical product containers, used oils, solvents, electrical and
electronic waste, neon tubes, batteries, etc.).
the transformation of raw agricultural materials (spent grains,
vinasse and grape pomace). The majority of waste is recycled
to make animal feed, biogas, farm compost or used for other
industrial purposes;
The Group’s aims at moving towards zero landfill waste.
To achieve this goal, the affiliates will pursue efforts to reduce the
quantity of waste generated and identify recycling and recovery
processes. For hazardous waste requiring the use of a specific
treatment process to prevent environmental risks, the Group will
continue to identify appropriate treatment processes locally.
consumer level: waste generated is very low since wine &
spirits can be kept for a long time, and the packaging is
designed to last until the product is fully consumed.
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Key Performance Indicators
Overall performance
Unit
FY20
FY21
36,687
35,161
1,380
147
FY20-FY21
+15%
+16%
+29%
-74%
Total quantity of waste (1)
t
31,843
30,218
1,068
557
Quantity of waste recycled
t
t
Quantity of waste incinerated
Quantity of waste sent to landfill
% of solid waste recycled
t
%
g/L
t
95
96
+1
Quantity of waste sent to landfill per litre of finished product
Quantity of hazardous waste treated externally
0.58
344
0.14
-76%
410
+19%
(1) It should be noted that this figure represents the volume of waste collected but not necessarily the amount of waste generated throughout the year. This is
because, although small in quantity, this waste is most often stored on site for a certain time. In addition, this waste may also be generated during ad hoc
cleaning operations. For these reasons, this item is not strictly speaking a performance indicator for the current year.
This year, the total quantity of waste sent to landfill has sharply
decreased from 557 to 147 tonnes, a significant reduction
compared with 10,253 tonnes in FY10. This is the result of our
Group campaign towards zero waste to landfill implemented
across all production sites, with noticeable improvements this
year in affiliates such as PRW New Zealand and PR France.
evidence-based prevention programmes. By using this all-round
approach, the Group aims at finding the most efficient ways to
fight the harmful abuse of alcohol for each target group and
context specific to each market.
The strategy is fully aligned with the Group’s “Créateurs de
convivialité” vision as there is no conviviality in excessive or
inappropriate drinking. Adult consumers must make responsible
choices about whether or not to drink alcohol, and how much to
drink. It is also aligned with its premiumisation strategy.
The Group wants adult consumers to consume better and
high-quality products, not increase their overall alcohol
consumption.
3.3.4
Responsible Hosting
Pernod Ricard believes that its products bring
people together and have a valuable place in
society. However, the Group also acknowledges
that alcohol can be misused, and that
inappropriate consumption of alcohol can cause
serious problems to individuals and
communities. The Group believes it has a role to
play in preventing and reducing the harmful use
of alcohol. Pernod Ricard is committed to
promoting responsible alcohol consumption
and combating harmful drinking – working with
stakeholders to achieve real change and
The Alcohol in Society team within the Public Affairs Department
coordinates the Group’s Responsible Hosting strategy which is
implemented through the network of S&R and Public Affairs
leaders.
Pernod Ricard is a member of the International Alliance for
Responsible Drinking IARD (1), a non-profit organization
regrouping leading global beer, wine & spirits producers to fight
the harmful use of alcohol. The Group supports IARD’s
commitments on digital marketing, commercial practices and a
series of measures to combat underage drinking (more
information below).
continuously developing and strengthening its responsible
marketing practices.
Pernod Ricard is not alone in promoting responsible drinking.
Partnerships with other industry members, governments and
local communities are essential to success in this area. Positive
change can only be achieved in unison with others, with one
collective voice.
3.3.4.1 Responsible drinking programmes
and campaigns
Objectives and policies
Responsible Drinking Roadmap
Pernod Ricard continues its efforts to reduce the harmful use of
alcohol through evidence-based prevention programmes. These
initiatives are implemented locally by its affiliates, in partnership
with industry peers, civil society, international bodies and local
authorities.
Pernod Ricard is committed promoting responsible drinking and
reducing the harmful use of alcohol. The Group fully supports the
World Health Organization’s (WHO) goal of reducing harmful
drinking by 10% worldwide by 2025. Pernod Ricard however does
not believe that an across the board cut in average per capita
consumption is supporting public health needs: indeed, the
pursuit of such a strategy in the past has led to a decrease in
consumption amongst moderate drinkers without any
meaningful impact on those that drink at harmful levels. For this,
the Group has a Responsible Drinking strategy focusing on
tackling harmful abuse of alcohol.
The Group’s brands support this commitment by developing
dedicated responsible drinking campaigns to promote
responsible drinking behaviours amongst its consumers.
Local initiatives
Pernod Ricard believes that targeted preventive actions rolled
out locally are an effective way of tackling alcohol abuse to make
alcohol consumption a safe and enjoyable experience. Each
affiliate/market is committed to contributing to at least one
responsible drinking programme or campaign, in partnership
and evaluated to demonstrate real outcome from their actions.
The Group’s roadmap encompasses a wide range of initiatives
targeting its employees, consumers, target audiences and
society as a whole. The set of tools varies from in-house trainings
and self-regulating standards to communication campaigns and
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In May 2020, the Alcohol in Society Department developed a
altogether. All initiatives that required on-site presence – such as
educational programmes, on-trade awareness campaigns, or
student responsible parties’ activations – could not be repeated.
In some instances, resources dedicated to responsible drinking
have been channelled to Covid-19 support initiatives. This crisis
has also impacted the way prevention is being made, with a clear
focus on digital tools and the need to mutualise resources across
countries.
toolkit on how to evaluate the impact of its responsible drinking
initiatives in order to have more evidenced based programmes
and campaigns. This toolkit aims at helping affiliates evaluate the
responsible drinking initiatives, from choosing the right
evaluation partner to measuring the reach and impact.
Unfortunately, the Covid-19 pandemic has had a dramatic impact
on the performance of this KPI. Many responsible drinking
initiatives have been put on hold, postponed or stopped
Global initiatives
Responsible Party
Policies
Targets
Progress in FY20
Progress in FY21
2030 S&R Roadmap
By 2030, Pernod Ricard will
expand the concept of
Responsible Party worldwide,
reaching 3 million young adults
on the field, and 30 million online
by 2025.
470,000(1) young adults reached
on the field and 2.7 million young
adults digitally at 30 June.
470,100 young adults reached
on the field and 6 million young
adults digitally at 30 June.
Although due to the current pandemic, the Responsible Party
programme has not been able to operate at on the field events
throughout 2021, Responsible Party has remained present on
digital through the Sharing Good Vibes campaign until
December 2020, which cumulated 6 million visitors since its
launch in April 2020. In July 2021, a new campaign currently
under development will be launched.
Autosobriety’s main asset is a digital educational module
covering four topics: road crash statistics, the impact of alcohol
on the ability to drive and relevant risks, the legal ramifications of
drinking and driving and the personal responsibility to avoid
drink-driving. In addition, an augmented reality video was
developed to simulate the effects of alcohol on driving and the
increasing risks of road accident.
Other digital tools have also been developed such as the
Responsible Party website (2) and the “Responsible Party, Make
Good Times Unforgettable” e-learning platform created with
EdApp. The platform currently counts 672 users and this is
growing. The Responsible Party programme has continued its
efforts with the Erasmus Students Network (ESN) through social
media to encourage participation in this e-learning (through
targeted quizzes and competitions).
The project was tested as a pilot project this year in the Durban
province of South Africa, coordinated by the International
Training Centre for Authorities and Leaders (CIFAL Durban),
and in the Dominican Republic, coordinated by the National
Institute of Ground Transit and Transportation (INTRANT). In
both countries, the first phase of the programme was
implemented, targeting primarily at government officials and
municipality workers. At a next stage, the programme is planned
to reach final road users with a target of 5,000 beneficiaries in
each market.
Towards the end of the year, with improvement in the sanitary
situation, Responsible Party was able to host the partnership
renewal event in Brussels on 24 June. This was the first physical
event in 18 months that brought together 100 young adults from
Europe for a conference and responsible celebration. The event
was in partnership with ESN and HOTREC (European
association of Hotel, Restaurants, Bars and Cafés) and promoted
safe togetherness through a signed declaration. The declaration
was launched during the event and was a demonstration of
solidarity between the three signing partners, expressing their
willingness to move forward together in a safe and responsible
way. It has also been signed 32 times since the event by both
organizations and individuals and continues to be available
online and to amass support.
Brand campaigns
Pernod Ricard believes that marketing can be a force for good,
bringing social value and helping consumers to adopt a
responsible behaviour regarding alcohol. Brands know how to
talk to consumers and their campaigns can be an effective way to
change their attitudes and make alcohol abuse socially
unacceptable.
Over the past 18 months, we have seen Absolut Vodka engaging
in responsibility campaigns. The campaigns “Drink Responsibly.
Sex responsibly” (February 2020) and its sequel “Drink
Responsibly. Love Responsibly” (February 2021) addressed the
topics of responsible drinking and safe consensual sex, as well as
love in times of lockdown. Together with the campaign “Drink
Responsibly. Vote Responsibly” (November 2020), which
encouraged US citizens to prioritise voting in the US elections
and to save their drinking until after their voting, these three
campaigns reached more than 80 million consumers in the US.
Absolut Vodka has also taken a stance against drinking and
driving in Argentina through its campaign “Absolut Nothing”.
Autosobriety
This year, Pernod Ricard has partnered with the United Nations
Institute for Training and Research (UNITAR) for the
implementation of the Autosobriety training programme.
Autosobriety aims at equipping road safety stakeholders with
educational tools in order raise awareness on the risks of
drinking and driving and contributes to the prevention and
reduction of alcohol-related road crashes.
The overall objective of Autosobriety is to contribute to the UN
Global Road Safety Performance Target #9 to halve the number
of alcohol-related road traffic injuries and fatalities by 2030.
(1) Cumulative figure since the launch of the programme in 2009.
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Action plans and next steps
3.3.4.2 Responsible marketing
Objectives and policies
Learning from the Covid-19 pandemic, the Group will be
rethinking the way we can optimize our responsible drinking
programmes and campaigns, to better reflect today’s digital
context and affiliates’ needs. With Covid-19 conditions
progressively improving, Pernod Ricard expects its affiliates to
resume or continue their local engagement, notably through
more global tools such as those described below.
Pernod Ricard believes that strong self-regulation is effective in
meeting the ethical expectations of consumers and stakeholders
in a rapidly changing media landscape while at the same time
building brand equity. Going beyond the Advertising and
Marketing Communications Code of the International Chamber
of Commerce, Pernod Ricard’s Code for Commercial
Communications (CCC) ensures that the Group’s commercial
communications in particular do not encourage or condone
irresponsible consumption or misuse of any kind.
Responsible Party, through the tagline “Make Good Times
Unforgettable” will be continuing its activities on the field and on
social media for the next year, notably launching a new bold and
disruptive campaign: "Drink More (Water)". This prevention
campaign will be launched on a global level and also locally in
countries across the world. This campaign will be launched from
mid-July 2021 and will run over a few months. Evaluation metrics
will be put in place to measure not only the reach and
engagement around the campaign on social media but also to
measure the impact and success of the messaging.
Pernod Ricard is also committed to being an industry leader in
helping raise the standard for responsible marketing of alcoholic
beverages. A special focus is put on digital marketing. In 2014,
IARD partnered with social media platforms to establish the
Digital Guiding Principles. The Group immediately extended the
scope of its CCC to require that all online marketing meet the
same high standards as traditional marketing.
On the field, Responsible Party will continue to strengthen the
relationship with ESN, whilst also seeking new partners and
opportunities, such as festivals, where the programme can
continue to co-create safe and responsible events and share
messages of responsibility around binge drinking.
In 2020, the Group updated its CCC, strengthening all guidelines
(provision mandating models shall be over 25 years old and shall
meet certain requirements) and adding guidelines in 2021 for
product placement to keep raising standards.
Pernod Ricard has renewed its partnership with UNITAR and
expects to expand Autosobriety in no less than eight new
countries in the next two years.
The strategic brands of the Group have taken the commitment to
roll out responsible drinking campaigns over the five next years.
Policies
Targets
Progress in FY20
Progress in FY21
2030 S&R Roadmap
95% compliance with IARD Digital
73% based on external audit.
66%.
89% based on internal
Guiding Principles by 2024.
100% completion rate for the
e-learning (2) for the Code for
Commercial Communications.
monitoring (1)
75.3%.
.
(1) The Digital Guiding Principles’ external audit run in 2020 was based on 14 affiliates, the internal monitoring run in 2021 was based on 64 affiliates.
(2) In order to ensure maximum compliance with the Code, it has been translated into eight languages and e-learning is mandatory for more than 2,000
employees in the following functions: marketing, public affairs, communication, legal and S&R as well as some commercial functions (trade marketing and
retail excellence).
The Panel provides one of the following three opinions on each
campaign or element of a campaign submitted:
Responsible Marketing Panel (RMP)
Created in 2005, the RMP is responsible for ethical oversight of
advertising, in charge of screening all advertising material due to
be rolled out. It counts six members and a secretary general, all
independent from the Marketing Department. The RMP reports
to the Executive Committee on a monthly basis. Two members of
the Executive Committee act as sponsors and are also consulted
on any changes to the CCC or the drafting of implementing
guidelines.
campaign approved with no restrictions;
campaign approved subject to modifications;
campaign rejected (in this case it must be re-submitted).
Due to the pandemic it was not possible to train all affiliates on
the CCC but trainings were delivered to 265 people from various
affiliates, brand houses and innovation hubs.
All commercial communications must be submitted to the RMP
which issues an opinion within seven days. All decisions are taken
collectively by RMP members and are binding for everyone in the
Group.
Action plans and next steps
With the implementation of the Pernod Ricard CCC, the Group
will continue to deliver a Convivialité brand experience and
responsibility in compliance with industry commitments and
advertising authority requirements.
In case of doubt about a campaign submitted for approval, the
RMP has the right to request an opinion from the local or
regional advertising regulatory authorities in the relevant
markets.
Guidelines for new types of Marketing are under preparation in
order to confer the maximum compliance with the Group’s
highest standards for Responsible Marketing.
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3.3.4.3 Responsible e-commerce
3.3.4.4 Responsible experiences
Objectives and policies
Objectives and policies
As a part of the Group’s efforts to combat underage drinking by
ensuring that its products are not sold or delivered to intoxicated
people, the Group took a very active part in drawing up the IARD
As a responsible host, Pernod Ricard wants to offer its guests
safe experiences when enjoying its products. To this end, the
Group released in November 2020 new global events guidelines
for more sustainable and responsible events, with an emphasis
on the responsible service of alcohol.
global standards for online alcohol sales and delivery (1)
.
These global safeguards mark the first world coalition to prevent
the online sale and delivery of alcohol to underage individuals
and to reduce harmful consumption of alcohol among adults.
Alongside the guidelines, Pernod Ricard has developed a training
on the responsible service of alcohol that is mandatory for all
event organizers, agencies and staff attending an event. The
training is articulated around the basics on alcohol, the
organization of a responsible event, and responsible serving.
The Group has shared these standards with the affiliates
involved in e-commerce.
Action plans and next steps
This year, the Group will verify the implementation of these
standards on its own online sales platforms.
Pernod Ricard will continue to work with its peers and
e-commerce partners to roll out the global e-commerce
standards in order to ensure the responsible sales of its products
online.
Policies
Targets
Progress in FY20
Progress in FY21
2030 S&R Roadmap
Best responsible drinking
On track.
On track.
practices will be put in place in
our brand homes and at our
events (2023).
Action plans and next steps
3.3.4.5 Consumer information
Objectives and policies
Pernod Ricard is committed to providing quality information to
its consumers, advising them when to avoid drinking alcohol and
how to consume alcohol responsibly, as well as providing them
with information on the ingredients and the nutritional value of
its products.
Pernod Ricard will be working with its brand homes’ network for
an enhanced commitment on responsible drinking. It includes
harmonized best responsible drinking practices for all brand
homes and an internal certification system that will be put in
place in FY22 to ensure brand homes’ compliance with the
responsible drinking guidelines.
Policies
Targets
Progress in FY20
Progress in FY21
2030 S&R Roadmap
By 2022, at least 66% of the
45% of volumes.
73.1% of volumes.
volume of Pernod Ricard’s
products marketed in the EU will
carry the energy information on
the label and will provide the
ingredient and other nutritional
information online.
By FY23, an age restriction logo
and a logo warning against driving
while intoxicated will have been
added to our labels, wherever it is
doable accurately and legally.
None.
None.
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Pernod Ricard is committed to implementing the Memorandum of
The Group has decided to add both logos to all its products
distributed around the world – where not restricted by local laws
and regulations, alongside the logo warning against drinking
during pregnancy that Pernod Ricard has been applying to its
labels since 2006. Pernod Ricard will be implementing this
commitment gradually from 2021, not waiting for the 2024
deadline.
Understanding (MoU) signed in 2019 by spiritsEurope and the
European Commission for the voluntary communication of the
ingredients and nutritional information of products for sale in the EU.
This year, at least 73% of the volume of Pernod Ricard’s products
marketed in the EU carried the energy information on the label
and will provide the ingredients and other nutritional
information online against the initial target set in the MoU of
50% by end December 2021 and no less than 66% by
December 2022.
Action plans and next steps
Pernod Ricard will work with European industry bodies and
stakeholders to put in place a digital label to offer consumers
immediate access to all relevant information.
Pernod Ricard has also decided to go beyond Europe and to
progressively implement this commitment for all products in its
portfolio distributed worldwide, wherever the communication of
such information is not restricted by local laws or regulations.
Pernod Ricard will start implementing immediately the age
restriction logo and a logo warning against driving while
intoxicated.
The MoU provides for the sharing of the ingredients and the full
nutritional information online. In addition to providing such
information on its brands' websites, Pernod Ricard works closely
with the European industry bodies and stakeholders on the
creation of a digital label that would offer European consumers
immediate access to all relevant information through their
smartphone.
3.3.4.6 Employee engagement
Objectives and policies
Pernod Ricard’s employees are the first and best ambassadors
for responsible drinking. The Group enlists its employees
worldwide with the common goal of reducing the harmful use of
alcohol and promoting moderate responsible drinking, both
internally and externally.
This year, Pernod Ricard and its peers of the IARD have
announced that they will ensure that an age restriction logo and a
logo warning against driving while intoxicated will be visible in all
markets where they distribute their products by 2024.
Policies
Targets
Progress in FY20
Progress in FY21
2030 S&R Roadmap
By 2021, train 100% of employees*
through the MOOC on alcohol
and responsible drinking.
40% of employees(1) trained
at 30 June.
90% of employees* trained
at 30 June.
(1) Active workers with professional devices.
Pernod Ricard has developed a digital training on alcohol and
responsible drinking, translated into 21 languages and launched
in April 2020. This training gives basic information on alcohol
related risks, so that employees know the facts about alcohol and
can make an informed decision whether to drink alcohol or not
and how to drink responsibly.
Action plans and next steps
Pernod Ricard will continue to train its employees on responsible
drinking, and to enrol them as ambassadors of responsible
drinking through their acknowledgement and signing of the
Global Responsible Drinking Charter.
Pernod Ricard will also develop a targeted training on
responsible drinking for sales staff. Being on the frontline of the
business, sales teams might face challenging situations relating to
the consumption of alcohol. Their health and safety should
always come first, so throughout this training the sales teams will
learn how to identify the alcohol-related risks for themselves as
well as our consumers and how to react in a professional and safe
way.
This training has been made compulsory for all the Group’s
employees worldwide. The Group has nearly reached its target of
training 100% of its active employees. The 10% gap is mainly due
to the difficult work conditions this year and the difficulty to
reach out to some employees during the lock-down in many
countries this year.
The training embeds the Group’s new Global Responsible
Drinking Charter. The Group expects all employees to comply
with this Charter as a breach could present a risk to health and
safety of employees and third parties. When completing the
training, each employee reads, acknowledges and signs the
Global Responsible Drinking Charter. In addition, the affiliates
implement local responsible drinking charters that include local
norms and regulations.
Pernod Ricard also launched an awareness campaign during the
pandemic for its employees, to promote responsible drinking in
these times of pandemic and confinement.
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ETHICS & COMPLIANCE
3.4
Ethics & compliance
3.4.1
The Group’s ethical practices
The Group’s absolute priority is to ensure its products comply
with the regulations applicable to each of its various markets, and
to guarantee food safety for consumers. A safety watch is
conducted and circulated to all affiliates every two months in
order to anticipate and inform on any changes regarding
applicable regulations and food safety risks. A chemical analysis
plan for the Group's main products is conducted every year. In
FY21, this involved 60 finished products and a total of over 2,000
analyses were carried out.
3.4.1.1
Quality, food safety and product
compliance
Pernod Ricard aims to provide its customers with products of the
highest quality, and places particular importance on consumer
health and safety. This has resulted in a significant commitment
effort in terms of the prevention of risks associated with alcohol
abuse. It also led to a strict policy in terms of food safety during
the process of product design, sourcing and manufacturing.
In addition, a Group Intranet site called “Complaint Management
System” is used to record and track quality complaints from
consumers in real time. The affiliate in question is immediately
informed so that corrective action can be taken. In the case of a
serious product safety concern issue, the system also
immediately informs Headquarters, allowing for rapid response.
Each affiliate has a crisis management procedure. This is
particularly for product health risk involving, if necessary, a
product recall. These procedures are subject to regular testing,
training for people involved and updates. Quality indicators
including the complaints rate are presented to the Senior
Management.
The control of consumer product safety is based on the
implementation of the hazard analysis critical control point
(HACCP) method that aims to identify all potential risk points in
the manufacturing process.
Appropriate preventive measures are then put in place to control
them. Brand Companies producing the Group’s strategic brands
are ISO 9001 certified. This represents 99.7% of the volume
produced. In addition, and despite Wines & Spirits being less
exposed to food safety risks than other food industry segments,
Pernod Ricard also took the decision to have its facilities certified
in accordance with ISO 22000 (Food safety management
systems).
In addition, the Group is committed to ensuring complete GMO
traceability of its products. This allows it to assure consumers
strict compliance with the labelling regulations for products
containing GMOs. Accordingly, all affiliates conduct a risk
assessment to identify potential sources of raw materials, taking
the necessary measures to ensure control of these sources.
Although the distillation stage eliminates the risk that GMO
material may be present in distilled products, supply chains for
products that are guaranteed GMO-free have been established
for certain corn-based alcohols in the United States and Europe.
Quality internal standards are established by Pernod Ricard for
its industrial activities including various specific guidelines. The
aim is to control risks such as the accidental contamination of a
product or the presence of a foreign body in a bottle. These
standards are audited as part of an internal cross-audit process.
In FY21, this process was impacted by the pandemic but some
cross audits were able to be carried out remotely focusing on key
area such as foreign bodies, complaint management and
traceability. At end of FY21, it has been possible to re-perform
cross audit on site regarding local sanitary context.
FY20
79%
FY21
78%
% of sites ISO 22000 certified by June of the fiscal year
% ISO 22000 certified in volume produced covering all the Group’s strategic brands
% Brand Companies that are producing Group’s strategic brands are certified ISO 9001
99.8%
100%
99.7%
100%
Number of complaints received through the “Complaint Management System”
during the fiscal year
3,300
4,100
3.4.1.2 Personal data protection
Objectives
Personal data protection is a pillar in the digital transformation
of the Group. It is a business opportunity for Pernod Ricard to
ensure the accuracy and relevance of its personal data, gain a
better understanding of consumers, develop consumer trust,
secure brand image, and continue to promote its culture of
conviviality. It is also an opportunity to rethink and optimise
existing processes by adopting best practices regarding personal
data retention, management of rights, etc.
The regulatory framework for personal data protection that
applies to Pernod Ricard is complex and still evolving, since
General Data Protection Regulation (GDPR) came into force
three years ago, many countries and regions have adopted
personal data protection laws and regulations, and
non-compliance with these rules may expose the Group to
sanctions.
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GLOBAL STRATEGY & GOVERNANCE
UNAMBIGUOUS TONE FROM THE TOP
Pernod Ricard has implemented a strong personal data
protection strategy and governance.
The Pernod Ricard Code of Business Conduct, prefaced and
endorsed by the Chairman and CEO, applies to all employees
of the Group.
The Group drafted a comprehensive personal data protection
roadmap ahead of GDPR enforcement and is implementing it
across the Group, in parallel with specific actions to address local
requirements where relevant.
Pernod Ricard’s General Counsel Compliance Officer is in
charge of structuring and promoting the Group’s
comprehensive and robust anti-corruption programme.
The Group DPO (Data Protection Officer) and the Group's
personal data protection network enable Pernod Ricard to
implement personal data protection compliance actions,
implement policies and procedures at local level and share best
practices. This governance structure involves a wide range of
stakeholders, including the Group DPO, personal data protection
Champions at regional and local level, along with a Personal Data
Protection Steering Committee as well as the various internal
business teams (IT, marketing, HR, etc.).
RULES FOR EMPLOYEES AND OTHER STAKEHOLDERS
Pernod Ricard’s Code of Business Conduct: the Code
(accessible on the Intranet and Group’s website:
https://www.pernod-ricard.com/en/download/file/fid/10234/),
includes, in particular, a chapter related to the fight against
corruption and business integrity in general. The Code also
covers other topics such as compliance with competition law,
prevention of insider trading and conflicts of interest.
Group anti-bribery policy: in accordance with the French
EMPLOYEE ENGAGEMENT & UPSKILLING
2016 Sapin 2 law, the Policy specifically details the Group’s
rules to prevent, deter and detect public and private
corruption and influence peddling (trafic d’influence) risks. It
also provides employees and stakeholders with clear,
pragmatic examples of potentially sensitive situations.
As a pillar of the Group’s digital transformation, data personal
data protection is a matter that concerns everyone at Pernod
Ricard.
This is why Pernod Ricard places a particular focus and efforts
on legal monitoring, employee training (including with
Group-wide MOOCs as well as both mandatory and tailor-made
subject-specific trainings), internal awareness campaigns and
more generally on change management.
Internal Control Principles: they apply to all Group affiliates
and specify that all Pernod Ricard affiliates must comply,
among other things, with the Pernod Ricard Code of Business
Conduct and the Procurement Code of Ethics. Pernod Ricard
sends all affiliates a self-assessment questionnaire every year,
in which they must state whether they are compliant with
Group policies. The reliability of the responses to these
questionnaires is confirmed in a letter of representation signed
by the Chief Executive Officer and Chief Financial Officer of
each entity. In addition, the Legal Department works with the
internal audit team to conduct a number of compliance audits
each year at certain affiliates. Finally, a further task of the
internal audit is to monitor the Group’s compliance with the
rules implemented for the fight against corruption and
influence peddling.
CUSTOM TOOLS & PROCEDURES
The Group has created various custom, user-friendly tools and
procedures to ensure personal data protection compliance,
including:
a comprehensive overarching documentation to ensure
consistent implementation of personal data protection and
common standards based on a global personal data protection
policy, adapted for local requirements, along with detailed
procedures and toolkits;
personal data protection by design and by default procedures
Whistleblowing policy: employees are invited to speak up
and processes implemented on new projects, with specific
privacy documentation on major projects (e.g. development of
the latest version of the consumer database);
about, among other things, any potential corruption situation
in relation to the Pernod Ricard activities inside or outside the
Company. As part of the protection owed to whistleblowers,
alerts may be filed anonymously, and the Group promotes a
clear non-retaliation policy (see subsection 3.4.2.3
"Whistle-blower system").
audit processes and questionnaires to assess third parties’
maturity and compliance level on personal data protection;
checklists and templates on specific topics such as handling
data subject requests, or handling potential personal data
protection breaches.
Prior verification policy: Pernod Ricard’s Third Parties are
subject to a due diligence process to determine their
compliance risk profile (low, medium or high), allowing the
Group to adjust, as appropriate, contractual and operational
relationships to mitigate potential risks. Various levels of
verification are set out under the procedure, depending on the
initial risk assessment of each relationship category, as
identified by Pernod Ricard’s Sapin 2 risk map on corruption
and influence peddling.
3.4.1.3 Prevention of corruption
and anti-competitive practices
Prevention of corruption
Integrity, and a zero-tolerance policy against corruption and all
related misconducts have long been part of Pernod Ricard’s core
values.
Gifts and Hospitality policy: approval is required from the
Line Manager or the affiliate’s designated key contact, prior to
receiving or offering any gifts or hospitality above a
determined amount set at affiliate level.
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ETHICS & COMPLIANCE
SPECIFIC, USER-FRIENDLY DEDICATED DIGITAL TOOLS
TO SUPPORT COMPLIANCE EFFORT
The Group has been a member of Transparency International
France since 2013 and actively supports the promotion of
transparency and integrity around lobbying and efforts made by
this association. It is a signatory to a best practices guide on
parliamentary lobbying expenditure.
“Speak Up”: global whistleblowing hotline accessible to all
third parties worldwide (Internet or telephone), 24 hours a
day, seven days a week, in a wide variety of languages, ensuring
confidentiality and anonymity (if allowed by local legislation) to
encourage Pernod Ricard stakeholders to raise concerns
about, among other things, any corruption-related matter or
any breach of the business integrity rules.
Proactive signatory of a declaration made public on
25 February 2014 initiated together with seven companies who
are members of Transparency International France. This
declaration is open to all companies, business federations,
professional associations, trade unions and NGOs (members and
non-members of Transparency France) who wish to show
leadership through their ethics and corporate social
responsibility commitments.
“Partner Up”: global web-based platform where any employee
who may engage the Group in a business transaction, conducts
adequate prior verification on relevant third parties.
“Gifted!”: the Group’s app to declare and seek approval to give
This joint declaration on lobbying was reinforced and updated
in May 2019, including new signatories who reaffirm their
commune-entreprises- membres-de-transparency-international-
france-lobbying.
or receive gifts and hospitalities in accordance with the
provisions of our Gifts & Hospitality policies. The App has
been revisited recently and is accessible on all of our electronic
devices.
MOOC: training for employees on the Code of Business
Conduct. With a “learning by doing” approach, a new
mandatory MOOC was kicked off in 2019 to train employees on
our updated Code of Business Conduct. This new training was
successfully completed by 92% of the mandatory target
population during the first campaign (i.e. all employees with a
company-issued electronic device). Since then, the MOOC is a
mandatory as part of the onboarding pack for new employees
and completion is monitored.
Action plans and next steps
Maintain its cooperation with Transparency International.
Improve description of internal organisation and give more detail
on public policy issues on public-facing corporate website.
3.4.1.5 Tax policy
A significant contribution to local communities
The Group commits to comply with all laws and regulations in
force in each of the countries in which it operates, as well as the
applicable international standards.
Prevention of anti-competitive practices
Pernod Ricard is committed to the public policy goals of
Competition laws and to acting lawfully in the marketplace. Such
concern is unambiguously addressed in a specific chapter of the
Pernod Ricard Code of Business Conduct. The MOOC also
includes a chapter on Competition law.
In 2021, Pernod Ricard’s income tax charge on recurring items
(profit from recurring operations and financial result from
recurring operations) was €519 million.
In addition to corporate income tax, Pernod Ricard pays and
collects numerous other taxes and contributions, including sales
taxes, customs and excise duties, payroll taxes, property taxes
and other local taxes specific to each country, as part of the
Group’s economic contribution to the communities in which it
operates. Pernod Ricard’s total contribution is estimated at
around €5.7 billion (unaudited data).
3.4.1.4 Transparency and integrity
of strategies and influencing practices
Policies and objectives
Group policy on lobbying is governed by the Code of Business
Conduct, which incorporates specific disciplines on dealings with
public officials.
Approach to taxation
The Group applies the following principles in tax matters:
In addition, it is guided by more specific professional Codes
(ECPA in Europe, Association pour les Relations avec les
Pouvoirs Publics in France, etc.) and institutional Codes such as
support for operational activity in compliance with applicable
regulations;
transparency-register), with which Pernod Ricard complies.
integrity in the conduct of tax matters;
In addition, specific laws & regulations apply in the countries in
which the Group operates. For instance, in France, the Group is
registered on the list of representatives of interests established
by the High Authority for Transparency in Public Life
582041943#%23).
tax management that is both proactive and efficient to
preserve and maximise the value generated for the Group and
its shareholders.
Pernod Ricard has several subsidiaries in some 73 countries in
which it operates. Whenever possible, management makes every
effort to liquidate any dormant or quasi-dormant subsidiary
inherited from past acquisitions.
It strictly complies with the High Authority’s reporting
obligations regarding lobbying activities. Transparency
International even recognised its detailed reporting practice in
their presentation of committed firms.
Pernod Ricard is vigilant as to the operational and commercial
reality of its transactions and refuses to take part in any artificial
tax arrangements. The Group will only use tax incentives after
considering their impact on its brands, reputation and
Sustainability & Responsibility. The Group does not promote any
form of tax evasion.
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Transfer pricing
3.4.2
Presentation, implementation
and monitoring of the duty of care
Pernod Ricard’s strategy and organisation are built on a
decentralised model with an ongoing relationship between the
Brand Companies and the Market Companies. The Brand
Companies generally own, protect and develop the intellectual
property. They are also in charge of developing the overall
strategy for the brands as well as solutions and ways to activate
them. The Market Companies implement this strategy at local
level.
The cross-reference tables below summarise the presentation of
the information constituting the Group’s duty of care plan and its
implementation as required by article L. 225-102-4 of the French
Commercial Code. Some of the information is contained
elsewhere in Shapter 3, as well as in Shapter 4.
Several departments and working groups are involved in
identifying and monitoring the risks associated with the Group’s
business activities and its main suppliers and subcontractors, as
well as implementing and monitoring the measures. The
Departments involved are the Sustainability & Responsibility,
Purchasing, HR, Internal Audit, Operations and Legal
Departments.
Related party transactions are carried out in accordance with the
Group’s transfer pricing policy, which is based on the arm’s
length principle (i.e. on terms that would have been agreed
between independent parties).
An efficient organisation
Pernod Ricard has a team of qualified and well-trained tax and
customs specialists working under the supervision of the EVP
Finance, IT and Operations. Clear internal control principles on
tax matters have been defined and made available to all
employees on the Intranet. Processes have been put in place to
prevent risks of tax evasion.
The S&R Senior Steering Committee oversees the
implementation of the Group's S&R Strategy and progress
towards targets set. The role of the S&R Committee at the Board
of Directors’ level is to monitor the progress of the S&R Strategy,
challenge ambitions and report to the wider Board.
Regarding the monitoring of measures, the Group uses different
internal reporting systems and indicators for monitoring the
implementation of the actions taken. The results have already
been extensively published and audited with complete
transparency in this report (see Sections 2, 3 and 4 in particular).
The tax legislation in the countries where Pernod Ricard
operates is complex and can be subject to interpretation. Pernod
Ricard manages these uncertainties with the help of internal and
external tax experts. Tax provisions are measured based on the
Group’s best estimate based on the information available (in
particular that provided by the Group’s legal and tax advisors)
and presented regularly to the Audit Committee.
3.4.2.1 Risk identification and mapping
Pernod Ricard faces a range of internal and external risks in its
own operations as well as in its supply chain. The main risks
currently estimated by the Group as well as the methodology are
reported in Section 4 “Risk management” under “Risk factors”, as
well as at the start of Section 3, in the section "The main
sustainability risks and opportunities. The mapping processes
described below were drawn from Pernod Ricard’s existing risk
management systems.
Promotion of international transparency
Pernod Ricard is committed to being open and transparent with
tax authorities and to disclosing relevant information to enable
them to carry out their work. Pernod Ricard places particular
importance on working positively, proactively and transparently
with the tax authorities of the countries in which the Group
operates in order to build honest and sustainable relationships
and to be able to resolve potential disputes quickly.
In addition, in line with the requirement to publish a
“Non-Financial Statement”, the Group has published its main
non-financial risks and opportunities in Section 3.
Pernod Ricard respects the obligations of country-by-country
reporting.
The Group also participates in the development of corporate tax
policies, tax transparency initiatives and tax legislation by taking
part in public consultations.
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ETHICS & COMPLIANCE
3.4.2.2 Mitigation measures, evaluation procedures and monitoring systems
Group’s own operations
Mitigation actions and
evaluation procedures
Theme
Risk family
Key Performance Indicators
Subsections of Chapter 3
Health and
safety
Health and
safety at work
In FY19, launch of a Global
H&S policy and Roadmap
“Taking Care of Each Other”.
Third party audits focusing
on safety culture
and performance.
In FY21, launch of “Care by
Learning" Programme, focus
on material handling
equipment and
68 workplace accidents with
lost time.
3.6 Frequency rate.
143 Severity rate.
0 fatalities.
91% of production sites
ISO 45001 certified.
89.5% of employees trained
3.3.2 Valuing People
3.3.2.3 Employee engagement
& culture, working conditions
and health & safety
3.3.4 Responsible Hosting
3.3.4.6 Employee engagement
through the MOOC on alcohol
and responsible drinking.
implementation of “Key
Health & Safety Principles".
Production sites required
to be ISO 45001.
Next steps:
roll-out of a IT platform
to manage safety incidents,
extension of safety culture
audits and cascade of the
Care by Learning programme
to local teams;
development and roll-out of
a Safety Leadership
Programme.
Product quality
for consumers
Hazard analysis critical
control point.
Brand Companies to be
78% of sites ISO 22000
certified.
99.7% ISO 22000 certified in
3.4 Ethics & compliance
3.4.1.1 Quality, food safety
and product compliance
ISO 9001 certified.
Gradual ISO 22000
certification of its facilities.
Quality internal standards.
volume produced covering all
the Group’s strategic brands.
100% Brand Companies
ISO 9001 certified.
4,100 complaints through
Food safety and law watch
review.
Complaint management
the Complaint Management
System during the FY.
system.
Alcohol in
society for
consumers
Evidence-based prevention
470,100 young adults reached 3.3.4 Responsible Hosting
on the field and 6 million 3.3.4.1 Responsible drinking
digitally through Responsible programmes and campaigns
programmes in partnership
with industry peers, civil
society, international bodies
and local authorities.
Brand campaigns.
Pernod Ricard Code on
Commercial Communications.
Digital Guiding Principles.
Responsible Marketing Panel.
Energy information, age
Party.
3.3.4.2 Responsible marketing
3.3.4.3 Responsible
e-commerce
89% compliance with Digital
Guiding Principles.
75.3% completion rate
for the Code for Commercial
Communications e-learning.
3.3.4.5 Consumer information
3.4 Ethics & Compliance
73.1% of volumes of products 3.4.1.3 Transparency and
marketed in EU carry
integrity of strategies
restriction logo and logo
warning against driving while
intoxicated will be included
on product labels. Ingredients
and other nutritional
the energy information
on the label and provide
the ingredient and other
nutritional information online.
and influencing practices
information will be provided
online.
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Mitigation actions and
evaluation procedures
Theme
Risk family
CO emissions
Key Performance Indicators
Subsections of Chapter 3
Environment
2
Global Environmental Policy
ISO 14001 certification policy
Identification of technologies,
Since FY18, Scopes 1 and 2
3.3.3 Circular Making
GHG emissions
carbon emissions have fallen 3.3.3.2 Climate change:
by 1% in absolute value.
The proportion of renewable
electricity used is 81% for
production sites and
reduction and adaptation
Improve energy efficiency
through monitoring
of consumption
and assessments, Internal
carbon price (€50/ton of CO2
equivalent).
administrative offices.
In FY20, joined the RE100
initiative.
Taskforce with main
distilleries to identify
technologies to help achieve
Scope 1 SBTs.
Reducing weight of packaging
and optimizing the materials
used.
Regenerative agriculture in
own vineyards to capture
carbon in the soil.
Land transport optimisation.
Next steps:
Development of a reporting
tool and process to better
measure progress towards
SBT targets.
Packaging life
cycle
and footprint
In FY21, development of a tool
PET post-consumer recycled 3.3.3 Circular Making
assessing conformity with
the internal sustainable
packaging guidelines.
content estimated at 16%.
55% of cardboard certified
to standards ensuring
sustainable forest
3.3.3.4 Circular packaging
and distribution
This tool will measure
the percentage of recyclable
packaging as well as projects
demonstrating impact
reduction when it will be
completed by all our brands
(expected FY23).
management.
100% of promotional items
made from singles use plastic
banned.
96% of the POS are reusable,
recyclable or compostable
for our key markets (scope: 32
affiliates).
In FY21, 10 markets with low
recycling levels identified and
workshop held to identify
potential projects and key
partners.
Participation in systems
for the collection of packaging
in support of recycling
and reuse.
Water
management
Identification of reduction
opportunities based on best
technologies.
Since FY18, water
3.3.3 Circular Making
3.3.3.3 Preserve water resources
consumption per unit
produced has been reduced
by 8.3%.
This year, 53.2% of the total
water used in high-risk
locations has been
Setting up systems
to measure/monitor water use
and to save, reuse and recycle
water.
Follow water balance action
plan to select and implement
water saving projects.
replenished.
In FY21, 77% of waste-water
discharged into public
sewerage systems, 17%
discharged into the
environment following
treatment, and 6% recycled
for vineyard irrigation.
Identification of geographical
areas at risk using the
Aqueduct Water Risk
Assessment tool.
Next steps:
Identification of wastewater
treatment opportunities and
engage research on innovative
waste treatment solutions.
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ETHICS & COMPLIANCE
Mitigation actions and
evaluation procedures
Theme
Risk family
Key Performance Indicators
Subsections of Chapter 3
Environment
Operations’
waste
management
Transformation of raw
1,380 Quantity of waste
incinerated.
96% of solid waste recycled
0.14 Quantity of waste sent to
landfill per litre of finished
product.
410 Quantity of hazardous
3.3.3 Circular Making
3.3.3.5 Reduce waste
agricultural materials of which
most is recycled to make
animal feed, biogas, farm
compost etc.
waste treated externally.
147 tonnes of waste disposed
to landfill sites.
Human Rights Discrimination
& diversity
In FY21, launch of a new
1.8% pay-gap worldwide.
Top Management comprises
31% women.
3.3.2 Valuing People
3.3.2.2 Diversity & inclusion
roadmap, Better Balance:
Inclusive Diversity, “Live
without Labels” campaign,
global inclusion survey
and D&I Council.
Working
In FY19, launch of Global
98% of total workforce
3.3.2 Valuing People
conditions
Human Rights Policy.
In FY21, launch of a Human
Rights assessment
trained.
91% of employees received
at least one performance
review.
1,106 Number of resignations.
6.4% Voluntary departure rate.
4.1% Absenteeism rate.
93.3% Employees covered
by a welfare protection plan
(death and invalidity) with a
benefit equivalent to at least
one year of the employee’s
fixed annual salary.
98.1% Employees benefitting
from health insurance.
3.3.2.1 Talent management
3.3.2.3 Employee engagement
& culture, working conditions
and health & safety
questionnaire to HR network
and of an external country
level screening and mapping
of potential Human Rights
risks.
Pernod Ricard University
and other Learning and
Development programs.
Let’s Talk Talent Performance
Management and
Development process.
Leadership Assessment
and Development program.
Social dialogue and company
88% engagement rate (“iSay”).
agreements.
European Works Council.
Member of the Global Deal.
Next steps:
in FY22, Human Rights impact
assessment beyond own
operations;
deployment of the 6th edition
of “I Say”.
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Suppliers and subcontractors
Mitigation actions
and evaluation procedures
Theme
Risk family
Key Performance Indicators
Number of suppliers:
Subsections of Chapter 3
Health
and safety
Health and
safety at work
Responsible Procurement
3.3.2 Valuing People
3.3.2.5 Responsible Supply
Chain
Policy covering all purchases
of products/services.
Procurement Code of Ethics
1,719 having signed
the Supplier Standards.
1,900 analysed through
3.3.2.4 Human Rights
(embedded in Code of
Business Conduct).
Sustainability model clauses
for contracts.
Sustainable Agriculture Key
the Risk Mapping tool.
220 identified as risky
and covered by an EcoVadis
assessment.
108 identified as risky with
Principles.
production sites covered
by an audit.
Focus on agricultural supply
chain:
Proactive supplier analysis
through the Blue Source
process and Partner-Up:
supplier Standards to be
86% of agricultural raw
signed by all suppliers on
Partner Up platform;
business relations to be
suspended for direct suppliers
(Wet/Dry Goods) and main
indirect suppliers (POS/VAPs)
who do not sign;
material spend covered by
mapping, only focused on
priority terroirs.
full risk mapping analysis for
55 priority terroirs on which 41
were scored under a high or
medium level of risk.
risk mapping tool to identify
28% of key raw materials
suppliers (Wet and Dry Goods,
POS/VAPs) and
subcontractors that should be
assessed first;
produced or sourced
according to selected
sustainability standards.
8,830 farmers empowered,
sustainability assessment
trained or supported.
using EcoVadis for risky to
identify areas of improvement
and action plans;
labour and ethical Audits
following the SMETA
standards, in line with AIM
Progress;
in FY21, launch of Responsible
Procurement e-learning.
Focus on agricultural supply
chain:
in FY20, benchmarking tool to
assess each standard against
the Group’s Sustainable
Agriculture key Principles;
in FY21, terroir mapping
analysis to assess
environmental and social risk.
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ETHICS & COMPLIANCE
Mitigation actions
and evaluation procedures
Theme
Risk family
Key Performance Indicators
Subsections of Chapter 3
In FY21, identification of
products emitting the most
GHG and definition of
calculation methodologies
specific to each category.
Mitigation projects for priority
terroirs.
Example of programmes:
Malibu works with 500
coconut farmers in
Philippines;
Kahlua works with a
community of coffee farmers.
Next steps:
explore partnership plans to
engage in a multi-stakeholder
programme;
train procurement Managers
and/or functions on
Responsible Procurement
processes including labour
rights and Human Rights
considerations;
expand Responsible
Procurement processes to
other key indirect categories;
discussions with main
suppliers to set carbon
reduction action plans
regarding Scope 3.
3.4.2.3 Whistle-blower system
Pernod Ricard encourages a culture of trust, openness and
transparency, where all employees can raise their genuine
concerns in confidence. The Group’s Code of Business Conduct
advocates a Speak-up policy, calling on all employees to inform
management of any suspicions they may have. This may relate to
a practice or situation deemed to be contrary to or inconsistent
with this Code, associated policies or any legal or regulatory
standard. In FY19, Pernod Ricard launched a Group-wide system
titled Speak-Up. This allows stakeholders who wish to report
such misconducts to the Group to do so in a safe and confidential
manner. Hosted by a third party, it is available 24/7. Reports that
are deemed to be filed in good faith can be subject to internal
investigation following an preliminary assessment from the
Integrity Committee. This is comprised of the following
Group-level functions: Legal, Internal Audit, HR and S&R.
If the allegations reported end up to be substantiated, the
Integrity Committee or its local delegate examines their severity
and makes recommendations to the management who decides
on the appropriate mitigation and/or remediation measures,
and/or disciplinary sanctions against the wrongdoer(s).
Pernod Ricard has a zero-tolerance policy towards retaliation
against anyone who has reported an allegation or supported an
investigation in good faith. Pernod Ricard conducts dedicated
workshops with Human Resources Directors and with the legal
and compliance network to manage whistleblowing cases and
conduct investigations. The Group also runs global
communication campaigns to increase awareness and improve
employee understanding on what can be reported and how alerts
are being processed.
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REFERENCE TABLE FOR THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS (SDGS)
3.5
Reference table for the United Nations Sustainable Development
Goals (SDGs)
SDG targets
to which Pernod Ricard
contributes
Priority
SGDs
Other SDGs
impacted by Pernod Ricard
Section 3 subsection title
Pages
Nurturing Terroir
Support communities to regenerate
ecosystems and tackle climate change
103
Pernod Ricard’s agricultural footprint
104
106
7.3; 12.2; 12.4; 12.8; 13.1; 15.1; An agile and ambitious journey towards
15.6
sustainable terroirs
Impactful programmes on regenerative
agriculture and biodiversity
107
Valuing People
3.2; 4.3; 4.4; 5.1; 5.2; 5.5; 8.5; Talent management
8.8; 10.3; 12.6; 12.8
108
4.7; 5.1; 5.5; 10.3
Diversity & inclusion
110
112
3.6; 3.8; 3.9; 8.8; 10.3
Employee engagement & culture,
working conditions and health & safety
8.7; 8.8; 10.2
Human Rights
114
115
116
4.4; 4.7; 12.2; 12.6; 12.8; 16.2
3.4; 3.5; 8.3; 12.5; 12.8
Responsible supply chains
The Bar World of Tomorrow
Circular Making
12.2; 12.5
Environmental management
Climate change: reduction and adaptation
Preserve water resources
Circular packaging and distribution
Reduce waste
117
118
123
125
126
7.2; 7.3; 12.4; 13.1
6.1; 6.3; 6.4; 12.4; 12.5; 14.1
12.2; 12.4; 12.5; 12.8; 14.1
12.5
Responsible Hosting
3.4; 3.5; 3.6; 12.8; 17.14
Responsible drinking programmes
and campaigns
127
3.4; 3.5; 12.8
3.5; 12.8
3.4; 3.5; 12.8
Responsible marketing
Responsible e-commerce
Responsible experience
129
130
130
3.4; 3.5; 12.8
3.4; 3.5; 12.8
Consumer information
Employee engagement
130
131
The Group’s ethical practices
12.4
Quality, food safety and product compliance
132
16.5
16.5
Data privacy
132
133
Corruption prevention and anti-competitive
practices
16.5
16.5
Transparency and integrity of strategies
and influencing practices
134
134
Tax policy
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METHODOLOGY NOTE AND THIRD-PARTY VERIFICATION
3.6
Methodology note and third-party verification
Scope of societal reporting
Indicators relating to responsible drinking are included in the
3.6.1
Methodology note relating
to non-financial reporting
social report. The indicators cover all Pernod Ricard affiliates
(Brand Companies and Market Companies) that are required to
include their societal information in the social report, with the
exception of certain entities. This is because the roll-out of the
S&R strategy and the associated action plans are managed by a
sole affiliate when several affiliates are in the same country.
These entities do not have to send information to the Group’s
reporting system.
3.6.1.1
Period & scope of reporting
Social, environmental and societal data is reported annually and
relates to the period from 1 July 2020 to 30 June 2021. Unless
otherwise stated, this data relates to activities under the Group’s
operational control.
Scope of social reporting
Scope of environmental reporting
The social analyses in this report are based on all Group entities
that have reported data on their employees for the relevant
period. When the Group acquires a newly controlled entity and
only when Pernod Ricard has the complete ownership of the
entity, its corporate HR data is included in full in the figures. At
the end of each financial year, the list of entities in the Group’s
social reporting is compared to the financial reporting list to
ensure its completeness. In FY21, reporting covered 133 entities
with employees during the year.
Pernod Ricard’s environmental reporting relates to production
sites under the Group’s operational control on 30 June in the
financial year in question and that were operational throughout
the year. It does not cover administrative sites (head offices or
sales offices) or logistics warehouses when these are located
outside industrial sites (this only relates to a few isolated
warehouses). This is because their environmental impact is not
significant compared to those located within industrial sites. It
also covers the agricultural supply chain.
The scope of consolidation and level of detail for corporate data
have changed since FY19. Social data is no longer reported by
affiliate but by legal entity. This explains the increase in the
number of entities covered since then.
FY21 reporting covers 89 industrial sites. This figure is lower
than in FY20 following the disposal or closure of two production
sites (Paisley in United-Kingdom and Tamaki in New Zealand).
The industrial scope taken into account for this financial year
therefore covers a production volume of 1,035 million litres
(finished product either bottled or in bulk), compared with
958 million in FY20, and a volume of distilled alcohol of
244 million litres in FY21 compared to 232 million litres in FY20.
This year, the following updates have been made:
France:
Pernod SAS & Ricard SAS merged into the entity Pernod
Ricard France;
Asia:
3.6.1.2 Clarification regarding indicators
Social indicators
Average headcount is calculated in terms of full-time equivalents,
without taking into account short-term employee absences.
Long-term absences involving contract suspensions are taken
into account in the calculation of the FTE.
Creation of Pernod Ricard Vietnam Spirits & Wines
Company Limited,
Creation of Pernod Ricard Asia Duty Free Ltd – Travel Retail
Asia,
Creation of New World Liquor,
Dissolution of EURO TRADE LTD;
Since FY19, employees are included in the headcount of the legal
entity with which they have an employment contract. Expatriates
and seconded employees are included in the headcount of their
host affiliates.
LATAM:
Creation of D&CO Platform Services, SA de CV;
EMEA:
Pernod Ricard China employees are accounted for as staff on
permanent contracts. Chinese employment contracts actually
comprise a statutory duration and are only converted into
permanent contracts after a number of years. However, given the
specific characteristics of employment legislation in China,
Pernod Ricard considers its employees to be permanent staff.
Due to the particular characteristics of local labour laws, as of last
year the same rule applies to Pernod Ricard Minsk employees, as
the concept of fixed-term contract does not exist in Belarus.
Dissolution of CG Hibbert.
The Asia-Pacific Region includes the Asia distribution network
and the Group’s Wines business. This also includes Bodegas
Tarsus and the Pernod Ricard Winemakers Spain affiliate, based
in Spain, and the Pernod Ricard Winemakers Kenwood and
Pernod Ricard Winemakers Mumm Napa affiliates, based in the
United States. A distinction is made between the Brand
Companies and the Market Companies for Australia and New
Zealand resulting in two entities for each country.
Work-study contracts (apprenticeship contracts and training
contracts) are not counted as fixed-term contracts, and this also
applies to work placement students, temporary workers and VIE
programme volunteers.
Pernod Ricard’s African activities are managed by Pernod
Ricard’s Europe, Middle East, Africa and Latin America Region
and the related data are therefore included in the data for this
Region.
Maternity/paternity/parental leaves are included in the
absenteeism rate.
The social reporting indicators are selected to provide the Group
with a reliable and accurate picture of its global footprint. The
data collected enables Pernod Ricard to be increasingly socially
responsible in respect of its employees worldwide.
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Regarding the Covid-19 crisis, the leave days resulting from
wineries: data broken down by volumes made into wine;
governmental restrictions have been excluded from the
absenteeism reporting to keep coherence with previous
absenteeism rates. However, in some countries, sick leaves have
been granted to allow parents to take care of their child having
no school these leaves cannot be differentiated from real sick
leaves and have been included. Any absence given by the
Company to get vaccinated are also part of the absenteeism, as
exceptional motives.
vineyards: data broken down by surface area cultivated with
vines.
At Group level, consolidated performance is expressed based
either on:
the amount of distilled alcohol for environmental impacts
primarily due to distillation (e.g. water or energy
consumption), expressed in units per thousand litres of pure
distilled alcohol (kl PA);
The absenteeism rate is calculated based on the theoretical
number of hours and working days worked per year.
the bottled volume or the volume of finished products
manufactured (including products delivered in bulk) when
bottling or production is the main source of impact (such as in
the case of solid waste), expressed in units per thousand litres
(kl);
In FY21, the calculation for lost time accident severity &
frequency rates evolved to follow a more commonly used method
and ease the reading of these indicators. The number of
accidents & the number of subsequent calendar days lost are
now used against the annual full time equivalent for both
employees & interim workers, and not anymore against the
number of days theoretically worked during the year.
the number of hectares occupied by vineyards for agricultural
properties, expressed in units per hectare (ha).
For industrial sites, this distinction is sometimes complex, as
some sites have several activities. As such, since the time frames
involved in bottling may sometimes be very different from those
for distilling (aged spirits: whiskies, cognac, etc.), these figures
may be difficult to interpret from year to year. Both calculation
methods are therefore presented for some indicators. Setting
overall Group quantitative targets for the quantity of water or
energy consumed per unit produced, for example, becomes
complex as the consolidation of targets depends on the business
mix during the year and the consolidated indicator chosen. For
that reason, the results expressed by the indicators should be
used with care and interpreted over the long term. Where a
significant reporting error from previous periods is identified,
historical data is only readjusted if the impact on Group
performance is greater than 1%. This is to allow for a better
interpretation of results and trends.
Additionally, and in line with the Group H&S policy,
frequency/severity rates for workplace accidents, number of lost
time and number of fatalities integrate newly acquired
companies only in their second full fiscal year this year,
Drinks&Co Store France, DrinksAndCo Marketplace SLU,
Bodeboca, Inverroche, Pernod Ricard Vietnam Spirits & Wines
Company Limited, Pernod Ricard Asia Duty Free Ltd Travel
Retail Asia, D&CO Platform Services, New World Liquor have
been excluded from these indicators.
Commuting accidents are no longer included in the number of
accidents. They are thus not used to calculate frequency and
severity rates. Conversely, frequency and severity rates now take
into account the number of workplace accidents involving
temporary staff (workers employed by a staff agency for a
temporary period and directly supervised by Pernod Ricard).
Definition for renewable energy consumption” and renewable
electricity consumption” have been reviewed after the FY19
publication in order to respect the RE100 requirements. Since
FY20:
Training hours completed by employees are recorded, including
both face-to-face training and e-learning hours. Employees are
only counted as having received training once, regardless of the
number of training courses they have attended.
the total renewable electricity consumption is calculated with
Headcount and FTE calculations consider employees leaving the
group on the last day of the fiscal year as active. The related
termination events are then included on the next fiscal to
calculate departure rates & turnover.
the part covered by green or renewable energy certificates and
the amount of renewable electricity produced and used on site;
the total renewable energy consumption is calculated with the
total renewable electricity consumption and the amount of
other renewable energy used on site (biogass, biofuel, etc.).
Definition for the classification “Top Management” has been
reviewed and reclarified after the FY19 publication. This
classification reflects the employees from COMEX to Band C job
levels.
Water Risk Assessment is realised using Aqueduct Water Risk
Atlas, a tool developed by the World Resources Institute (WRI).
The Internal Water Risk Index (IWRI) is calculated based on the
blended rating from three Aqueduct indicators:
Environmental indicators
The Group footprint on agricultural land is assessed by the areas
on which purchased agricultural raw materials are used. These
equivalent areas are estimated on the basis of the agricultural
yields of the various materials used by the Group (except for the
agave footprint which is based on accurate land coverage). For
transformed products, industrial yields are used to assess the
quantities of agricultural materials purchased.
overall Water Risk;
baseline Water Stress;
baseline Water Stress 2025 projected using a “Business as
Usual” scenario.
Three water risk levels are defined as a result of “Internal Water
Risk Index” analysis:
The environmental performance of sites is expressed using
various ratios. These are based on the business category in which
the Group has classified the sites:
extremely high risk, sites with an IWRI higher than 4;
high risk, sites with an IWRI between 3 and 4;
medium risk, sites with an IWRI between 2 and 3;
distilleries: data broken down by volumes of pure distilled
low risk, sites with an IWRI lower than 2.
alcohol;
bottling sites: data broken down by volumes of bottled finished
products;
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METHODOLOGY NOTE AND THIRD-PARTY VERIFICATION
Any sites from the two highest risk levels (i.e. 3 or higher) are
For social indicators, a new tool has been created and used to
gather and process the data since FY19.
required to replenish their water consumption through water
projects. Dedicated co-packers only include bottling process
activities with at least 90% of production volume associated to
Pernod Ricard. The quantities of water replenished through
projects in place are consolidated at country-level and for
watersheds with same level of risk.
A consolidation tool has been used to gather and process the
data for FY21, from local entities. For social indicators, a new tool
has been created and used to gather and process the data for
FY21.
Methods for consolidating and checking data
Related to the Group carbon footprint calculation, FY19 POS
materials carbon emissions data have been used for FY21 figures.
After being submitted by entities, data is compiled at
management entity level, then at Region or Brand level for
submission to Headquarters. The data is processed and
consolidated at each level. Each entity collecting and compiling
data is responsible for the indicators reported and certifies the
data as well as the checks done.
3.6.1.3 Collection, consolidation
and monitoring of data
Data collection methods
This control is facilitated by automatic checks within the data
entry tool in the consolidation documents sent to the Regions or
Brands and in the consolidation tool. Amongst other things,
these include consistency checks against previous years and
between the indicators themselves. For social indicators, at each
step the affiliates can explain any variations versus the previous
financial year – for 10% or more variations, a comment is required
to facilitate the understanding and tracking.
To guarantee the standardisation and reliability of results,
non-financial indicators are formalised in reporting procedures.
This includes specific definitions of each indicator, which are
passed on to all Managers involved in collecting and
consolidating data.
Pernod Ricard constantly seeks to improve the collection and
analysis of its data. It accordingly updates its procedures and
user guide each year in line with the Group’s evolving needs.
Improvements are made to ensure compliance with the
requirements of the decree implementing article 225 on the
transparency obligations of companies regarding social and
environmental matters and in accordance with applicable
national or international frameworks. The updates also result
from contributions from affiliates when reporting data and
auditor feedback. Any changes made since the previous year are
highlighted.
Once all the data have been collected, Headquarters performs
consistency checks to identify any reporting or input errors.
When there are significant variations, the Group checks with the
affiliates to ensure the data is valid. Finally, Headquarters
consolidates these data.
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3.6.2
Statutory Auditor’s report
Report of one of the Statutory Auditors, appointed as independent third party, on the consolidated
non-financial statement
This is a free translation into English of the Statutory Auditor’s report issued in French and is provided solely for the convenience of
English-speaking readers. This report should be read in conjunction with, and construed in accordance with, French law and professional
standards applicable in France.
For the year ended 30 June 2021
Nature and scope of procedures
To the Pernod Ricard Shareholders’ Meeting,
We performed our work in accordance with Articles A. 2251 et
seq. of the French Commercial Code defining the conditions
under which the independent third party performs its
engagement and the professional guidance issued by the French
Institute of Statutory Auditors (Compagnie nationale des
commissaires aux comptes) relating to this engagement and with
ISAE 3000 (Assurance engagements other than audits or reviews
of historical financial information).
In our capacity as Statutory Auditor of Pernod Ricard, appointed
as independent third party and accredited by COFRAC under
number 3-1048 (scope of accreditation available at
www.cofrac.fr), we hereby report to you on the consolidated
non-financial statement for the year ended 30 June 2021
(hereinafter the “Statement”), presented in the group
management report pursuant to the legal and regulatory
provisions of Articles L. 225102-1, R. 225-105 and R. 225-105-1
of the French Commercial Code (Code de commerce).
We conducted procedures in order to assess the Statement’s
compliance with regulatory provisions, and the fairness of the
Information:
Company’s responsibility
We familiarized ourselves with the Group’s business activity
and the description of the principal risks associated.
The Board of Directors is responsible for preparing a Statement
pursuant to legal and regulatory provisions, including a
presentation of the business model, a description of the main
extra-financial risks, a presentation of the policies implemented
with respect to these risks as well as the results of these policies,
including key performance indicators. The Statement has been
prepared by applying the company’s procedures (hereinafter the
“Guidelines”), summarized in the Statement and available on
request from its headquarters.
We assessed the suitability of the Guidelines with respect to
their relevance, completeness, reliability, neutrality and clarity,
taking into account, where appropriate, best practices within
the sector.
We verified that the Statement covers each category of
information stipulated in section III of Article L. 2251021
governing social and environmental affairs, as well as in the
second paragraph of Article L. 22-10-36 regarding the respect
for human rights and the fight against corruption and tax
evasion.
Independence and quality control
Our independence is defined by the requirements of
article L. 822-11-3 of the French Commercial Code and the French
Code of Ethics for Statutory Auditors (Code de déontologie).
In addition, we have implemented a system of quality control
including documented policies and procedures regarding
compliance with the ethical requirements, French professional
standards and applicable legal and regulatory requirements.
We verified that the Statement provides the information
required under article R. 225-105 II of the French Commercial
Code, where relevant with respect to the principal risks, and
includes, where applicable, an explanation for the absence of
the information required under article L. 225-102-1 III,
paragraph 2 of the French Commercial Code.
We verified that the Statement presents the business model
Responsibility of the Statutory Auditor appointed
as independent third party
Based on our work, our responsibility is to express a limited
assurance conclusion on:
and a description of principal risks associated with all the
entity’s activities, including where relevant and proportionate,
the risks associated with its business relationships, its
products or services, as well as its policies, measures and the
outcomes thereof, including key performance indicators
associated to the principal risks.
the compliance of the Statement with the requirements of
article R. 225-105 of the French Commercial Code;
we referred to documentary sources and conducted interviews to:
the fairness of the information provided pursuant to part 3 of
assess the process used to identify and confirm the principal
sections I and II of Article R. 225105 of the French Commercial
Code, i.e. the outcomes of policies, including key performance
indicators, and measures relating to the main risks, hereinafter
the “Information.”
risks as well as the consistency of the outcomes, including
the key performance indicators used, with respect to the
principal risks and the policies presented, and
corroborate the qualitative information (measures and
However, it is not our responsibility to provide any conclusion on
the company’s compliance with other applicable legal and
regulatory provisions, particularly with regard to the duty of
vigilance, anti-corruption and taxation nor on the compliance
of products and services with the applicable regulations.
outcomes) that in our judgment were of most significance
(see Appendix), through work conducted at consolidating
entity level, and for others with a selection of entities.
We verified that the Statement covers the consolidated scope,
i.e. all companies within the consolidation scope in accordance
with Article L. 233-16, with the limits specified in the Statement.
We obtained an understanding of internal control and risk
management procedures the entity has put in place and
assessed the data collection process to ensure the
completeness and fairness of the Information.
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We carried out, for the key performance indicators and other
quantitative outcomes(1) (see Appendix) that in our judgment
were of most significance:
Means and resources
Our work engaged the skills of nine people between March and
September 2021.
analytical procedures that consisted in verifying the correct
To assist us in conducting our work, we referred to our corporate
social responsibility and sustainable development experts.
We conducted around twenty interviews with people responsible
for preparing the Statement.
consolidation of collected data as well as the consistency of
changes thereto;
substantive tests, on a sampling basis, that consisted in
verifying the proper application of definitions and
procedures and reconciling data with supporting
documents. These procedures were conducted for a
selection of contributing entities(2) and covered between 8%
and 64% of the consolidated data for the key performance
indicators and outcomes selected for these tests.
Conclusion
Based on our work, nothing has come to our attention that cause
us to believe that the non financial statement does not comply
with the applicable regulatory provisions and that the
Information, taken as a whole, is not fairly presented in
accordance with the Guidelines.
We assessed the overall consistency of the Statement in
relation to our knowledge of the company.
We believe that the procedures we have performed, based on our
professional judgment, are sufficient to provide a basis for a
limited assurance conclusion; a higher level of assurance would
have required us to carry out more extensive procedures.
Paris-La Défense, September 20th, 2021
One of the Statutory Auditors,
Deloitte & Associés
Marc de Villartay
Julien Rivals
Partner, Audit
Partner, Sustainability Services
(1) Quantitatives informations: see appendix.
(2) Entities targeted by detailed tests on social indicators: Pernod Ricard India Private Limited, Irish Distillers Ltd, Pernod Ricard España, Pernod Ricard Rouss
CJSC, Havana Club International, Pernod Ricard Mexico.
Entity targeted by detailed tests on environmental indicators: Kilmalid, GlenKeith, The Glenlivet (Total volume of water abstracted), Longmorn (Total volume
of water used, V Total volume of water abstracted, Total volume of waste water released, Chemical oxygen demand released into the natural environment),
Midleton, Fox and Geese, San José, Brancott (Quantity of waste sent to landfill), Zielona Gora (Total energy consumed), Rowland Flat, Vineyards New-Zealand,
Vineyards Argentina, Vineyards USA.
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APPENDIX
Information selected by the independent third party:
Social indicators: Headcount and average headcount (permanent and temporary contracts), Representation of women in Top
Management, Absenteeism rate, Total departure rate, Voluntary departure rate, Number of resignations, Frequency rate,
Severity rate, Number of work accidents with lost-time, % of the payroll invested by the Group in training, Number of employees
trained, Training hours, Employees covered by a welfare protection plan (death and invalidity) with a benefit equivalent to at least
one year of the employee’s fixed annual salary, Employees benefitting from health insurance.
Environmental indicators: Produced volume (distilled alcohol, wine made, bottled product and bulk), Total volume of water used
(industrial sites and vineyards), Total volume of water abstracted, Total volume of waste water released, Chemical oxygen
demand (COD) released into the natural environment, Total quantity of waste, Quantity of waste recycled, Quantity of waste
incinerated, Quantity of waste sent to landfilled, Quantity of hazardous waste treated externally, Breakdown of the weight of
packaging (focus on glass and cardboard purchase), PET post consumer recycled content, Part of carboard is certified to
standards ensuring sustainable forest management, Total energy consumed (industrial sites), % of renewable energy, % of
renewable electricity, Direct emissions (Scope 1), Indirect emissions (Scope 2), Total amount of agricultural raw material used
(tons), Total footprint of the agricultural terroirs (hectares).
Qualitative information: Impactful programs on regenerative agriculture and biodiversity, Decision tree for nurturing terroir,
Breakdown of Group carbon footprint by category, Human Rights, Responsible supply chain Products and services supply,
Health & Safety, Circular packaging and distribution, Water resource preservation strategy tailored to meet local challenges,
Responsible hosting responsible marketing, Quality, food safety and product compliance, Transparency and integrity of
strategies and influencing practices.
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SECTION ——— 04
RISK
MANAGEMENT
4.1
INTERNAL CONTROL
AND RISK MANAGEMENT
4.3
INSURANCE AND RISK COVERAGE
170
170
170
150
4.3.1 Insurance policies
4.3.2 Coverage
4.1.1 Definition of internal control
150
4.1.2 Description of the internal control
environment
4.3.3 Resources provided by the Group to manage
the consequences of a claim, especially
in the case of an industrial accident
150
171
4.2
RISK FACTORS
152
4.4
4.5
RISKS AND DISPUTES: PROVISIONING
PROCEDURE
4.2.1 Impact of the Covid-19 pandemic
on Pernod Ricard’s key risk factors
and outlook
171
153
154
FINANCIAL AND ACCOUNTING
INFORMATION
4.2.2 Description of key risk factors
171
171
171
4.5.1 Preparation of the Group’s consolidated
financial statements
4.5.2 Preparation of Pernod Ricard’s Parent
Company financial statements
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4.1
Internal control and risk management
This section covering risk management and internal control follows corporate governance guidelines, in compliance with the French
Financial Markets Authority (AMF) reference framework for risk management and internal control.
At affiliate level
4.1.1
Definition of internal control
The Management Committee is appointed by Headquarters or
the relevant Region and is composed of the affiliate’s Chairman &
CEO and of the Directors of its main functions. The Management
Committee is responsible for managing the main risks that could
affect the affiliate; and
The Group’s internal control policies and procedures are
designed to ensure:
that management, transactions and personal conduct comply
with guidelines relating to Group business conduct, as set out
by the Group’s governing bodies and General Management,
applicable laws and regulations, and in accordance with
Group's values, standards and internal rules;
The affiliate’s Chief Financial Officer is tasked by the Managing
Director of the affiliate with establishing appropriate internal
control systems for the prevention and control of risks arising
from the affiliate’s operations, in particular, accounting and
finance risks, including error or fraud.
that the accounting, financial and management information
provided to the Group’s governing bodies accurately reflects
the performance and the financial situation of the companies
within the Group; and
4.1.2.2 Identification and management of risks
During FY21, the Group focused on:
the proper protection of the Group's assets.
One of the objectives of the internal control systems is to prevent
and control all risks arising from the Group’s business activities,
in particular, accounting and financial risks, including error or
fraud, as well as operational, strategic and compliance risks.
As with all control systems, they cannot however provide an
absolute guarantee that such risks have been fully eliminated.
updating the Group’s risk mapping, a process that involved
various Group affiliates and functions;
strengthening internal control within the Group, using various
approaches, including the continued development of data
analytics to strengthen auditing methods;
implementing the self-assessment questionnaire on internal
control and risk management. This questionnaire, which was
updated during the financial year, complies with the French
Financial Market Authority (AMF) reference framework for
risk management and internal control, as does its application
guide, itself updated in July 2010; and
4.1.2
Description of the internal control
environment
4.1.2.1
Components of the internal control
system
performing audits: 25 internal audits were conducted in FY21.
The purpose of these audits was to ensure that the Group’s
internal control principles were properly applied in its
affiliates. They also allowed to review the processes in place,
best practices and potential areas for improvement on various
cross-cutting themes. The specificity of this exercise was the
setting up of remote audits for most of the assignments carried
out.
The principal bodies responsible for internal control are as
follows:
At Group level
The Executive Board is the permanent coordination body for
the management of the Group;
The Executive Committee ensures that the Group’s
operations are carried out properly and that its main policies
are applied;
All of the key areas for improvement identified were addressed
in specific action plans drawn up at every affiliate and at Group
level, which were validated by the Executive Board and the Audit
Committee. Their implementation is regularly monitored and
assessed by the Group’s Internal Audit Department.
The Internal Audit Department works under the Group Chief
Executive Officer and reports to the Executive Board and the
Audit Committee. The internal audit team based at
Headquarters is in charge of implementing the audit plan,
with the support of the audit teams in the Regions. The audit
plan is drawn up once the Group’s main risks have been
identified and analysed. It is validated by the Executive Board
and by the Audit Committee and presents various
cross-disciplinary issues that will be reviewed during the
financial year, the list of affiliates that will be audited,
and the main topics to be covered during the audits.
The conclusions are then submitted to the Audit Committee,
Executive Board and Statutory Auditors for examination
and analysis; and
The work performed resulted in an improvement of the quality of
internal control and risk management to improve within the
Group.
External Auditors: the Board of Directors selects the
Statutory Auditors to be proposed at the Shareholders’
Meeting on the basis of recommendations from the Audit
Committee.
The Group has selected Statutory Auditors who are able to
provide comprehensive worldwide coverage of Group risks.
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Budget control focuses on three key areas: the annual budget
4.1.2.3 Key components of internal control
procedures
The key components of internal control procedures are as
follows:
(reforecast several times during the year), monthly performance
reporting and the strategic plan. Budgetary control is exercised
by management control teams attached to the Finance
Departments at Headquarters, in Regions and in affiliates.
It operates as follows:
A formal delegation of authority procedure, which sets out the
powers of the Chairman & CEO, as well as the powers delegated
to members of the Executive Board.
the budget is subject to specific instructions (principles and
timetable) published by Headquarters and sent to all affiliates.
The final budget is approved by the Group’s Executive Board;
The internal control principles which outline the common
ground of all principles and rules that apply to all of the Group’s
affiliates with respect to internal control for each of the 14 main
operational cycles identified.
reporting is prepared on the basis of data input directly by
affiliates working to a specific timetable provided at the
beginning of the year and in accordance with the reporting
manual and the accounting principles published by
Headquarters;
The self-assessment questionnaire which is regularly updated
to comply with the AMF reference framework for risk
management and internal control. In particular, it covers
corporate governance practices, operational activities and IT
support. Submitted to the Group’s affiliates, it enables them to
assess the adequacy and effectiveness of their internal controls.
Responses to the questionnaires are documented and reviewed
by the Regions and the Group’s Internal Audit Department.
This work is detailed in:
monthly performance analysis is carried out as part of the
reporting process and is presented by the Finance
Department to the Executive Board, the Executive Committee
and at Meetings of the Audit Committee and Board of
Directors;
a multi-year strategic plan is established for the Group’s main
brands every three years; and
a summary by affiliate and an overall Group summary, both of
a single management and consolidation system allows each
affiliate to directly input all its accounting and financial data.
which are provided to the Executive Board and the Audit
Committee; and
Centralised treasury management is led by the Treasury Unit
of the Group’s Finance Department.
a letter of representation from every affiliate to the Chairman
& CEO of its Parent Company and a letter of representation
from the various parent companies to the Chairman & CEO of
Pernod Ricard. This letter is binding on the affiliates’
management with regard to the adequacy of their control
procedures in light of identified risks.
4.1.2.4 Headquarters’ legal and operational
control over affiliates
Affiliates are mostly wholly owned, either directly or indirectly,
by Pernod Ricard.
The Internal Audit Charter applies to all employees who have a
management and audit position. It defines the standards, tasks,
responsibilities and organisation of the Group’s Internal Audit
Department and the way in which it operates, in order to remind
every employee to strive for compliance with and improvement
of the internal control process.
Pernod Ricard is represented directly or indirectly (through an
intermediate affiliate) on its affiliates’ Boards of Directors.
The Group’s internal control principles lay down the various
internal control rules applicable to all affiliates.
The role assigned to Pernod Ricard, as described in the
subsection on “Decentralised organisation” in Section 1
“Presentation of Pernod Ricard” of this universal registration
document, is an important component of the control of affiliates.
The Pernod Ricard Quality, Safety and Environment
Standards set out the rules to be followed in these areas.
The Group’s Operations Department is responsible for ensuring
that they are followed.
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4.2
Risk factors
In 2021, the Group updated its risk mapping, a risk management
oversight tool involving all Pernod Ricard functions and affiliates.
This identification of the Group’s risks, in which Management
took an active part, highlighted the Group’s resilience in the face
of the Covid-19 pandemic, and contributed to the redefinition of
the main risk profiles and their management.
this matrix (such as major litigation or harmful media coverage).
Lastly, a new risk has been highlighted at the end of the financial
year, relating to the growing importance of CSR issues and the
Group’s desire to make an active contribution in this area.
This mapping is reproduced below to provide a visual
representation of the issues, without replacing the explanatory
text that follows. The different risks are classified according to
their potential impact and likelihood of occurrence. This risk
mapping reflects Pernod Ricard’s exposure and takes into
account the control measures in place to limit the probability and
impact. This mapping will be reviewed annually to take into
account major changes in the risk environment facing the Group
Pernod Ricard.
Compared to the previous mapping, the main changes that have
taken place reflect the impacts of the sanitary crisis (for example
regarding the health and safety of people or supply disruptions)
as well as changes in the risk assessment (for example due to
rapid changes in consumer behaviour). Some risks have seen
their impact diminish, taking into account the fact that they are
mainly the consequences of the materialisation of other risks in
Loss of major site/
Strategic inventory
Toxic contamination
Cyberattack
Geopolitical & macroeconomic
instability
Anti-alcohol environment
and regulations
Regulatory risks
Pressure on prices & margins
Climate change
& environmental damage
S&R challenges
Supply chain disruptions
Product quality issues
Fast changing consumer
behaviors
Health & safety
Financial Risks (FX,
interest rates, credit)
Talent management
Negative media coverage
Pensions
Major litigation
Fraud
Counterfeiting/IP Rights
LIKELYHOOD OF OCCURENCE
HIGH
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Risk hierarchy
Risks relating to business activities
Geopolitical and macroeconomic instability
Pressure on prices and margins
Cyberattack
Fast changing consumer behaviors
Talent management
Negative media coverage
Supply chain disruptions
S&R challenges
Fraud
Industrial and environmental risks
Legal and regulatory risks
Loss of major site/strategic inventory
Toxic contamination
Climate change and environmental damage
Product quality issues
Health and safety
Regulatory risks:
business ethics
taxes and levies
Anti-alcohol environment and regulations
Counterfeiting/IP rights
Major litigation
Financial risks:
Financial risks
FX
Interest rates
Credit
Pensions
Risk factors exist in a limited number of categories depending on their nature. Within each category, the most important risk factors are
presented first.
4.2.1
Impact of the Covid-19 pandemic on Pernod Ricard’s key risk factors and outlook
Many of the risks mapped have materialised in one way or
another (personal safety, legal restrictions on the sale of alcohol,
financial risks) or have required heightened vigilance
(cyberattacks, supply disruptions) in the context of the sanitary
crisis triggered by the Covid-19 pandemic. The main impact of
the sanitary crisis lies in the sharp decline in Group sales resulted
from the lockdown periods, in particular due to widespread
closures in the hospitality and nightclub sector and a sharp fall
in air traffic affecting the travel retail business.
Since the start of the health crisis, and throughout FY21, Pernod
Ricard has maintained measures enabling it to:
protect the health and safety of its employees by rigorously
applying the recommendations of local authorities and the
World Health Organization (partial shut-down of operations,
widespread working from home for staff, rotation of teams,
etc.);
ensure the continuity of its industrial, commercial and
logistical operations; and
maintain dynamic management of its activity (including the
management of its resources) in a context of very uncertain
outlook depending on the country.
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4.2.2
Description of key risk factors
I. Risks relating to business activities
1. Geopolitical and macroeconomic instability
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Due to its international scope, the Group Pernod Ricard is
exposed to the risks of geopolitical tensions and macroeconomic
instabilities.
These geopolitical and macroeconomic disruptions in the
Group’s markets could lead to heightened volatility in Pernod
Ricard’s commercial and financial results.
The acceleration of the protectionist trends observed in recent
years may lead to an increase in customs barriers, as was the case
in the context of the trade conflicts between the United States and
China, on the one hand, and the European Union, on the other.
Macroeconomic instability and, in particular, potential
constraints on consumer purchasing power, may have a negative
impact on consumption opportunities and the Group’s sales.
Sustained geopolitical tensions could also lead to difficulties in
accessing certain markets.
In addition, the global sanitary crisis triggered by the Covid-19
pandemic has increased the risk of the resurgence of a global
macroeconomic crisis and social unrest.
These economic crises and trade tensions could weigh on the
Group’s operating margins.
RISK CONTROL AND MITIGATION
For the Group, the best way to protect itself is to diversify its activities, both geographically and by category: it is present in 73 countries
and has a leading brand in all major spirit categories. Pernod Ricard continues to develop new distribution channels (e-commerce, home
entertainment) and to exploit new consumption opportunities, such as the “low/no alcohol” trend. Accordingly, the Group regularly
reassesses its routes-to-market and local partners. In addition, crisis management programmes are in place in all affiliates. Similarly, in
certain cases, the Group may increase prices in order to mitigate the impact on margins. Finally, under certain circumstances,
production and logistics infrastructures can be adapted.
2. Pressure on prices and margins
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
The concentration and consolidation of distributors both locally
and internationally has been ongoing for several years.
E-commerce is also becoming an increasingly important
alternative to traditional distribution channels. This competitive
environment affects the Group’s ability to increase its prices and
may sometimes force Pernod Ricard to organise more aggressive
and frequent promotional campaigns.
Potential impacts include:
the increased bargaining power of Pernod Ricard’s customers
leading to margin erosion and/or loss of market share;
temporary delisting of products on shelves and/or removal of
promotional materials;
pressure on Pernod Ricard to align prices across markets
within a region;
The Group also faces heightened competition from both major
international players on its strategic brands and local groups or
producers on its local brands, driven by the increasing success of
craft products, as is the case with vodka in the United States.
the more intense competition in mature markets and the
increasingly competitive nature of emerging markets,
requiring the Group to boost its advertising and promotional
investments, or even to reduce or freeze prices in order to
protect market share, thereby weighing on results;
Lastly, purchase price inflation (materials, services) is closely
monitored by the Group in order to limit pressure on margins.
damage to the brand image of products, resulting from price
reductions; and
a decrease in margins due to a deterioration in purchasing
conditions from the Group’s suppliers and/or a limited ability
to reflect cost increases in the price of its products.
RISK CONTROL AND MITIGATION
To mitigate risk, Pernod Ricard earmarks approximately 16% of net sales for A&P investments to reinforce brand equity and, in turn, the
ability to increase prices. In addition, Pernod Ricard has rolled out several initiatives to boost net sales (Revenue Growth Management),
such as the development of a promotional effectiveness tool, the analysis of commercial conditions and pricing structures, and the
implementation of dedicated pricing resources. These initiatives are adopted in the affiliates and coordinated at Group level by the
Headquarters.
Particular attention is paid to the operating margin, a key indicator monitored by the management control teams. The Group has put in
place the appropriate organisations and initiatives to ensure satisfactory purchasing conditions for its raw materials while maintaining
relationships of mutual trust with its key suppliers.
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3. Cyberattack
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
The Group’s digital transformation has brought with it greater
exposure to risks stemming from cyberattacks, as well as those
related to IT and telecommunications system failures. These
systems are of inestimable importance to the Group’s day-to-day
operations, in particular regarding processing, transmission and
storage of electronic data relating as much to the Group’s
operations and financial statements, as to the communication
between Pernod Ricard’s personnel, customers and suppliers.
Potential impacts of a cyberattack and its effects depend on the
nature of the attack, but could include:
leakage, loss, theft of personal, strategic or confidential data,
and the resulting chain of potential repercussions;
system failure; and
incapacity to perform day-to-day operations.
Although the Group invests a significant amount in maintaining
and safeguarding its IT systems, particularly in view of growing
threats in terms of cybercriminality, any malfunctions, significant
disruption, loss or disclosure of sensitive data could disrupt the
normal course of business, and have financial, operational or
reputational consequences.
In addition, more stringent personal data protection regulations,
including the General Data Protection Regulation, increase the
risks associated with regulatory non-compliance.
Lastly, the Covid-19 pandemic has caused a spectacular rise in
teleworking within the Group, which has shaken up traditional
ways of organising work, while at the same time presenting
attackers with increased opportunities to launch cyber-attacks.
RISK CONTROL AND MITIGATION
Pernod Ricard has drawn up a cybersecurity roadmap based on the establishment of dedicated governance and resources.
The Group has taken out a “cyber-insurance” policy and is striving to strengthen the security of its infrastructures, websites and
networks. Infrastructure monitoring and management is performed constantly. IT and security audits are regularly performed to assess
whether the level of security is adequate; they give the Group a good overview of the reliability of its IT systems. In addition,
awareness-raising campaigns are conducted. Lastly, tests are carried out on the recovery of the Group’s IT systems following a
hypothetical cyberattack, and a plan has been designed to facilitate the recovery of data as efficiently as possible.
4. Fast changing consumer behaviors
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Accentuated by the Covid-19 pandemic, the trend in consumer
behaviour has accelerated, in terms of product offerings (artisanal
spirits, trend for little or no alcohol), purchasing preferences
(e-commerce, fast delivery) or dialogue and brand experiences
with (digital marketing, cross-channel points of contact, etc.).
Difficulties in detecting and predicting future consumer
behaviour could result in under-investment in categories,
products and channels that turn out to be strong or conversely
over-investment in those that are running out of steam.
Over time, Pernod Ricard could lose market share or miss out on
growth opportunities and damage its brand image and/or
reputation.
Pernod Ricard needs to adapt its organisation, portfolio, business
model and market access routes to these new trends and continue
to innovate, always placing the consumer at the centre of its
decisions and marketing and commercial choices.
RISK CONTROL AND MITIGATION
To mitigate risk, Pernod Ricard acts across its entire organisation:
the Consumer Insights organisation studies and improves knowledge of consumer behaviour and societal changes in the Group in
order to anticipate changes in trends. This was strengthened in 2019 by its centralisation and the creation of relays in the markets as
well as by the intensification of social listening resources;
innovation hubs have been created in the regions to develop products and services with high added value, both for the Group and for
its consumers and users. In addition, an agile TLO experimentation method (Test, Learn, Optimise) has been set up;
from a strategic standpoint, the diversification of the business model, market access methods and portfolio management are closely
monitored and changes deemed relevant are implemented. For example, the Group entered the direct-to-consumer sales channel with
the launch of Drinks&Co, a brand bringing together an online marketplace and physical stores. Moreover, the creation of Conviviality
Ventures in 2017 also makes it possible to invest indirectly in new activities that complement those of Pernod Ricard by benefiting from
the rich and innovative start-up ecosystem;
finally, the Group continues its in-depth digital transformation. The six transformation priorities have been brought together in Key
Digital Programmes. They make it possible to continuously improve the effectiveness of marketing and sales processes and to identify
the maximum opportunities in the relationships that are established with the various partners through incubated programmes. These
programmes are based on the in-depth exploitation of data and the latest available technologies such as machine learning algorithms.
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5. Talent management (1)
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Pernod Ricard’s success depends on the commitment of its
employees and its ability to attract and retain them as well as
develop their skills, particularly in highly competitive labour
markets, such as Asia, Africa and Eastern Europe, where turnover
rates are higher than in the rest of the world. This competitive
talent market is heightened by the search for scarce skills (such as
digital skills) and by changes in the aspirations of new generations.
Moreover, employee development through geographic mobility is
a key issue (diversity of career paths, management of the partner’s
career, cost control, etc.).
The Group is aware that talent management must remain an
area of long-term vigilance to ensure the sustainability of the
business and ensure the transmission of key know-how within
the organisation. Excessively high turnover or unduly long job
vacancies could have a financial impact and demotivate teams.
This could potentially slow the implementation of key Group
development projects and have an adverse impact on its
business, results or reputation.
RISK CONTROL AND MITIGATION
To mitigate risk, the Group has established an ambitious skills development policy facilitating dynamic career management. Accordingly,
shared processes and tools have been developed to allow all affiliates to optimise the assessment of skills and performance, to formalise
the detection of talents, to encourage internal mobility and to monitor employee satisfaction. Since 2019, a talent management system,
based on a leadership model with expected behaviours at each level, has been put in place (Let’s Talk Talent). Shared by the whole
Group, this system puts the employee at the centre of Human Resources processes and clarifies performance expectations, using a
common language for everyone. Moreover, Pernod Ricard University trains the Group’s future leaders through leadership development
courses. Succession plans are regularly reviewed by the Top Management, especially for key positions within the Group. Lastly,
measures are carried out regularly to improve quality of life at work. They include the facilitation of remote work, measures related to
well-being at work, the modernisation of workspaces and managerial awareness-raising programmes.
6. Negative media coverage
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
The constant increase in the number of social networks, the speed
of circulation of information and its influence, mean that the
Group could face the risk of being exposed to harmful media
coverage and inappropriate publications or messages.
Furthermore, the prolonged spread of misleading information in
the media and in particular on social networks (fake news) has
been observed in recent years. It cannot be ruled out that the
Group Pernod Ricard could be affected by this type of action,
which is difficult to control.
A malicious attack aimed at harming the Group’s reputation or a
genuine incident in relation to Pernod Ricard brands could have
a significant impact on the Group’s image and reputation.
Further widespread negative media coverage could jeopardise
consumers’ confidence in Pernod Ricard brands, resulting in a
potential sales decline.
RISK CONTROL AND MITIGATION
The Group’s risk is managed through a series of internal and external measures. While internal measures focus primarily on raising the
awareness of Pernod Ricard employees of the impact of social media and sharing best practices in terms of communication, external
measures are used to monitor social media and promote the Group’s CSR activities.
(1) Note that this risk is also covered in Section 3.3.2.1 of the Non-Financial Information Statement.
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7. Supply chain disruptions
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
While the global crisis linked to the Covid-19 pandemic has shown
the resilience of the Group Pernod Ricard’s supply chain, it has
also shown that large-scale, unpredictable events could occur and
render access to markets more complex. Other factors also
remain relevant, such as the failure of a key supplier, the
unavailability of certain raw materials (weather conditions, in
particular) or the closure or impossibility of access to certain
routes, whether sea or land. By way of illustration, a trend towards
the concentration of suppliers of raw materials and packaging has
been observed for a number of years. Today, many of the Group’s
affiliates work with the same suppliers, which creates risk-charged
interdependence should one of them fail (e.g. in the event of a
major accident at one of their production sites).
A breakdown in the supply chain could occur due to the
unavailability of certain raw materials or packaging materials,
causing production of some of the Group’s products to be shut
down.
Furthermore, the unavailability of certain products on the
shelves, for one or more of the reasons mentioned here, could
result in penalties invoiced by the Group’s customers for
non-compliance with the commercial terms and conditions and
service rates agreed between the parties.
Lastly, an unexpected rise in the cost of raw materials or
packaging materials could significantly increase the Group’s
operating costs. As it is not certain that this increase can be offset
by higher prices, the Group’s results could be affected.
RISK CONTROL AND MITIGATION
As part of the business continuity measures put in place for the Group’s strategic brands, affiliates systematically identify supply
alternatives whenever there is a risk of a single supplier. These alternatives are also tested to ensure the viability of these choices. In
addition, to mitigate other scenarios taken into account in these business continuity plans (such as the loss of a storage site or transport
difficulties), emergency stocks are planned and taken into account on a permanent basis in the supply and production decisions of Brand
Companies and Market Companies.
Lastly, the reinforcement of the S&OP process, supported by the rollout of IT tools, gives better visibility concerning future demand
and associated supply plans. In this context, more detailed planning of needs - at the level of the Brand Companies in particular - makes it
possible to secure supply volumes from key suppliers and facilitate allocation decisions for the various markets if necessary.
8. S&R challenges
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Pernod Ricard places the responsibility and sustainability of its
activities at the heart of its strategy and decisions. In this context,
an ambitious roadmap for 2030, called Good Times From a Good
Place, was rolled out in 2019. Structured around natural resources
and key stakeholders for the Group, this strategy has four pillars
(“Nurturing terroir”, “Valuing People”, “Acting Circular” and
“Responsible Hosting”) for each of which quantitative and
qualitative objectives have been defined.
Failure to meet these objectives or the occurrence of an event in
conflict with our commitments (such as an industrial accident)
would damage the credibility and reputation that the Group has
built up over recent years with its stakeholders, in addition to the
direct consequences.
All of these commitments represent real challenges that the Group
is intent upon tackling, in line with its historical approach and the
expectations of its stakeholders, in particular consumers,
employees and shareholders.
RISK CONTROL AND MITIGATION
The Group has built a solid governance around the issues of responsibility and sustainability. At the level of the Board of Directors, a CSR
Committee ensures that Pernod Ricard’s roadmap and commitments are monitored. In addition, at operational level, a steering
committee meets four times a year to ensure that the resources are put in place to achieve the objectives. Pernod Ricard is also setting up
key partnerships to reinforce the implementation of the strategy. Finally, reporting and monitoring tools covering all indicators in all
Group affiliates make it possible to verify the Group’s progress and the alignment of all functions involved in achieving these goals.
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9. Fraud
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Pernod Ricard is exposed to the risks of fraud, notably due to its
presence in a wide range of countries as well as its accelerating
digitalisation, and to constantly evolving threats (cyber-attacks,
criminal organisations, etc.).
From theft to cybercriminality, any type of occurrence could lead
to financial losses (including legal costs to recover defrauded
sums and products), leakage of sensitive information or theft of
major physical assets. It could also have a significant impact on
the Group’s reputation.
RISK CONTROL AND MITIGATION
To mitigate this risk, the Group Pernod Ricard has implemented training measures (e.g. the online course on internal control) to raise
fraud awareness among PernodRicard employees. In addition, a strong internal control framework relying on the Group internal
control principles and related tools has been set up across the Group to limit the risk of occurrence. Further, the Group conducts
internal and external audits each year to ensure the effectiveness of measures in place.
II. Industrial and environmental risks
1. Loss of a major industrial site/strategic inventory
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Today, the main identified causes that could result in the loss of a
major industrial site or strategic inventory are:
The loss of a major industrial site or strategic inventory is
considered a major risk for Pernod Ricard. The materialisation of
this risk could result in a significant operating loss and as such a
sharp drop or prolonged interruption in the supply of certain
products, thereby preventing the Group from meeting consumer
demand.
a fire and/or explosion related to the manufacture and handling
of flammable products (e.g. alcohol);
a natural catastrophe such as an earthquake, hurricane or flood;
and
Moreover, an incident at one of the sites, whether accidental or
the result of a malicious act, could jeopardise the safety of Group
employees or could cause environmental damage.
a malicious act.
Several Group sites are located in seismic zones, particularly in
NewZealand, Armenia, California and Mexico.
Certain sites, including the San José plant in Cuba, are exposed to
risk of cyclones.
Lastly, the Group has significant stock of ageing products, such as
Scotch whisky, Irish whiskey, cognac, rum, brandy and wines,
which are highly flammable.
RISK CONTROL AND MITIGATION
To manage this risk, an Operations Risk Manager reporting to the Operations Department is responsible for coordinating the actions of
affiliates in the implementation of preventive measures (design and maintenance of facilities, training, operating procedures, etc.) and
physical protection mechanisms (automatic extinguishing, retention basins, emergency procedures, etc.).
In cooperation with the insurer, more than 40 industrial sites are reviewed each year, resulting in an appraisal of the quality of risk, and
as such, recommendations for improvement for each.
In addition, a Group monitoring programme for business continuity and management systems is in place. Strategic affiliates have
identified the various scenarios that could affect their operations and have drawn up business continuity plans including the
implementation of emergency solutions and access to alternative means of production in the event of the loss of a site.
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2. Toxic contamination (1)
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
The Group purchases most raw materials (grapes, cereals, agave,
etc.) used in the manufacture of its wines & spirits from farmers or
industrial producers (alcohol, sugar, flavourings, etc.). The
presence of undesirable substances in these raw materials or a
defect in the distillation, fermentation or bottling process could
result in the presence of chemical (contaminant), biological
(microorganism), physical (foreign body) or allergen
contamination.
The Group’s reputation and image may be undermined at any
time by one-off incidents at an industrial facility or relating to a
specific product. For example, contamination, whether arising
accidentally, or through an act of malice, could cause injury or
intoxication to a consumer, thereby exposing the Group to
litigation and causing business and/or reputational harm to
brands.
RISK CONTROL AND MITIGATION
The Group has implemented protection and control systems to limit the risk of contamination. The control of this risk is based both on
the application of the HACCP method, which aims at identifying the risks involved in the manufacturing process and to bring them under
control, as well as on the implementation of specific internal guidelines. This approach is also accompanied by the implementation of
management systems compliant with the ISO 22000 standard for food safety management, which is aimed specifically at controlling such
risk.
The Group conducts a programme of in-depth analyses covering all contaminants deemed possible. In 2019 and 2020, it focused on all
Strategic International Brands and the biggest Strategic Local Brands.
An operation to detect contaminants, covering all Strategic International Brands and the most important Strategic Local Brands,
is periodically conducted by the Group’s head office. It consists of an array of chemical analyses covering all the contaminants considered
possible, and involves detection testing for around 40 unwanted molecules plus several hundred pesticides.
(1) Note that this risk is also covered in Section 3.4.1.1 of the Non-Financial Information Statement.
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3. Climate change and environmental damage (1)
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Given the nature of Pernod Ricard’s business, climate change and
related risks are a major concern:
Increasingly irregular crop yields, climate events such as frost,
hail and drought and shifting climatic boundaries can affect the
quality, availability and, to a greater extent, the price of raw
materials.
on the one hand, the climate impacts the Group’s activities in
several ways: threats to the supply of raw materials such as
grapes and grain, risks related to the management of water
resources (flooding, drought); and
Where grains are concerned, this effect, coupled with rising
global demand, is contributing to increasing volatility of market
prices, which must be taken into account in procurement
strategies and economic supply models.
on the other hand, potential damage can be caused by Pernod
Ricard (CO emissions, accidental pollution).
2
As regards grapes another of the Group’s key raw materials
climate models point to an increase in alcohol content in wine
and champagne, changes to certain qualitative parameters and
change in phytosanitary pressure, as well as the risk of frost or
drought, which vary depending on geography.
A similar risk exists in relation to the water supply for production
sites: a number of sites use underground water tables for their
supply and these can also be affected by climate change.
From a regulatory point of view, environmental issues, and in
particular climate-related issues, are leading to stricter
regulations on carbon emissions. In Europe, the Group’s four
largest distilleries are subject to the European Union carbon
emission trading system (EU-ETS). The direct financial challenge
is moderate for Pernod Ricard but can be expected to increase
significantly in the years to come. The economic impact of
regulations on energy and carbon is also felt through indirect
consumption via the Group’s suppliers (especially with respect
to glass, alcohol and transport).
RISK CONTROL AND MITIGATION
For grapes, the relevant inter-professional organisations, such as those for cognac and champagne and the corresponding organisations
for wine in Australia and New Zealand, have incorporated this issue into their research programmes in order to adapt their practices to
the changes (choice of grape varieties, vine training, vinification, etc.).
The availability and quality of water at the production sites are key factors in ensuring the quality of Pernod Ricard’s products and are
monitored very closely. Responsible water management is a significant component of the Group’s environmental policy: each site has to
ensure that the use of groundwater or river water and the release of wastewater back into the environment do not harm nature. Sites
located in areas identified as high risk in terms of water supply are subject to enhanced monitoring so as to ensure the sustainability of
resources used by minimising water consumption and recharging the equivalent volume of water in the same area from which it is taken.
As for the financial impact related to CO
2
emissions generated directly by the Group’s activities or indirectly by its suppliers, a CO
2
emission reduction plan has been put in place, aligned with a scenario of less than 2°C.
In addition, Pernod Ricard’s impact on the climate was taken into account in the definition of the “Preserve to share” roadmap.
In concrete terms, the “Nurturing terroir” and “Acting Circular” pillars involve the Company in the following areas:
biodiversity: by 2030, 100% of the Group’s affiliates worldwide will have a strategic biodiversity project that will address the most
pressing local issues;
regenerative agriculture: by 2025, pilot regenerative agriculture programmes will be developed by the Group for vineyards in eight
wine-growing regions Argentina, California, the Cognac region, Champagne, Spain, Australia, New Zealand and China aiming to
replicate natural processes and improve the quality of soils, watersheds and ecosystems;
packaging and waste: elimination of single-use plastic promotional items in 2021 and 100% of packaging to be recyclable, compostable,
reusable or bio-sourced by 2025; and
the balance of water resources and the carbon footprint: by 2030, offset of 100% of the consumption of production sites located in
watersheds under high water stress, by replenishing water resources in these regions, and a 50% reduction in the carbon intensity
of the Group’s activities, in line with the Science-Based Targets initiative.
(1) Note that this risk is also covered in Section 3.3.3.2 of the Non-Financial Information Statement.
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4. Product quality issues (1)
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
The main product quality issues encountered within the Group
arise from the level of quality and compliance of the:
The success of the Group’s brands depends upon the positive
image that consumers have of those brands.
product ingredients;
A quality issue with one of the products in the portfolio, affecting
the integrity of its brand or its image among consumers, could
have a negative impact on the Group’s sales.
packaging;
production process; and
development process of our new products.
RISK CONTROL AND MITIGATION
Quality risk management is based on a joint quality management approach implemented worldwide in all production affiliates.
Coordinated by the Group’s Operations Department, this risk management policy is based on internal Pernod Ricard standards and on
systematic risk analysis.
It draws on the standards setting out best practices and minimum requirements in each of the areas concerned by quality:
foreign bodies;
contamination;
traceability;
quality control; and
product recall.
It is also backed up by an ambitious quality certification process for Group production sites based on the following two international
standards:
ISO 9001 for quality management; and
ISO 22000 for food safety management.
(1) Note that this risk is also covered in Section 3.4.1.1 of the Non-Financial Information Statement.
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5. Health and safety (1)
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Preventing and managing occupational risks is something the
Company owes its employees.
Personal injury is one of the main potential impacts for the
Group.
The notion of occupational risk” can be defined as all threats to
the health of employees encountered in the context of their
professional activity. They may result in an accident or a so-called
“occupational” illness. A non-exhaustive list of occupational risks
Pernod Ricard is committed to preventing is as follows:
The most serious potential impacts are:
the death of one or more employees, subcontractors, visitors
or other third parties;
permanent disability of employees, subcontractors, visitors or
other third parties; and
risks relating to noise and vibrations;
occupational illness.
electrical risk;
Reputational impact related to inadequate management of
working conditions must also be taken into account.
fire and explosion risk;
road risk;
The active and widespread circulation of a virus such as Covid-19
could lead to repeated absences due to illness, the
implementation of home working measures or the temporary
stoppage of certain sites leading to potential production losses
for the Group.
risks relating to the use of certain machines or work equipment;
and
psychosocial risks.
In addition to these traditional risks related to the industrial
environment and work in a company, the Covid-19 pandemic may
have affected the physical and mental health of Group employees.
Despite the implementation of demanding health protocols and
the compliance with isolation and quarantine measures, some
employees contracted the disease. In addition, repeated
lockdowns and prolonged periods of work from home have
created disruption to social links and affected the work-life
balance.
RISK CONTROL AND MITIGATION
The Group has embarked on a process to reduce workplace accidents by launching a comprehensive inventory of industrial sites with
the greatest potential for improvement at the end of 2017. The main sites are now assessed by an external company in accordance with
specific criteria in terms of both the safety culture and the ISO 45001 “Occupational Health and Safety” management system.
Building on this overview and the commitment of senior management, the Group has signalled its goal of becoming leader in 2025 in the
Wine & Spirits sector in terms of Health and Safety. This goal is embodied in a programme known as “Taking care of each other”, built on
the following three strategic pillars:
develop a culture where safety is central to the Group’s values of conviviality;
engage, motivate and empower all employees and subcontractors on the issue of safety; and
improve our operational efficiency through excellence in Health and Safety.
This programme, which is closely monitored by the Group’s Top Management, is part of the Group’s CSR strategy and has gradually
been extended to all affiliates.
Finally, the protection of the Health and Safety of its employees lies at the heart of the Group’s decisions by rigorously applying the
recommendations of local authorities and those of the World Health Organization. Several initiatives have been put in place, in affiliates
and at head office, to prevent psychosocial risks linked to prolonged isolation in the context of a pandemic, such as:
dedicated mental health hotlines;
partnerships with medical centres;
virtual moments of conviviality through fun activities (dancing, cooking); and
strict rules regarding over-connection and meeting and working hours.
(1) Note that this risk is also covered in Subsection 3.3.2.3 of the Non-Financial Information Statement.
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III. Legal and regulatory risks
1. Regulatory risks
a. Business ethics (1)
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Pernod Ricard is a decentralised company present in 73 countries
where anti-bribery laws apply with potential extraterritorial effect.
Recent regulations concerning the fight against corruption,
influence peddling and compliance with business ethics expose
Pernod Ricard to the risk of administrative and criminal
sanctions, as well as a reputational risk in the event of
non-compliance.
Examples include the US Foreign Corrupt Practices Act, the UK
Bribery Act or France’s Sapin II law. The Group is thus required to
take into account and rigorously monitor the risk of corruption
and influence peddling, as well as to ensure such risks are taken
into account in all relevant legal systems, in all regions of the world
in which it operates.
In addition, certain corrupt practices, consisting in offering
undue, excessive and/or inappropriate benefits, even without
deliberate intention to obtain an undue advantage, are severely
punished by the anti-corruption laws of three of the main
countries in which the Group operates and provide for the
criminal liability of the legal entities and natural and moral
persons involved, accompanied in particular by heavy financial
penalties for the Company as well as for the perpetrators of such
practices.
Moreover, Company employees interact, even to a marginal
extent, with political and administrative officials. The nature of
Pernod Ricard’s activity (production of wines & spirits enjoyed
during a meal or in a bar), for which the motto is “Créateurs de
convivialité”, means that inappropriate invitations could be issued
to people in a position of public authority as part of a lobbying
effort.
Reputational damage resulting from a judicial conviction or
breach of the rules could damage the Company’s overall
credibility, and an illicit or reprehensible act, even on a single
occasion, could negatively impact all Group employees seeking to
deliver a message to public authorities. This could in turn limit
the Company’s ability to legally influence laws that are harmful to
its business. It could also result in regulatory developments
harming the Company’s business (tax increases, marketing
restrictions, etc.).
As a result, these regulations could together result in a significant
increase in financial expense or a reduction in the Group’s
activities.
RISK CONTROL AND MITIGATION
Pernod Ricard has conducted a mapping of the specific risks linked to corruption and influence peddling in order to identify and manage
corruption and influence peddling risks inherent to the Group’s activities and specific to production and distribution processes, as well
as cross-functional risks. The Group is also committed to promoting a “zero tolerance” policy through a clear discourse by the Group’s
Management and relayed by the local management in affiliates. Specific rules for employees and stakeholders have been put in place.
These are set out in the Group’s Code of Business Conduct, which includes a mandatory online course for all employees in order to better
understand the potential risks of corruption and influence peddling and the behaviours to adopt in order to prevent them. Pernod
Ricard has also acquired digital tools to support its compliance initiatives: Speak Up, a global system for reporting behaviours that are
contrary to the Code of Business Conduct; Gifted!, an app dedicated to the declaration and validation of gifts and invitations; Partner Up,
platform for assessing the risk of corruption and influence peddling of third parties with which the Group may work.
In line with the development of legislation on these subjects and the expectations of stakeholders, the Group is also working on Human
Rights and environmental issues. Since 2015, Blue Source, a mandatory process for all Pernod Ricard direct procurement, has been
rolled out. This aims to ensure the integrity of the Group’s partners in these areas and supports them in implementing action plans when
necessary. Potential partners assessed as not meeting the standards set are not selected to support the Group in its activities.
Finally, the Group’s lobbying policy is governed by the Code of Business Conduct, which contains very specific provisions to prevent any
reprehensible practices, whether unintended or otherwise. In France, Pernod Ricard files a disclosure statement with the HATVP (2)
,
the High Authority for Transparency in Public (3) Life and is a member of Transparency International’s Forum des entreprises engagées.
The Group is also a joint signatory of a best practice guide on parliamentary lobbying expenditure published by Transparency
International.
(1) Note that this risk is also covered in Section 3.4 of the Non-Financial Information Statement.
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b. Taxes and levies (1)
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
As an international player in the Wine & Spirits sector , the Group
is very sensitive to changes in indirect taxation, in particular
customs duties and excise duties on alcoholic beverages, such as
the temporary customs duties introduced by the US government
in 2019 on imports of single malt Scotch Whiskey or Spanish wines,
followed by duties on certain categories of Cognac in 2021
(transatlantic dispute known as Airbus/Boeing, where the US
measures consisted of commercial retaliation to European
subsidies for the aerospace industry).
An increase in import taxes and excise duties or a change in laws
relative to duty free sales could result in an increase in the price
of the Group’s products and a reduction in the consumption of
its Wine & Spirits brands or an increase in the Group’s costs,
thereby affecting the Group’s financial position and operating
profit. Nevertheless, this risk is qualified by the size of advertising
and promotional investment which can, in certain cases, limit the
impact on consumption of an increase in prices.
Other changes in tax regulations could also have a material
impact on the Group’s results, such as an increase in the
corporate tax rate in the countries in which the Group operates.
The Group is also exposed to possible changes in tax regulations,
in particular concerning direct taxation, in the countries in which
it operates, notably at the instigation of the OECD, the European
Union or national governments (including tax rates), and
accounting policies and standards.
Lastly, in the event that the tax authorities successfully challenge
the Group on any material positions, the Group may be subject to
additional tax liabilities that may have an adverse effect on the
Group’s financial position if they are not covered by provisions or
if they otherwise trigger a cash payment.
Lastly, Pernod Ricard may be subject to tax audits in several
countries, and there is no guarantee that the tax authorities will
validate the positions taken by the Group, even if the Group deems
them to be correct and reasonable in view of its operations.
RISK CONTROL AND MITIGATION
The Group has a tax policy based on compliance with applicable laws and regulations, sound conduct and proactive and efficient tax
management. It involves the rejection of all artificial arrangements, the application of a transfer pricing policy based on the arm’s length
principle, efficient organisation of the tax function within the Group and a transparent attitude towards the tax authorities.
Very often, when the Group is confronted with increases in customs duties that affect the entire wine & spirits industry in a given country,
the authorities of the exporting country provide their diplomatic support to resolve the problem. As a result, European governments
have opened a dialogue with the US government to eliminate customs duties arising from the Airbus/Boeing dispute. This action led to
the ending of all customs duties concerned in the spring of 2021.
Furthermore, the Group’s diversification in terms of geographies and product categories mitigates the potential impact of tax risks.
(1) Note that this risk is also covered in Section 3.4.1.6 of the Non-Financial Information Statement.
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RISK FACTORS
2. Anti-alcohol environment and regulations (1)
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
The Group’s businesses throughout the world are subject to a
growing number of regulations. Regulatory decisions and changes
in legal and regulatory systems could have adverse impacts on
Pernod Ricard’s business, particularly in the areas of advertising
and promotions, labelling and access to distribution.
Regulatory decisions and changes in legal and regulatory
requirements in these areas could have a negative impact on
PernodRicard’s business:
advertising and promotions: regulatory authorities in the
countries in which the Group trades could impose restrictions
on advertising for alcoholic beverages (e.g. television
advertising or sponsorship of sports events). One effect of
these limitations would be to prevent or restrict the Group’s
ability to retain or recruit consumers for its brands in a
challenging competitive environment. Restrictions on
advertising freedom could also constrain the Group’s ability to
launch new innovations. They thus have a significant impact on
the Group’s business;
In almost all countries in the world, the production, import/export
and sale and distribution of alcohol are subject to special
regulations. These are constantly changing. Likewise, the
presentation or labelling, advertising and promotion of alcoholic
products are subject to increasingly strict regulations, the aim of
which is often to better inform consumers about the risks of
inappropriate alcohol use and sometimes even reduce their
alcohol consumption.
The religious, cultural and media context of each country leads to
wide variation in the regulation of alcoholic beverages. In general,
there is a movement towards greater constraints on this type of
product, its promotion or its distribution.
labelling: changes to labelling requirements for alcoholic
beverages could diminish the appeal of these products for
consumers, who might switch to other less tightly regulated
products, resulting in a decline in sales. Furthermore, such
changes could have the consequence of increasing costs,
thereby affecting the Group’s results; and
access to distribution: government authorities in countries in
which the Group operates may seek to restrict consumer
access to the Group’s products. For example, the prohibition of
alcohol in Bihar (India) led to the cessation of Pernod Ricard’s
activities in that State. Likewise, restrictions on channels,
hours or points of sale are occurring regularly in many
countries. These restrictions tend to shift consumption to
illegal or parallel distribution channels, which compete with
the Group’s lawful business.
RISK CONTROL AND MITIGATION
Pernod Ricard actively participates in public debates relating to the adoption of laws and regulations that affect the Group. The
Company’s teams promote the Group’s positions and solutions to local decision-makers and legislators. Pernod Ricard does this through
professional bodies to which it belongs, or directly when the subject specifically concerns the Group.
Pernod Ricard is also committed to ensuring that the products distributed are promoted responsibly and in line with the ethical
marketing or commercial standards agreed within the International Alliance for Responsible Drinking (IARD). Internal controls are in
place to ensure compliance with the Pernod Ricard Commercial Communication Code, which includes all the rules to which marketing
communications are subject.
In line with its CSR ambitions, Pernod Ricard also wants to be part of the players who are proactively changing legislation and practices,
by promoting alternatives to exclusively repressive solutions to treat alcohol abuse and which have not proven their effectiveness.
Currently, more than 150 initiatives to prevent the dangers of abusive or inappropriate consumption are developed by the Group
worldwide, alone or with partners. From 2021, a pictogram “prohibited to minors”, as well as a pictogram on the risk of excessive alcohol
consumption while driving, will be affixed to all bottles produced by the Group’s brands, three years ahead of the initial schedule (insofar
as the regulations in the country where they are sold allow it).
(1) Note that this risk is also covered in Section 3.2.2 of the Non-Financial Information Statement.
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RISK FACTORS
3. Major litigation
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Like other companies in the Wine & Spirits sector, the Group may
be the subject of legal action or other litigation and complaints
from consumers or government authorities. In addition, the Group
routinely faces litigation in the normal course of business.
Major litigation of any type could have an adverse impact on the
Group’s financial position (in the event of a fine or damages), or
the Group’s image and reputation due to media coverage and
posts on social networks, and may result in the loss of rights, in
particular intellectual property rights (in the event of the
cancellation of a trademark).
The Group records provisions for all disputes in which it is
involved and all risks it faces. At 30 June 2021, these provisions
totalled €366 million, compared with €431 million at 30 June 2020
(see Note 4.7 – Provisions to the consolidated financial statements).
RISK CONTROL AND MITIGATION
To avoid litigation, the Legal Department, in charge of the Group’s protection and defence, has implemented preventive measures.
Marketing and operational teams are made aware of legal issues on an ongoing basis, model agreements are made available, and the legal
teams provide support in the very early stages of projects. Legal functions have been established at the regional and local levels to ensure
better local monitoring. Furthermore, a quarterly report listing the major risks identified by local legal teams, particularly with regard to
compliance, counterfeiting, cyberattack, personal data and potential major disputes is sent to staff at head office, who are responsible for
coordination.
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RISK FACTORS
4. Counterfeiting/IP rights
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
The Group’s brands are one of the key aspects of its
competitiveness. However, they face various threats: unauthorised
reproduction, imitation, use of signs likely to create confusion in
the mind of the public, refilling of bottles with counterfeit liquids.
These issues remain crucial in various markets, and could pose
serious threats to consumers, including endangering their health.
In addition, the increasing sophistication of techniques for
unauthorised reproduction of the Group’s products can lead to
difficulties in authenticating them.
Fraudulent use of the Group’s brands damages its image and
reputation and impacts its development prospects and results,
and could cause consumers to shun the Group’s products if their
reliability is not guaranteed (in the case of refills) or if third
parties deliberately create confusion with the Group’s brands
(brand imitation). It also increases operating costs.
While avenues for legal recourse are generally satisfactory, it may
be difficult in some countries to obtain swift and dissuasive
sanctions against counterfeiters.
In the context of the Covid-19 pandemic, illegal traders are actively
seeking to take advantage of the measures put in place to combat
the spread of the virus. The closure of on-trade premises and
some official retail outlets, combined with legislation prohibiting
the production, import, distribution and sale of alcoholic
beverages in certain countries, has triggered a shift to online
demand (a distribution channel increasingly used by
counterfeiters), as well as a resurgence of black market activity.
This is of particular concern in India and South Africa.
RISK CONTROL AND MITIGATION
The protection and defence of the Group’s intellectual property rights is based on a triangular organisation established to maximise
desired efficiency while minimising costs.
First component: at the end of 2014, the Group set up a centralised team (the “Group Intellectual Property Hub”) dedicated notably to
protecting the brands. This team ensures the protection of rights and defends them against any attempt by third parties to file similar
rights in order to avoid confusion among consumers and the undermining or dilution of the Group’s brands.
Second component: the Brand Companies are in charge of proceedings brought against any counterfeit goods and/or imitations that
may be present in the markets.
Third component: a Brand Security team leads the fight against illicit trade in the Group’s products globally by coordinating all action
taken against counterfeiting and other forms of trafficking. This action takes the form of investigations on the ground or online, and legal
action combined with initiatives to raise awareness among local authorities. In the context of the Covid-19 pandemic, the Brand Security
team has stepped up its general monitoring of online sales platforms and social media. Many counterfeiting production facilities have
also been dismantled with the help of local authorities, particularly in India and China. Lobbying has also been undertaken jointly with the
Public Affairs teams and the Transnational Alliance to Combat Illicit Trade (TRACIT) to raise government awareness of the impact of
measures taken on illicit trade during the lockdown. Lastly, the Brand Security team is also involved in the development of
technical/technological measures to improve the protection of the Group’s products. Examples of such measures include a scheme based
on the principle of the smart bottle, introduced in strategic markets such as China, which enables consumers to check the authenticity of
the Group’s products using a QR code integrated into the packaging. In addition, a platform identifying local legislation that could
encourage illicit trade was set up in conjunction with industry stakeholders to identify high-risk regions and take the necessary action
during the Covid-19 pandemic.
The defence of intellectual property rights also involves operational staff, who are called on to identify imitations (products/brands)
in the field and to pass on all necessary information to the aforementioned teams for action.
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RISK FACTORS
IV. Financial risks
The Group’s main financial risks are market, credit and liquidity
risks. They are subject to risk management policies and
procedures put in place to measure and manage them and
reduce their occurrence or impact.
make-whole option provided for in the contract, for an equivalent
amount). This transaction made it possible to substantially
extend the average maturity of the Group’s bond debt.
As of 30 June 2021, the Group’s cash position stood at €2.1 billion,
plus €3.4 billion in undrawn secured credit lines, including a
€600 million revolving credit line set up in March 2020.
In an economic context that remains uncertain and in order to
manage the liquidity risk that may result from the repayment of
financial liabilities at their contractual maturity, Pernod Ricard
has taken precautionary measures to ensure sufficient liquidity
to meet its needs and continues to diversify its sources of
financing, thereby limiting dependence on various lenders.
The Credit Agreements also set out obligations, including a
commitment to provide lenders with adequate information,
compliance with a solvency ratio at each half-year end (which
must be less than or equal to 5.25) and compliance with certain
commitments customary in this type of credit agreement
(including the maintenance of the credit’s pari passu ranking).
Thus, the Group anticipated the refinancing of a portion of its
Bonds in US dollars in October 2020 (issuance and early
redemption of existing Bonds in US dollars via the exercise of the
1. Foreign exchange risk (1)
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Due to its international footprint, the Group is naturally exposed
to fluctuations in foreign currencies (excluding the euro, its
functional and reporting currency) in which its operations are
carried out (transaction and translation risks) and in which its
assets and liabilities are denominated.
Fluctuations of this nature may therefore have an impact on
Pernod Ricard’s results and shareholders’ equity.
They include:
conversion risk for the financial statements of consolidated
affiliates with a functional currency other than the euro; and
operational risks on operating cash flows not denominated in
the entities’ functional currency.
Moreover, fluctuations in currencies against the euro (notably
the US dollar) may impact the nominal amount of these debts
and the financial expense reported in euros in the consolidated
financial statements, and this could affect the Group’s reported
results.
RISK CONTROL AND MITIGATION
As a rule, it is Group policy to invoice end customers in the functional currency of the distributing entity. The resulting net foreign
exchange exposures are hedged by the use of forward transactions.
Residual risk may be partially hedged by the use of financial derivatives (forward purchases, forward sales or options) intended to hedge
highly probable receivables or payables or to secure the receipt of dividends.
For asset risk, financing foreign currency-denominated assets acquired by the Group with debt in the same currency provides natural
hedging.
2. Interest rates risk (1)
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Pernod Ricard is exposed to changes in interest rates on its
financial liabilities and its liquid assets; such changes may have a
positive or negative effect on its financial expense.
The Group is naturally affected by changes in interest rates in its
functional currency and, more marginally, by changes in the
interest rates of other currencies contributing to its consolidated
Net debt.
As of 30 June 2021, the Group’s debt consisted of floating-rate
debt (8%) and fixed-rate debt (92%), to which should be added a
hedging portfolio intended to limit the negative effects of interest
rate fluctuations.
A rise or fall of 50 basis points in interest rates (euro or US dollar)
would result in an increase or decrease of €5 million in the cost of
net financial debt.
RISK CONTROL AND MITIGATION
As part of its financial policy, Pernod Ricard seeks to limit interest rate risk by focusing on fixed-rate funding for a significant portion of
its financial debt.
(1) Note 4.9 to the consolidated financial statements.
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RISK FACTORS
3. Credit risk (1)
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
Credit risk for the Group is dominated by the risk of financial loss
stemming from a default (cash flow difficulties or liquidation)
among customers indebted to a Group affiliate. Although the
effects of the Covid-19 pandemic have severely affected some of
the Group’s customers in particular those operating in the
hospitality and nightclub sectors the rate of non-recovery of
receivables remained extremely low.
The non-recovery of a commercial receivable in the event of
non-payment or liquidation of customers would have a negative
impact on the Group’s financial statements.
RISK CONTROL AND MITIGATION
The diversity and multiplicity of the Group’s distribution network, spread over many countries, and the diversification of the main
customers from the large retail sector, limit its exposure.
Moreover, internal procedures are in place to assess the financial health of the Group’s customers and adapt credit terms and activity as
appropriate.
Lastly, risk of this nature is limited by the subscription of credit insurance with the standard guarantees. The Group’s risk hedging policy
is based on the partial transfer of risk to insurers.
4. Pensions (2)
RISK IDENTIFICATION AND DESCRIPTION
POTENTIAL IMPACTS ON THE GROUP
The Group’s unfunded pension obligations amounted to
€477 million as of 30 June 2021. During FY21, the Group’s
contributions to pension plans totalled €63 million.
The asset/liability balance is subject to, among other factors,
the performance of invested assets. A liquidity crisis or major
financial shock could significantly undermine the performance of
financial assets and jeopardise the asset/liability balance.
A pronounced asset/liability imbalance may require an increase
in the Group’s pension liabilities recognised in the balance sheet
and result in an increase in the allowance for retirement
provisions. This could have a significant negative impact on the
Group’s financial results.
The Group’s pension obligations are for the most part covered by
balance sheet provisions and partially covered by pension funds
or insurance. The amount of these provisions is based on certain
actuarial assumptions, including, for example, discounting factors,
demographic trends, pension trends, future salary trends and
expected returns on plan assets.
RISK CONTROL AND MITIGATION
Specific governance and a management policy have been implemented and are regularly reviewed in line with the risk profile of the
Group’s various pension plans. The investment strategy is subject to frequent review in order to minimise the volatility of assets.
The buy-in transaction achieved for the largest of the Group's Pension Fund in September 2019 is a concrete example of the active
derisking strategy. The Fund’s Trustee has purchased an insurance policy from a highly rated and well established insurance company
to cover the majority of the pensions obligations. The insurance policy therefore reduces the Group’s exposure on that Fund to funding
deficits arising from market risks, including inflation and interest rate risks, and longevity risks.
In addition, defined benefit plans (mainly affiliates in North America, the United Kingdom and the rest of Europe) are subject to an annual
actuarial valuation on the basis of country-specific assumptions.
(1) Note 4.9 to the consolidated financial statements.
(2) Note 4.7 to the consolidated financial statements.
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____ 4. RISK MANAGEMENT
INSURANCE AND RISK COVERAGE
4.3
Insurance and risk coverage
For Pernod Ricard, insurance is a solution for the financial
transfer of major risks facing the Group. This transfer is
accompanied by a policy of prevention to reduce risk as much as
possible. The Group evaluates its risks with care in order to
fine-tune the level of coverage of the risks it incurs.
The Group has two types of coverage: Group insurance
programmes and local policies. The programmes at Group level
are monitored by the Internal Audit Director who coordinates
the insurance and risk management policy, and also by a person
in charge of monitoring industrial risk prevention.
4.3.1
Insurance policies
In order to cover the main risks, Pernod Ricard has set up
international insurance programmes for all Group affiliates,
barring exceptions due to local regulatory constraints in certain
countries or as a result of more attractive conditions offered by
the local market. These programmes provide the following
coverage:
environmental liability;
Directors’ civil liability;
damage during transport (and storage); and
fraud/cybersecurity.
Moreover, credit insurance programmes are in place, aimed at
reducing the risks associated with trade receivables.
property damage and business interruption losses;
operating/product liability, including costs and losses incurred
by the Group due to accidental and/or criminal contamination;
Some affiliates have contracted additional insurance to meet ad
hoc needs (for example, vineyard insurance, car fleet insurance,
etc.).
4.3.2
Coverage
Type of insurance
Coverage and limits on the main insurance policies (1)
Damage to property and operating losses
Coverage: fully comprehensive (except exclusions).
Basis of compensation:
replacement value for moveable property and real estate, except for
certain affiliates, which have exceptionally chosen, with the contractual
agreement of the insurers, to provide for another basis of compensation;
cost price for inventories, except for certain maturing inventories that are
insured at replacement value or net carrying amount plus a fixed margin
(tailored to each company);
business interruption losses with a compensation period generally
between 12 and 36 months depending on the Company.
Limits on compensation:
main compensation limit of €1,050 million, covering all damage and
business interruption losses. The programme includes additional limits,
for example to cover natural events;
furthermore, a captive insurance company provides insurance coverage
for an amount of €3 million per claim with a maximum commitment
of €5 million per annum.
General civil liability (operating and product liability)
Product contamination
Fully comprehensive coverage (except for exclusions) for damage caused
to third parties for up to €220 million per year of insurance.
Coverage taken out under the general civil liability programme for recall
expenses, the cost of the relevant products, business interruption and
outlay on rebuilding Pernod Ricard’s image following accidental or criminal
contamination of products that could endanger persons or property:
coverage of up to €45 million per year.
General environmental liability
Directors’ civil liability
Transport
Coverage for environmental damage of up to €30 million.
Coverage of up to €150 million per year of insurance.
Coverage of up to €20 million per claim.
Fraud/Cybersecurity
Coverage of up to €35 million per year, with a cyber-insurance sub-limit
of €20 million.
Credit
Coverage differs depending on the affiliate and the programme, with total
cover rising to a maximum of €180 million. It can also be partially
transferred under a programme to sell receivables.
(1) The figures shown are the main limits for the year ended 30 June 2021. Changes have been negotiated for FY22. Some contracts provide specific limits for certain
aspects of coverage.
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RISKS AND DISPUTES: PROVISIONING PROCEDURE
4.3.3
Resources provided by the Group to manage the consequences of a claim,
especially in the case of an industrial accident
If a claim were to be filed affecting Pernod Ricard or a Group company, especially in the case of an industrial accident, the Group or the
company in question would rely on its brokers and insurers and all service providers as required to ensure the effective management
and resolution of the claim. All these players have the experience and means required for managing exceptional situations.
4.4
Risks and disputes: provisioning procedure
As part of its commercial activities, Pernod Ricard is involved in legal actions and subject to tax, customs and administrative audits.
The Group only records provisions for risks and contingencies when it is likely that a current obligation stemming from a past event will
require the payment of an amount that can be reliably estimated. The amount of the provision is the best estimate of the outflow of
resources required to extinguish this liability. Provisions accordingly involve an assessment by Group Management.
4.5
Financial and accounting information
4.5.1
Preparation of the Group’s consolidated financial statements
In addition to the management information described above, the
Group prepares half-year and annual consolidated financial
statements. This process is managed by the Consolidation
Department attached to the Group’s Finance Department, as
follows:
preparation of the consolidated financial statements on the
basis of the information provided, to cover the entire scope of
consolidation; and
use of a single software package by Group affiliates. The
maintenance of this software package and user training are
carried out by the Group’s Finance Department, with
occasional assistance from external consultants.
communication of the main Group accounting and financial
policies through a procedures manual;
preparation of specific instructions by the Consolidation
Department, including a detailed timetable, and issuance to
the affiliates prior to each consolidation;
In addition, consolidated affiliates sign a letter of representation
addressed to the Statutory Auditors, which is also sent to the
Headquarters. This letter is binding on the Senior Management
of each consolidated affiliate with regard to the accuracy and
completeness of the financial information sent to the
Headquarters in respect of the consolidation process.
consolidation by sub-group;
4.5.2
Preparation of Pernod Ricard’s Parent Company financial statements
Pernod Ricard prepares its financial statements in accordance with applicable laws and regulations. It prepares the consolidation
package in accordance with the instructions received from the Company’s Finance Department.
Paris, 20 September 2021
Mr Alexandre Ricard
Chairman and CEO
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____ 4. RISK MANAGEMENT
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SECTION ——— 05
MANAGEMENT
REPORT
5.1
KEY FIGURES FROM THE CONSOLIDATED
FINANCIAL STATEMENTS FOR THE YEAR
ENDED 30 JUNE 2021
5.3
5.4
5.5
5.6
NET DEBT
179
179
180
174
174
174
175
175
OUTLOOK
5.1.1 Income statement
5.1.2 Balance sheet
5.1.3 Net financial debt
5.1.4 Cash Flow statement
RECENT DEVELOPMENTS
DEFINITIONS AND RECONCILIATION
OF NON-IFRS MEASURES TO IFRS
MEASURES
180
180
180
180
180
180
5.2
ANALYSIS OF BUSINESS ACTIVITY
AND RESULTS
5.6.1 Organic growth
5.6.2 Free Cash Flow
5.6.3 “Recurring” indicators
5.6.4 Net debt
176
5.2.1 Presentation of results
5.2.2 Organic net sales growth of Strategic
International Brands
5.2.3 Contribution after advertising and promotion
5.2.4 Profit from recurring operations
5.2.5 Financial income/(expense) from recurring
operations
176
177
178
178
5.6.5 EBITDA
5.7
MATERIAL CONTRACTS
181
181
181
5.7.1 Significant contracts not related to financing
5.7.2 Financing contracts
178
5.2.6 Group share of net profit from recurring
operations
178
178
5.2.7 Group share of net profit
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____ 5. MANAGEMENT REPORT
KEY FIGURES FROM THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021
5.1
Key figures from the consolidated financial statements for the year
ended 30 June 2021
5.1.1
Income statement
(€ million)
30.06.2020
8,448
5,086
(1,327)
3,759
2,260
978
30.06.2021
8,824
5,293
(1,393)
3,900
2,423
2,361
(371)
Net sales
Gross margin after logistics expenses
Advertising and promotion expenses
Contribution after advertising and promotion
Profit from recurring operations
Operating profit
Financial income/(expense)
Corporate income tax
(366)
(258)
(667)
Share of net profit/(loss) of associates and net profit from assets held for sale
NET PROFIT
(3)
(4)
350
1,318
Of which:
Non-controlling interests
21
329
13
1,305
Attributable to owners of the parent
EARNINGS PER SHARE – BASIC (€)
EARNINGS PER SHARE – DILUTED (€)
1.25
1.24
5.00
4.99
5.1.2
Balance sheet
(€ million)
30.06.2020
30.06.2021
Assets
Non-current assets
21,953
16,576
9,485
87
21,816
16,230
10,321
11
Of which intangible assets and goodwill
Current assets
Assets held for sale
TOTAL ASSETS
31,525
32,147
Liabilities
Consolidated shareholders’ equity
Non-current liabilities
14,211
12,735
4,563
16
15,075
12,854
4,218
0
Current liabilities
Liabilities held for sale
TOTAL LIABILITIES AND SHAREHOLDER’S EQUITY
31,525
32,147
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____ 5. MANAGEMENT REPORT
KEY FIGURES FROM THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021
5.1.3
Net financial debt
(€ million)
30.06.2020
8,791
1,103
(53)
30.06.2021
8,894
192
Gross non-current financial debt
Gross financial debt from recurring operations
Non-current derivative instruments – assets
Current derivative instruments – assets
Non-current derivative instruments – liabilities
Current derivative instruments – liabilities
Cash and cash equivalents
(65)
(3)
-
-
-
-
-
(1,935)
7,902
522
(2,078)
6,944
508
NET FINANCIAL DEBT EXCLUDING LEASE LIABILITY
Lease liabilities
NET FINANCIAL DEBT
8,424
830
7,452
1,628
Free Cash Flow (1)
(1) The calculation of Free Cash Flow is set out in Note 5.3 – Net debt of the management report.
5.1.4
Cash Flow statement
(€ million)
30.06.2020
2,423
(335)
(474)
(433)
1,181
(936)
795
30.06.2021
2,738
(315)
Self-financing capacity before financing interest and taxes
Net interest paid
Net income tax paid
(371)
Decrease/(increase) in working capital requirements
Net change in cash flow from operating activities
Net change in cash flow from investment activities
Net change in cash flow from financing activities
Cash flow from discontinued operations
(54)
1,999
(486)
(1,412)
-
(3)
Effect of exchange rate changes
(26)
43
CASH AND CASH EQUIVALENTS AT START OF PERIOD
CASH AND CASH EQUIVALENTS AT END OF PERIOD
923
1,935
2,078
1,935
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____ 5. MANAGEMENT REPORT
ANALYSIS OF BUSINESS ACTIVITY AND RESULTS
5.2
Analysis of business activity and results
FY21 saw very robust and diversified growth, driven by Must-Win
markets, with United States and China achieving record sales of
over $2 billion and €1 billion respectively. Premiumisation was
strong, thanks to the growth of Strategic International Brands
and Specialty Brands. Pernod Ricard gained market share in
most key markets.
special attention to the price effect and operational
excellence initiatives,
maintaining a high level of advertising and promotional
spend of around 16% of net sales, with strong decisions to
support priority brands and markets, while stimulating
innovation,
The transformation momentum is powerful, with significant
investments in priority brands and markets, good progress in
digital transformation, fast growth in e-commerce (+63%) and the
acceleration of the Sustainability & Responsibility 2030 roadmap.
structural cost discipline, making it possible to invest in
priorities while maintaining an agile organisation, with
growth below that of net sales,
improvement in the operating margin of around 50-60 bps
per year, as soon as net sales are in the +4% to +7% range;
Performance was excellent and resource management dynamic:
the +213 bps improvement in the operating margin was
significant. Cash performance was exceptional: the Net
debt/EBITDA ratio decreased to 2.6x.
Financial policy priorities, while maintaining an investment
grade rating, are:
investment in future organic growth, in particular through
strategic stocks and capex,
The Transform & Accelerate strategy launched in 2018 produced
significant results. The consumer trends that underpinned this
strategy are now more relevant than ever. As a result, Pernod
Ricard is continuing its transformation to become The
Conviviality Platform. This strategy aims to maximise long-term
value creation, with the following medium-term ambition (in a
normalised context):
continued active portfolio management, including
value-creating M&A transactions,
dividend pay-out ratio of around 50% of Net profit from
recurring operations,
share buyback programme (which will resume in FY22).
Embed dynamic growth and deliver operating leverage:
A detailed presentation of the strategy will take place during a
Capital Market Day in FY22.
net sales growth of between +4% and +7%, leveraging
competitive advantages and continuous investment behind
key priorities,
5.2.1
Presentation of results
5.2.1.1
Group net profit per share from recurring operations – diluted
(€ million)
30.06.2020
2,260
30.06.2021
2,423
Profit from recurring operations
Financial income/(expense) from recurring operations
Corporate income tax on recurring operations
(328)
(262)
(468)
(526)
Net profit from discontinued operations, non-controlling interests and share of net profit
from equity associates
(25)
1,439
5.45
(24)
1,612
6.16
GROUP NET PROFIT FROM RECURRING OPERATIONS (1)
GROUP NET PROFIT PER SHARE FROM RECURRING OPERATIONS – DILUTED (€)
(1) Recurring operating income after taking into account current financial expenses, current income tax, income from equity associates, and income from
discontinued operations or operations held for sale.
5.2.1.2 Profit from recurring operations
Group
(€ million)
30.06.2020 30.06.2021
Reported growth
Organic growth (1)
Net sales
8,448
5,086
(1,327)
3,759
8,824
5,293
376
4%
4%
5%
4%
7%
810
550
(116)
434
415
10%
11%
9%
Gross margin after logistics expenses
Advertising and promotion expenses
Contribution after advertising and promotion
PROFIT FROM RECURRING OPERATIONS
(1) Organic growth, defined in note 5.5.1 Organic growth.
206
(66)
141
(1,393)
3,900
2,423
12%
18%
2,260
163
176
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 5. MANAGEMENT REPORT
ANALYSIS OF BUSINESS ACTIVITY AND RESULTS
Americas
(€ million)
30.06.2020 30.06.2021
Reported growth
Organic growth (1)
Net sales
2,449
1,599
(461)
1,138
718
2,627
1,699
(470)
1,229
803
178
7%
6%
336
260
(39)
221
14%
16%
9%
Gross margin after logistics expenses
Advertising and promotion expenses
Contribution after advertising and promotion
PROFIT FROM RECURRING OPERATIONS
(1) Organic growth, defined in note 5.5.1 Organic growth.
100
(9)
91
2%
8%
19%
27%
85
12%
194
Asia/Rest of World
(€ million)
30.06.2020 30.06.2021
Reported growth
Organic growth (1)
Net sales
3,467
1,969
(517)
1,452
938
3,640
2,060
(542)
1,518
996
173
5%
5%
5%
5%
6%
372
219
(44)
175
11%
11%
9%
Gross margin after logistics expenses
Advertising and promotion expenses
Contribution after advertising and promotion
PROFIT FROM RECURRING OPERATIONS
(1) Organic growth, defined in note 5.5.1 Organic growth.
91
(25)
66
12%
16%
58
148
Europe
(€ million)
30.06.2020 30.06.2021
Reported growth
Organic growth (1)
Net sales
2,532
1,519
(349)
1,169
605
2,557
1,534
(381)
1,153
624
26
15
1%
1%
101
71
4%
5%
Gross margin after logistics expenses
Advertising and promotion expenses
Contribution after advertising and promotion
PROFIT FROM RECURRING OPERATIONS
(1) Organic growth, defined in note 5.5.1 Organic growth.
(32)
(17)
19
9%
-1%
3%
(33)
38
9%
3%
73
12%
5.2.2
Organic net sales growth of Strategic International Brands
Organic
growth (1)
in net sales Volume growth
Volumes
30.06.2020
Volumes
30.06.2021
In millions of 9-litre cases
Price/mix
3%
Absolut
10.3
3.7
10.5
3.6
7.6
5%
3%
2%
-1%
6%
Chivas Regal
4%
Ballantine’s
7.2
1%
-5%
-3%
1%
Ricard
4.2
7.6
4.2
8.6
4.3
4.8
2.9
2.4
1.4
-1%
15%
-4%
24%
-5%
24%
19%
-6%
12%
5%
1%
Jameson
14%
3%
Havana Club
4.2
3.9
3.1
-7%
2%
Malibu
22%
-6%
20%
16%
-12%
12%
6%
Beefeater
2%
Martell
2.0
1.2
3%
The Glenlivet
3%
Royal Salute
0.2
0.6
0.3
48.3
0.2
0.7
0.3
51.5
6%
Mumm
0%
Perrier-Jouët
0%
STRATEGIC INTERNATIONAL BRANDS
(1) Organic growth, defined in note 5.5.1 Organic growth.
11%
7%
4%
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
177
____ 5. MANAGEMENT REPORT
ANALYSIS OF BUSINESS ACTIVITY AND RESULTS
FY21 net sales increased in all regions:
5.2.4
Profit from recurring operations
America: +14%, excellent diversified growth with the United
Profit from recurring operations amounted to €2,423 million in
FY21, with organic growth of +18.3% (+7.2% as reported) and a very
strong improvement in the operating margin of +213 bps.
States, Canada and South America offsetting the decline in
Travel Retail;
Asia/Rest of the World: +11%, very strong growth driven mainly
by China, Korea and Turkey, and to a lesser extent India;
Structure costs improved by +136 bps, reflecting strict resource
management and the impact of the reorganisations in FY20.
A significant increase is expected in FY22 to support future
growth.
Europe: +4%, dynamic recovery thanks to the United Kingdom,
Germany and Eastern Europe, but decline in Spain, Ireland
and Travel Retail.
Profit from recurring operations includes +€28 million related to
the US Drawback.
By category:
Strategic International Brands: +11%, very strong recovery in
Exchange rates had a negative impact on Profit from recurring
operations: -€255 million, due to the depreciation of the US dollar
and emerging currencies against the Euro.
activity, mainly driven by Martell in China and Jameson in the
United States;
Strategic Local Brands: +7%, driven by the upturn in Seagram’s
Indian Whiskies, Kalhua, Passport and Ramazzotti;
5.2.5
Financial income/(expense)
from recurring operations
Specialty Brands: +28%, growth still very buoyant for Lillet,
Aberlour, Malfy, American whiskeys, Avion and Redbreast;
Strategic Wines: stable, with Campo Viejo growing but a
decline for Jacob’s Creek and Kenwood.
Financial expenses from recurring operations reached
€262 million, a fall of €66 million compared to the previous year,
mainly due to the success of bond refinancing at more favourable
rates and, to a lesser extent, a positive FX effect.
5.2.3
Contribution after advertising
and promotion
5.2.6
Group share of net profit
from recurring operations
Gross margin improved by +64 bps:
the price effect was stable, due to a more limited number of
price increases in the context of Covid;
The tax rate for profits from recurring operations in FY21 was
24.3%, in line with the rate for FY20, with the geographical mix
effect offsetting the positive effect of the reduction in the tax rate
in France.
the absorption of fixed costs improved, due to volume growth
and savings linked to operational excellence initiatives.
The ratio of advertising and promotional expenses to net sales
was around 16%, thanks to targeted investments, with a rapid
response to changes in the dynamics between distribution
channels and reinvestment in markets and categories that are
returning to growth.
Group net profit from recurring operations amounted to
€1,612 million, with growth of +12% as reported, compared to
FY20.
5.2.7
Group share of net profit
Group net profit amounted to €1,305 million, up by +297% as
reported, a very sharp increase, due to a favourable basis of
comparison on non-recurring operating expenses, in particular
asset impairment of €1 billion in FY20.
178
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 5. MANAGEMENT REPORT
NET DEBT
5.3
Net debt
Reconciliation of net financial debt the Group uses net financial debt in the management of its cash and its Net debt capacity. A
reconciliation of the net financial debt and the main balance sheet items is provided in Note 4.9 – Financial instruments in the Notes to
the annual consolidated financial statement. The following table shows the change in Net debt over the year:
(€ million)
30.06.2020
2,260
(1,283)
350
30.06.2021
Profit from recurring operations
Other operating income/(expenses)
2,423
(62)
367
78
Depreciation of fixed assets
Net change in impairment of goodwill, property, plant and equipment and intangible assets
1,007
97
Net change in provisions
(80)
1
Fair value adjustments on commercial derivatives and biological assets
(3)
Net (gain)/loss on disposal of assets
(27)
(16)
28
Expenses related to share-based payments
23
SUB-TOTAL OF DEPRECIATION AND AMORTISATION, CHANGE IN PROVISIONS
AND OTHER
1,446
2,423
(433)
(809)
(352)
830
377
2,738
(54)
SELF-FINANCING CAPACITY BEFORE FINANCING INTEREST AND TAX
Decrease/(increase) in working capital requirements
Net interests and tax payments
(686)
(370)
1,628
1,745
(116)
-
Net acquisitions of non-financial assets and others
FREE CASH FLOW
Of which recurring Free Cash Flow
1,003
(587)
-
Net acquisitions of financial assets and activities and other
Change in scope of consolidation
Capital increase and other changes in shareholders’ equity
-
-
Dividends and interim dividends paid
(849)
(526)
(1,374)
(1,132)
(69)
(704)
(20)
(Acquisition)/disposal of treasury shares
SUB-TOTAL DIVIDENDS, PURCHASE OF TREASURY SHARES AND OTHER
DECREASE/(INCREASE) IN DEBT (BEFORE FOREIGN EXCHANGE IMPACT)
Effect of exchange rate changes
(724)
788
265
Non-cash effect on lease debt
(603)
(1,804)
(6,620)
(8,424)
(81)
DECREASE/(INCREASE) IN DEBT (AFTER FOREIGN EXCHANGE IMPACT)
Net debt at beginning of period
972
(8,424)
(7,452)
Net debt at end of period
5.4
Outlook
For FY22, Pernod Ricard expects:
significant advertising and promotional investments and
structure costs, to seize reinvestment opportunities and
support future growth;
continued strong sales momentum in FY22, supported by the
recovery of On-trade, the resilience of Off-trade, the
momentum in e-commerce, and a very gradual return to
travel, despite the health restrictions;
continued implementation of a clear strategy and digital
transformation;
a very dynamic first quarter, on a low comparison basis;
resumption of the share buyback programme (circa
€0.5 billion).
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
179
____ 5. MANAGEMENT REPORT
RECENT DEVELOPMENTS
5.5
Recent developments
On 31 August 2021, the Group entered into an agreement to
acquire a minority stake in Sovereign Brands, owner of a rapidly
growing portfolio of super-premium wine and spirits brands.
The latter comprises mainly the brands Luc Belaire (French
sparkling wines), Bumbu (a range of rum-based products from
the Caribbean), the Brazilian gin McQueen and the Violet Fog,
and the French liqueur Villon. This equity investment is the first
step in a long-term partnership aimed at generating commercial
opportunities between Sovereign Brands and Pernod Ricard,
such as the study of possible joint industrial and commercial
projects.
5.6
Definitions and reconciliation of non-IFRS measures to IFRS
measures
Pernod Ricard’s management process is based on the following
non-IFRS measures which are chosen for planning and reporting.
The Group’s management believes these measures provide
valuable additional information for users of the financial
statements in understanding the Group’s performance. These
non-IFRS measures should be considered as complementary to
the comparable IFRS measures and reported movements
therein.
5.6.3
“Recurring” indicators
The following three measures represent key indicators for the
measurement of the recurring performance of the business,
excluding significant items that, because of their nature and their
unusual occurrence, cannot be considered as inherent to the
recurring performance of the Group:
Recurring Free Cash Flow
Recurring Free Cash Flow is calculated by restating Free
Cash Flow from non-recurring items.
5.6.1
Organic growth
Profit from recurring operations
Organic growth is calculated after excluding the impacts of
exchange rate movements and acquisitions and disposals.
Profit from recurring operations corresponds to the
operating profit excluding other non-current operating
income and expenses.
Exchange rates impact is calculated by translating the current
year results at the prior year’s exchange rates.
Group share of net profit from recurring operations
For acquisitions in the current year, the post-acquisition results
are excluded from the organic movement calculations. For
acquisitions in the prior year, post-acquisition results are
included in the prior year but are included in the organic
movement calculation from the anniversary of the acquisition
date in the current year.
Group net profit from recurring operations corresponds to
net profit attributable to equity holders of the parent before
other non-recurring operating income and expenses,
non-recurring financial income and expenses and
non-recurring income taxes.
Where a business, brand, brand distribution right or agency
agreement was disposed of or terminated in the prior year, the
Group excludes in the organic movement calculations the results
for that business from the prior year. For disposals or
terminations in the current year, the Group excludes the results
for that business from the prior year from the date of the disposal
or termination.
5.6.4 Net debt
Net financial debt, as defined and used by the Group,
corresponds to total gross financial debt (translated at the
closing rate), including lease liabilities and derivatives designated
as fair value hedges and net foreign currency asset hedges
(hedging of net investments and similar), less cash and cash
equivalents.
This measure enables the Group to focus on the performance of
the business which is common to both years and which
represents those measures that Local Managers are most
directly able to influence.
5.6.5
EBITDA
EBITDA stands for “earnings before interest, taxes, depreciation
and amortisation”. EBITDA is an accounting measure calculated
using the Group’s profit from recurring operations excluding
depreciation and amortisation on operating fixed assets.
5.6.2
Free Cash Flow
Free Cash Flow comprises the net cash flow from operating
activities, aggregated with the proceeds from disposals of
property, plant and equipment and intangible assets and after
deduction of the capital expenditures.
180
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 5. MANAGEMENT REPORT
MATERIAL CONTRACTS
5.7
Material contracts
The Credit Agreements also set out obligations, including
a commitment to provide lenders with adequate information,
compliance with a solvency ratio at each half-year end as
mentioned hereunder (the Solvency Ratio”), and compliance
with certain commitments customary in this type of credit
agreement (including the maintenance of the credit’s pari passu
ranking).
5.7.1
Significant contracts not related
to financing
5.7.1.1
Suntory
In 1988, Allied Domecq entered into a series of agreements with
Suntory Ltd, one of Japan’s leading producers and distributors
of spirits. One of the provisions of these agreements concerned
the creation of a joint-venture company in Japan called Suntory
Allied Ltd, in which 49.99% of the capital and voting rights are
owned by Allied Domecq and 50.01% by Suntory Ltd. Suntory
Allied Ltd was granted the exclusive distribution rights for
certain Allied Domecq brands in Japan until 31 March 2029.
5.7.2.2 Solvency ratio (total consolidated Net
debt/consolidated EBITDA)
The Solvency Ratio must be 5.25 or less. At 30 June 2021, the
Group was compliant with this solvency ratio (see “Liquidity
risks” in this management report).
The management of Suntory Allied Ltd is jointly controlled by
Pernod Ricard, as successor-in-interest to Allied Domecq,
and Suntory Ltd.
The Credit Agreements incorporate the main terms of the 2012
syndicated Credit Agreement and, in addition, provide for
certain cases of voluntary or compulsory early repayment
obligations, depending on circumstances, which are standard
practice for credit agreements of this kind (including
non-compliance with commitments, change of control and cross
default). The Credit Agreements also contain a clause under
which the taking of control of Pernod Ricard by any other person
or group of persons acting in concert (other than Société Paul
Ricard or any group of persons acting in concert with Socié
Paul Ricard) is likely to constitute grounds for compulsory early
repayment.
5.7.2
Financing contracts
5.7.2.1 Credit Agreements
2017 Credit Agreement (syndicated credit)
As part of the refinancing of the bank debt taken out in 2012 to
cover the Group’s short-term financing requirements, Pernod
Ricard and certain of its affiliates signed a new five-year
€2.5 billion revolving credit facility (the Credit Agreement”)
on 14 June 2017. As the extension options to six or seven years
have been activated, this agreement now expires in 2024.
5.7.2.3 Bond issuance
The Group has issued Bonds (the “Bonds”) through (i) Pernod
Ricard, and (ii) Pernod Ricard Finance LLC, a wholly-owned
affiliate of Pernod Ricard, whose issues are secured by Pernod
Ricard.
The obligations of each of the borrowers under the Credit
Agreement are guaranteed by Pernod Ricard. No security
interest (sûreté réelle) was granted under the terms of the Credit
Agreement.
The nominal amount of the Bonds and the interest thereon
constitute direct, unsubordinated and unsecured obligations of
the issuer in question, ranking equally amongst themselves and
pari passu with all other unsecured and unsubordinated debt,
present and future, of said issuer. In addition, Pernod Ricard and
Pernod Ricard Finance LLC have undertaken not to grant any
security interests in respect of Bonds or other debt securities
admitted, or liable to be admitted, to trading on a regulated
market, an over-the-counter market or other stock exchange
unless the Bonds benefit from similar collateral or other
collateral approved, as the case may be, by the mass of
bondholders (Pernod Ricard) or by the meeting of bondholders
(Pernod Ricard Finance LLC).
2020 Credit Agreement (bilateral credit)
On 23 March 2020, Pernod Ricard and Pernod Ricard Finance
signed a bilateral revolving credit facility (as amended by an
amendment dated 9 April 2020, the Bilateral Credit
Agreement”, together with the Credit Agreement, the Credit
Agreements”) in a principal amount of €600 million, for an initial
period of 12 months, with the option for a 12-month extension to
be activated during the financial year.
The obligations of Pernod Ricard Finance under the Bilateral
Credit Agreement are guaranteed by Pernod Ricard. No security
interest (sûreté réelle) was granted under the terms of the
Bilateral Credit Agreement.
These bond issuances include a clause regarding change of
control, which could lead to the compulsory early repayment of
Bonds upon request of each bondholder in the event of a change
of control of Pernod Ricard (benefitting a person or a group of
persons acting in concert) and leading to a deterioration in
Pernod Ricard’s financial rating.
Provisions of the Credit Agreements
The Credit Agreements contain customary representations and
warranties, as well as the usual restrictive covenants contained in
such contracts, notably restricting the ability of some Group
companies (subject to certain exceptions) to pledge their assets
as security interest, alter the general nature of the Group’s
activities or carry out certain acquisition transactions.
In addition, these Bonds may be redeemed early if certain
customary events of default arise.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
181
____ 5. MANAGEMENT REPORT
MATERIAL CONTRACTS
Amount
(US$
thousands) (€ thousands)
Allocation of
net proceeds
of the issue
Amount
Repayment
Maturity date dates
Place of issue
Nominal value
Rate
USD bond
of 12.01.2012
850,000
Private
placement
for institutional of US$ 1,000
US$ 150,000
(with multiples
15.01.2042
Payable
annually
in arrears
Repayment
of part
of the 2008
Annual
fixed
rate of
investors,
in excess
of this amount)
on 15 January syndicated loan 5.50%
and subject
to New York
State (United
States) law
and 15 July
denominated
in US dollars
USD bond
of 12.01.2012
800,000
Private
placement
for institutional of US$ 1,000
US$ 150,000
(with multiples
15.07.2022
Payable
annually
in arrears
Repayment
of part
of the 2008
Annual
fixed
rate of
investors,
in excess
of this amount)
on 15 January syndicated loan 4.25%
and subject
to New York
State (United
States) law
and 15 July
denominated in
US dollars
EUR bond
of 29.09.2014
650,000
500,000
Regulated
market
of Euronext
Paris
100,000
100,000
100,000
27.09.2024
28.09.2023
18.05.2026
08.06.2026
Payable
annually
in arrears on
27 September maturity of the
Group’s debt
Repayment
of bond debt
to extend the
Annual
fixed
rate of
2.125%
EUR bond
of 28.09.2015
Regulated
market
of Euronext
Paris
Payable
annually
in arrears on
28 September maturity of the
Group’s debt
Repayment
of bond debt
to extend the
Annual
fixed
rate of
1.875%
EUR bond
of 17.05.2016
600,000
Regulated
market
of Euronext
Paris
Payable
Repayment
Annual
fixed
rate of
1.50%
annually
in arrears
on 18 May
of bond debt
to extend the
maturity of the
Group’s debt
USD bond
of 08.06.2016
600,000
Private
placement
for institutional of US$ 1,000
investors,
US$ 150,000
(with multiples
Payable
annually
in arrears
Repayment
of short-term
debt and bond
Annual
fixed
rate of
3.25%
in excess
on 8 June and debt to extend
and subject
to New York
State (United
States) law
of this amount)
8 December
from
8 December
2016
the maturity
of the Group’s
debt
EUR bond
of 24.10.2019
500,000
500,000
500,000
750,000
Regulated
market
of Euronext
Paris
100,000
100,000
100,000
100,000
24.10.2023
24.10.2027
24.10.2031
07.04.2025
Payable
annually
in arrears
General
financing
requirements
Annual
fixed
rate of
0%
on 24 October of the Group
EUR bond
of 24.10.2019
Regulated
market
of Euronext
Paris
Payable
annually
in arrears
General
financing
requirements
Annual
fixed
rate of
0.50%
on 24 October of the Group
EUR bond
of 24.10.2019
Regulated
market
of Euronext
Paris
Payable
annually
in arrears
General
financing
requirements
Annual
fixed
rate of
0.875%
on 24 October of the Group
EUR bond
of 06.04.2020
Regulated
market
of Euronext
Paris
Payable
annually
in arrears
on 7 April
General
financing
requirements
of the Group
Annual
fixed
rate of
1.125%
182
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 5. MANAGEMENT REPORT
MATERIAL CONTRACTS
Amount
(US$
thousands) (€ thousands)
Allocation of
net proceeds
of the issue
Amount
Repayment
Maturity date dates
Place of issue
Nominal value
Rate
EUR bond
of 06.04.2020
750,000
Regulated
market
of Euronext
Paris
100,000
08.04.2030
07.04.2025
08.04.2030
01.04.2028
Payable
annually
in arrears
on 8 April
General
financing
requirements
of the Group
Annual
fixed
rate of
1.75%
EUR bond
of 30.04.2020
250,000
250,000
Regulated
market
of Euronext
Paris
100,000
100,000
Payable
annually
in arrears
on 7 April
General
financing
requirements
of the Group
Annual
fixed
rate of
1.125%
EUR bond
of 30.04.2020
Regulated
market
of Euronext
Paris
Payable
annually
in arrears
on 8 April
General
financing
requirements
of the Group
Annual
fixed
rate of
1.75%
USD bond
of 01.10.2020
600,000
Private
placement
US$ 150,000
(with multiples
Payable
annually
General
financing
Annual
fixed
for institutional of US$1,000 in
in arrears
on 1 April
and 1 October
requirements
of the Group
rate of
1.25%
investors,
excess of this
amount)
and subject
to New York
State (United
States) law
USD bond
of 01.10.2020
900,000
500,000
Private
placement
for institutional of US$1,000 in
investors,
and subject
to New York
State (United
States) law
US$ 150,000
(with multiples
01.04.2031
01.10.2050
Payable
annually
in arrears
on 1 April
and 1 October
General
financing
requirements
of the Group
Annual
fixed
rate of
1.625%
excess of this
amount)
USD bond
of 01.10.2020
Private
placement
US$ 150,000
(with multiples
Payable
annually
General
financing
Annual
fixed
for institutional of US$1,000 in
in arrears
on 1 April
and 1 October
requirements
of the Group
rate of
2.75%
investors,
excess of this
amount)
and subject
to New York
State (United
States) law
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
183
____ 5. MANAGEMENT REPORT
MATERIAL CONTRACTS
5.7.2.4 Euro Medium Term Notes (EMTN)
5.7.2.6 Securitisation (Master Receivables
Assignment Agreement)
Programme
After obtaining the approval of the French Financial Markets
Authority on the base prospectus, on 26 May 2020, Pernod
Ricard set up a Euro Medium Term Notes (EMTN) programme,
updated on 6 October 2020 (the Programme”). According to
the terms of the Programme, Pernod Ricard and Pernod Ricard
International Finance LLC may issue Bonds by means of private
placements in various currencies. The issues of Pernod Ricard
International Finance LLC under the programme will be secured
by Pernod Ricard SA. The securities may be admitted to trading
on Euronext Paris. The maximum nominal amount of securities
outstanding under the Programme is set at €7 billion (or its
equivalent in any other currency). At its meeting on 1 September
2020, the Board of Directors authorised Pernod Ricard to issue
Bonds under the Programme up to a maximum nominal amount
of €1.5 billion (or its equivalent in any other currency) for a
period of one year from 1 September 2020.
On 24 June 2009, certain affiliates of Pernod Ricard entered into
an international securitisation programme arranged by Crédit
Agricole CIB. The purpose of the programme was the transfer of
eligible commercial receivables to €STR, in accordance with the
provisions of a framework agreement dated 24 June 2009 and
country-specific agreements entered into at the time that each
relevant affiliate joined the programme. This programme was
renewed on 17 June 2019 under the terms of an addendum to the
framework agreement. The programme amounts to €65 million,
US$230 million, £145 million and 400 million Swedish kronor.
This three-year programme includes a change of control clause
that applies to each affiliate participating in the programme as a
seller, which could lead to the early repayment of the
programme by the affiliate concerned by such change of control.
“Change of control” is defined as Pernod Ricard ceasing to hold,
directly or indirectly, at least 80% of the share capital or voting
rights of an affiliate participating in the programme as a seller,
unless (i) Pernod Ricard continues to hold, directly or indirectly,
50% of the share capital or voting rights of such affiliate and
(ii) issues, at the request of Crédit Agricole CIB, a guarantee
in terms that Crédit Agricole CIB deems satisfactory
(acting reasonably) for the purpose of securing the obligations
of such affiliate under the securitisation transaction documents.
5.7.2.5 Europe Factoring Agreement
On 15 December 2008, certain affiliates of Pernod Ricard
and Pernod Ricard Finance signed a factoring framework
agreement with BNP Paribas Factor, to set up a pan-European
factoring programme in the gross amount of €350 million,
which was increased to €400 million by an addendum dated
23 June 2009. The programme was most recently renewed on
3 December 2018, for a period of five years from 1 January 2019.
This programme was agreed in the amount of €500 million.
The receivables are sold under the contractual subrogation
regime under French law, except where certain local legal
restrictions are in force. As substantially all of the risks and
rewards related to the receivables are transferred to the
purchaser in accordance with this factoring programme,
transferred receivables are deconsolidated.
5.7.2.7 Factoring agreement Pacific
On 18 March 2013, a new agreement for the sale of receivables
was signed between Pernod Ricard Winemakers Pty Ltd
(formerly Premium Wine Brands Pty (1)), Pernod Ricard
Winemakers New Zealand Limited (formerly Pernod Ricard
New Zealand Limited) and The Royal Bank of Scotland plc. This
factoring agreement covers Australia and New Zealand
and amounts to AUD128.5 million and NZD45 million.
The receivables sale agreement was taken over in full by BNP
Paribas on 4 December 2015, replacing The Royal Bank
of Scotland plc.
Additional information on the impact of these financing
contracts on the Group’s financial statements is provided in
Notes 4.8.1 Breakdown of net financial debt by nature and
maturity and 4.8.7 Bonds to the consolidated financial
statements.
(1) Renamed Pernod Ricard Winemakers Pty.
184
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
SECTION ——— 06
CONSOLIDATED
FINANCIAL
STATEMENTS
6.1
CONSOLIDATED INCOME STATEMENT
186
6.5
6.6
CONSOLIDATED CASH FLOW STATEMENT
191
6.2
CONSOLIDATED STATEMENT
OF COMPREHENSIVE INCOME
NOTES TO THE CONSOLIDATED FINANCIAL
STATEMENTS
187
192
6.3
6.4
CONSOLIDATED BALANCE SHEET
188
6.7
STATUTORY AUDITORS’ REPORT
ON THE CONSOLIDATED FINANCIAL
STATEMENTS
240
CHANGES IN CONSOLIDATED
SHAREHOLDERS’ EQUITY
190
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
185
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
CONSOLIDATED INCOME STATEMENT
6.1
Consolidated income statement
€ million
30.06.2020
30.06.2021
8,824
(3,531)
5,293
(1,393)
3,900
(1,477)
2,423
(62)
Notes
Net sales
8,448
(3,361)
5,086
(1,327)
3,759
(1,499)
2,260
(1,283)
978
2
2
2
2
2
Cost of sales
Gross margin after logistics expenses
Advertising and promotion expenses
Contribution after advertising and promotion
Structure costs
Profit from recurring operations
Other operating income/(expenses)
Operating profit
3.1
2,361
(410)
39
Financial expenses
(403)
36
3.2
3.2
Financial income
Financial income/(expense)
Corporate income tax
(366)
(258)
0
(371)
(667)
(4)
3.3
Share of net profit/(loss) of associates
Net profit of discontinued and held for sale activities
NET PROFIT
(3)
0
4.12
350
1,318
o/w:
non-controlling interests
21
329
13
1,305
attributable to owners of the parent
Earnings per share – basic (in euros)
Earnings per share – diluted (in euros)
1.25
1.24
5.00
4.99
3.4
3.4
186
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
6.2
Consolidated statement of comprehensive income
€ million
30.06.2020
350
30.06.2021
1,318
Net profit for the period
Non-recyclable items
Actuarial gains/(losses) related to defined benefit plans
Amounts recognised in shareholders’ equity
Tax impact
(758)
(919)
161
114
125
(11)
143
144
(1)
Equity instruments
(119)
(120)
1
Unrealised gains and losses recognised in shareholders’ equity
Tax impact
Recyclable items
Net investment hedges
10
13
18
27
Amounts recognised in shareholders’ equity
Tax impact
(4)
(9)
Cash flow hedges
5
7
Amounts recognised in shareholders’ equity (1)
Tax impact
8
10
(3)
(3)
Translation differences
(65)
(927)
(577)
(7)
Other comprehensive income for the period, net of tax
COMPREHENSIVE INCOME FOR THE PERIOD
o/w:
275
1,593
attributable to owners of the parent
non-controlling interests
(600)
23
1,585
8
(1) Including €(3) million recycled through profit or loss for the period.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
187
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
CONSOLIDATED BALANCE SHEET
6.3
Consolidated balance sheet
Assets
€ million
30.06.2020
30.06.2021
Notes
Net amounts
Non-current assets
Intangible assets
10,965
5,611
3,095
522
10,725
5,505
3,177
685
4.1
4.1
4.2
4.3
Goodwill
Property, plant and equipment
Non-current financial assets
Investments in associates
Non-current derivative instruments
Deferred tax assets
28
36
54
65
4.3/4.10
3.3
1,678
21,953
1,623
21,816
TOTAL NON-CURRENT ASSETS
Current assets
Inventories and work in progress
Trade receivables and other operating receivables
Income taxes receivable
Other current assets
6,167
906
6,555
1,126
141
4.4
4.5
142
323
413
4.6
4.3/4.10
4.8
Current derivative instruments
Cash and cash equivalents
TOTAL CURRENT ASSETS
Assets held for sale
12
8
1,935
9,485
87
2,078
10,321
11
4.12
TOTAL ASSETS
31,525
32,147
188
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
CONSOLIDATED BALANCE SHEET
Liabilities
€ million
30.06.2020
30.06.2021
Notes
Shareholders’ equity
Capital
411
3,052
10,177
329
406
3,052
10,066
1,305
6.1
Share premium
Retained earnings and currency translation adjustments
Group net profit
Shareholders’ equity attributable to owners of the parent
Non-controlling interests
13,968
243
14,829
246
TOTAL SHAREHOLDERS’ EQUITY
Non-current liabilities
14,211
15,075
Non-current provisions
310
605
253
477
4.7
4.7
Provisions for pensions and other long-term employee benefits
Deferred tax liabilities
2,596
8,599
433
2,825
8,787
405
3.3
Bonds – non-current
4.8
4.8
4.8
4.10
Non-current lease liability
Other non-current financial liabilities
Non-current derivative instruments
TOTAL NON-CURRENT LIABILITIES
Current liabilities
192
108
0
0
12,735
12,854
Current provisions
222
1,877
232
163
2,337
282
4.7
Trade payables
Income taxes payable
3.3
4.11
4.8
Other operating payables
1,016
723
1,134
70
Bonds - current
Current lease liability
88
103
4.8
Other current financial liabilities
Current derivative instruments
TOTAL CURRENT LIABILITIES
Liabilities related to assets held for sale
TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY
380
122
4.8
24
6
4.10
4,563
16
4,218
0
4.12
31,525
32,147
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
189
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
CHANGES IN CONSOLIDATED SHAREHOLDERS’ EQUITY
6.4
Changes in consolidated shareholders’ equity
Equity
attribu-
table to
equity
holders
of the controlling
Addi-
tional
Total
share-
holders
equity
Actuarial Changes
in fair
Currency
translation Treasury
Non-
paid-in Consolidated gains and
Capital capital
€ million
reserves
12,592
losses
value adjustments
shares
Parent
interests
Opening position
on 01.07.2019
411
3,052
327
34
(276)
(153)
15,987
195
16,182
Comprehensive
income for the period
-
-
-
-
329
-
(758)
-
(114)
-
(57)
-
-
-
(600)
-
23
-
(577)
-
Capital increase
Expense related to
share-based payments
-
-
-
-
-
-
-
-
-
-
22
(56)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
22
(587)
-
-
-
22
(587)
-
(Acquisition)/disposal
of treasury shares
(530)
Sale and repurchase
agreements
-
-
-
-
Dividends and interim
dividends distributed
(820)
-
(820)
-
(22)
47
(842)
47
Changes in scope
of consolidation
Other transactions
with minority interests
-
-
-
-
(35)
1
-
-
-
-
-
-
-
-
(35)
1
-
-
(35)
1
Other movements
CLOSING POSITION
ON 30.06.2020
411
3,052
12,033
(431)
(79)
(333)
(684)
13,968
243
14,211
Equity
attribu-
table to
equity
holders
of the controlling
Addi-
tional
Total
share-
holders
equity
Actuarial Changes
in fair
value adjustments
Currency
translation Treasury
Non-
paid-in Consolidated gains and
Capital capital
€ million
reserves
losses
shares
Parent
interests
Opening position
on 01.07.2020
411
3,052
12,033
(431)
(79)
(333)
(684)
13,968
243
14,211
Comprehensive
income for the period
-
-
-
1,305
(519)
111
-
150
-
19
-
-
1,585
0
8
-
1,593
0
Capital variation
(5)
525
Expense related to
share-based payments
-
-
-
-
-
-
-
-
-
-
28
(39)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
19
-
28
(20)
-
-
-
28
(20)
-
(Acquisition)/disposal
of treasury shares
Sale and repurchase
agreements
-
Dividends and interim
dividends distributed
(733)
1
-
(733)
1
(8)
3
(742)
5
Changes in scope
of consolidation
-
Other transactions
with minority interests
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Other movements
CLOSING POSITION
ON 30.06.2021
406
3,052
12,075
(320)
70
(314)
(140)
14,829
246
15,075
190
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
CONSOLIDATED CASH FLOW STATEMENT
6.5
Consolidated cash flow statement
€ million
30.06.2020
30.06.2021
Notes
Cash flow from operating activities
Group net profit
329
21
1,305
13
Non-controlling interests
Share of net profit/(loss) of associates, net of dividends received
Financial (income)/expenses
0
4
366
258
3
371
667
0
Tax (income)/expenses
Net profit from discontinued operations
Depreciation of fixed assets
350
97
367
(80)
Net change in provisions
Net change in impairment of goodwill, property, plant and equipment
and intangible assets
1,007
0
78
4
Changes in fair value of commercial derivatives
Changes in fair value of biological assets and investments
Net (gain)/loss on disposal of assets
(3)
(4)
(27)
(16)
Expenses related to share-based payments
Self-financing capacity before financing interest and taxes
Decrease/(increase) in Working Capital Requirements
Interests paid
23
28
2,423
(433)
(371)
36
2,738
(54)
(350)
35
5.1
Interests received
Tax paid/received
(474)
1,181
(371)
1,999
NET CHANGE IN CASH FLOW FROM OPERATING ACTIVITIES
Cash flow from investing activities
Capital expenditure
(365)
14
(433)
63
Proceeds from disposals of property, plant and equipment and intangible assets
Change in scope of consolidation
-
-
Purchases of financial assets and activities
Disposals of financial assets and activities
NET CHANGE IN CASH FLOW FROM INVESTING ACTIVITIES
Cash flow from financing activities
Dividends and interim dividends paid
(618)
34
(131)
15
5.2
5.2
(936)
(486)
(849)
-
(704)
-
Other changes in shareholders’ equity
Issuance of long-term debt
3,822
(1,553)
(100)
(526)
-
1,788
(2,379)
(97)
(20)
-
5.3
5.3
Repayment of debt
Repayment of lease debt
(Acquisition)/disposal of treasury shares
Other transactions with non-controlling interests
NET CHANGE IN CASH FLOW FROM FINANCING ACTIVITIES
Cash flow from non-current assets held for sale
795
(3)
(1,412)
-
INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS
(BEFORE FOREIGN EXCHANGE IMPACT)
1,037
100
Effect of exchange rate changes
(26)
43
INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS
(AFTER FOREIGN EXCHANGE IMPACT)
1,012
923
143
1,935
2,078
CASH AND CASH EQUIVALENTS AT BEGINNING OF PERIOD
CASH AND CASH EQUIVALENTS AT END OF PERIOD
1,935
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
191
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
6.6
Notes to the consolidated financial statements
DETAILED CONTENTS FOR THE NOTES
Note 1
Accounting policies and significant events 193
Note 5 Notes to the cash flow statement
Note 6 Additional information
227
227
Note 1.1 Accounting policies
Note 1.2 Significant events during the financial year
193
195
Note 6.1 Shareholders’ equity
Note 6.2 Share-based payments
Note 6.3 Off-balance sheet commitments
Note 6.4 Contingent liabilities
Note 6.5 Disputes
Note 6.6 Related parties
Note 6.7 Subsequent events
Note 6.8 Fees of the Statutory Auditors and members
of their networks for the 12-month financial
year(1)
227
228
231
233
233
234
235
Note 2 Segment information
196
Note 3 Notes to the income statement
198
Note 3.1 Other operating income and expenses
Note 3.2 Financial income/(expense)
Note 3.3 Corporate income tax
Note 3.4 Earnings per share
198
198
199
201
201
Note 3.5 Expenses by type
235
Note 4 Notes to the balance sheet
202
Note 7
Consolidation scope
235
Note 4.1 Intangible assets and goodwill
Note 4.2 Property, plant and equipment
Note 4.3 Financial assets
202
204
206
207
Note 7.1 Consolidation scope
Note 7.2 List of main consolidated companies
235
236
Note 4.4 Inventories and work in progress
Note 4.5 Trade receivables and other operating receivables 209
Note 4.6 Other current assets
Note 4.7 Provisions
Note 4.8 Financial liabilities
Note 4.9 Financial instruments
210
210
216
221
Note 4.10 Interest rate, foreign exchange
and commodity derivatives
Note 4.11 Other operating payables
223
227
227
Note 4.12 Assets held for sale and related liabilities
Pernod Ricard SA is a French public limited company (Société Anonyme), subject to all laws governing commercial companies in France,
including in particular the provisions of the French Commercial Code. The Company is headquartered at 5 cours Paul Ricard, 75008
Paris, France and is listed on the Euronext exchange. The consolidated financial statements reflect the accounting position of Pernod
Ricard and its affiliates (the “Group”). They are reported in millions of euros (€), rounded to the nearest million.
The Group manufactures and sells wines and spirits.
The Board of Directors approved the consolidated financial statements for the financial year ended 30 June 2021 on 31 August 2021.
192
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 1
Accounting policies and significant events
Note 1.1 Accounting policies
decision published in June 2021 on IAS 10 (Events after the
reporting period Preparation of financial statements) when
an entity is no longer a going concern.
1.
Principles and accounting standards
governing the preparation of the annual
consolidated financial statements
No other new standards, amendments or interpretations are
applicable to Pernod Ricard as of 1 July 2020.
Because of its listing in a country of the European Union, and in
accordance with EC Regulation 1606/02, the Group’s
consolidated financial statements for the financial year ended
30 June 2021 have been prepared in accordance with IFRS
(International Financial Reporting Standards) as adopted by the
European Union.
3.
Measurement basis
The financial statements are prepared in accordance with the
historical cost method, except for certain categories of assets and
liabilities, which are measured in accordance with the methods
provided by IFRS.
The accounting policies used to prepare the consolidated
financial statements to 30 June 2021 are consistent with those
used for the consolidated financial statements to 30 June 2020,
with the exception of standards and interpretations adopted by
the European Union applicable to the Group from 1 July 2020
(see Note 1.1.2 Changes in accounting standards). The Group
does not adopt early application of standards or interpretations.
4. Principal uncertainties arising from
the use of estimates and judgements
by Management
Estimates
The Group’s financial year runs from 1 July to 30 June.
The preparation of consolidated financial statements in
accordance with IFRS means that Group Management makes a
certain number of estimates and assumptions which have an
impact on the amount of the Group’s assets and liabilities, and
items of profit and loss during the financial year. These estimates
are made on the assumption that the Company will continue as a
going concern, and are based on information available at the time
of their preparation. Estimates may be revised where the
circumstances on which they were based change or where new
information becomes available. Future outcomes can differ from
these estimates.
2.
Changes in accounting standards
Standards, amendments and interpretations
whose implementation has been mandatory
since 1 July 2020
As of 1 July 2020, the Group has applied the amendment to
IFRS 9 and IFRS 7 published by the IASB in September 2019 and
adopted by the European Union as part of the reform of
benchmark interest rates. This amendment allows the Group not
to take into account uncertainties about the future of benchmark
interest rates in assessing the effectiveness of hedging
relationships and/or in evaluating the highly probable nature of
the hedged risk, thereby enabling it to secure existing or future
hedging relationships until such uncertainties are resolved.
Goodwill and intangible assets
As indicated in Note 4.1 Intangible assets and goodwill, in
addition to annual impairment tests applied to goodwill and
intangible assets with indefinite useful lives (such as brands), the
Group carries out spot impairment tests where there is an
indication that the value of an intangible asset may have been
impaired. Any impairment loss is calculated using discounted
future cash flows and/or the market values of the assets in
question. These calculations require the use of assumptions
regarding market conditions and projected cash flows, and any
changes in these assumptions may thus lead to results different
from those initially estimated.
Documented interest rate derivatives hedging debts indexed to a
benchmark rate are presented in Note 4.8 Financial liabilities.
At 30 June 2021, the Group’s exposure to financial instruments
indexed to floating rates with a maturity date beyond the
implementation date of the reform is limited. The potential
impact on financial information of the replacement of an existing
benchmark rate by another will take effect as soon as Phase 2 of
the benchmark interest rate reform is adopted.
The effects of the following IFRS IC agenda decisions are
currently being analysed by the Group:
Provisions for pensions and other post-employment
benefits
decision published in April 2021 relating to IAS 38 (Intangible
As indicated in Note 4.7 Provisions, the Group runs defined
benefit and defined contribution pension plans. In addition,
provisions are also recognised in virtue of certain other
post-employment benefits such as life insurance and medical
care (mainly in the United States and the United Kingdom). The
carrying amount of these provisions at the balance sheet date is
set out in Note 4.7 – Provisions.
Assets) on the recognition of configuration or customisation
costs in a cloud computing arrangement as part of a “Software
as a service” agreement;
decision published in April 2021 relating to IAS 19 (Employee
Benefits) on the attribution of employee benefits to periods of
service. This decision clarifies the periods over which
employee benefits should be attributed in allocating the IAS 19
expense.
These benefit obligations are based on a number of assumptions
such as discount rates, future salary increases, the rate of
employee turnover and life expectancy.
Where applicable, the impact of the application of these decisions
will be presented subsequently.
These assumptions are generally updated annually. The
assumptions used in the preparation of the financial statements
for the year ended 30 June 2021 and the procedures used in their
determination are set out in Note 4.7 Provisions. The Group
considers that the actuarial assumptions used are appropriate
and justified. However, such actuarial assumptions may change
in the future and this may have a material impact on the amount
of the Group’s benefit obligations and on its profits.
Furthermore, the following decisions did not have a significant
impact on the Group’s financial statements at 30 June 2021:
decision published in June 2021 on IAS 2 (Inventories Costs)
necessary to sell inventories;
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
193
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Any surplus consideration in excess of the Group’s share in the
Deferred tax
fair value of the acquired company’s identifiable assets and
liabilities is recognised as goodwill. The option is available for
each transaction to apply either proportionate or full goodwill
methods. Goodwill arising on the acquisition of foreign entities is
denominated in the functional currency of the business acquired.
Goodwill is not amortised. Instead, it is subject to an impairment
test once a year or more often if there is any indication that its
value may have been impaired.
As indicated in Note 3.3 – Corporate income tax, the deferred tax
assets recognised result mainly from tax loss carryforwards and
from temporary differences between the tax base and the
carrying amounts of assets and liabilities. Deferred tax assets in
respect of tax losses are recognised if it is probable that the
Group will have future taxable profits against which such losses
will be used. The assessment of whether the Group will be able to
use these tax losses is largely a matter of judgement. Analyses are
carried out to decide whether or not these tax loss carryforwards
are likely to be usable in the future.
Finally, in accordance with IFRS 3 as revised and IAS 27 as
amended, the Group recognised in shareholders’ equity the
difference between the price paid and the proportional part of
non-controlling interests acquired in previously controlled
companies.
Provisions
As explained in Note 4.7 Provisions, the Group is involved in a
number of disputes and claims arising in the ordinary course of
its business. In some cases, the amounts requested by the
claimants are significant and the legal proceedings can take
several years. In this context, provisions are calculated on the
basis of the Group’s best estimate of the amount that will be
payable based on the information available (notably that
provided by the Group’s legal advisers). Any change to
assumptions can have a significant effect on the amount of the
provision recognised. The carrying amount of these provisions at
the balance sheet date is set out in Note 4.7 – Provisions.
6. Foreign currency translation
6.1 Reporting currency used in the consolidated
financial statements
The Group’s consolidated financial statements are prepared in
euros, which is the functional currency and the reporting
currency of the Parent Company.
6.2 Functional currency
The functional currency of an entity is the currency of the
economic environment in which it mainly operates. In most cases,
the functional currency is the entity’s local currency. However, in
a very limited number of entities, a functional currency that is
different from the local currency may be used if it reflects the
entity’s economic environment and the currency in which most of
the entity’s transactions are denominated.
Judgements
In the absence of standards or interpretations applicable to a
specific transaction, Group Management uses its judgement to
define and apply accounting policies that provide relevant and
reliable information in the context of the preparation of the
financial statements.
6.3 Translation of transactions denominated
in foreign currencies
Hyperinflation
In accordance with the provisions of IAS 29, Argentina has been
considered a hyperinflationary economy since 1 July 2018.
Transactions denominated in foreign currencies are generally
translated into the functional currency using the exchange rate
applicable at the transaction date. Non-monetary assets and
liabilities denominated in foreign currencies are recognised at
the historical exchange rate applicable at the transaction date.
Monetary assets and liabilities denominated in foreign currencies
are translated at the exchange rate applying at the closing date.
Foreign currency differences are recognised in profit and loss for
the period, except for foreign currency differences arising on
debts designated as hedges for the net foreign currency assets of
consolidated affiliates. The latter are recognised directly in
shareholders’ equity, under currency translation adjustments,
until the disposal of the net investment. Foreign currency
differences related to operating activities are recognised within
operating profit for the period; foreign currency differences
related to financing activities are recognised within financial
income (expense) or in shareholders’ equity.
However, given the contribution of Argentina’s business
performance to the Group’s financial statements, the impact of
the application of IAS 29 has been deemed non-material, and the
corresponding restatements have not been made.
5.
Business combinations
Business combinations carried out before 1 July 2009 were
recognised using the accounting standards in force as of 30 June
2009. Business combinations after 1 July 2009 are measured and
recognised in accordance with the revised version of IFRS 3: the
consideration transferred (cost of acquisition) is measured at the
fair value of assets given, equity instruments issued and liabilities
incurred at the transaction date. Identifiable assets and liabilities
belonging to the acquired company are measured at their fair
value at the acquisition date. Costs directly attributable to the
acquisition, such as legal, due diligence and other professional
fees are recognised as other operating expenses incurred.
6.4 Translation of financial statements of affiliates
whose functional currency is different from
the euro (the reporting currency)
The balance sheet is translated into euros at year-end exchange
rates. The income statement and cash flows are translated on the
basis of average exchange rates. The differences resulting from
the translation of the financial statements of these affiliates are
recognised in translation differences within shareholders’ equity
under other comprehensive income. On disposal of a foreign
entity, currency translation adjustments previously recognised in
shareholders’ equity are recognised in profit and loss.
194
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
7.
Assets held for sale and discontinued operations
In accordance with IFRS 5 (Non-current assets held for sale and
discontinued operations), where they are significant, assets and
liabilities held for sale are no longer subject to depreciation or
amortisation. They are shown separately in the balance sheet at
the lower of the carrying amount or the fair value less costs to
sell. An asset is considered as being held for sale if its carrying
amount will be recovered principally through a sale transaction
rather than through continuing use. In order for this to be the
case, the asset must be available for immediate sale and its sale
must be highly probable. Items in the balance sheet related to
discontinued operations and assets held for sale are presented
under specific lines in the consolidated financial statements.
Income statement items related to discontinued operations and
assets held for sale are presented separately in the financial
statements for all periods reported upon if they are significant
from a Group perspective.
Note 1.2 Significant events during the financial year
2.2 Bond issues and redemptions
1.
Impacts of the Covid-19 epidemic
On 1 October 2020, the Group Pernod Ricard, through one of its
wholly-owned subsidiaries, issued a US$2 billion bond in three
tranches of 7.5, 10.5 and 30 years, bearing interest at a fixed
annual rate of 1.25%, 1.625% and 2.75%, respectively.
The continuation of the Covid-19 pandemic over most of FY21 has
impacted the Group’s business. Many countries have taken strict
measures to try to slow the spread of the epidemic and have
imposed the closure of establishments open to the public
(including bars, hotels and restaurants) as well as lockdown
measures and restrictions on international travel (affecting
Travel Retail activities in particular).
On 6 November 2020, Pernod Ricard SA redeemed (i) the
remaining amount of the 5.75% Bonds maturing in April 2021 for a
principal amount of US$500 million, and (ii) all of the 4.45%
Bonds maturing in January 2022 for a principal amount of
US$1,500 million in accordance with the optional redemption
clause provided for in the terms and conditions of these Bonds.
Nevertheless, the Group rebounded and net sales amounted to
€8,824 million (an increase of 9.7% in organic growth and 4.5% in
reported growth).
These early redemptions gave rise to the payment of a
non-recurring fee (called “make-whole call”) of €72 million.
As part of the management of this crisis, the Group has taken a
number of strong measures:
On 26 January 2021, Pernod Ricard SA redeemed the total of its
Pandios USD bond for an amount of US$ 201 million.
priority given to the health and safety of its employees and
partners;
active inventory management to maintain a healthy level in
2.3. Favourable court ruling on Drawback
in the United States
main markets;
active management of resources and cost control to adapt to
the crisis;
A lawsuit was filed on April 15, 2019 by the National Association of
Manufacturers (NAM) against the US Treasury Department and
the United States Customs and Border Protection (CBP) on
behalf of its members, including Pernod Ricard, to invalidate the
regulations published in February 2019 and to affirm that
Drawback is authorised pursuant to Article 19 USC§ 1313(j)(2) as
amended by the Trade Facilitation and Trade Enforcement Act
of 2015, which was enacted on February 24, 2016 (TFTEA).
dynamic cash management and a strengthened liquidity
position thanks to a new bond issue in US dollars over the
period and the early redemption of Bonds maturing in
April 2021 and January 2022 (see Note – 1.2.2.2 Bond issues and
redemptions).
Despite the crisis, the Group has continued to implement its
Transform & Accelerate agenda.
The Drawback provided for under US law allows a company to
benefit from the refund of excise duties or taxes paid on certain
imported goods when similar goods are exported. On
August 23, 2021, the US Court of Appeals for the Federal Circuit
handed down its ruling in favour of the National Association of
Manufacturers, upholding the first instance judgement handed
down in February 2020. As a result, Pernod Ricard may benefit
from the Drawback on the basis of exports of certain spirits
outside the United States. The impact of this decision on Pernod
Ricard’s FY21 financial statements represents an additional
pre-tax income of US$163 million (€137 million), of which
US$33 million (€28 million euros) in Profit from Recurring
Operations. As of June 30, 2021, the Group had already collected
US$187 million (€156 million) in respect of claims already filed.
Furthermore, the Group has paid particular attention to the
recoverability of its trade receivables in view of the increased
credit risk related to the crisis, with the measures implemented
enabling optimised management of trade receivables.
2.
Other significant events during the financial
year
2.1 Acquisitions and disposals
During the year, the Group continued the same strategy by
strengthening its positions through partnerships/acquisitions of
super and ultra-Premium brands in fast-growing categories such
as the agreements signed with the companies Ojo de Tigre,
owner of the Mezcal brand of the same name, Vermuteria de
Galicia, owner of the Spanish Vermouth Petroni and La
Hechicera Company, owner of the Columbian rum of the same
name.
As part of its strategy of dynamic management of its brand
portfolio, the Group also sold the Doble V brand in Spain.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
195
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 2 Segment information
Net sales
Gross margin after logistics expenses, contribution after
advertising and promotion expenses, profit from recurring
operations and other operating income and expenses
The Group’s net sales primarily comprise sales of finished
products, and are recorded in the income statement upon
transfer of control of the products. It is measured at the fair
value of the consideration received or to be received, after
deducting trade discounts, volume rebates, certain costs
associated with business and promotional activity and
sales-related taxes and duties, notably excise duties.
The gross margin after logistics costs corresponds to sales
(excluding duties and taxes), less costs of sales and logistics
expenses. The contribution after advertising and promotion
expenses includes the gross margin after deduction of logistics
expenses and advertising and promotion expenses. The Group
applies recommendation 2013-R03 of the French accounting
standards authority (Autorité des Normes Comptables – ANC),
notably as regards the definition of Profit from recurring
operations. Profit from recurring operations is the contribution
after advertising and promotion expenses less trading costs
and overheads. This is the indicator used internally to measure
the Group’s operational performance. It excludes other
operating income and expenses, such as those related to
restructuring, capital gains and losses on disposals, impairment
of property, plant and equipment and intangible assets, and
other non-recurring operating income or expenses. These
other operating income and expenses are excluded from Profit
from recurring operations because the Group believes they
have little predictive value due to their occasional nature. They
are described in detail in Note 3.1 – Other operating income and
expenses.
Costs of commercial and promotional activity
Pursuant to IFRS 15, certain costs of services rendered in
connection with sales, such as advertising programmes in
conjunction with distributors, listing costs for new products,
promotional activities at point of sale, and advertising and
promotional expenses, are deducted directly from net sales if
there is no distinct service whose fair value can be reliably
measured.
Duties and taxes
In accordance with IFRS 15, certain import duties, in Asia for
instance, are classified as cost of sales, as these duties are not
specifically re-billed to customers (as is the case for social
security stamps in France, for example).
Discounts
In accordance with IFRS 15, early payment discounts are not
considered to be financial transactions, but rather are
deducted directly from net sales.
The Group is focused on the single business line of Wines and
Spirits sales. The Group is structured into three primary
operating segments constituted by the following geographical
areas: Europe, Americas and Asia/Rest of World.
Items in the income statement and the balance sheet are
allocated on the basis of either the destination of sales or profits.
Operating segments follow the same accounting policies as those
used for the preparation of the consolidated financial statements.
Intra-segment transfers are transacted at market prices.
The Group Management Team assesses the performance of each
segment on the basis of sales and its profit from recurring
operations, defined as the gross margin after logistics,
advertising, promotional and structure costs. The operating
segments presented are identical to those included in the
reporting provided to Managing Directors, in particular for the
performance analysis.
At 30.06.2020
€ million
Asia/Rest
of World
Americas
Europe
Total
Income statement items
Segment net sales
3,747
1,298
2,449
1,599
1,138
718
5,181
1,715
3,467
1,969
1,452
938
4,032
1,500
2,532
1,519
1,169
605
12,960
4,512
o/w intersegment sales
Net sales (excluding Group)
Gross margin after logistics expenses
Contribution after advertising and promotion
Profit from recurring operations
Other information
8,448
5,086
3,759
2,260
Current investments
113
233
133
611
957
Depreciation, amortisation and impairment
972
251
1,356
196
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
At 30.06.2021
€ million
Asia/Rest
of World
Americas
Europe
Total
Income statement items
Segment net sales
3,794
1,167
2,627
1,699
1,229
803
5,494
1,854
3,640
2,060
1,518
4,185
1,628
2,557
1,534
1,153
624
13,473
4,649
8,824
5,293
3,900
2,423
o/w intersegment sales
Net sales (excluding Group)
Gross margin after logistics expenses
Contribution after advertising and promotion
Profit from recurring operations
Other information
996
Current investments
106
42
109
165
316
236
531
Depreciation, amortisation and impairment
444
The impact of right-of-use assets on current investments and depreciation, amortisation and impairment expense is as follows:
At 30.06.2021
€ million
Asia/Rest
of World
Americas
Europe
48
Total
100
99
Current investments
12
15
39
40
Depreciation, amortisation and impairment
44
Breakdown of net sales
Variation
(€ million)
€ million
30.06.2020
5,268
1,599
431
30.06.2021
5,544
1,576
Variation (%)
Strategic International Brands
Strategic Local Brands
Strategic Wines
Speciality
275
(23)
(6)
5%
-1%
-1%
27%
4%
425
373
472
99
Other products
TOTAL
776
807
31
8,448
8,824
376
4%
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
197
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 3 Notes to the income statement
Note 3.1 Other operating income and expenses
Other operating income and expenses include impairment of property, plant and equipment and intangible assets, costs relating to
restructuring and integration, capital gains or losses on disposals, as well as other non-recurring operating income and expenses.
These other operating income and expenses are excluded from the profit from recurring operations given their unusual, abnormal
and infrequent nature, which would distort the reading of the Group’s performance.
Other operating income and expenses are broken down as follows:
€ million
30.06.2020
(1,007)
11
30.06.2021
(78)
Impairment of property, plant and equipment and intangible assets
Gains or losses on asset disposals and acquisition costs
Net restructuring and reorganisation expenses
Disputes and risks
(34)
(178)
(64)
(47)
141
Other non-current operating income and expenses
OTHER OPERATING INCOME AND EXPENSES
(63)
(26)
(1,283)
(62)
At 30 June 2021, other operating income and expenses primarily
consisted of:
restructuring costs of 64 million euros related to various
reorganisation projects;
impairment losses on property, plant and equipment and
net income related to the settlement of disputes and risks for
€141 million, including €109 million in respect of the Drawback
(see Note 2.3 - Significant events during the financial year).
intangible assets for €78 million, mainly comprising
immpairment on the Imperial brand for €70 million as a result
of impairment testing of the Group's brands and related
assets;
In addition, the costs generated by the health crisis were
recognised in profit from recurring operations.
Note 3.2 Financial income/(expense)
€ million
30.06.2020
(340)
(14)
30.06.2021
(261)
(13)
Interest expenses on net financial debt
Financial expenses on lease liabilities
Interest income on net financial debt
Net financing cost
36
36
(319)
(2)
(238)
(3)
Structuring and placement fees
Net financial impact of pensions and other long-term employee benefits
Other net current financial income (expense)
Financial income/(expense) from recurring operations
Foreign currency gains/(losses)
0
(17)
(7)
(3)
(328)
(19)
(262)
(37)
Other non-current financial income/(expenses)
TOTAL FINANCIAL INCOME/(EXPENSES)
(19)
(73)
(366)
(371)
At 30 June 2021, the net cost of financial debt included financial
expenses of €211 million on Bonds, €3 million on interest rate
hedges, €5 million on factoring and securitisation agreements,
€13 million on interest on lease liabilities, and €5 million in other
expenses.
Weighted average cost of debt
The Group’s weighted average cost of debt was 2.8% over FY21
compared to 3.6% over FY20.
Weighted average cost of debt is defined as net financing costs
plus structuring and placement fees as a proportion of average
net financial debt outstanding plus the average amount
outstanding on factoring and securitisation programmes.
The financial income/(expense) was also impacted by the early
redemption of the Bonds denominated in USD detailed in
Note 2.1 Significant events during the period for €72 million,
negative foreign exchange impacts for €37 million, and the net
impact of pensions and other long-term employee benefits for
€17 million euros.
198
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 3.3 Corporate income tax
Analysis of the income tax expense
€ million
30.06.2020
(364)
30.06.2021
(425)
Current income tax
Deferred income tax
TOTAL
106
(242)
(258)
(667)
Analysis of effective tax rate – Net profit from continuing operations before tax
€ million
30.06.2020
978
30.06.2021
2,361
(371)
1,990
(637)
218
Operating profit
Financial income/(expense)
(366)
611
Taxable profit
Theoretical tax charge at the effective income tax rate in France
Impact of tax rate differences by jurisdiction
Tax impact of variation in exchange rates
Re-estimation of deferred tax assets linked to tax rate changes
Impact of tax losses used/not used
Impact of reduced/increased tax rates on taxable results
Taxes on distributions
(210)
111
-
7
(77)
(193)
40
(6)
-
-
(25)
(52)
(258)
42%
(31)
Other impacts
(72)
EFFECTIVE TAX EXPENSE
(667)
34%
EFFECTIVE TAX RATE
The tax reform in the United Kingdom generated a revaluation of tax assets and liabilities following the increase in the corporate tax
rate from 19% to 25%. The net impact is a tax charge of €200 million at 30 June 2021.
Deferred tax is recognised on time differences between the tax
and book values of assets and liabilities in the consolidated
balance sheet and is measured using the balance sheet
approach. Deferred taxes relating to right-of-use assets and
lease liabilities are recognised on a net basis. The effects of
changes in tax rates are recognised in shareholders’ equity or in
profit and loss in the year in which the change of tax rates is
decided. Deferred tax assets are recognised in the balance
sheet when it is more likely than not that they will be recovered
in future years. Deferred tax assets and liabilities are not
discounted to present value. In order to evaluate the Group’s
ability to recover these assets, particular account is taken of
forecasts of future taxable profits.
Deferred tax assets relating to tax loss carryforwards are only
reported when they are likely to be recovered, based on
projections of taxable income calculated by the Group at the
end of each financial year. All assumptions used, including,
in particular, growth in operating profit and financial income
(expenses), taking into account interest rates, are reviewed by
the Group at the end of the financial year based on data
determined by the relevant senior management.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
199
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Deferred taxes are broken down by nature as follows:
€ million
30.06.2020
119
30.06.2021
111
Margins in inventories
Fair value adjustments on assets and liabilities
Provision for pension benefits
28
13
100
78
Deferred tax assets related to losses eligible for carryforward
Provisions (other than provisions for pensions benefits) and other items
TOTAL DEFERRED TAX ASSETS
933
913
498
509
1,678
136
1,623
175
Accelerated tax depreciation
Fair value adjustments on assets and liabilities
Pension and other hedging assets
2,313
147
2,469
181
TOTAL DEFERRED TAX LIABILITIES
2,596
2,825
Tax loss carryforwards (recognised and unrecognised) represent potential tax savings of €1,154 million and €1,232 million at
30 June 2021 and 30 June 2020 respectively. The potential tax savings at 30 June 2021 and 30 June 2020 relate to tax loss
carryforwards with the following expiry dates:
FY20
Tax effect of loss carryforwards
€ million
Year
Losses recognised
Losses not recognised
2020
0
0
1
1
2021
2022
1
4
2023
1
3
2024 and after
No expiry date
TOTAL
790
140
933
192
97
299
FY21
Tax effect of loss carryforwards
€ million
Year
Losses recognised
Losses not recognised
2021
0
0
1
2
2022
2023
2
4
2024
2
2
2025 and after
No expiry date
TOTAL
727
182
913
189
43
241
Group income taxes payables are broken down as follows:
€ million
30.06.2020
108
30.06.2021
166
Other current tax liabilities
Uncertain tax positions
TOTAL CURRENT TAX LIABILITIES
125
117
232
282
200
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 3.4 Earnings per share
Basic and diluted earnings per share are calculated on the basis of the weighted average number of outstanding shares, less the
weighted average number of dilutive instruments.
The calculation of diluted earnings per share takes into account the potential impact of the exercise of all dilutive instruments (such
as stock options, convertible Bonds, etc.) on the theoretical number of shares. When funds are obtained at the date of exercise of the
dilutive instruments, the treasury stock method is used to determine the theoretical number of shares to be taken into account.
When funds are obtained at the issue date of the dilutive instruments, net profit is adjusted for the finance cost, net of tax, relating to
these instruments.
Numerator (€ million)
30.06.2020
30.06.2021
Group net profit
329
1,305
Denominator (in number of shares)
Average number of outstanding shares
Dilutive effect of bonus share allocations
Dilutive effect of stock options and subscription options
Average number of outstanding shares - diluted
Earnings per share (€)
262,858,086
1,063,687
260,796,076
624,364
115,058
93,465
264,036,831
261,513,904
Earnings per share – basic
1.25
1.24
5.00
4.99
Earnings per share – diluted
Note 3.5 Expenses by type
Operating profit notably includes depreciation, amortisation and impairment expenses as well as personnel expenses as follows:
€ million
30.06.2020
30.06.2021
Depreciation, amortisation and impairment expense on property, plant and equipment
and intangible assets*
(1,314)
(1,317)
(46)
(441)
(1,216)
(46)
Salaries and payroll costs
Pensions, medical expenses and other similar benefits under defined-benefit plans
Expense related to share-based payments
(22)
(28)
TOTAL PERSONNEL EXPENSES
(1,385)
(1,290)
*
Including impairment of intangible assets of €999 million at 30.06.2020.
Operating profit also includes €4.3 million in lease expenses relating to short-term leases, €1.7 million in expenses relating to leases of
low-value assets and €2.1 million in expenses relating to variable rents.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
201
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 4 Notes to the balance sheet
Note 4.1 Intangible assets and goodwill
Intangible assets are measured at cost on initial recognition.
With the exception of assets with indefinite useful lives, they are
amortised on a straight-line basis over their period of use,
which is generally less than five years, and are written down
when their recoverable amount is less than their net carrying
amount. Amortisation of intangible assets is recognised within
operating profit in the income statement.
In the context of the Group’s activities, and in accordance with
IAS 38 (Intangible assets), research and development costs are
recognised as expenses in the financial year during which they
are incurred, except for certain development costs which meet
the capitalisation criteria described by the standard.
Movements in the year
Foreign
currency
gains
Other
€ million
30.06.2019 Acquisitions Allowances
Disposals
and losses
movements 30.06.2020
Goodwill
5,528
12,957
452
199
227
41
467
-
-
(1)
0
21
47
(7)
60
1
0
0
5,747
13,230
471
Brands
-
Other intangible assets
GROSS VALUE
Goodwill
-
-
(20)
(21)
-
5
18,937
(137)
5
19,448
(136)
-
0
Brands
(1,408)
(318)
-
(999)
(34)
0
9
0
(2,398)
(338)
Other intangible assets
AMORTISATION/IMPAIRMENT
INTANGIBLE ASSETS, NET
-
10
6
(1)
(1)
4
(1,863)
17,074
-
(1,033)
(1,033)
10
(11)
16
76
(2,872)
16,576
467
Movements in the year
Foreign
currency
gains and
losses
Other
movements
€ million
30.06.2020
5,747
Acquisitions Allowances Disposals
30.06.2021
5,642
Goodwill
15
13
73
100
-
-
-
-
(8)
(42)
(50)
-
(139)
(346)
(2)
19
6
Brands
13,230
471
12,894
541
Other intangible assets
GROSS VALUE
Goodwill
-
42
67
(0)
(0)
(1)
(1)
66
19,448
(136)
-
(488)
(1)
19,077
(137)
-
Brands
(2,398)
(338)
-
(72)
(43)
(116)
(116)
7
95
(2,369)
(341)
Other intangible assets
AMORTISATION/IMPAIRMENT
INTANGIBLE ASSETS, NET
-
40
46
(4)
2
(2,872)
16,576
-
95
(2,847)
16,230
100
(393)
202
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Goodwill
Goodwill is subject to an impairment test at least once a year
and whenever there is an indication that its value may have
been impaired. To perform these tests, goodwill is allocated by
geographical area on the basis of asset groupings at the date of
each business combination. These asset groupings correspond
to groups of assets which jointly generate identifiable cash flows
that are largely independent. If impairment is identified, an
impairment loss is recognised in profit and loss for the financial
year.
Goodwill mainly stems from the acquisitions of Allied Domecq in July 2005 and Vin&Sprit in July 2008. The change in the value of
goodwill in the period was mainly due to the acquisitions mentioned in Note 1.2.1 Significant events during the financial year
Acquisitions and disposals, as well as currency fluctuations.
Brands
The fair value of identifiable acquired brands is determined
using an actuarial calculation of estimated future profits or
using the royalty method and corresponds to the fair value of
the brands at the date of acquisition. As the Group’s brands are
intangible assets with indefinite useful lives, they are not
amortised but are rather subject to an impairment test at least
once a year or whenever there is an indication that their value
may have been impaired. Brands acquired as a part of
acquisitions of foreign entities are denominated in the
functional currency of the business acquired.
The main brands recorded on the balance sheet are: Absolut, Ballantine’s, Beefeater, Chivas Regal, Kahlúa, Malibu, Martell and Brancott
Estate. Most of these were recognised at the time of the acquisitions of Seagram, Allied Domecq and Vin&Sprit. The change in the gross
value of brands for the period was mainly due to the acquisitions mentioned in Note 1.2.1 – Significant events during the financial year –
Acquisitions and disposals, as well as currency fluctuations.
Impairment of tangible or intangible assets
In accordance with IAS 36, intangible assets and property, plant
and equipment are subject to impairment tests whenever there
is an indication that the value of the asset has been impaired
and at least once a year for non-current assets with indefinite
useful lives (goodwill and brands).
for each brand and market towards a perpetual growth rate.
The calculation includes a terminal value derived by
capitalising the cash flows generated in the last forecast year.
Assumptions applied to sales and advertising and promotional
expenditure are determined by Management based on
previous results and long-term development trends in the
markets concerned. The cash flow projection methodology
takes into account, with respect to Working Capital
Requirements and investments, the specific features of white
spirits and maturing alcohols. The present values of discounted
cash flows are sensitive to these assumptions, as well as to
consumer trends and economic factors.
The assets subject to impairment tests are included in cash
generating units (CGUs), corresponding to linked groups of
assets which generate identifiable cash flows. The CGUs include
assets related to the Group’s brands and are allocated in
accordance with the three geographical areas defined by the
Group, on the basis of the sale destination of the products.
Concerning the inclusion of leases treated in accordance with
IFRS 16, the simplified method was used, consisting of including
the net value of the rights-of-use and lease liabilities in the
various CGUs.
Market value is based either on the sale price, net of selling
costs, obtained under normal market conditions or earnings
multiples observed in recent transactions concerning
comparable assets. The discount rate used for these
calculations is an after-tax rate applied to after-tax cash flows
and corresponds to the weighted average cost of capital. This
rate reflects specific rates for each market or region, depending
on the risks that they represent. Assumptions made in terms of
future changes in net sales and in terms of terminal values are
reasonable and consistent with market data available for each
of the CGUs. Additional impairment tests are applied where
events or specific circumstances suggest that a potential
impairment exists.
When the recoverable amount of a CGU is less than its net
carrying amount, an impairment loss is recognised within
operating profit. The recoverable amount of the CGU is the
higher of its market value and its value in use.
Value in use is measured based on cash flows projected over a
19-year period. This period reflects the typically long lives of the
Group’s brands and their productive assets. Discounted
projected cash flows are established based on annual budgets
and multi-year strategies, extrapolated into subsequent years
by gradually converging the figure for the last year of the plan
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
203
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
In addition to annual impairment tests applied to goodwill and brands, specific impairment tests are applied where there is an
indication that the value of an intangible asset may have been impaired. The data and assumptions used for the impairment tests
applied to cash generating units (CGUs) are as follows:
Method used
to determine
the recoverable
amount
Net carrying
amount of
goodwill at
30.06.2021
Net carrying
amount of
brands at
Value in use
Discount rate
2020
Discount rate
2021
Perpetual
growth rate
€ million
30.06.2021
From -1% to
+2.5%
Europe
1,833
2,760
911
3,921
5,070
1,533
5.80%
6.83%
7.42%
5.70%
6.48%
7.24%
Value in use
based on the
discounted cash
flow method
From -1% to
+2.5%
Americas
From -1% to
+2.5%
Asia/Rest of World
The amount of any additional impairment of goodwill, brands
and related assets at 30 June 2021 is described below, resulting
from:
a 50 basis point increase in the after-tax discount rate;
a 100 basis point increase in the after-tax discount rate; or
a 50 basis point reduction in the perpetual rate growth over
the duration of the multi-year plans.
a 50 basis point reduction in the growth rate of the
contribution after advertising and promotional expenditure;
50 basis point
decrease in the growth
rate of the
contribution after
advertising and
promotional
50 basis point
increase in the
100 basis point
increase in the
50 basis point
decrease in the
perpetual growth rate
€ million
expenditure after-tax discount rate after-tax discount rate
Europe
(0)
0
(4)
(4)
(86)
(211)
(17)
(1)
0
Americas
Asia/Rest of World
TOTAL
(2)
(2)
(5)
(3)
(4)
(13)
(314)
Note 4.2 Property, plant and equipment
Property, plant and equipment are recognised at acquisition
cost and broken down by component. Depreciation is
calculated on a straight-line basis over the estimated useful life
of the assets. Useful life is reviewed on a regular basis. The
average depreciable lives for the major categories of property,
plant and equipment are as follows:
selling costs, as from the date at which it is possible to obtain a
reliable assessment of price, for example by referring to an
active market. Changes in fair value are recognised in profit and
loss. Land on which biological assets are planted is measured in
accordance with IAS 16.
In accordance with IFRS 16, applicable from 1 July 2019,
right-of-use assets for leases are recognised as property, plant
and equipment in the class of underlying asset to which the
right of use relates, with the corresponding recognition of a
lease liability. These are mainly offices occupied by the Group
and recorded under Buildings. The value of right-of-use assets
is determined on the basis of the amount of the lease liability,
adjusted for the amount of prepaid rent, initial direct costs,
benefits received from lessors and, where applicable,
remediation costs. Right-of-use assets relating to leases are
depreciated over the term of the lease. The accounting
principles for determining the lease liability are detailed in
Note 4.8 – Financial liabilities.
Buildings
15 to 50 years
5 to 15 years
3 to 5 years
Machinery and equipment
Other fixed assets
Vines
25 to 33 years
Depreciation of property, plant and equipment is recognised
within operating profit in the income statement.
In accordance with the amendments to standards IAS 41 and
IAS 16, vines are, since 1 July 2016, valued at acquisition cost and
depreciated over their useful life. In accordance with IAS 41,
agricultural produce (harvests) continues to be recognised at
fair value on the balance sheet, after deducting estimated
Items of property, plant and equipment, including right-of-use
assets, are written down when their recoverable amount falls
below their net carrying amount.
204
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Movements in the financial year
Foreign
currency
gains
and move-
losses ments 30.06.2020
of
which
right-
of-use
assets
Other
IFRS 16
Acqui-
€ million
30.06.2019 impacts* 01.07.2019 sitions Allowances Disposals
Land
343
1,294
2,006
53
190
11
396
1,484
2,017
3
327
92
-
-
-
0
(19)
(39)
(3)
(23)
(26)
4
(1)
399
1,766
2,186
51
407
41
Buildings
Machinery and equipment
140
Other property, plant
and equipment
790
241
38
-
828
241
83
-
-
(36)
0
(12)
(3)
8
870
182
69
-
Assets in progress
161
(216)
Advance on property,
plant and equipment
8
4,681
(32)
8
4,973
(32)
19
685
-
-
-
-
(95)
0
0
(67)
1
(3)
(69)
0
24
5,427
(40)
-
567
(7)
GROSS VALUE
Land
292
-
-
-
(9)
Buildings
(537)
(1,198)
(537)
(1,198)
(3)
(4)
(120)
(123)
16
10
12
(621)
(67)
(20)
Machinery and equipment
35
16
2
(1,272)
Other property, plant
and equipment
(366)
-
-
-
(366)
-
(1)
-
(67)
-
33
-
5
(3)
-
(399)
0
(25)
-
Assets in progress
0
AMORTISATION/
IMPAIRMENT
(2,132)
2,549
-
(2,132)
2,841
(8)
(319)
(319)
84
32
11
(2,332)
3,095
(119)
448
PROPERTY, PLANT
AND EQUIPMENT, NET
292
677
(10)
(36)
(58)
*
See Note 1.1.2.1 to the 2019/20 URD consolidated financial statements and notes for the first-time application of IFRS 16.
Movements in the year
Foreign
currency
of which
gains and
Other
right-of-use
assets
€ million
30.06.2020 Acquisitions
Allowances Disposals
losses movements 30.06.2021
Land
399
1,766
2,186
4
84
60
-
-
-
(5)
(83)
(118)
3
21
21
5
49
405
1,838
2,264
53
442
32
Buildings
Machinery and equipment
116
Other property, plant
and equipment
870
182
80
-
-
(64)
(0)
18
2
18
923
220
75
-
Assets in progress
217
(180)
Advance on property, plant
and equipment
24
5,427
(40)
9
454
-
-
-
(0)
(271)
2
(0)
65
(1)
(26)
(17)
(0)
3
7
5,658
(48)
-
602
(13)
GROSS VALUE
Land
(9)
Buildings
(621)
-
(120)
(127)
58
(9)
(17)
(691)
(122)
(15)
Machinery and equipment
(1,272)
(0)
101
(3)
(1,317)
Other property, plant
and equipment
(399)
0
(0)
-
(69)
(0)
50
-
(8)
0
0
-
(425)
(0)
(35)
-
Assets in progress
AMORTISATION/
IMPAIRMENT
(2,332)
3,095
(0)
(325)
(325)
211
(35)
30
(0)
(2,481)
3,177
(186)
416
PROPERTY, PLANT
AND EQUIPMENT, NET
454
(60)
(18)
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
205
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 4.3 Financial assets
Financial assets consist mainly of Group interests in
non-consolidated companies, loans, sureties and deposits,
guarantee deposits required by the tax regulations of certain
countries and plan assets for pension obligations (not entering
into the scope of IFRS 9).
Fair value is determined on the basis of the financial criteria
most appropriate to the specific situation of each company. The
fair value of financial assets listed on a financial market is their
stock market value. The valuation criteria generally used for
other non-consolidated investments are share of equity and
future profitability.
Equity instruments
Loans, guarantees and deposits
Loans, guarantees and deposits are valued at amortised cost.
Investments in non-consolidated entities are recorded in the
Balance sheet at fair value. Fair value results and the disposal
gain or loss are recorded, in accordance with the management
intention, either (i) in the income statement under the heading
“Financial income/Financial expenses other non-recurring
financial items” or (ii) in consolidated shareholders’ equity
under the heading “Other comprehensive income” and are not
recycled through profit or loss.
30.06.2020
Current Non-current
30.06.2021
Current Non-current
€ million
Net financial assets
Equity instruments
-
-
93
-
-
286
294
Other financial assets
Net loans and receivables
Loans, receivables and deposits*
Total net non-current financial assets
Derivative instruments
FINANCIAL ASSETS
273
-
-
156
522
54
-
-
106
685
65
12
12
8
8
576
750
*
Following the application of IFRS 16 from 1 July 2019, the category “Loans, receivables and deposits” includes receivables relating to subleases for €15 million
at 30 June 2021 (€14 million at 30 June 2020).
The table below shows the movements of financial assets, excluding derivative instruments:
Movements in the year
Foreign
currency
gains and
losses
Other
movements
€ million
30.06.2019 Acquisitions
Allowances
Disposals
30.06.2020
Other financial assets
Equity instruments
1,097
202
191
2
19
31
52
-
-
-
(6)
(2)
(9)
(17)
-
13
0
(832)
(119)
16
273
101
219
593
0
Investment-related receivables
GROSS VALUE
-
(9)
4
1,489
0
-
(935)
0
Provisions for other financial assets
0
0
Impairment losses recognised on
available-for-sale financial assets
-
-
-
-
-
-
-
-
-
-
-
Provisions on equity instruments
(7)
0
(7)
Impairment losses recognised on
investment-related receivables
(62)
-
-
-
(1)
0
(63)
PROVISIONS
(70)
-
0
-
(1)
0
(71)
NON-CURRENT FINANCIAL
ASSETS, NET
1,419
52
0
(17)
3
(935)
522
206
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Movements in the year
Foreign
currency
gains and
losses
Other
movements
€ million
30.06.2020 Acquisitions
Allowances
Disposals
30.06.2021
294
Other financial assets
Equity instruments
273
101
219
593
0
(0)
51
-
(1)
17
(2)
(6)
9
4
144
(119)
28
293
Loans, guarantees and deposits
GROSS VALUE
24
75
(11)
(12)
107
-
694
Provisions for other financial assets
(0)
0
-
(0)
Impairment losses recognised on
available-for-sale financial assets
-
-
-
-
-
-
-
-
Provisions on equity instruments
(7)
0
0
(7)
Provisions for loans, guarantees
and deposits
(63)
(1)
4
59
(2)
PROVISIONS
(71)
(1)
-
4
59
(9)
NON-CURRENT FINANCIAL
ASSETS, NET
522
75
(1)
(12)
13
87
684
Other financial assets at 30 June 2021 included €285 million of
plan surplus related to employee benefits, compared to
€265 million at the end of June 2020. This change is mainly due
to changes in actuarial assumptions over the period (see Note 4.7
Provisions).
At 30 June 2021, equity instruments consisted mainly of
unconsolidated securities held by the Group and in particular,
those of Jumia Technologies AG, measured at fair value through
OCI in the amount of €165 million based on the closing share
price of €25.61 on 30 June 2021 (compared with €4.90 per share
on 30 June 2020).
Note 4.4 Inventories and work in progress
Inventories are measured at the lower of either their cost
(acquisition cost and cost of production, including indirect
production overheads) or their net realisable value. Net
realisable value is the selling price less the estimated costs of
completion and sale of inventories. Most inventories are valued
using the weighted average cost method. The cost of long-cycle
inventories is computed using a single method which includes
distilling and ageing costs. These inventories are classified in
current assets, although a substantial part remains in inventory
for more than one year in order to undergo the ageing process
used for certain wines & spirits before being sold.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
207
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
The breakdown of inventories and work-in-progress at the balance sheet date is as follows:
Movements in the year
Foreign
currency
gains and
losses
Change in
gross values
Change in
impairment
Other
movements
€ million
30.06.2019
140
30.06.2020
173
Raw materials
33
295
94
12
435
-
-
-
(5)
(40)
(19)
(7)
(71)
0
4
51
0
Work in progress
Goods in inventory
Finished products
GROSS VALUE
Raw materials
4,877
505
5,183
580
-
280
-
11
66
0
296
5,802
(10)
-
6,232
(11)
(2)
(13)
(3)
(4)
(21)
(21)
Work in progress
Goods in inventory
Finished products
IMPAIRMENT
(10)
-
0
-
(23)
(13)
-
1
(1)
1
(16)
(13)
-
1
(15)
(46)
-
2
0
(65)
NET INVENTORIES
5,756
435
(69)
66
6,167
Movements in the year
Foreign
currency
gains and
losses
Change in
gross values
Change in
impairment
Other
movements
€ million
30.06.2020
173
30.06.2021
177
Raw materials
3
214
76
32
325
-
-
-
(1)
85
(10)
(3)
72
2
4
Work in progress
Goods in inventory
Finished products
GROSS VALUE
Raw materials
5,183
580
5,486
646
-
-
296
-
6
331
6,232
(11)
-
11
-
6,641
(16)
(5)
(5)
(7)
(3)
(20)
(20)
(0)
(0)
(0)
0
Work in progress
Goods in inventory
Finished products
IMPAIRMENT
(23)
-
(1)
(0)
1
(29)
(16)
-
(23)
(15)
-
(17)
(65)
-
(0)
72
-
(86)
NET INVENTORIES
6,167
325
11
6,555
At 30 June 2021, ageing inventories intended mainly for use in whisky and cognac production accounted for 82% of work-in-progress.
The Group is not significantly dependent on its suppliers.
208
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 4.5 Trade receivables and other operating receivables
Trade receivables and other current receivables are recognised initially at their fair value, which usually corresponds to their
nominal value. Provisions for impairment are recognised in line with the losses expected over the life of the receivable.
The following tables break down trade receivables and other operating receivables as of 30 June 2020 and 30 June 2021 by due date:
Due in accordance with the following terms
Net
carrying
amount
31 to
90 days
91 to
180 days
181 to
€ million
Not due
< 30 days
360 days > 360 days
Net carrying amounts
Trade receivables and other operating
receivables as of 30.06.2020
906
675
62
79
52
24
14
O/w impairment
(91)
(15)
0
(3)
(8)
(11)
(55)
Trade receivables and other operating
receivables as of 30.06.2021
1,126
958
109
31
10
4
14
O/w impairment
(104)
(16)
(1)
(2)
(3)
(7)
(74)
Changes in the impairment of trade receivables and other operating receivables were as follows:
€ million
FY20
FY21
91
At 1 July
67
37
(3)
(4)
(5)
91
Allowances during the year
Reversals during the year
Used during the year
Foreign currency gains and losses
At 30 June
26
(5)
(7)
(1)
104
At 30 June 2021, there was no reason to question the
creditworthiness of non-impaired past due receivables. More
specifically, non-impaired receivables with due dates of over
12 months show no additional credit-related risk. There is no
significant concentration of risks.
In FY20 and FY21, the Group continued to implement its
programmes to sell the receivables of several affiliates.
Receivables sold under these programmes totalled €513 million
at 30 June 2020 and €592 million at 30 June 2021. As
substantially all risks and rewards associated with the
receivables were transferred, they were derecognised.
The change in impairment of trade and other operating
receivables during FY20 and FY21 is notably linked to a
reassessment of the recoverability of receivables in the context of
the Covid-19 pandemic.
Derecognised assets where there is continuing involvement
Fair value
of continuing
involvement
Maximum
Exposure
€ million
Carrying amount of continuing involvement
Financial
liabilities at
fair values
Amortised
costs
Held to
maturity
Available
for sale
Continuing involvement
Guarantee deposit –
factoring and securitisation
8
-
8
-
8
8
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
209
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 4.6 Other current assets
Other current assets are broken down as follows:
€ million
30.06.2020
30.06.2021
Advances and down payments
Tax accounts receivable, excluding income tax
Prepaid expenses
40
195
66
39
258
88
Other receivables
22
28
TOTAL
323
413
Note 4.7 Provisions
In accordance with IAS 37 (Provisions, contingent liabilities and
contingent assets), provisions for risks and contingencies are
recognised to cover probable outflows of resources that can be
estimated and that result from present obligations relating to
past events. In the case where a potential obligation resulting
from past events exists, but where the occurrence of the
outflow of resources is not probable or where the amount
cannot be reliably estimated, a contingent liability is disclosed
among the Group’s commitments. The amounts provided for
are measured by taking account of the most probable
assumptions or using statistical methods, depending on the
nature of the obligations. Provisions notably include:
The cost of restructuring measures is fully provisioned in the
financial year, and is recognised in profit and loss under “Other
operating income and expenses” when it is material and results
from a Group obligation to third parties arising from a decision
made by the competent corporate body that has been
announced to the third parties concerned before the closing
date. This cost mainly involves redundancy payments, early
retirement payments, costs of notice periods not served,
training costs of departing individuals and costs of site closure.
Scrapping of property, plant and equipment, impairment of
inventories and other assets, as well as other costs (moving
costs, training of transferred individuals, etc.) directly related to
the restructuring measures are also recognised in
restructuring costs. The amounts provided for correspond to
forecast future payments to be made in connection with
restructuring plans, discounted to present value when the
payment schedule is such that the effect of the time value of
money is significant.
provisions for restructuring;
provisions for pensions and other long-term employee
benefits;
provisions for litigation (tax other than corporate income tax,
legal, employee-related).
Litigation is kept under regular review, on a case-by-case basis,
by the Legal Department of each affiliate or region or by the
Group’s Legal Department, drawing on the help of external
legal consultants in the most significant or complex cases. A
provision is recorded when it becomes probable that a present
obligation arising from a past event will require an outflow of
resources whose amount can be reliably estimated. The
amount of the provision is the best estimate of the outflow of
resources required to settle this obligation.
1.
Breakdown of provisions
The breakdown of provisions for risks and charges at the balance sheet date is as follows:
€ million
30.06.2020
30.06.2021
Non-current provisions
Provisions for pensions and other long-term employee benefits
Other non-current provisions for risks and charges
Current provisions
605
310
477
253
Provisions for restructuring
101
121
50
113
Other current provisions for risks and charges
TOTAL
1,138
893
210
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
2.
Changes in provisions (other than provisions for pensions and other long-term employee benefits)
Movements in the year
Used
Unused
First-time
Translation
€ million
30.06.2020 Allowances
reversals reversals Reclassification consolidation adjustments 30.06.2021
Provisions for restructuring
Other current provisions
Other non-current provisions
TOTAL PROVISIONS
101
121
17
19
59
11
9
11
(1)
(1)
-
-
-
-
0
(4)
(5)
(9)
50
113
310
533
62
99
40
110
54
74
(20)
(22)
253
416
Some Group companies are involved in disputes as part of their
normal business activities. They are also subject to tax audits,
some of which may lead to adjustment. The main disputes are
described in Note 6.5 – Disputes.
The change in “Other current and non-current provisions”
during the period is explained as follows:
allowances stem mainly from proceedings brought against the
Company and its affiliates, as part of the normal course of
business and the emergence of new risks, including tax risks
(other than corporate income tax risks);
At 30 June 2021, the provisions recorded by the Group for all
litigation and risks in which it is involved amounted to
€366 million, excluding uncertain tax positions recognised in
current tax liabilities. The Group does not provide details (with
exceptions), as it believes the disclosure of the amount of any
provision booked in consideration of each pending dispute would
be likely to cause serious harm to the Group.
reversals are made at the time of corresponding payments or
where the risk is considered to be nil. Unused reversals
primarily concern the re-evaluation or the statute of limitation
of certain risks, including tax risks.
3.
Provision for pension benefits
In accordance with applicable national legislation, the Group’s
employee benefit obligations are composed of:
The cost of defined benefit plans has three components, which
are accounted for as follows:
long-term post-employment benefits (retirement bonuses,
pensions, medical and healthcare expenses, etc.);
the cost of services is recognised in operating profit.
It includes:
long-term benefits payable during the period of employment.
the cost of services rendered during the period,
the cost of past services resulting from the modification or
reduction of a plan, fully recognised in profit and loss for
the period in which the services were performed,
Defined contribution plans
Contributions are recognised as expenses as they are incurred.
As the Group is not committed beyond the amount of such
contributions, no provision is recognised in respect of defined
contribution plans.
gains and losses resulting from liquidations;
the financial component, recorded in financial income
(expenses), comprises the impact of discounting the
liabilities, net of the expected return on plan assets,
measured using the same discount rate as that used to
measure the liabilities;
Defined benefit plans
For defined benefit plans, the projected unit credit method is
used to measure the present value of defined benefit
obligations, current service cost and, if applicable, past service
cost. The measurement is made at each closing date and the
personal data concerning employees is revised at least every
three years. The calculation requires the use of economic
assumptions (inflation rate and discount rate) and assumptions
concerning employees (mainly average salary increase, rate of
employee turnover and life expectancy). The assumptions used
in FY19 and FY20 and the methods used for their
determination are described below.
revaluations of liabilities (assets) are recognised as
non-recyclable items of comprehensive income, and consist
mainly of actuarial differences, namely the change in plan
obligations and assets due to changes in assumptions and to
experience gains or losses, the latter representing the
difference between the expected impact of some actuarial
assumptions applied to previous valuations and the actual
impact. Depending on the nature of the texts governing the
plans in certain zones, if the hedging assets exceed the
commitments entered into the accounts, any assets
generated may be limited to the present value of the future
reimbursements and the expected decreases in future
contributions.
A provision is recorded in the balance sheet for the difference
between the actuarial debt of related obligations (actuarial
liabilities) and any assets dedicated to funding the plans,
measured at their fair value, and includes past service costs and
actuarial gains and losses.
The Group provides employee benefits such as pensions and
retirement bonuses and other post-employment benefits, such as
medical care and life insurance:
in the United States and Canada, benefit obligations include
funded pension plans guaranteed to employees as well as
unfunded post-employment medical plans;
in France, benefit obligations mainly comprise arrangements
in Ireland, the United Kingdom and the Netherlands, benefit
for retirement indemnities (non-funded) and supplementary
pension benefits (partly funded);
obligations mainly consist of pension plans granted to
employees.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
211
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Defined benefit plans in the Group relate mainly to affiliates in
Certain affiliates, mainly those located in North America, also
provide their employees with post-employment medical cover.
These benefit obligations are unfunded. They are measured
using the same assumptions as those used for the pension
obligations in the countries in question.
the United Kingdom, in North America and in the rest of Europe.
Defined benefit plans are subject to an annual actuarial valuation
on the basis of assumptions depending on the country. Under
these pension and other benefit plan agreements, employees
receive at the date of retirement either a capital lump sum
payment or an annuity. These amounts depend on the number of
years of employment, final salary and the position held by the
employee. At 30 June 2021, fully or partly funded benefit
obligations totalled 5,202 million, equivalent to 95% of the total
benefit obligations.
Several affiliates, mainly in Europe, also provide their employees
with other long-term benefits. Benefit obligations of this type are
mainly in respect of long-service awards and jubilee awards.
The table below presents a reconciliation of the provision between 30 June 2020 and 30 June 2021:
30.06.2020
30.06.2021
Medical
Medical
expenses
and other
employee
benefits
expenses
and other
employee
benefits
Pension
commitments
Pension
Total commitments
€ million
Total
341
Net liability/(asset) at beginning of period
Net expense/(income) for the period
Actuarial (gains)/losses (1)
(671)
26
147
5
(524)
30
196
54
145
4
58
916
(53)
(10)
2
3
919
(53)
(19)
2
(126)
(47)
(8)
0
(126)
(47)
(16)
(0)
Employer contributions
-
-
Benefits paid directly by the employer
Changes in scope of consolidation
Foreign currency gains and losses
Net liability/(asset) at end of period
Amount recognised in assets (2)
(10)
0
(8)
(0)
(1)
140
-
0
(14)
196
(265)
(1)
145
-
(15)
341
(265)
(17)
52
(18)
192
(285)
(285)
AMOUNT RECOGNISED IN LIABILITIES
(PROVISION AT END OF PERIOD)
460
145
605
337
140
477
(1) Recognised in “Other comprehensive income”.
(2) See Note 4.3 – Financial assets.
Actuarial gains and losses correspond mainly to the update of actuarial assumptions and values of plan assets.
The net financial impact recognised in income statement in respect of pensions and other long-term employee benefits is broken down
as follows:
30.06.2020
Medical
30.06.2021
Medical
expenses
and other
employee
benefits
expenses
and other
employee
benefits
Expense for the year
€ million
Pension
commitments
Pension
Total commitments
Total
Service cost
42
3
46
42
4
46
Interest on provision
(17)
118
(136)
0
4
4
-
(13)
122
(136)
-
3
90
(87)
0
4
4
-
7
93
(87)
0
o/w interest on the commitment
o/w interest on the assets
o/w interest on the limitation of the assets
-
-
Fees/levies/premiums
11
(11)
-
-
(5)
-
11
(16)
-
8
(0)
0
-
(7)
-
8
(8)
0
Impact of plan amendments/Reduction of future rights
Impact of liquidation of benefits
Actuarial (gains)/losses
-
3
3
-
5
5
Effect of asset ceiling (including the impact of IFRIC 14)
-
-
-
-
-
-
NET EXPENSE/(INCOME) RECOGNISED IN PROFIT
AND LOSS
26
5
30
54
4
58
212
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Changes in provisions for pensions and other long-term employee benefits are shown below:
30.06.2020
30.06.2021
Medical
Medical
expenses
and other
employee
benefits
expenses
and other
employee
benefits
Net liability recognised in the balance sheet
€ million
Pension
commitments
Pension
Total commitments
Total
Change in the actuarial value of cumulative benefit obligations
Actuarial value of cumulative benefit obligations
at beginning of period
4,965
42
147
3
5,113
46
5,440
42
145
4
5,584
46
Service cost
Interest cost (effect of unwinding of discount)
Employee contributions
118
4
4
122
5
90
4
93
1
4
1
5
Benefits paid
(257)
0
(10)
-
(268)
0
(257)
(0)
(1)
(8)
-
(265)
(0)
Administrative fees/premiums/levies
Plan amendments/reduction of future rights
Liquidation of benefits
(11)
0
(5)
-
(16)
0
(7)
-
(8)
0
0
Actuarial (gains)/losses
641
(91)
28
6
647
(92)
28
(252)
251
1
5
(247)
249
0
Currency translation adjustments
Changes in scope of consolidation
Other items
(1)
0
(1)
(0)
ACTUARIAL VALUE OF CUMULATIVE BENEFIT
OBLIGATIONS AT END OF PERIOD
5,440
145
5,584
5,318
140
5,458
Change in the fair value of plan assets
Fair value of plan assets at beginning of period
Interest income on plan assets
5,645
136
(269)
4
-
5,645
136
(269)
4
5,259
87
-
5,259
87
-
-
Experience gains/(losses) on plan assets
Employee contributions
-
(101)
4
-
(101)
4
-
-
Employer contributions
53
-
53
47
-
47
Benefits paid
(248)
(12)
-
-
(248)
(12)
-
(249)
(9)
-
(249)
(9)
Administrative fees/premiums/levies
Plan amendments/reduction of future rights
Liquidation of benefits
-
-
-
(1)
-
(1)
-
-
-
-
-
-
Currency translation adjustments
Changes in scope of consolidation
FAIR VALUE OF PLAN ASSETS AT END OF PERIOD
Present value of funded benefits
Fair value of plan assets
(77)
26
-
(77)
26
269
0
-
269
0
-
-
5,259
5,335
5,259
77
-
5,259
5,335
5,259
77
5,307
5,206
5,307
(102)
112
-
5,307
5,206
5,307
(102)
253
-
-
-
-
Deficit/(surplus) on funded benefits
Present value of unfunded benefits
-
-
104
145
249
140
Effect of ceiling on plan assets (including the impact
of IFRIC 14)
15
-
15
41
-
41
NET (ASSETS)/LIABILITIES RECOGNISED
IN THE BALANCE SHEET
196
145
341
52
140
192
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
213
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Actuarial value of
cumulative benefit
obligations
Recognised in
liabilities and
shareholders’ equity
Fair value of plan
assets
Limitation of plan
assets
Amount recognised
in assets
At 30.06.2021
United Kingdom
United States
Canada
(€ million)
4,233
369
%
(€ million)
%
(€ million)
%
(€ million)
62
%
(€ million)
(255)
0
%
78%
7%
4,426
266
301
83%
5%
0
0
0%
0%
13%
22%
9%
89%
0%
103
41
273
5%
6%
41
0
100%
0%
(28)
(1)
10%
0%
Ireland
295
5%
208
13
4%
87
18%
France
130
2%
0%
0
0%
117
24%
14%
0
0%
Other countries
TOTAL
159
3%
93
2%
0
0%
67
(1)
0%
5,458
100%
5,307
100%
41
100%
477
100%
(285)
100%
The breakdown of pension assets between the different asset classes (Bonds, shares, etc.) is as follows:
30.06.2020
30.06.2021
Medical expenses
Medical expenses
and other
Pension
and other
Pension
Breakdown of pension assets
Shares
commitments
employee benefits
commitments
employee benefits
10%
10%
1%
Not applicable
Not applicable
Not applicable
Not applicable
Not applicable
11%
11%
0%
Not applicable
Not applicable
Not applicable
Not applicable
Not applicable
Bonds
Other money market funds
Property assets
Other items
2%
3%
77%
75%
TOTAL
100% NOT APPLICABLE
100% NOT APPLICABLE
At 30 June 2021, Other” assets notably include the value of the
insurance policy taken out with Rothesay Life covering the
obligations insured as part of the buy-in conducted in FY20.
Contributions payable by the Group in FY22 in respect of funded
benefits are estimated at €44 million.
Benefits payable in respect of defined benefit plans over the next 10 years are broken down as follows:
Medical expenses
and other employee
benefits
Benefits to be paid over the next 10 years
€ million
Pension
commitments
2022
266
7
6
2023
269
2024
276
6
2025
285
6
2026
302
6
2027-2031
1,583
34
214
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
At 30 June 2020 and 30 June 2021, the main assumptions used for the measurement of pension obligations and other long-term
employee benefits were as follows:
30.06.2020
30.06.2021
Medical
expenses
and other
employee
benefits
Medical
expenses
and other
employee
benefits
Pension
commitments
Pension
commitments
Actuarial assumptions in respect of commitments
Discount rate
1.65%
2.94%
1.97%
2.46%
Not applicable
3.26%
Average rate of increase in annuities
Average salary increase
3.15% Not applicable
3.33%
2.46%
2.62%
2.89%
Expected increase in medical expenses
Initial rate
Not applicable
Not applicable
5.72% Not applicable
4.64% Not applicable
5.18%
Final rate
4.00%
30.06.2020
30.06.2021
Medical
expenses
and other
employee
benefits
Medical
expenses
and other
employee
benefits
Pension
commitments
Pension
commitments
Actuarial assumptions in respect of the expense for the financial year
Discount rate
2.35%
2.98%
1.65%
3.15%
2.46%
2.94%
Not applicable
2.62%
Average rate of increase in annuities
Average salary increase
3.26% Not applicable
2.63%
3.05%
Expected increase in medical expenses
Initial rate
Not applicable
Not applicable
6.06% Not applicable
4.69% Not applicable
5.72%
4.64%
Final rate
Actuarial assumptions at 30.06.2021
(pension and other commitments)
By region
Other
United
Kingdom
United
States
Eurozone non-Eurozone
Canada
countries
countries
Discount rate
1.90%
2.56%
3.13%
0.99%
3.70%
Not
applicable
Not
applicable
Average rate of increase in annuities
Average salary increase
3.48%
2.50%
1.67%
2.66%
1.83%
5.84%
2.98%
3.00%
Expected increase in medical expenses
Initial rate
5.50%
5.50%
5.75%
4.00%
4.61%
3.56%
3.50% Not applicable
3.50% Not applicable
Final rate
The obligation period-related discount rates used within the
Eurozone are as follows:
Discount rates are determined by reference to the yield at the
balance sheet date on premium category corporate Bonds (if
available), or on government Bonds, with maturities similar to the
estimated duration of the benefit obligations.
short-term rate (3-5 years): 0.00% to 0.25%;
medium-term rate (5-10 years): 0.25% to 0.75%;
The expected rate of return on assets corresponds to the
discount rate, in accordance with IAS 19.
long-term rate (more than 10 years): 0.75% to 1.20%.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
215
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
The sensitivity of the debt to changes in the discount rate is shown in the table below:
Medical expenses
and other
Pension
employee
€ million
commitments
benefits
Total
5,458
5,923
5,047
Commitments at 30.06.2021
5,318
140
151
131
Commitments at 30.06.2021 with a 0.5% decrease in the discount rate
Commitments at 30.06.2021 with a 0.5% increase in the discount rate
5,772
4,916
The impact of a change in the rate of increase in medical expenses would be as follows:
With current rate
Post-employment medical benefits
€ million
With current rate
1% increase
1% decrease
On the present value of the benefit obligations at 30.06.2021
Expense for FY21
112
5
10
0
(8)
(0)
The experience gains or losses on the benefit obligations and plan assets are set out below:
30.06.2021
Medical expenses
and other employee
benefits
Pension
commitments
€ million
Amounts of experience losses or (gains) on benefit obligations
Percentage compared with amounts of benefit obligations
Amounts of financial assumption losses or (gains) on benefit obligations
Percentage compared with amounts of benefit obligations
Amounts of demographic assumption losses or (gains) on benefit obligations
Percentage compared with amounts of benefit obligations
Amounts of experience losses or (gains) on plan assets
Percentage compared with amounts of plan assets
Amounts of experience losses or (gains) on the limitation on assets
Percentage compared with amounts of plan assets
Average duration
(21)
-0.4%
(187)
-3.5%
(44)
(4)
-3.2%
9
6.3%
1
-0.8%
101
0.5%
-
1.9%
24
0.0%
-
0.5%
16.40
0.0%
14.13
Note 4.8 Financial liabilities
IFRS 9 (Financial Instruments) replaced IAS 39 as of 1 July 2018.
IAS 32 has been applied since 1 July 2004. IFRS 7 has been
applied since 1 July 2007. The amendment approved by the
European Union on 22 November 2011 has been applied from
1 July 2011.
In accordance with IAS 7 (Statement of cash flows), cash and
cash equivalents presented in assets and liabilities in the
balance sheet and shown in the consolidated cash flow
statements include items that are immediately available as cash
or are readily convertible into a known amount of cash and
which are subject to an insignificant risk of change in their
value. Cash is composed of cash at bank and on hand,
short-term deposits with an initial maturity of less than three
months and money market mutual funds that are subject to an
insignificant risk of change in their value. Cash equivalents are
short-term investments with a maturity of less than three
months. Bank overdrafts, which are considered to be
equivalent to financing, are excluded from cash and cash
equivalents.
Borrowings and other financial liabilities are recognised, on the
basis of their effective interest rates, in accordance with the
amortised cost method. The effective interest rate includes all
costs, commissions and fees payable under the contract
between the parties. Under this method, costs that are directly
attributable to the acquisition or issue of the financial liability
are recognised in profit and loss on the basis of the effective
interest rate.
216
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
IFRS 16 (Leases)
The Group assesses whether a contract is, or contains, a lease
if the contract conveys, at inception, the right to control the
use of an identified asset for a set period of time in exchange
for consideration.
Leases are recognised in the balance sheet from the
commencement date. They are presented in “Lease liabilities”
with a corresponding entry in “Property, plant and
equipment”, depending on the nature of the underlying asset
(see Note 4.1 – Property, plant and equipment). Lease liabilities
comprise a current and non-current portion on the basis of
the expected future payments.
The lease liability is initially calculated at the present value of
the future lease payments. The discount rates are based on
the Group’s borrowing rate plus a spread to take into account
country-specific economic environments. They are estimated
in each currency using available market data. They take into
account the term of the leases. Lease payments may include
fixed or variable payments that depend on a rate or index
known at the commencement date of the lease.
In the income statement, depreciation expenses are
recognised on the basis of the use of the underlying asset and
interest
expenses
are
presented
in
financial
income/(expense).
In the cash flow statement, repayments of lease liabilities are
reported under “Lease repayments” in cash flow from
financing activities, while interest payments are reported
under “Interest paid” in cash flow from operating activities.
The period used to calculate the lease liability corresponds to
the non-cancellable term of the contract, unless it is
reasonably certain that the Group will exercise a renewal
option beyond this period. The probability of exercising an
option is determined on a lease-by-lease basis, taking into
account Management’s intentions. This liability is then
calculated at amortised cost using the effective interest rate
method.
The Group has chosen not to apply IFRS 16 to leases
corresponding to assets with a low unit replacement value or
to short-term leases. These leases are recognised directly in
expenses.
Net financial debt, as defined and used by the Group, corresponds to total gross financial debt (translated at the closing rate), including
lease liabilities and fair value and net foreign currency asset hedged derivatives (hedging of net investments and similar), less cash and
cash equivalents.
1.
Breakdown of net financial debt by nature and maturity
30.06.2020
30.06.2021
Non-
current
Non-
current
€ million
Current
723
-
Total
9,322
-
Current
Total
8,857
-
Bonds
8,599
-
70
8,787
-
Syndicated loan
-
Commercial paper
299
81
-
299
7
-
7
Other loans and financial debts
Other financial liabilities
192
192
8,791
(40)
-
273
115
108
108
8,894
(22)
-
222
380
1,103
(3)
572
122
229
9,086
(22)
GROSS FINANCIAL DEBT
9,894
(44)
-
192
Fair value hedge derivatives instruments – assets
Fair value hedge derivatives instruments – liabilities
Fair value hedge derivatives
Net investment hedge derivatives – assets
Net investment hedge derivatives – liabilities
Net asset hedging derivative instruments
FINANCIAL DEBT AFTER HEDGING
Cash and cash equivalents
-
-
-
-
(3)
(40)
(13)
-
(44)
(13)
-
(22)
(43)
-
(22)
(43)
-
-
-
-
-
-
-
(13)
8,737
-
(13)
-
(43)
8,830
-
(43)
9,022
(2,078)
6,944
508
7,452
1,100
(1,935)
(835)
88
9,837
(1,935)
7,902
522
192
(2,078)
(1,886)
103
NET FINANCIAL DEBT EXCLUDING LEASE LIABILITIES
Lease liability
8,737
433
9,171
8,830
405
9,235
NET FINANCIAL DEBT
(747)
8,424
(1,783)
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
217
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
The analysis of the change in net financial debt based on the changes in cash and non-cash is described below:
Changes
in cash
flows
Changes in cash flows with no cash impact
Total cash
flow
Translation
adjustments
Change in
fair value
Other
items 30.06.2021
€ million
30.06.2020
9,322
-
Scope
Bonds
(258)
-
-
-
-
-
-
(223)
-
16
-
-
-
-
-
-
8,857
Syndicated loan
-
7
Commercial paper
Other loans and financial debts
GROSS FINANCIAL DEBT
299
(292)
(41)
-
-
273
(10)
(233)
-
222
9,894
(591)
16
9,086
Fair value hedge derivatives instruments –
assets
(44)
-
-
-
22
-
(22)
Fair value hedge derivatives
(44)
-
-
-
22
-
(22)
Economic net investment hedge derivatives –
assets
(13)
(13)
-
-
-
-
-
-
(29)
(29)
(262)
11
-
-
-
-
-
-
(43)
(43)
Economic net investment hedge derivatives
FINANCIAL DEBT AFTER HEDGING
Cash and cash equivalents
9,837
(1,935)
(591)
(154)
38
-
9,022
(2,078)
Net financial debt excluding
lease liabilities
7,902
522
(745)
(97)
-
-
-
(251)
2
38
-
-
81
81
6,944
508
Lease liability
NET FINANCIAL DEBT
8,424
(842)
(249)
38
7,452
2.
Breakdown of debt excluding lease liabilities by currency before and after foreign exchange
hedging instruments at 30 June 2020 and 30 June 2021
Gross
financial
debt
Net debt
after
hedging
% Net debt
after
30.06.2020
€ million
Amount
hedged
Debt after
hedging
% debt after
hedging
Cash
(1,322)
(60)
hedging
EUR
5,635
4,214
-
(515)
621
5,120
4,835
(96)
3,797
4,774
(134)
(152)
(384)
52%
49%
-1%
-1%
1%
48%
60%
-2%
-2%
-5%
USD
GBP
(96)
(124)
58
(37)
SEK
3
(122)
101
(31)
Other currencies
42
(485)
FINANCIAL DEBT
BY CURRENCY
9,894
(57)
9,837
(1,935)
7,902
100%
100%
Gross
financial
debt
Net debt
after % debt after
hedging
% Net debt
after
30.06.2021
€ million
Amount
hedged
Debt after
hedging
Cash
(1,273)
(36)
hedging
hedging
EUR
5,350
135
(119)
12
5,484
3,558
12
4,211
3,522
(18)
61%
61%
51%
0%
USD
3,677
39%
0%
GBP
-
2
(30)
SEK
(72)
(19)
(70)
37
(38)
(108)
(663)
-1%
-2%
-10%
Other currencies
57
(700)
0%
FINANCIAL DEBT
BY CURRENCY
9,086
(64)
9,022
(2,078)
6,944
100%
100%
218
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
3.
Breakdown of fixed-rate/floating rate debt (excluding lease liabilities) before and after interest
rate hedging instruments at 30 June 2020 and 30 June 2021
30.06.2020
Debt before hedging Debt after hedging
30.06.2021
Debt before hedging Debt after hedging
€ million
Fixed-rate debt
9,146
-
93%
-
8,431
-
86%
-
8,975
99%
-
8,302
-
92%
-
Capped floating-rate debt
Floating-rate debt
-
691
7%
1,406
14%
47
1%
720
8%
FINANCIAL DEBT AFTER HEDGING
BY TYPE OF RATE
9,837
100%
9,837
100%
9,022
100%
9,022
100%
At 30 June 2021, before taking account of any hedges, the Group’s gross debt was 99% fixed rate and 1% floating rate. After hedging, the
floating-rate part was 8%.
4. Schedule of financial liabilities at 30 June 2021
The following table shows the maturity of future financial liability-related cash flows (nominal and interest). Floating-rate interest flows
have been estimated on the basis of rates at 30 June 2020 and 30 June 2021.
Balance
sheet Contractual
30.06.2020
6 to
1 to
2 to
3 to
4 to
€ million
value
flows < 6 months 12 months
2 years
3 years
4 years
5 years > 5 years
Nominal value
Interest
-
-
(9,804)
(1,740)
(336)
(119)
(673)
(127)
(1,378)
(217)
(753)
(142)
(1,038)
(127)
(1,688)
(118)
(3,939)
(862)
GROSS
FINANCIAL DEBT
(9,894)
(11,544)
(455)
(799)
(1,595)
(895)
(1,165)
(1,806)
(4,801)
LEASE LIABILITY
Cross currency swaps
Flows payable
(522)
(599)
(40)
(49)
(97)
(75)
(56)
(49)
(233)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Flows receivable
Derivative instruments
liabilities
(24)
(24)
(25)
(25)
(23)
(23)
(2)
(2)
-
-
-
-
-
-
-
-
-
-
DERIVATIVE
INSTRUMENTS LIABILITIES
TOTAL FINANCIAL
LIABILITIES
(10,440)
(12,169)
(518)
(851)
(1,692)
(970)
(1,221)
(1,854)
(5,034)
Balance
sheet Contractual
30.06.2021
6 to
1 to
2 to
3 to
4 to
€ million
value
flows < 6 months 12 months
2 years
3 years
4 years
5 years > 5 years
Nominal value
(9,061)
(1,856)
(10,917)
(572)
(63)
(87)
(60)
(95)
(690)
(168)
(858)
(90)
(1,017)
(154)
(1,667)
(144)
(1,122)
(119)
(4,442)
(1,088)
(5,531)
(202)
Interest
GROSS FINANCIAL DEBT
LEASE LIABILITY
Cross currency swaps
Flows payable
(9,086)
(508)
-
(151)
(42)
(155)
(69)
(1,171)
(66)
(1,811)
(56)
(1,241)
(47)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Flows receivable
Derivative instruments
liabilities
(6)
(6)
(6)
(6)
(6)
(6)
-
-
-
-
-
-
-
-
-
-
-
-
DERIVATIVE
INSTRUMENTS LIABILITIES
TOTAL FINANCIAL
LIABILITIES
(9,600)
(11,495)
(199)
(224)
(948)
(1,236)
(1,867)
(1,288)
(5,733)
5.
Credit lines
At 30 June 2021, credit lines mainly comprised the multi-currency syndicated loan of 2,500 million and a 600 million bilateral line.
No drawdowns have been made from these credit lines.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
219
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
6. Bonds
Carrying amount
at 30.06.2021
(€ million)
Nominal amount
800 MUSD
500 MEUR
500 MEUR
650 MEUR
250 MEUR
750 MEUR
600 MEUR
600 MUSD
500 MEUR
600 MUSD
250 MEUR
750 MEUR
900 MUSD
500 MEUR
850 MUSD
500 MUSD
TOTAL BONDS
Interest rate
4.25%
1.88%
0.00%
2.13%
Issue date
Maturity
15.07.2022
28.09.2023
24.10.2023
27.09.2024
07.04.2025
07.04.2025
18.05.2026
08.06.2026
24.10.2027
01.04.2028
08.04.2030
08.04.2030
01.04.2031
24.10.2031
15.01.2042
01.10.2050
12.01.2012
28.09.2015
24.10.2019
29.09.2014
27.04.2020
01.04.2020
17.05.2016
08.06.2016
24.10.2019
01.10.2020
27.04.2020
01.04.2020
01.10.2020
24.10.2019
12.01.2012
01.10.2020
696
506
499
659
253
746
599
509
499
502
264
747
1.13%
1.13%
1.50%
3.25%
0.50%
1.25%
1.75%
1.75%
1.63%
0.88%
5.50%
2.75%
751
495
720
409
8,857
7.
Offsetting of financial assets and financial liabilities
The table below shows the amounts of financial assets and
financial liabilities before and after offsetting.
balance sheet if and only if the Group has a legally enforceable
right to offset the recognised amounts, and if it intends to settle
the net amount. The assets and liabilities offset stem from the
multi-currency cash pooling implemented within the Group.
The amounts offset in the balance sheet were established in
accordance with IAS 32. Accordingly, financial assets and
financial liabilities are offset and the net amount is shown in the
Impact
of master
Amounts
offset in
Net
amounts in agreements instruments
financial the balance the balance and similar received as
netting
Financial
Net
amounts
under
Gross
At 30.06.2020
€ million
assets
2,125
786
sheet
(190)
(190)
sheet agreements
collateral
IFRS 7
Assets
Cash and cash equivalents
Liabilities
1,935
596
-
-
-
-
-
-
Bank debts
Impact
of master
netting
Amounts
offset in
Net
Financial
Net
amounts
under
Gross
amounts in agreements instruments
financial the balance the balance and similar received as
30.06.2021
€ million
assets
2,290
441
sheet
(212)
(212)
sheet agreements
collateral
IFRS 7
Assets
Cash and cash equivalents
Liabilities
2,078
229
-
-
-
-
-
Bank debts
-
220
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 4.9 Financial instruments
1.
Fair value of financial instruments
Breakdown by accounting classification
Fair value Assets at Liabilities at
30.06.2020
Balance
sheet
value Fair value
Measurement Fair value
through amortised
amortised
cost
€ million
level
– profit
equity
cost
Assets
Equity instruments
Levels 1 and 3
-
-
93
-
-
-
-
93
93
Guarantees, deposits, investment-related
receivables
156
156
156
Trade receivables and other operating
receivables
-
-
-
-
906
323
-
-
-
-
-
906
323
906
323
Other current assets
Derivative instruments – assets
Cash and cash equivalents
Liabilities
Level 2
Level 1
53
13
-
66
66
1,935
-
1,935
1,935
Bonds
-
-
-
-
-
-
-
-
-
-
9,322
572
522
-
9,322
572
522
24
9,749
572
522
24
Bank debts
Lease liabilities
-
Derivative instruments – liabilities
Level 2
24
Breakdown by accounting classification
Fair value Assets at Liabilities at
30.06.2021
Balance
sheet
value Fair value
Measurement Fair value
through amortised
amortised
cost
€ million
level
– profit
equity
cost
Assets
Equity instruments
Levels 1 and 3
-
-
286
-
-
-
286
106
286
106
Guarantees, deposits, investment-related
receivables
106
Trade receivables and other operating
receivables
-
-
1,126
-
-
-
-
1,126
413
1,126
413
Other current assets
Derivative instruments – assets
Cash and cash equivalents
Liabilities
413
Level 2
Level 1
29
43
-
-
-
72
72
2,078
2,078
2,078
Bonds
-
-
-
-
-
-
-
-
-
8,857
229
508
-
8,857
229
508
6
9,399
229
508
6
Bank debts
-
Lease liabilities
-
Derivative instruments – liabilities
Level 2
6
The methods used are as follows:
other long-term financial liabilities: the fair value of other
long-term financial liabilities is calculated for each loan by
discounting future cash flows using an interest rate taking into
account the Group’s credit risk at the balance sheet date;
debt: the fair value of debt is determined for each loan by
discounting future cash flows based on the closing market
rates adjusted for the Group’s credit risk. For floating-rate
loans and bank loans, the fair value is approximately equal to
the net carrying amount;
derivative instruments: the market value of instruments
recognised in the financial statements at the balance sheet
date was calculated on the basis of available market data, using
current valuation models.
Bonds: market liquidity enabled the Bonds to be valued at their
fair value using the quoted prices;
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
221
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
The hierarchical levels for fair value disclosures below accord
with the definitions in the amended version of IFRS 7 (Financial
Instruments: Disclosures):
The currency controls in place in certain countries limit the
Group’s ability to use cash (prohibition on investment with the
Group) and, in some cases, delay the possibility of paying
dividends (authorisation is required from the relevant
authorities, notably in Cuba). At 30 June 2021, the delayed
availability cash amounted to €138 million, including €135 million
relating to Cuba. The monetary unification reform that led to the
replacement of the convertible peso (CUC) by the Cuban peso
(CUP) from 1 January 2021 has no material impact on the Group’s
financial statements at 30 June 2021.
level 1: fair value based on prices quoted in an active market;
level 2: fair value measured based on observable market data
(other than quoted prices included in level 1);
level 3: fair value determined by valuation techniques based on
unobservable market data.
In accordance with IFRS 13, derivatives were measured taking
into account the Credit Valuation Adjustment (CVA) and the
Debt Valuation Adjustment (DVA). The measurement is based on
historical data (rating of counterparty banks and probability of
default). At 30 June 2021, the impact was not significant.
Specific terms of financing agreements and the schedule of
financial liability maturity are respectively disclosed in the
“Material contracts” subsection of the management report and
in Note 4.8 Financial liabilities of the Notes to the consolidated
financial statements.
2.
Risk management
Management of currency risk
Management and monitoring of financial risks is performed by
the Financing and Treasury Department. Reporting to the Group
Finance Department, it oversees all financial exposures and
processes or validates all financing, investment and hedging
transactions, as part of a programme approved by General
Management.
As the Group consolidates its financial statements in euros, it is
exposed to fluctuations against the euro by the currencies in
which its assets and liabilities are denominated (asset risk) or
in which transactions are carried out (transaction risk and
translation of results).
While some hedging strategies allow exposure to be limited,
there is no absolute protection against exchange rate
fluctuations.
All financial instruments used hedge existing or forecast hedge
transactions or investments. They are contracted with a limited
number of counterparties that have a first-class rating.
For asset risk, financing foreign currency-denominated assets
acquired by the Group with debt in the same currency provides
natural hedging. This principle was applied for the acquisition of
Seagram, Allied Domecq and Vin&Sprit, with part of the debt
being denominated in USD, reflecting the importance of cash
flows generated in dollars or linked currencies.
Management of liquidity risk
At 30 June 2021, the Group’s cash and cash equivalents totalled
€2,078 million (compared with €1,935 million at 30 June 2020).
An additional €3,360 million of renewable medium-term credit
facilities with banks was confirmed and undrawn. Group funding
is provided in the form of long-term debt (bank loans, Bonds,
etc.) and short-term financing (commercial paper and bank
overdrafts) as well as factoring and securitisation, which provide
adequate financial resources to ensure the continuity of its
business. The Group also set up a €7 billion EMTN (Euro Medium
Term Note) programme in May 2020. The Group’s short-term
financial debt after hedging was €349 million at 30 June 2021
(compared to €1,100 million at 30 June 2020).
Movements in currencies against the euro (notably the USD)
may impact the nominal amount of these debts and the financial
expenses published in euros in the consolidated financial
statements, and this could adversely affect the Group’s results.
For operational currency risk, the Group’s international
operations expose it to currency risks affecting transactions
carried out by affiliates in a currency other than their operating
currency (transaction accounting risk).
While the Group has not identified any other significant cash
requirement, it cannot be fully guaranteed that it will be able to
continue to access the funding and refinancing needed for its
day-to-day operations and investments on satisfactory terms,
given the uncertain economic context.
As a rule, it is Group policy to invoice end customers in the
functional currency of the distributing entity. Exposure to
currency risk on invoicing between producer and distributor
affiliates is managed via a monthly payment centralisation
procedure involving most countries with freely convertible and
transferable currencies and whose internal legislation allows this
participation. This system hedges against net exposure using
forward exchange contracts.
The credit ratings sought by Pernod Ricard from rating agencies
on its long- and short-term debt are Baa1/P2 from Moody’s and
BBB+/A2 from Standard & Poor’s, respectively.
The Group’s bank and bond debt contracts include covenants
and a financial ratio. Breaches of these covenants or financial
ratio could force the Group to make accelerated payments. At
30 June 2021, the Group was in compliance with the covenants
under the terms of its syndicated loan, with a solvency ratio (total
Net debt converted at the average rate/consolidated EBITDA) of
5.25 or less.
Residual risk is partially hedged using financial derivatives
(forward purchases, forward sales or options) to hedge certain or
highly probable non-Group operating receivables and payables.
In addition, the Group may use firm or optional hedges with the
aim of reducing the impact of currency fluctuations on its
operating activities in some Brand Companies that make
significant purchases in currencies other than the euro
especially USD, GBP or SEK – or in order to secure the payment
of dividends back to the parent.
Furthermore, while the vast majority of the Group’s cash surplus
is placed with branches of global banks enjoying the highest
agency ratings, it cannot be ruled out that these Group
investments may lose some of their liquidity and/or value.
222
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Management of interest rate risk
At 30 June 2021, the Group’s debt comprised floating-rate debt
(mainly commercial paper and other bank loans) and fixed-rate
debt (mainly Bonds), in addition to a hedging portfolio including
USD swaps.
The Group cannot guarantee that these hedges will prove
sufficient, or that it will be able to maintain them on acceptable
terms.
Maturity of debt and floating-rate EUR hedges (notional value)
At 30.06.2021
€ million
> 1 year and
< 5 years
< 1 year
1,273
(35)
> 5 years
Total
1,273
(32)
Total assets (cash)
-
3
-
(0)
(0)
-
Total floating-rate liabilities
NET FLOATING-RATE DEBT BEFORE HEDGING
Derivative instruments
1,238
(177)
3
1,241
(135)
1,107
43
46
NET FLOATING-RATE DEBT AFTER HEDGING
1,061
(0)
Maturity of the debt and floating-rate USD hedges (notional value)
At 30.06.2021
€ million
> 1 year and
< 5 years
< 1 year
36
> 5 years
Total
36
Total assets (cash)
-
(17)
-
-
-
-
-
Total floating-rate liabilities
(49)
(12)
98
(65)
NET FLOATING-RATE DEBT BEFORE HEDGING
Derivative instruments
(17)
(29)
(554)
(583)
(652)
(668)
NET FLOATING-RATE DEBT AFTER HEDGING
85
Analysis of the sensitivity of financial instruments to interest
rate risk (impact on the income statement)
A 50 basis point increase or decrease in interest rates (USD and
EUR) would increase or reduce the cost of net financial debt by
€5 million.
Counterparty risk in financial transactions
The Group could be exposed to counterparty default via its cash
investments, hedging instruments or the availability of confirmed
but undrawn financing lines. In order to limit this exposure, the
Group performs a rigorous selection of counterparties according
to several criteria, including credit ratings, and depending on the
maturity dates of the transactions.
Analysis of the sensitivity of financial instruments to interest
rate risk (impact on shareholders’ equity)
However, no assurance can be given that this rigorous selection
will be enough to protect the Group against risks of this type,
particularly in the current economic context.
A relative change of plus or minus 50 basis points in interest
rates (USD and EUR) would not generate any gain or loss on
shareholders’ equity.
Analysis of the sensitivity of financial instruments used to
hedge risks related to farm raw materials (impact on
shareholders’ equity)
At 30 June 2021, the sensitivity of the portfolio was not
significant.
Note 4.10 Interest rate, foreign exchange and commodity derivatives
Pursuant to the amended version of IAS 9 (Financial
Instruments), all derivative instruments must be recognised in
the balance sheet at fair value, determined on the basis of
standard market valuation models or external prices issued by
financial institutions.
in value of the effective” portion of the hedge is recognised in
shareholders’ equity. It is recognised in profit and loss when the
hedged item is itself recognised in profit and loss. The change
in value of the ineffective component of the derivative is
however recognised directly in profit and loss. If the derivative
is designated as a hedge of a net foreign currency investment,
the change in value of the “effective” portion of the hedge is
recognised in shareholders’ equity and the change in value of
the “ineffective” portion is recognised in profit and loss.
Where the derivative has been designated as a fair value hedge,
changes in the value of the derivative and of the hedged item
are recognised in profit and loss for the same period. If the
derivative has been designated as a cash flow hedge, the change
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
223
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Hedging instruments (by risk category and nature of hedge)
Notional amount of contracts
> 1 year
Fair value
Description
of the financial
Type of hedge at 30.06.2020
€ million
and
< 1 year < 5 years
>
instrument
5 years
Total
Assets Liabilities
Fair value hedge
44
-
Interest rate risk hedges
Swaps
357
536
179
1,072
44
-
Cross currency
swaps
Interest rate and currency risk hedges
Net investment hedge
-
-
-
-
-
-
-
-
-
-
-
-
-
13
-
-
-
-
Currency risk hedges
NDF & FX options
Cross currency
swaps
Interest rate and currency risk hedges
-
460
-
460
13
-
DERIVATIVE INSTRUMENTS INCLUDED
IN NET DEBT
57
0
-
-
3
3
Cash flow hedge
Interest rate risk hedges
Swaps
179
-
-
179
Hedging of currency risk on intragroup financing
and operational hedging
Currency swaps
Forwards
38
7
-
2
-
-
-
-
38
9
0
0
9
0
0
Commodity risk hedges
Non hedge accounting
-
-
21
Hedging of currency risk on intragroup financing
and operational hedging
Currency swaps
and FX forwards
1,821
-
-
-
-
1,821
4
5
10
11
Interest rate risk hedges
TOTAL DERIVATIVE INSTRUMENTS
TOTAL NON-CURRENT
TOTAL CURRENT
Swaps
1,250
1,250
66
54
12
24
0
24
224
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Notional amount of contracts
> 1 year
Fair value
Description
of financial
instrument
Type of hedge at 30.06.2021
€ million
and
< 1 year < 5 years
>
5 years
Total
Assets Liabilities
Fair value hedge
22
-
Interest rate risk hedges
Swaps
-
-
673
-
-
-
673
-
22
-
Cross currency
swaps
Interest rate and currency risk hedges
Net investment hedge
-
43
-
-
-
-
Currency risk hedges
FX forwards
-
-
-
-
-
-
Cross currency
swaps
Interest rate and currency risk hedges
460
460
43
-
DERIVATIVE INSTRUMENTS INCLUDED
IN NET DEBT
64
2
-
0
-
Cash flow hedge
Interest rate risk hedges
Swaps
-
-
-
-
-
Currency swaps
and FX forwards
and FX options
Hedging of currency risk on intragroup financing
and operational hedging
20
17
-
-
-
-
20
17
1
2
6
-
0
6
Commodity risk hedges
Swaps
Non hedge accounting
Hedging of currency risk on intragroup financing
and operational hedging
Currency swaps
and FX forwards
1,494
-
-
-
-
-
1,494
-
6
-
6
-
Interest rate risk hedges
TOTAL DERIVATIVE INSTRUMENTS
TOTAL NON-CURRENT
TOTAL CURRENT
Swaps
72
65
8
6
0
6
The notional amount of these contracts is the nominal value of the contracts. Foreign currency denominated notional amounts in
cross-currency swaps are shown in euros at the exchange rate agreed. For other instruments, notional amounts denominated in foreign
currencies are translated into euros at year-end rates. Estimated market values are based on information available on the financial
markets and valuation methods appropriate to the type of financial instrument concerned. These valuation methods yield results
consistent with the valuations provided by bank counterparties.
The Group’s hedging instruments at 30 June 2021 are not ineffective.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
225
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Hedged items (by category and nature of hedge)
Cumulative FVH
adjustments included
in the carrying amount
of the hedged item
Balance
sheet item
in which the
hedged item
is included
Change in
fair value
of CFH
CFH derivatives
Carrying amount
of the hedged item
Type of hedging at 30.06.2020
€ million
Assets Liabilities
Assets
Liabilities
reserves
in OCI
FAIR VALUE HEDGE (FVH)
Interest rate risk
Fixed-rate Bonds hedged
End of hedging
-
-
-
-
1,087
44
5
-
11
-
Bonds
N/A
N/A
-
N/A
N/A
-
-
-
-
Bonds
Currency risk
-
-
Firm commitment
-
-
-
N/A
N/A
CASH FLOW HEDGE (CFH)
Interest rate risk
Floating rates of Bonds
End of hedging
N/A
N/A
N/A
N/A
N/A
N/A
-
(3)
(6)
-
0
11
-
-
-
-
-
-
-
-
-
Currency risk
Future foreign currency sales hedges
End of hedging
N/A
-
N/A
-
N/A
-
N/A
-
N/A
N/A
-
(0)
-
0
-
Commodity risk
-
-
-
-
-
-
Commodity risk hedges
NET INVESTMENT HEDGE (NIH)
Net assets hedged
N/A
N/A
N/A
N/A
N/A
0
(0)
447
-
-
-
N/A
-
N/A
-
N/A
N/A
N/A
-
N/A
-
End of hedging
N/A: not applicable.
Cumulative FVH
adjustments included
in the carrying amount
of the hedged item
Balance
sheet item
in which the
hedged item
is included
Change in
fair value
of CFH
Carrying amount
of the hedged item
Type of hedge at 30.06.2021
€ million
CFH derivatives
Assets Liabilities
Assets
Liabilities
reserves
in OCI
FAIR VALUE HEDGE (FVH)
Interest rate risk
Fixed-rate Bonds hedged
End of hedging
-
-
682
-
22
-
-
-
Bonds
Bonds
N/A
N/A
N/A
N/A
Currency risk
Firm commitment
-
-
-
-
-
N/A
N/A
CASH FLOW HEDGE (CFH)
Interest rate risk
Floating rates of Bonds
End of hedging
N/A
-
N/A
-
N/A
-
N/A
-
N/A
N/A
-
3
-
(6)
Currency risk
Future foreign currency sales hedges
End of hedging
N/A
-
N/A
-
N/A
-
N/A
-
N/A
N/A
1
-
1
-
Commodity risk
Commodity risk hedges
NET INVESTMENT HEDGE (NIH)
Net assets hedged
N/A
N/A
N/A
N/A
N/A
1
1
421
-
-
-
N/A
-
N/A
-
N/A
N/A
N/A
-
N/A
-
End of hedging
N/A: not applicable.
226
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 4.11 Other operating payables
Other current liabilities are broken down as follows:
€ million
30.06.2020
628
30.06.2021
718
Taxes and social payables
Other operating payables
TOTAL
388
416
1,016
1,134
Other current liabilities at 30 June 2021 mainly comprise the interim dividend payment of 347 million on 9 July 2021. Most of these
other current liabilities are due within one year.
Note 4.12 Assets held for sale and related liabilities
The Group does not hold significant assets held for sale as defined by IFRS 5 as at 30 June 2021.
Note 5 Notes to the cash flow statement
1.
Working capital requirement
2.
Purchases of financial assets and activities
Working capital requirements increased by €54 million. The
change breaks down as follows:
The acquisitions of financial assets and activities net of disposals
generated a cash outflow of €(116) million, mainly related to
acquisitions and disposals of activities in the period, related in
particular to the transactions described in paragraph 2.1 of
Note 1.2 Significant events during the financial year.
increase in inventory: +€305 million;
increase in trade receivables: +231 million;
increase in operating and other payables: €(500) million;
3.
Issuance/redemption of Bonds
other movements: +€18 million.
During the financial year, the Group Pernod Ricard carried out
bond issuance/subscriptions for €1,788 million and bond
redemptions for €2,379 million. These transactions mainly
correspond to the bond subscriptions and redemptions
described in paragraph 2.2 of Note 1.2 Significant events during
the financial year.
The increase in inventory relates to the build-up of ageing
inventories to meet future demand.
In addition, the Group decreased the stock of commercial paper
for €292 million.
The Group also paid €110 million in respect of its lease liabilities,
of which €97 million related to repayment of the nominal amount
and 12 million to interest payments reported in cash flow from
operating activities.
Note 6 Additional information
Note 6.1 Shareholders’ equity
1.
Share capital
In July 2020, the Group reduced its share capital by cancelling 3,545,032 shares previously held that were acquired under the share
buyback programme. Following this transaction, the share capital changed to €405,908,668, divided into 261,876,560 shares with a par
value of €1.55 each:
Amount
(€ million)
Number of shares
265,421,592
Share capital on 30.06.2020
Share capital on 30.06.2021
411
261,876,560
406
All Pernod Ricard shares are issued and fully paid up and have a nominal value of €1.55. Only one class of Pernod Ricard shares exists.
These shares obtain double voting rights if they have been registered in the name of the same shareholder for an uninterrupted period
of 10 years.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
227
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
2.
Treasury shares
Treasury shares are recognised on acquisition as a deduction from shareholders’ equity. Subsequent changes in the value of
treasury shares are not recognised. When treasury shares are sold, any difference between the acquisition cost and the fair value of
the shares at the date of sale is recognised as a change in shareholders’ equity and has no impact on profit and loss for the year.
On 30 June 2021, Pernod Ricard and its controlled affiliates held
4. Capital management
The Group manages its capital in such a way as to optimise its
1,005,331 Pernod Ricard shares for a value of €133 million. These
treasury shares are reported, at cost, as a deduction from
cost of capital and profitability for its shareholders, provide
shareholders’ equity.
security for all its counterparties and maintain a high rating. In
As part of its stock option and bonus share allocation plans,
Pernod Ricard SA holds shares either directly (treasury shares)
or indirectly (calls or repurchase options). These shares may be
allocated if options are exercised under the stock option plans or,
in the case of bonus shares, if performance targets are met.
this context, the Group may adjust its payment of dividends to
shareholders, repay part of its capital, buy back its own shares
and authorise share-based payment plans.
5.
Liquidity agreement
On 24 May 2012, Pernod Ricard SA put in place a 12-month
liquidity agreement, effective from 1 June 2012, through
Rothschild & Cie Banque. The agreement is tacitly renewable for
successive periods of 12 months. It complies with the French
Financial Markets Association (AMAFI) Code of Conduct, which
was approved by the French Financial Markets Authority (AMF)
in its decision of 21 March 2011.
3.
Interim dividend
At its meeting of 21 April 2021, the Board of Directors decided to
pay an interim dividend of €1.33 per share in respect of FY21, i.e. a
total of €347 million. The interim dividend was paid on 9 July
2021 and recognised under “Other current liabilities” in the
balance sheet at 30 June 2021.
The sum of €5 million was allocated for the implementation of the
liquidity agreement.
Note 6.2 Share-based payments
The Group applies IFRS 2 (Share-based payments) to
transactions whose award and settlement are share-based.
This fair value was calculated using valuation models taking
into account the characteristics of the plan and market data at
the date of grant and on the basis of Group Management
assumptions.
Pursuant to this standard, stock options and performance
shares granted to employees are measured at fair value. The
amount of such fair value is recognised in the income statement
over the vesting period of the rights and a corresponding
double entry is recognised as an increase in shareholders’
equity.
Description of share-based payment plans
The Group implements stock option and performance share
plans for Managers with high levels of responsibility, key
management personnel for the Group and high-potential
Managers. All of the plans are equity-settled.
a performance share plan, including a performance condition
based on the average level of Profit from Recurring Operations
achieved compared with the budget, measured over three
consecutive financial years including the year in which the
shares were granted and a condition of four years’ continuous
service;
In the course of FY21, three share allocation plans were set up on
27 November 2020:
a performance share plan including a performance condition
a stock option plan including a performance condition based
based on the positioning of the overall performance of the
Pernod Ricard share (TSR(1)) compared with the overall
performance of a panel of 12 peers over the period from
27 November 2020 to 27 November 2023 inclusive (three
years) and a condition of four years’ continuous service.
on the positioning of the overall performance of the Pernod
Ricard share (TSR) compared (1) with the overall performance
of a panel of 12 peers over the period from 27 November 2020
to 27 November 2023 inclusive (three years) and a condition of
four years’ continuous service;
(1) Total Shareholder Return.
228
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
The expense recognised for options/shares vested or in the process of being vested during the financial year (period from 1 July 2020 to
30 June 2021) is described below:
Commen-
cement
date for
exercise
Presence of
Type of performance
Subscription Outstanding
Stock option
Number of
or purchase
options at expense for FY21
Stock options
options
Purchase
Purchase
Purchase
Purchase
Purchase
condition beneficiaries
of options
Expiry date
17.11.2024
09.11.2025
21.11.2026
08.11.2027
27.11.2028
price (€)
30.06.2021
75,872
(€ thousand)
115
Plan dated
17.11.2016
Conditional
Conditional
Conditional
Conditional
Conditional
16
15
15
14
14
18.11.2020
10.11.2021
22.11.2022
09.11.2023
28.11.2024
€105.81
€126.53
€137.78
€162.79
€154.11
Plan dated
09.11.2017
77,253
465
Plan dated
21.11.2018
103,629
125,578
136,711
495
Plan dated
08.11.2019
741
Plan dated
27.11.2020
474
Presence of
performance
condition
Shares
acquired
from
Outstanding
shares at
30.06.2021
Share expense
for FY21
Type of
shares
Number of
beneficiaries
Shares vested
from
Performance shares
(€ thousand)
Plan dated 17.11.2016
Free
Conditional
997
18.11.2020
18.11.2020
33% 18.11.2019
33% 18.11.2020
33% 18.11.2021
10.11.2021
0
0
3,104
33% 18.11.2017
Plan dated 17.11.2016
Free Unconditional
6
33% 18.11.2018
33% 18.11.2019
10.11.2021
0
(1)
Plan dated 09.11.2017
Plan dated 21.11.2018
Plan dated 08.11.2019
Plan dated 27.11.2020
Free
Free
Free
Free
Conditional
Conditional
Conditional
Conditional
1,000
958
186,345
192,817
166,420
267,666
4,541
5,536
5,552
4,886
22.11.2022
22.11.2022
820
754
09.11.2023
09.11.2023
28.11.2024
28.11.2024
(1) For this plan, the Group decided exceptionally to recognise all expenses in FY17.
The history of stock option plans that have not yet expired is
presented in the “Corporate governance” section of the universal
registration document.
As at 30 June 2021, the Group recognised an expense of
€2.3 million as an operating loss for the five stock option plans
vested or in the process of vesting during the financial year, as
well as an expense of €23.6 million in respect of the five
performance share plans.
For the vested stock option plans, the total number of options
outstanding is 145,047, with an average remaining life of two
years and eight months.
Annual expenses
€ million
30.06.2020
30.06.2021
Stock options – through a double entry to equity
Performance-based and bonus shares – through a double entry to equity
TOTAL ANNUAL EXPENSES
3
18
2
24
26
20
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
229
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Changes made to outstanding stock options/shares during the year (period from 1 July 2020 to 30 June 2021) are described below:
Presence of
Type of performance
Outstanding
options at
30.06.2020
Allocated
during the
period
Cancelled
during the
period
Exercised
during the
period
Expired
during the
period
Outstanding
options at
30.06.2021
options
condition
Plan dated
06.11.2015
Purchase Conditional
Purchase Conditional
Purchase Conditional
Purchase Conditional
Purchase Conditional
Purchase Conditional
114,893
124,502
124,050
109,492
131,864
0
0
0
6,677
46,797
5,863
6,286
0
45,718
0
0
0
0
0
0
69,175
75,872
Plan dated
17.11.2016
0
41,953
Plan dated
09.11.2017
0
0
0
0
0
77,253
Plan dated
21.11.2018
0
0
103,629
125,578
136,711
Plan dated
08.11.2019
Plan dated
27.11.2020
136,711
Presence of
Type of performance
Outstanding
shares at
30.06.2020
Allocated
during the
period
Cancelled
during the
period
Transferred
during the
period
Expired
during the
period
Outstanding
shares at
30.06.2021
shares
condition
Plan dated
17.11.2016
Free Conditional
Free Conditional
Free Conditional
Free Conditional
Free Conditional
366,522
200,523
208,312
175,706
0
0
7,120
14,178
15,495
9,286
3,172
359,402
0
0
0
0
0
0
186,345
192,817
166,420
267,666
Plan dated
09.11.2017
0
0
0
0
0
Plan dated
21.11.2018
0
0
Plan dated
08.11.2019
Plan dated
27.11.2020
270,838
The average strike price of options exercised during FY21 was €104.24.
The assumptions used in calculating the fair values of the options and shares allocated over the financial year, using the binomial or
Monte Carlo models and the terms under which the options/shares were granted, are as follows:
Type of
options/ performance
Presence of
Initial share
price
Expected
dividend
IFRS 2 fair
value
Strike price
Expected
volatility
Risk-free
shares
Purchase
Free
condition
Conditional
Conditional
Conditional
(€) (1)
(€)
yield interest rate
(€)
Plan dated
27.11.2020
159.70
159.70
159.70
154.11
N/A
20.60%
20.20%
N/A
1.97%
1.97%
1.97%
0.00%
0.00%
N/A
23.53
91.46
Plan dated
27.11.2020
Plan dated
27.11.2020
Free
N/A
147.60
N/A: not applicable
(1) Closing share price at grant date.
The fair values are fixed upon implementation of each plan and
do not vary year on year. In addition, only the values relating to
the plans allocated during FY21 are presented above
(information on previous plans is available in the previous
universal registration documents).
From 2012 onwards, the volatility assumption used for the plans
is based on a multi-criteria approach taking into consideration:
historic volatility over a period equal to the duration of the
options;
implied volatility calculated on the basis of options available in
financial markets.
230
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
The possibility of exercising options prior to maturity has been
Two performance share plans were granted on 27 November
2020. In one case, the fair value corresponds, amongst other
things, to the market price of the shares at the grant date, less the
loss of expected dividends during the vesting period (i.e. four
years for all beneficiaries). Lastly, the number of performance
shares granted will depend on the average level of Group Profit
from recurring operations for the financial years ended 30 June
2021, 30 June 2022 and 30 June 2023 compared with budgeted
Profit from Recurring Operations for each of those financial
years, at constant exchange rates and scope of consolidation.
The accounting expense for the plan under IFRS 2 will be
adjusted for this condition no later than the end of the vesting
period.
taken into account in the valuation model of the stock option
plans by reflecting, via an assumption, the behaviour of
beneficiaries as regards the anticipated periods (before
maturity). In 2017, a new option exercise profile was defined and
replaced that established in 2010. It was assumed that 30%, 40%
and 30% of the options would be exercised once the share price
reached 120%, 150% and 180% of the exercise price respectively.
This assumption is based on a recent analysis of behaviour
observed on plans awarded before 2017.
Options allocated on 27 November 2020 are all conditional on the
positioning of the overall performance of the Pernod Ricard
share (TSR (1)) compared with the overall performance of a panel
of 12 peers: the stock options will be pre-vested on 27 November
2023, provided that the overall performance of the Pernod
Ricard share (TSR (1)) is positioned 7th out of 13 or better (the
number will be determined in increments depending on the level
of performance achieved). Vesting will be final if the continuous
service condition is met on 27 November 2024.
The fair value of the other plan takes account of the same market
performance condition as applied to the stock options allocated
on 27 November 2020: positioning of the overall performance of
the Pernod Ricard share (TSR (1)) compared with the overall
performance of a panel of 12 peers over the period from
27 November 2020 to 27 November 2023 inclusive (three years).
Vesting will be final as of 28 November 2024 if the continuous
service condition is met on 27 November 2024.
Note 6.3 Off-balance sheet commitments
> 1 year and
< 5 years
€ million
Total
< 1 year
> 5 years
Commitments given at 30.06.2020
Commitments given in relation to companies within the Group
Investment commitments
2,367
851
3
1,316
200
5
2
-
5
-
3
2
-
-
Commitments given as part of specific transactions
Other items
-
-
-
-
-
-
Commitments given in relation to the financing of the Company
Financial guarantees given
25
8
11
6
25
8
11
6
Other items
-
-
-
1,303
1,275
9
-
Commitments relating to the operating activities of the issuer
Firm and irrevocable commitments to purchase raw materials
Tax commitments (customs guarantees and others)
Operating lease agreements
2,337
1,972
309
8
841
576
228
3
194
121
71
1
3
Other items
49
33
15
1
(1) Total Shareholder Return.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
231
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
> 1 year and
< 5 years
€ million
Total
< 1 year
38
> 5 years
Commitments received at 30.06.2020
3,443
3,370
35
Commitments received in relation to companies within the Group
1
0
0
0
Commitments received as part of specific transactions in relation
to competition and markets
-
1
-
-
-
Other items
0
0
0
Commitments received in relation to the financing
of the Company
3,399
3,360
39
36
0
3,362
1
-
Lines of credit received and not used
Financial guarantees received
3,360
36
0
2
-
1
Other items
0
-
Commitments relating to the operating activities of the issuer
43
2
7
34
Contractual commitments related to business activity
and business development
41
2
2
6
1
33
1
Other items
0
> 1 year and
< 5 years
€ million
Total
< 1 year
> 5 years
Commitments given at 30.06.2021
Commitments given in relation to companies within the Group
Investment commitments
2,340
870
1
1,332
138
3
1
-
-
3
-
1
1
Commitments given as part of specific transactions
Other items
-
-
-
-
-
-
-
Commitments given in relation to the financing of the Company
Financial guarantees given
29
22
22
-
1
6
29
1
6
Other items
-
-
1,330
1,307
9
-
Commitments relating to the operating activities of the issuer
Firm and irrevocable commitments to purchase raw materials
Tax commitments (customs guarantees and others)
Leases
2,308
2,006
249
10
846
628
179
4
133
70
61
1
4
Other items
44
34
9
1
> 1 year and
< 5 years
€ million
Total
3,450
0
< 1 year
> 5 years
Commitments received at 30.06.2021
Commitments received in relation to companies within the Group
40
3,368
42
-
0
-
Commitments received as part of specific transactions in relation
to competition and markets
-
-
-
-
-
-
Other items
0
0
Commitments received in relation to the financing
of the Company
3,401
3,360
41
36
0
3,363
1
-
Lines of credit received and not used
Financial guarantees received
3,360
36
0
3
-
1
Other items
0
-
Commitments relating to the operating activities of the issuer
49
4
4
41
Contractual commitments related to business activity
and business development
47
2
4
0
4
0
40
1
Other items
232
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
1.
Lines of credit received and not used
2.
Firm and irrevocable commitments
to purchase raw materials
The lines of credit received and not used correspond primarily to
the nominal amounts of the syndicated loan and a bilateral credit
line not drawn at 30 June 2021 (see Note 4.8 – Financial liabilities).
In the context of their cognac, wine, champagne and whiskies
production, the Group’s main affiliates have signed raw material
supply agreements, mainly for eaux-de-vie, grapes, base wines
and grain.
Note 6.4 Contingent liabilities
Pernod Ricard has received several notices of tax adjustment for
the financial years 2007 to 2016, specifically concerning, for an
amount of 8,231 million Indian rupees (equivalent to €93.2 million,
including interest as of the date of the reassessment), the tax
deductibility of promotion and advertising expenses. It should be
noted that the level and amount of this risk have been gradually
and significantly reduced in recent years and that the Company
obtained two court rulings in its favour in FY20 for the period
from FY07 to FY14. These court decisions further strengthen
Pernod Ricard India’s position on the tax deductibility of
advertising and promotional expenses. Reassured by these
decisions and after consulting with its tax advisers, Pernod
Ricard India will continue to dispute the merits of the
reassessment proposal and believes it has a probable chance of
success in litigation. Accordingly, no provision has been booked
for this matter.
Note 6.5 Disputes
In the normal course of business, Pernod Ricard is involved in a
number of individual and group legal, governmental, arbitration
and administrative proceedings.
1. The United States Office of Foreign Assets Control (OFAC)
decided that this law had the effect of preventing any
renewal of the US trademark registration for the Havana
Club brand, which, in the United States, has been owned by
Cubaexport since 1976, without obtaining a specific licence
from OFAC. In August 2006, the United States Patent and
Trademark Office (USPTO) denied the renewal of the said
Havana Club trademark registration, following OFAC’s
refusal to grant a specific licence. Cubaexport petitioned the
Director of the USPTO to reverse this decision and also filed
a claim against the OFAC, challenging both OFAC’s decision
and the law and regulations applied by OFAC. In
March 2009, the US District Court for the District of
Columbia ruled against Cubaexport. In March 2011, in a
two-to-one decision, the Court of Appeals blocked
Cubaexport from renewing its trademark. A certiorari
petition was filed before the US Supreme Court on
27 January 2012, with the support of the French government,
the National Foreign Trade Council and the Washington
Legal Foundation. On 14 May 2012, the Supreme Court
denied the petition. In November 2015, Cubaexport again
applied for a specific licence from OFAC to renew the
trademark in the United States. On 11 January 2016, OFAC
granted Cubaexport’s licence application and on 13 January
2016, the application to the Director of USPTO was declared
admissible and the trademark was renewed for the 10-year
period ending on 27 January 2016. A request for a further
renewal for a period of 10 years from 27 January 2016 was
also granted.
A provision for such procedures is constituted under “Other
provisions for risks and charges” (see Note 4.7 – Provisions) only
when it is likely that a current liability stemming from a past
event will require the payment of an amount that can be reliably
estimated. In the latter case, the provisioned amount
corresponds to the best estimation of the risk. The provisioned
amount recorded is based on the assessment of the level of risk
on a case by case basis, it being understood that any events
arising during the proceedings may at any time require that risk
to be reassessed.
The provisions recorded by Pernod Ricard at 30 June 2021 for all
litigation and risks in which it is involved amounted to
€366 million, compared with €431 million at 30 June 2020 (see
Note 4.7 Provisions), excluding uncertain tax positions
recognised in current tax liabilities. Pernod Ricard provides no
further details (other than in exceptional circumstances), as
disclosing the amount of any provision for ongoing litigation
could cause the Group serious harm.
To the best of the Company’s knowledge, there are no other
governmental, legal or arbitration proceedings pending or
threatened, including any proceeding of which the Company is
aware, which may have or have had over the last six months a
significant impact on the profitability of the Company and/or the
Group, other than those described below.
Disputes relating to brands
Havana Club
2. A competitor of the Group has petitioned the USPTO to
cancel the Havana Club trademark registration in the United
States. In January 2004, the USPTO denied the petition and
refused to cancel the trademark registration. As this decision
was appealed, proceedings are now ongoing before the
Federal District Court for the District of Columbia. These
proceedings were stayed pending the outcome of
Cubaexport’s petition to the USPTO. Following acceptance
of the petition by the Director of the USPTO, these judicial
proceedings resumed and the plaintiff amended the
complaint. In response, Cubaexport and HCH filed two
motions in 2016: one to dismiss all actions commenced
against them and one to expedite proceedings on certain
issues. Both applications have been fully disclosed and are
awaiting a decision by the Court.
The Havana Club brand is owned in most countries by a joint
venture company called Havana Club Holding SA (HCH), of
which Pernod Ricard is a shareholder, and is registered in over
160 countries in which the Havana Club rum is distributed. In the
United States, this brand is owned by a Cuban company
(Cubaexport). Ownership of this brand is currently being
challenged in the United States by a competitor of Pernod
Ricard.
In 1998, the United States passed a law relating to the conditions
for the protection of brands previously used by nationalised
companies. This law was condemned by the World Trade
Organisation (WTO) in 2002. However, to date, the United States
has not amended its legislation to comply with the WTO decision.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
233
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
These risks constitute a potential obstacle to the Group’s
Moreover, Pernod Ricard India (P) received several notices of tax
adjustment for FY07 to FY16 relating to the tax deductibility of
advertising and promotional expenses (see Note 6.4 – Contingent
liabilities). In FY20, Pernod Ricard India (P) obtained two court
rulings in its favour in FY20 for the period from FY07 to FY14,
strengthening its position on the tax deductibility of advertising
and promotional expenses.
business development but there are no foreseeable obligations
resulting from these events at the present time. The resolution of
these disputes would represent a business development
opportunity for the Group.
Tax disputes
It should be noted that the above-mentioned disputes are only
the subject of provisions, which, where appropriate, are recorded
in other provisions for risks and charges (see Note 4.5
Provisions) or in current tax liabilities (see Note 3.3 Corporate
income tax), when it is probable that a present obligation
resulting from a past event will require a settlement the amount
of which can be reliably estimated. The amount of the provision is
the best estimate of the outflow of resources required to
extinguish this liability.
The Group’s companies are regularly audited by the tax
authorities in the countries in which they are registered.
The estimation of the risk concerning each dispute is regularly
reviewed by the affiliate or region concerned and by the Group’s
Tax Department, with the assistance of external counsel for the
most significant or complex cases. Provisions are recognised if
necessary. Pernod Ricard provides no further details (other than
in exceptional circumstances), as disclosing the amount of any
provision for ongoing tax litigation could cause the Group serious
harm.
Commercial disputes
Colombia
India
Pernod Ricard India (P) Ltd has an ongoing dispute with the
Indian customs authorities over the declared transaction value of
concentrates of alcoholic beverages (CAB) imported into India.
Customs are challenging the transaction values, arguing that
some competitors used different values for the import of similar
goods. This matter was ruled on by the Supreme Court which
issued an order in July 2010, setting out the principles applicable
for the determination of values which should be taken into
account for the calculation of duty. Pernod Ricard India (P) Ltd
has already paid the corresponding amounts up to 2001. For the
period between 2001 and December 2010, Pernod Ricard India
(P) Ltd has paid almost the entire differential duty as determined
by customs in Delhi following the initial adjustment notice
received in 2011. A second notice, received in 2013 and confirmed
by a court on 14 August 2017 has been suspended by the
Supreme Court. The Company continues to actively work with
the authorities and courts to resolve pending issues.
Two separate complaints were filed before the Colombian
Competition Agency (the Superintendencia De Industria Y
Comercio) on 14 November 2017 by the Department of
Cundinamarca (Colombia) and its wholly owned distilling
company Empresa de Licores de Cundinamarca against Pernod
Ricard SA, Pernod Ricard Colombia SA and a competitor
company. An additional complaint was filed in September 2019
by the departments of Valle and Antioquia (as well as its
wholly-owned distillation companies). The complaint alleges that
the defendants have committed violations of the Colombian
Unfair Competition Act and, in particular, articles 7 and 18
thereof, through the illegal import of spirits into Colombia. The
complaint alleges that the companies have gained an unfair
market advantage over local producers through such activity.
The plaintiffs seek damages corresponding to the loss of profits
and taxes over the period 2013/17 (2019 in the case of Valle and
Antioquia).
Pernod Ricard India (P) is also involved in a debate with the
Indian customs authorities over the transaction value of
international products imported into India. Discussions are
ongoing with the relevant authorities and jurisdictions.
Pernod Ricard intends to vigorously defend itself against these
allegations. These recent complaints contain allegations that are
similar to those made in prior legal proceedings before the New
York courts brought by Cundinamarca, the Republic of Colombia
and several other Colombian departments in 2004. The New York
proceedings were dismissed voluntarily by the parties in 2012.
Note 6.6 Related parties
Transactions with associates and joint ventures were immaterial in the financial year ended 30 June 2021.
The compensation paid to corporate officers and Executive Committee (COMEX) members in return for their services to the Group is
detailed below:
€ million
30.06.2020
30.06.2021
Board of Directors (1)
Group Executive Committee
1
1
Short-term benefits
15
5
10
2
Post-employment benefits
Share-based payments (2)
5
5
TOTAL EXPENSES RECOGNISED FOR THE FINANCIAL YEAR
26
19
(1) Directors’ compensation.
(2) The cost of share-based payments corresponds to the expenses recognised in profit/loss over the period under stock options and performance shares
allocated to the members of the Group Executive Committee.
Moreover, the Executive Director is eligible for the following
termination compensation :
imposed departure clause subject to performance conditions,
together with a maximum payment corresponding to
12 months’ compensation.
one-year non-compete clause, together with a payment
corresponding to 12 months’ compensation;
These clauses were not implemented in the course of the past
financial year.
234
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 6.7 Subsequent events
On August 23, 2021, the US Court of Appeals for the Federal
Circuit handed down its ruling in favour of the National
Association of Manufacturers. The impact of this favourable
court ruling on the Pernod Ricard Group’s financial statements
at June 30, 2021 is presented in Note 2.3 - Other significant events
during the financial year.
The latter comprises mainly the brands Luc Belaire (French
sparkling wines), Bumbu (a range of rum-based products from
the Caribbean), the Brazilian gin McQueen and the Violet Fog,
and the French liqueur Villon. This equity investment is the first
step in a long-term partnership aimed at generating commercial
opportunities between Sovereign Brands and Pernod Ricard,
such as the study of possible joint industrial and commercial
projects.
On 31 August 2021, the Group entered into an agreement to
acquire a minority stake in Sovereign Brands, owner of a rapidly
growing portfolio of super-premium wine and spirits brands.
Note 6.8 Fees of the Statutory Auditors and members of their networks for the 12-month
financial year(1)
KPMG
Deloitte & Associés
Other items
Total
Amount (excluding tax)
Amount (excluding tax)
Amount (excluding tax)
Amount (excluding tax)
FY21
FY21
FY21
FY21
€ million
FY20
%
FY20
%
FY20
%
FY20
%
Audit
Statutory Auditors, certification, review of separate and consolidated financial statements (3)
Issuer (2)
0.6
2.6
3.2
0.7
2.5
3.1
18%
69%
87%
0.7
3.4
4.0
0.7
3.4
4.1
15%
76%
91%
0.0
0.2
0.2
0.0
0.1
0.1
0%
82%
82%
1.2
6.2
7.4
1.3
6.0
7.4
16%
73%
Fully consolidated affiliates
SUBTOTAL
89%
Services other than the certification of financial statements (4)
Issuer (2)
0.1
0.7
0.1
2%
0.6
0.3
0.2
0.2
5%
4%
0.0
0.0
0.0
0.0
0%
0.7
0.9
0.3
0.6
3%
8%
Fully consolidated affiliates
0.4
11%
18%
including legal, tax,
corporate
0.5
0.8
4.0
0.4
10%
0.2
0.9
4.9
0.2
4%
0.0
0.0
0.2
0.0
0%
0.7
1.7
9.1
0.5
6%
SUBTOTAL
TOTAL
0.5
13%
0.4
9%
0.0
18%
0.9
11%
3.6 100%
4.5 100%
0.2 100%
8.3 100%
(1) For the period under review, this refers to services provided and recognised in the income statement during a financial year.
(2) The issuer is understood to be the Parent Company.
(3) Including the services of independent experts or members of the Statutory Auditors’ network employed to certify the financial statements.
(4) This section sets out the procedures and services provided to the issuer or its affiliates by the Statutory Auditors or the members of their networks. They may
be required by law or by the provisions stipulated at the request of the Group or its affiliates and undertake to comply with the requirements of independence.
Note 7 Consolidation scope
The annual consolidated financial statements include the
financial statements of the Parent Company, Pernod Ricard SA,
and those of entities controlled by the Parent Company (“the
affiliates”). Control is the power to influence the financial and
operating policies of an entity so as to obtain benefits from its
activities, irrespective of the percentage held in the entity.
Non-controlling interests in the net assets of consolidated
affiliates are presented separately from Parent Company
shareholders’ equity. Non-controlling interests include both the
interests of minority shareholders at the date of the original
business combination and minority interests in any subsequent
changes to shareholders’ equity.
Intragroup transactions and internal profits and losses relating
to consolidated companies are eliminated.
Companies over which the Group exercises significant
influence are accounted for under the equity method.
Note 7.1 Consolidation scope
The main changes to the Group’s scope of consolidation at 30 June 2021 are presented in Note 1.2 – Significant events during the financial
year.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
235
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
Note 7.2 List of main consolidated companies
% interest
Country 30.06.2020 30.06.2021
% interest
Consolidation
method ***
Companies
Parent
Company
Parent
Company
Pernod Ricard SA
France
South Africa
South Africa
Germany
Germany
Andorra
Laurenskirk (Pty) Ltd
80
100
60
80
100
100
100
100
100
100
100
100
100
100
100
100
100
45.76
100
100
100
100
100
100
100
50
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
Pernod Ricard South Africa PTY Ltd
Black Forest Distillers GmbH
Pernod Ricard Deutschland GmbH
Pernod Ricard Andorra, SLU
Pernod Ricard Angola, LDA
Pernod Ricard Argentina SRL
Yerevan Brandy Company
100
100
100
100
100
100
100
100
100
100
100
45.76
100
100
100
100
100
100
100
50
Angola
Argentina
Armenia
Pernod Ricard Pacific Holding Pty Ltd
Pernod Ricard Winemakers Pty Ltd
Pernod Ricard Austria GmbH
Pernod Ricard Belgium SA
Australia
Australia
Austria
Belgium
Pernod Ricard Brasil Indústria e Comércio ltda.
Pernod Ricard Bulgaria EOOD
Corby Spirit and Wine Limited*
Hiram Walker & Sons Limited
Pernod Ricard Canada Ltée
Pernod Ricard Chile SpA
Brazil
Bulgaria
Canada
Canada
Canada
Chile
Pernod Ricard (China) Trading Co., Ltd
Pernod Ricard Colombia SA
Pernod Ricard Korea Imperial Company Ltd.
Pernod Ricard Korea Ltd
China
Colombia
South Korea
South Korea
Cuba
Havana Club International SA
Pernod Ricard Denmark A/S
Bodeboca SL
Denmark
Spain
100
100
100
100
100
0
100
100
100
100
100
80
Drinksandco Marketplace, SLU
Pernod Ricard España
Spain
Spain
Pernod Ricard Winemakers Espana, SAU
Vermuteria de Galicia
Spain
Spain
Pernod Ricard Estonia OÜ
Estonia
100
100
100
100
62.36
100
100
100
100
100
100
100
62.36
100
100
100
Austin, Nichols & Co., Inc.
United States
United States
United States
United States
United States
United States
United States
Avión Spirits, LLC
Castle Brands, Inc.
Del Maguey Inc.
Firestone & Robertson Distilling Company LLC
Pernod Ricard Americas IP Management LLC
Pernod Ricard Americas Travel Retail LLC
236
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
% interest
Country 30.06.2020 30.06.2021
% interest
Consolidation
method ***
Companies
Pernod Ricard Assets USA LLC
Pernod Ricard Kenwood Holding LLC
Pernod Ricard Marketing USA LLC
Pernod Ricard USA Finance Inc.
Pernod Ricard USA, LLC
PRUSA Acquisitions LLC
Rabbit Hole Spirits, LLC
Smooth Ambler Spirits Co.
Pernod Ricard Finland OY
Augier Robin Briand & Cie
Champagne Perrier-Jouët
Domaines Jean Martell
Financière Moulins de Champagne
GH Mumm & Cie SVCS
Le Maine au Bois
United States
United States
United States
United States
United States
United States
United States
United States
Finland
100
100
100
100
100
100
80
100
100
100
100
100
100
80
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
80
80
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
France
France
France
France
France
France
Lina 16
France
Lina 3
France
Lina 5
France
Martell & Co SA
France
Martell Mumm Perrier-Jouët
Vignobles Mumm Perrier-Jouët
Pernod Ricard Finance SA
Pernod Ricard Middle East and North Africa
Pernod Ricard North America SAS
Pernod SAS****
France
France
France
France
France
France
Ricard SAS****
France
Société des Produits d’Armagnac SAS
Société Lillet Frères
France
France
Spirits Partners SAS.
France
Théodore Legras
France
Pernod Ricard Ghana Limited
Pernod Ricard Hellas ABEE
Allied Spirits & Wine (China) Ltd
Pernod Ricard Asia Duty Free Ltd
Pernod Ricard Hong Kong Ltd
Peri Mauritius
Ghana
Greece
Hong Kong
Hong Kong
Hong Kong
Mauritius
India
Pernod Ricard India Private Limited
Comrie Limited
Ireland
Irish Distillers Group Unlimited Company
Irish Distillers Ltd
Ireland
Ireland
Samuelson International DAC
Ireland
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
237
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
% interest
Country 30.06.2020 30.06.2021
% interest
Consolidation
method ***
Companies
Irish Distillers International LTD
Pernod Ricard Italia SPA
Ireland
Italy
100
100
35
100
100
51
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
The Kyoto Distillery KK*
Japan
Pernod Ricard Japan KK
Japan
100
100
100
100
100
100
100
34
100
100
100
100
100
100
100
34
Pernod Ricard Kazakhstan
Pernod Ricard Kenya Limited
Pernod Ricard Lietuva UAB
Pernod Ricard Malaysia SDN BHD
Pernod Ricard Maroc
Kazakhstan
Kenya
Lithuania
Malaysia
Morocco
Pernod Ricard Mexico SA de CV
Seagram Myanmar Company Ltd*
Pernod Ricard Norway AS
Pernod Ricard Winemakers New Zealand Limited
Allied International Holdings BV
Pernod Ricard Nederland BV
PR Goal Nederland BV
Mexico
Myanmar
Norway
100
100
100
100
100
100
70
100
100
100
100
100
100
70
New Zealand
Netherlands
Netherlands
Netherlands
Peru
Pernod Ricard Peru SA
Pernod Ricard Philippines, Inc.
Agros Holding SA
Philippines
Poland
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
74
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
74
Wyborowa SA
Poland
Pernod Ricard Portugal – Distribuição, SA
Pernod Ricard Dominicana, SA
Jan Becher – Karlovarska Becherovka, a.s.
Pernod Ricard Romania SRL
Allied Domecq (Holdings) Limited
Allied Domecq Limited
Portugal
Dominican Republic
Czech Republic
Romania
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
United Kingdom
Allied Domecq Overseas (Europe) Limited
Allied Domecq Spirits & Wine Holdings Limited
Allied Domecq Spirits & Wine Limited
Allied Domecq Westport Limited
Chivas Brothers (Holdings) Ltd
Chivas Brothers Ltd**
Chivas Brothers International Ltd**
Chivas Brothers Pernod Ricard
Chivas Holdings (IP) Limited
Chivas Investments Limited**
Coates & Co (Plymouth) Limited
Dillon Bass Ltd
Edward Dillon (Bonders) Ltd
Goal Acquisitions (Holdings) Ltd
Goal Acquisitions Ltd
100
100
100
50.1
100
100
100
100
100
100
50.1
100
100
100
Italicus Ltd
Pernod Ricard UK Group Ltd
Pernod Ricard UK Ltd
PR Goal 3 Ltd
238
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
% interest
Country 30.06.2020 30.06.2021
% interest
Consolidation
method ***
Companies
World Brands Duty Free Ltd
Pernod Ricard Rouss CJSC
Pernod Ricard Singapore PTE Ltd
Pernod Ricard Slovakia s.r.o
Distilled Innovation AB
United Kingdom
Russia
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
FC
Singapore
Slovakia
Sweden
Pernod Ricard Sweden AB
The Absolut Company AB
Sweden
Sweden
Pernod Ricard Swiss SA
Switzerland
Taiwan
Pernod Ricard Taiwan Ltd
Pernod Ricard Thailand Ltd
Pernod Ricard Istanbul Ic ve Dis Ticaret Limited Sirketi
Pernod Ricard Ukraine
Thailand
Turkey
Ukraine
Pernod Ricard Uruguay SA
Pernod Ricard Vietnam Company Limited
Uruguay
Vietnam
*
The companies Corby Spirit and Wine Limited, The Kyoto Distillery KK and Seagram Myanmar Company Ltd are consolidated using the full consolidation
method because of the Group’s majority controlling interest in them.
** UK limited companies that are members or with affiliates that are members of UK partnerships.
In accordance with Regulation 7 of The Partnerships (Accounts) Regulations 2008, annual partnership accounts have not been prepared as the UK
partnerships are consolidated within the Group Pernod Ricard annual consolidated financial statements.
*** “FC” for fully consolidated.
**** The merger of Pernod SAS and Ricard SAS, announced during the financial year, took effect on 1 July 2020.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
239
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
STATUTORY AUDITORS’ REPORT ON THE CONSOLIDATED FINANCIAL STATEMENTS
6.7
Statutory Auditors’ report on the consolidated financial
statements
For the year ended 30 June 2021
This is a translation into English of the statutory auditors’ report on the financial statements of Pernod Ricard issued in French and it is
provided solely for the convenience of English-speaking users.
This statutory auditors’ report includes information required by European regulation and by French law, such as information about the
appointment of the statutory auditors or verification of the management report and other documents provided to shareholders.
This report should be read in conjunction with, and construed in accordance with, French law and professional auditing standards
applicable in France.
To the Pernod Ricard S.A. Shareholders’ Meeting,
INDEPENDENCE
We conducted our audit engagement in compliance with
independence requirements of the French Commercial Code
(Code de commerce) and the French Code of Ethics (Code de
déontologie) for statutory auditors for the period from 1 July 2020
to the date of our report and specifically we did not provide any
prohibited non-audit services referred to in Article 5 (1) of
Regulation (EU) No 537/2014.
Opinion
In compliance with the engagement entrusted to us by your
Shareholders’ Meetings, we have audited the accompanying
consolidated financial statements of Pernod Ricard S.A. for the
year ended 30 June 2021.
In our opinion, the consolidated financial statements give a true
and fair view of the assets and liabilities and of the financial
position of the Group as at 30 June 2021 and of the results of its
operations for the year then ended in accordance with
International Financial Reporting Standards as adopted by the
European Union.
Justification of Assessments – Key Audit Matters
Due to the global crisis related to the Covid-19 pandemic, the
financial statements of this period have been prepared and
audited under specific conditions. Indeed, this crisis and the
exceptional measures taken in the context of the state of sanitary
emergency have had numerous consequences for companies,
particularly on their operations and their financing, and have led
to greater uncertainties on their future prospects. Those
measures, such as travel restrictions and remote working, have
also had an impact on the companies’ internal organization and
the performance of the audits.
The audit opinion expressed above is consistent with our report
to the Audit Committee.
Basis for Opinion
AUDIT FRAMEWORK
We conducted our audit in accordance with professional
standards applicable in France. We believe that the audit
evidence we have obtained is sufficient and appropriate to
provide a basis for our opinion.
It is in this complex and evolving context that, in accordance with
the requirements of Articles L. 823-9 and R. 823-7 of the French
Commercial Code (“Code de commerce”) relating to the
justification of our assessments, we inform you of the key audit
matters relating to risks of material misstatement that, in our
professional judgment, were of most significance in our audit of
the consolidated financial statements of the current period,
as well as how we addressed those risks.
Our responsibilities under those standards are further described
in the Statutory Auditors’ Responsibilities for the Audit of the
Consolidated Financial Statements” section of our report.
These matters were addressed in the context of our audit of the
consolidated financial statements as a whole, approved in the
conditions mentioned above, and in forming our opinion thereon,
and we do not provide a separate opinion on specific items of the
consolidated financial statements.
Key Audit Matters
Responses as part of our audit
Brands’ valuation
Our procedures mainly consisted in:
assessing the principles and methods of calculating CGUs
(Notes 1.1.4, 3.1 and 4.1 to the consolidated financial statements)
As of 30 June 2021, indefinite-life brands were recorded in the
balance sheet for a net carrying amount of €10,525 million, i.e. 33%
of total assets.
accounting and recoverable amounts;
testing the operation of Group controls covering the calculation of
CGUs’ recoverable amounts;
for CGUs with a recoverable amount close to their carrying amount
Cash Generating Units ("CGUs") are defined as the brand and all
assets required to generate the cash flows associated with the
brand. An impairment loss is recorded when their net carrying
amount exceeds their recoverable amount. Their recoverable amount
is determined as part of mandatory annual impairment tests given
their indefinite life and/or specific tests required in the event of an
indication of a loss in value. Recoverable amounts are generally
determined based on discounted future cash flow calculations and
involve significant management judgments of components such as
price and volume growth rates, the timing of future operating
expenses and discount and long-term growth rates.
In certain countries, difficult trade conditions impacted the
performance and future outlook of certain CGUs, leading the
Company to record an impairment loss before tax of €72 million for
the year ended 30 June 2021, as disclosed in Notes 3.1 and 4.1 to the
consolidated financial statements.
(“sensitive brands’ CGUs”), confirming the results of the valuation
model used by management by comparing them with the results of
our models;
corroborating the reasonableness of the main data and
assumptions underlying the estimates (such as the discount rates
and long-term growth rates), primarily for “sensitive brands’
CGUs”, especially with regard to available market analyses and in
relation to economic environments where the Group operates;
being informed of the commercial outlook of the brands based on
interviews with management and comparing the accounting
estimates of prior period cash flow projections with corresponding
actual values to assess reliability;
testing the arithmetical accuracy of the valuations used by the
Company on a sample basis;
assessing management’s sensitivity analysis on recoverable
amounts to changes in main assumptions.
240
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____ 6. CONSOLIDATED FINANCIAL STATEMENTS
STATUTORY AUDITORS’ REPORT ON THE CONSOLIDATED FINANCIAL STATEMENTS
Key Audit Matters
Responses as part of our audit
Furthermore, the sensitivity of CGUs’ recoverable amounts to We also assessed the appropriateness of the disclosures in
assumptions was analysed by management and presented in Notes 1.1.4, 3.1 and 4.1 to the consolidated financial statements and
Note 4.1. Changes in these assumptions could give rise to further verified the arithmetical accuracy of the presented sensitivity
impairment losses.
analysis.
Considering the weight of brands on the balance sheet, the
complexity of the models used and their sensitivity to changes in the
data and assumptions underlying the estimates, particularly cash
flow forecasts and discount rates used, we considered the
recoverable amount of brands to be a key audit matter presenting a
risk of material misstatement.
Tax risk
Based on discussions with management, we have been informed of
(Notes 1.1.4, 4.7, 4.7.1, 4.7.2, 6.4 and 6.5 to the consolidated financial the procedures implemented by the Group to identify uncertain tax
statements) positions and, where necessary, provide for tax risks or income tax
The Group operates in numerous different tax jurisdictions. The tax payables.
authorities of the countries in which the Group companies operate In addition, we assessed the judgments made by management in
regularly have queries on issues relating to their everyday activities.
evaluating the probability of taxes being payable, the amount of
Tax audits can therefore give rise to tax reassessments and litigation potential exposure and the reasonableness of the estimates adopted
with these tax authorities. The assessment of the risk related to for provisions for tax risks or income tax payables. We particularly
each tax litigation is regularly reviewed by each concerned focused on the impact of changes in local tax regulations and
subsidiary or region and by the Group’s tax department, with the ongoing audits conducted by local tax authorities.
support of its external counsels for the most significant and complex To assess whether the tax liabilities were appropriately recognized,
litigations. Part of the amount of provisions for contingences for all and with the assistance of our tax experts, we:
legal disputes or risks involving the Group relate to tax risks and
litigation.
conducted interviews with the Group’s tax department and
regional and local management teams in order to assess the
current state of the investigations and reassessments made by tax
authorities and monitor the development of ongoing tax disputes;
consulted the recent Group company decisions and
correspondence with local tax authorities, and reviewed the
correspondence between the relevant companies and their
lawyers, where necessary;
analyzed lawyers’ responses to our information requests;
performed a critical review of the estimates and positions adopted
by management;
assessed whether the latest developments were taken into
account in the provisions recorded in the balance sheet.
More particularly, the Indian subsidiary is involved in disputes with
customs and tax authorities over, among others, the declared
transaction value of imported products into India and the tax
deductibility of promotional and advertising expenses. As indicated
in the Note 6.5 “Disputes”, the reassessment proposals are only the
subject of provisions or income tax payables where appropriate,
when it is likely that a current liability resulting from a past event will
require an outflow of resources which can be reliably estimated.
Given the Group’s exposure to tax issues, which are in part specific
to its business sector, and the high level of management judgment
in estimating the risks and amounts recorded, we considered tax
risks to be a key audit matter and the understatement of the We also assessed the disclosures in Notes 1.1.4, 4.7, 4.7.1, 4.7.2, 6.4
corresponding provisions to be a possible source of material and 6.5 to the consolidated financial statements.
misstatement in the financial statements.
Specific Verifications
Report on other legal and regulatory requirements
We have also performed, in accordance with professional
standards applicable in France, the specific verifications
required by laws and regulations of the Group’s information
given in the management report of the Board of Directors.
FORMAT OF PRESENTATION OF THE CONSOLIDATED
FINANCIAL STATEMENTS INCLUDED IN THE ANNUAL
FINANCIAL REPORT
We have also verified, in accordance with the professional
standard applicable in France relating to the procedures
performed by the statutory auditor relating to the annual and
consolidated financial statements presented in the European
single electronic format, that the presentation of the
consolidated financial statements intended to be included in the
annual financial report mentioned in Article L.451-1-2, I of the
French Monetary and Financial Code (code monétaire et
financier), prepared under the responsibility of the Chairman
and Chief Executive Officer, complies with the single electronic
format defined in the European Delegated Regulation
2019/815 of 17 December 2018. As it relates to consolidated
financial statements, our work includes verifying that the
tagging of these consolidated financial statements complies with
the format defined in the above delegated regulation.
We have no matters to report as to its fair presentation and its
consistency with the consolidated financial statements.
We attest that the consolidated non-financial statement
required by Article L.225-102-1 of the French Commercial Code
(“Code de commerce”) is included in the Group’s information
given in the management report, it being specified that,
in accordance with the provisions of Article L.823-10 of the code,
we have verified neither the fair presentation nor the
consistency with the consolidated financial statements of the
information contained therein and this information should be
reported by an independent third party.
Based on the work we have performed, we conclude that the
presentation of the consolidated financial statements included
in the annual financial report complies, in all material respects,
with the European single electronic format.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
241
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
STATUTORY AUDITORS’ REPORT ON THE CONSOLIDATED FINANCIAL STATEMENTS
APPOINTMENT OF THE STATUTORY AUDITORS
As part of an audit conducted in accordance with professional
standards applicable in France, the statutory auditor exercises
professional judgment throughout the audit and furthermore:
We were appointed as statutory auditors of Pernod Ricard by
the Shareholders’ Meeting held on 13 May 2003 for Deloitte &
Associés and on 17 November 2016 for KPMG S.A.
Identifies and assesses the risks of material misstatement of
the consolidated financial statements, whether due to fraud or
error, designs and performs audit procedures responsive to
those risks, and obtains audit evidence considered to be
sufficient and appropriate to provide a basis for his opinion.
The risk of not detecting a material misstatement resulting
from fraud is higher than for one resulting from error, as
fraud may involve collusion, forgery, intentional omissions,
misrepresentations, or the override of internal control.
As at 30 June 2021, Deloitte & Associés and KPMG S.A. were in
the 18th year and 5th year of total uninterrupted engagement,
respectively.
Responsibilities of Management and Those Charged
with Governance for the Consolidated Financial
Statements
Management is responsible for the preparation and fair
presentation of the consolidated financial statements in
accordance with International Financial Reporting Standards as
adopted by the European Union, and for such internal control as
management determines is necessary to enable the preparation
of consolidated financial statements that are free from material
misstatement, whether due to fraud or error.
Obtains an understanding of internal control relevant to the
audit in order to design audit procedures that are
appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the internal
control.
Evaluates the appropriateness of accounting policies used
and the reasonableness of accounting estimates and related
disclosures made by management in the consolidated
financial statements.
In preparing the consolidated financial statements,
management is responsible for assessing the Company’s ability
to continue as a going concern, disclosing, as applicable, matters
related to going concern and using the going concern basis of
accounting unless it is expected to liquidate the Company or to
cease its operations.
Assesses the appropriateness of management’s use of the
going concern basis of accounting and, based on the audit
evidence obtained, whether a material uncertainty exists
related to events or conditions that may cast significant doubt
on the Company’s ability to continue as a going concern. This
assessment is based on the audit evidence obtained up to the
date of his audit report. However, future events or conditions
may cause the Company to cease to continue as a going
concern. If the statutory auditor concludes that a material
uncertainty exists, there is a requirement to draw attention in
the audit report to the related disclosures in the consolidated
financial statements or, if such disclosures are not provided or
inadequate, to modify the opinion expressed therein.
The Audit Committee is responsible for monitoring the financial
reporting process and the effectiveness of internal control and
risks management systems and where applicable, its internal
audit, regarding the accounting and financial reporting
procedures.
The consolidated financial statements were approved by the
Board of Directors.
Statutory Auditors’ Responsibilities for the Audit
of the Consolidated Financial Statements
OBJECTIVE AND AUDIT APPROACH
Evaluates the overall presentation of the consolidated
financial statements and assesses whether these statements
represent the underlying transactions and events in a manner
that achieves fair presentation.
Our role is to issue a report on the consolidated financial
statements. Our objective is to obtain reasonable assurance
about whether the consolidated financial statements as a whole
are free from material misstatement. Reasonable assurance is a
high level of assurance but is not a guarantee that an audit
conducted in accordance with professional standards will
always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered
material if, individually or in the aggregate, they could
reasonably be expected to influence the economic decisions of
users taken on the basis of these consolidated financial
statements.
Obtains sufficient appropriate audit evidence regarding the
financial information of the entities or business activities
within the Group to express an opinion on the consolidated
financial statements. The statutory auditor is responsible for
the direction, supervision and performance of the audit of the
consolidated financial statements and for the opinion
expressed on these consolidated financial statements.
As specified in Article L. 823-10-1 of the French Commercial
Code (“Code de commerce”), our statutory audit does not include
assurance on the viability of the Company or the quality of
management of the affairs of the company.
242
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____ 6. CONSOLIDATED FINANCIAL STATEMENTS
STATUTORY AUDITORS’ REPORT ON THE CONSOLIDATED FINANCIAL STATEMENTS
REPORT TO THE AUDIT COMMITTEE
We submit a report to the Audit Committee which includes in
particular a description of the scope of the audit and the audit
program implemented, as well as the results of our audit. We also
report, if any, significant deficiencies in internal control
regarding the accounting and financial reporting procedures
that we have identified.
We also provide the Audit Committee with the declaration
provided for in Article 6 of Regulation (EU) 537/2014,
confirming our independence within the meaning of the rules
applicable in France such as they are set in particular by
Articles L.822-10 to L.822-14 of the French Commercial Code
(“Code de commerce”) and in the French Code of Ethics (“Code de
déontologie”) for statutory auditors. Where appropriate, we
discuss with the Audit Committee the risks that may reasonably
be thought to bear on our independence, and the related
safeguards.
Our report to the Audit Committee includes the risks of material
misstatement that, in our professional judgment, were of most
significance in the audit of the consolidated financial statements
of the current period and which are therefore the key audit
matters, that we are required to describe in this report.
Paris-La Défense, 20 September 2021
The Statutory Auditors
French original signed by
KPMG Audit
A division of KPMG S.A.
Deloitte & Associés
Éric Ropert
Caroline Bruno-Diaz
Marc de Villartay
Partner
Partner
Partner
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
243
____ 6. CONSOLIDATED FINANCIAL STATEMENTS
244
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
SECTION ——— 07
PERNOD RICARD SA
FINANCIAL
STATEMENTS
7.1
7.2
7.3
PERNOD RICARD SA INCOME STATEMENT 246
7.5
NOTES TO THE PERNOD RICARD SA
PARENT COMPANY FINANCIAL
STATEMENTS
For the financial years ended 30 June 2020
251
and 30 June 2021
246
7.6
OTHER ITEMS RELATING
TO THE FINANCIAL STATEMENTS
PERNOD RICARD SA BALANCE SHEET
247
263
For the financial years ended 30 June 2020
and 30 June 2021
Expenses and charges referred to in article 223
quater of the CGI (French Tax Code)
247
263
263
264
PERNOD RICARD SA CASH FLOW
STATEMENT
Supplier payment deadlines
Trade receivable payment times
249
For the financial years ended 30 June 2020
and 30 June 2021
Note: Presentation of cash flow statement
7.7
7.8
7.9
FINANCIAL RESULTS OVER
THE LAST FIVE FINANCIAL YEARS
249
249
265
265
DIVIDENDS PAID OVER
THE LAST FIVE FINANCIAL YEARS
7.4
ANALYSIS OF PERNOD RICARD SA
RESULTS AND BALANCE SHEET
250
250
250
7.4.1 Relations between the Parent Company
and its affiliates
7.4.2 Income statement and balance sheet
as at 30 June 2021
INVENTORY OF MARKETABLE SECURITIES 266
7.10 STATUTORY AUDITORS’ REPORT
ON THE ANNUAL FINANCIAL STATEMENTS 267
7.11
STATUTORY AUDITORS’ SPECIAL REPORT
ON REGULATED AGREEMENTS
270
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
245
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
PERNOD RICARD SA INCOME STATEMENT
7.1
Pernod Ricard SA income statement
For the financial years ended 30 June 2020 and 30 June 2021
(€ thousand)
30.06.2020
204,800
17,214
30.06.2021
288,181
Net sales
Royalties
18,793
Other products
1,449
155
Reversals of financial provisions and expense transfers
OPERATING INCOME
16,328
11,401
239,791
(178,100)
(5,731)
318,530
(246,695)
(7,925)
Purchases of goods and supplies not for stock and external services
Duties and taxes
Payroll expenses
(87,057)
(24,913)
(117,682)
(29,476)
(4,626)
Depreciation, amortisation and provisions
Other expenses
(4,504)
OPERATING EXPENSES
Operating profit (loss)
(300,305)
(60,514)
1,296,840
206,472
325,997
70,042
(406,404)
(87,874)
887,716
Income from investments
Interest and related income
Reversals of financial provisions and expense transfers
Foreign exchange gains
71,878
241,982
254,816
1,456,392
(232,989)
(219,485)
(277,951)
(730,425)
725,967
638,093
(111,456)
526,637
130,649
657,286
FINANCIAL INCOME
1,899,351
(266,880)
(391,945)
(100,843)
(759,668)
1,139,683
1,079,169
(64,563)
1,014,605
163,349
Provision charges
Interest and related expenses
Foreign exchange losses
FINANCIAL EXPENSES
Financial income/(expense)
Profit (loss) from continuing operations
Exceptional items
Net profit/(loss) before tax
Corporate income tax
PROFIT FOR THE FINANCIAL YEAR
1,177,954
246
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
PERNOD RICARD SA BALANCE SHEET
7.2
Pernod Ricard SA balance sheet
For the financial years ended 30 June 2020 and 30 June 2021
Assets
Depreciation,
amortisation
and provisions
Net value
at 30.06.2020
Gross value
at 30.06.2021
Net value
at 30.06.2021
(€ thousand)
Notes
Concessions, patents and licences
Other intangible assets
Advances and down payments
Intangible assets
27,933
12,557
33,770
78,466
(5,419)
28,351
26,706
(51,760)
16,430
20,417
-
20,417
56,920
485
132,653
485
(57,179)
75,474
485
2
Land
-
Buildings
25,021
35,102
(3,871)
31,231
Machinery and equipment
Other property, plant and equipment
Advances and down payments
Property, plant and equipment
Investments
288
860
(235)
625
14,835
34,555
(12,769)
21,786
21,478
867
-
867
62,107
71,869
(16,875)
54,994
12,953,319
53,536
12,773,561
257,055
566,112
13,596,729
13,715,755
225
13,125,335
53,536
(172,016)
3
3 and 4
3 and 4
3
Loans and advances to affiliates and associates
Other financial assets
Financial assets
-
9,248
-
9,248
13,188,119
13,392,641
565
(172,016)
13,016,103
13,146,571
565
TOTAL FIXED ASSETS
Advances and supplier prepayments
Trade receivables
(246,070)
-
4
273,788
1,921,251
2,195,040
113,187
630,753
2,433
338,459
1,036,227
1,374,686
126,686
93,029
6,218
(6,127)
332,332
1,033,224
1,365,556
126,686
93,029
6,218
Other receivables
(3,003)
Receivables
(9,130)
4
5
Marketable securities
Cash
-
-
Prepaid expenses
-
6
TOTAL CURRENT ASSETS
Bond redemption premiums
Unrealised foreign exchange losses
TOTAL ASSETS
2,941,638
28,745
552,960
17,239,098
1,601,184
24,420
182,637
15,200,882
(9,130)
1,592,054
24,420
182,637
14,945,682
-
-
6
6
(255,200)
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
247
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
PERNOD RICARD SA BALANCE SHEET
Liabilities
(€ thousand)
30.06.2020
30.06.2021
405,909
3,039,030
41,140
Notes
7
Capital
411,403
3,039,030
41,140
Share premiums
Statutory reserves
Regulated reserves
179,559
195,013
415,712
1,768,851
1,177,954
(307,595)
6,505,355
437,635
9,325,470
-
179,559
-
Other reserves
Reserves
220,699
1,928,778
657,286
(346,984)
5,904,718
415,339
7,205,692
-
Retained earnings
Profit for the financial year
Interim dividends pending allocation
TOTAL SHAREHOLDERS’ EQUITY
Provisions for risks and charges
Bonds
8
9
4 and 12
4 and 13
4
Bank debts
Other debt
476
80
Debts
9,325,946
95,483
7,205,772
148,218
62,721
Trade payables
Taxes and social payables
Amounts due on non-current assets and related accounts
Other payables
35,913
-
-
348,628
480,024
21,719
1,065,925
1,276,864
18,989
Trade and other accounts payable
Deferred income
4
4 and 10
TOTAL LIABILITIES
9,827,689
468,419
17,239,098
8,501,625
124,000
14,945,682
Unrealised foreign exchange gains
TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY
10
248
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
PERNOD RICARD SA CASH FLOW STATEMENT
7.3
Pernod Ricard SA cash flow statement
For the financial years ended 30 June 2020 and 30 June 2021
(€ thousand)
30.06.2020
30.06.2021
Operating activities
Net profit
1,177,954
39,543
(91,095)
-
657,286
50,064
Net depreciation, amortisation and provision charges
Changes in provisions
(23,088)
6,495
Net (gain)/loss on disposal of assets and other items
Self-financing capacity
1,126,402
44,572
690,757
392,715
Decrease/(increase) in working capital requirements
Change in Net debt from operating activities
Investing activities
1,170,974
1,083,472
Purchases of non-financial assets (net of disposals)
Purchases of financial assets (net of disposals)
Change in net debt from investing activities
Financing activities
(26,376)
(780,775)
(807,151)
(33,297)
21,368
(11,929)
Long and medium-term bond issue
Loans and medium and long-term debt
Other changes in shareholders’ equity
Dividends paid
1,648,197
(14,202)
-
(1,455,510)
4,325
-
(820,102)
813,893
1,177,715
(575,610)
602,104
(733,370)
(2,184,555)
(1,113,012)
602,104
(510,908)
Change in net debt from financing activities
Change in short-term net debt
SHORT-TERM NET DEBT AT THE BEGINNING OF PERIOD
SHORT-TERM NET DEBT AT END OF PERIOD
Note: Presentation of cash flow statement
Changes in net debt comprise changes in both debt and “cash and cash equivalents”.
Net debt breaks down as follows:
(€ thousand)
30.06.2020
(475)
30.06.2021
(80)
Loans and long-term debts
Bonds
(726,658)
585,297
113,187
(62,390)
(668,152)
126,686
93,029
Intra-group current account
Marketable securities
Cash
630,753
602,104
(8,598,812)
28,745
SHORT-TERM NET DEBT AT END OF PERIOD
Bonds
(510,908)
(7,143,302)
24,420
Loans and long-term debts
Intra-group borrowing
-
-
MEDIUM AND LONG-TERM NET DEBT AT END OF PERIOD
TOTAL NET DEBT AT END OF PERIOD
(8,570,067)
(7,967,963)
(7,118,882)
(7,629,790)
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
249
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
ANALYSIS OF PERNOD RICARD SA RESULTS AND BALANCE SHEET
7.4
Analysis of Pernod Ricard SA results and balance sheet
Analysis of the FY21 balance sheet
Assets
7.4.1
Relations between the Parent
Company and its affiliates
Total net fixed assets stood at €13,147 million at 30 June 2021
compared with €13,716 million for the previous year, i.e. a
decrease of €(569) million. The main changes observed are as
follows:
The main role of Pernod Ricard SA, the Group’s Parent
Company, is to carry out general interest and coordination
activities in strategy, financial control of affiliates, external
growth, marketing, development, research, Human Resources
and communication. Pernod Ricard SA’s financial relations with
its affiliates mainly involve the billing of royalties for the
operation of brands owned by Pernod Ricard SA, various billings
and the receipt of dividends.
an increase of €11 million in property, plant and equipment and
intangible assets;
a decrease of €580 million in financial assets (see Note 3 -
Financial assets).
Current assets amounted to €1,592 million, i.e. a decrease of
7.4.2
Income statement and balance
sheet as at 30 June 2021
€(1,349) million compared with 30 June 2020.
Prepaid expenses and deferred charges, amounting to
€207 million, consist of the items Unrealised foreign exchange
losses and Bond redemption premiums.
Analysis of FY21 income statement
Operating income represented an amount of €319 million at
30 June 2021, an increase of €79 million compared to 30 June
2020, which is mainly due to an increase of €83 million in net
sales (see Note 17 - Operating income).
Liabilities
Shareholders’ equity amounted to €5,905 million at 30 June 2021,
compared with €6,505 million at 30 June 2020. The main
movements for the period were:
The amount of operating expenses as at 30 June 2021 was
€(406) million compared with €(300) million in the previous
year, i.e. an increase in expenses of €106 million.
profit for the financial year of €657 million;
the payment of the balance of the dividend for FY20 of
€386 million;
The operating result was a loss of €(88) million in the year ended
30 June 2021, a decrease of €(28) million compared with the year
ended 30 June 2020.
the payment of an interim dividend of €1.33 per share in
respect of FY21, amounting to €347 million. This interim
dividend was paid on 9 July 2021.
Financial income amounted to €726 million at 30 June 2021
compared to €1,140 million at 30 June 2021, a decrease of
€(414) million (see Note 18 - Financial (income)/expenses).
The amount of provisions for risks and charges was €415 million,
down €(22) million.
During the period, borrowings fell by €(2,120) million. This was
mainly due to:
Exceptional items at 30 June 2021 represent an expense of
€(111) million.
bond redemption for an amount of $2,201 million (equivalent
to €1,966 million);
The Covid-19 health crisis has not had a material impact on
earnings for Pernod Ricard SA.
the change in accrued interest for €38 million;
Lastly, income tax comprised tax income of €131 million related to
the effects of the tax consolidation in FY21.
the impact of foreign exchange on debts in dollars of
€115 million.
As a result, net profit for FY21 was €657 million.
Operating payables and deferred income amounted to
€1,296 million, an increase of €794 million, mainly due to:
an increase in accounts payable of €53 million and tax and
social security liabilities of €27 million;
the change in miscellaneous debts, including €667 million on
the intra-group current account and €39 million on the
dividends payable account.
The deferred income and adjustment account of 124 million at
30 June 2021 comprised the €(344) million decrease in the value
of unrealised foreign exchange gains compared with
30 June 2020.
250
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____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
NOTES TO THE PERNOD RICARD SA PARENT COMPANY FINANCIAL STATEMENTS
7.5
Notes to the Pernod Ricard SA Parent Company financial
statements
DETAILED CONTENTS FOR THE NOTES
Note 1 Accounting policies
252
Note 13 Bank debts
258
258
Note 2 Property, plant and equipment
and intangible assets
Note 14 Breakdown of corporate income tax
253
254
254
255
255
255
256
256
Note 15 Increases and decreases in future tax
liabilities
Note 3 Financial assets
259
259
259
259
260
260
261
Note 4 Maturity of receivables and payables
Note 5 Marketable securities
Note 16 Compensation
Note 17 Operating income
Note 6 Prepaid expenses and deferred charges
Note 18 Financial (income)/expenses
Note 19 Exceptional items
Note 7
Composition of share capital
Note 8 Shareholders’ equity
Note 9 Provisions
Note 20 Off-balance sheet commitments
Note 21 Average headcount at 30 June 2021
Note 22 Affiliates and associates at 30 June 2021
Note 23 Tax credits
Note 10 Deferred income and adjustment accounts 257
262
263
263
Note 11 Accrued income and expenses
Note 12 Bonds
257
258
Note 24 Subsequent events
Pernod Ricard is a French Company (Socié Anonyme), subject to all laws governing commercial companies in France, including in
particular the provisions of the French Commercial Code. The Company is headquartered at 5, cours Paul Ricard, 75008 Paris,
France and is listed on Euronext.
The balance sheet total for the financial year ended 30 June 2021 was €14,945,682 million. The income statement for the year recorded
a profit of €657,286 million. The financial year covered the 12-month period from 1 July 2020 to 30 June 2021.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
251
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
NOTES TO THE PERNOD RICARD SA PARENT COMPANY FINANCIAL STATEMENTS
Note 1
Accounting policies
The annual financial statements for the period are prepared in
accordance with French GAAP, which apply under
Regulation 2014-03 of the French accounting standards body
(ANC) of 5 June 2014 and the rules subsequently amended. The
general accounting conventions have been applied, in
compliance with the principle of prudence, in accordance with
the following base assumptions:
methods such as discounted future cash flows. The term of the
cash flow projections reflects the characteristics of the Group’s
brands and their production assets. Discounted projected
cash flows are established based on annual budgets
and multi-year strategies, extrapolated into subsequent years
by gradually converging the figure for the last year of the plan
for each brand and market towards a perpetual growth rate.
The calculation includes a terminal value derived by
capitalising the cash flows generated in the last forecast year;
going concern;
consistency of accounting policies from one financial year to
the next;
for other equity investments, the value in use is estimated
based on the share of equity of the affiliate that these securities
represent.
accruals basis of accounting;
and in accordance with the general rules of drawing up and
presenting the annual financial statements.
4. Receivables
The basic method used to measure items recorded in the balance
sheet is based on historical cost.
Receivables are recognised at their nominal value. A provision is
recognised in the event that their value falls below the net
carrying amount at the balance sheet date.
1.
Intangible assets
5.
Marketable securities
The brands acquired from the merger of Pernod and Ricard in
1975 and from subsequent mergers are the Company’s main
intangible assets.
This item includes the treasury shares acquired for the allocation
of stock option and performance share plans from the time of
acquisition.
Intangible assets are initially measured at cost; depreciation has
been calculated on a straight-line basis over their expected useful
life.
A liability is recognised when it becomes probable that the rights
to receive the marketable securities concerned under the plans
will be exercised. For other marketable securities, an impairment
provision is recognised when the cost price is higher than the
market price.
As part of its digital transformation, Pernod Ricard has
developed tools to use data generated by the Group’s various
activities. This production of algorithms falls within the scope of
the accounting regulations for internally generated intangible
assets. Development costs are recognised as intangible assets
from the date on which the technical feasibility has been
demonstrated and the human and material resources are
sufficient to produce these tools. The amount recognised as
intangible assets relating to these projects was €5.7 million for
FY21. The amortisation period is five years.
6. Bonds
Redemption premiums are amortised over the life of the loans.
7.
Provisions for risks and charges
Provisions for risks and charges are recognised in accordance
with French Accounting Regulation 2000-06 on liabilities, issued
on 7 December 2000 by the French Accounting Regulatory
Committee (CRC).
2.
Property, plant and equipment
Property, plant and equipment is initially measured at cost
(purchase price plus ancillary costs but not including fees
incurred in connection with asset purchases). Impairment is
calculated using the straight-line or declining-balance methods,
on the basis of the estimated useful lives of the assets:
This accounting regulation provides that a liability be recognised
when an entity has an obligation towards a third party and that it
is probable or certain that this obligation will cause an outflow of
resources to the third party without equivalent consideration
being received. A present obligation must exist at the balance
sheet date for a provision to be recognised.
buildings: between 20 and 50 years (straight line);
fixtures and fittings: 10 years (straight line);
8. Pensions and other long-term employee
benefits
Since the year ended on 30 June 2014, the Company has opted to
recognise the full liability for pensions and other long-term
employee benefits in the balance sheet, as provided by
recommendation 2013-02. At 30 June 2021, the provision for
pensions and other long-term employee benefits was €63 million.
machinery and equipment: 5 years (straight line);
office furniture and equipment: 10 years (straight line) or
4 years (reducing balance).
3.
Financial assets
The gross value of investments is composed of their acquisition
cost, excluding ancillary costs.
If the value in use of investments is lower than their acquisition
cost, a provision for impairment is recognised in financial
income/(expense) for the amount of the difference.
9. Translation of foreign
currency-denominated items
Payables, receivables and cash balances denominated in foreign
currencies are translated into euros as follows:
Pernod Ricard mainly uses two methods to estimate the value in
use of its equity investments:
translation of all payables, receivables and cash balances
denominated in foreign currencies at year-end rates;
the enterprise value of the main securities is estimated on the
basis of the most recent estimate of the revalued net asset
value, by identifying in particular the unrealised capital gains
on assets held by the affiliates, such as the brands. The
revalued net assets of these entities are estimated using
recognition of a provision for currency risk for any unrealised
currency losses, after taking into account the effect of any
offsetting foreign exchange hedging transactions.
252
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____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
NOTES TO THE PERNOD RICARD SA PARENT COMPANY FINANCIAL STATEMENTS
Pernod Ricard has several hedging relationships and generates
11. Corporate income tax
an overall foreign currency position for the hedging instruments
and the covered items that are not part of a hedging relationship
in order to calculate the currency risk provision.
Pernod Ricard SA is subject to the French tax consolidation
system defined by the law of 31 December 1987. Under certain
conditions, this system allows income taxes payable by profitable
companies to be offset against tax losses of other companies. The
scheme is governed by articles 223 A et seq. of the French
General Tax Code.
10. Forward financial instruments
Differences arising from changes in the value of financial
instruments used as hedges are recognised in profit and loss in a
manner symmetrical to that in which income and expenses
relating to the hedged item are recognised.
Each company in the tax group calculates and accounts for its tax
expenses as if it were taxed as a stand-alone entity.
The effects of tax consolidation are recognised in the Pernod
Ricard SA financial statements.
12. Related parties
The majority of transactions with related parties are carried out
with affiliates held directly or indirectly.
Note 2 Property, plant and equipment and intangible assets
1.
Gross value
(€ thousand)
At 30.06.2020
32,473
870
Acquisitions
-
Disposals
-
At 30.06.2021
32,473
1,297
Brands
Brand costs
1,408
23,744
29,383
54,535
-
(981)
Software
58,319
16,429
108,091
485
(3,596)
(25,396)
(29,973)
-
78,467
20,416
132,653
485
Advances and down payments on intangible assets
TOTAL INTANGIBLE ASSETS
Land
Buildings
27,465
826
7,637
693
-
35,102
860
Machinery and equipment
(659)
Other property, plant and equipment
Advances and down payments on property, plant and equipment
TOTAL PROPERTY, PLANT AND EQUIPMENT
33,971
21,478
84,225
16,439
3,745
28,514
(15,855)
(24,356)
(40,870)
34,555
867
71,869
2.
Depreciation, amortisation and provisions
(€ thousand)
At 30.06.2020
(5,088)
(322)
Allowances
-
Reversals
At 30.06.2021
(5,088)
(331)
Brands
-
64
Brand costs
(73)
Software
(45,761)
(51,171)
-
(9,544)
(9,617)
-
3,545
3,609
-
(51,760)
(57,179)
-
TOTAL AMORTISATION OF INTANGIBLE ASSETS
Land
Buildings
(2,443)
(538)
(1,428)
(174)
-
(3,871)
(235)
Machinery and equipment
477
Other property, plant and equipment
TOTAL DEPRECIATION OF PROPERTY, PLANT AND EQUIPMENT
(19,137)
(22,118)
(4,178)
(5,780)
10,546
11,023
(12,769)
(16,875)
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
253
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
NOTES TO THE PERNOD RICARD SA PARENT COMPANY FINANCIAL STATEMENTS
Note 3 Financial assets
1.
Gross value
Acquisitions/
inflows
Capital
transaction
Disposals/
outflows At 30.06.2021
(€ thousand)
At 30.06.2020
12,898,484
10,695
Investments in consolidated entities
Investments in non-consolidated entities
Other investments
213,570
1,815
-
(80)
13,113,869
10,826
640
200
11
640
-
-
-
-
Advance on investment
Investments
-
-
-
-
12,909,819
257,055
6,692
213,770
1,826
(80)
13,125,335
53,536
3,991
Loans and advances to affiliates and associates
Guarantee deposits
282
(203,801)
(2,701)
(1)
-
Liquidity agreement
5,258
-
-
5,257
Treasury shares
555,252
13,734,076
(555,252)
(761,835)
-
TOTAL
214,051
1,826
13,188,119
The change in the item Investments in consolidated entities is
mainly due to the creation of Pernod Ricard International
Finance for a total of €213 million.
for €525 million and the transfer to marketable securities for
€30 million.
In accordance with article L. 225-210 of the French Commercial
Code, Pernod Ricard SA holds reserves under liabilities on its
balance sheet, in addition to the statutory reserve, of an amount
at least equal to the value of all the treasury shares it owns for the
amount of €126 million in marketable securities.
The change in the item Investments in non-consolidated entities
is explained by the creation of Lina 25 to 29, the capital increase
of Lina 8 and the disposal of Lina 21 to Pernod Ricard France.
The decrease in the item Treasury shares is due to the
cancellation of shares (see Note 8 - Shareholders' equity)
2.
Provisions
(€ thousand)
At 30.06.2020
(129,916)
(5,702)
Allowances
Reversals
At 30.06.2021
(165,674)
(5,702)
(640)
Investments in consolidated entities (1)
Investments in non-consolidated entities
Other investments
(35,758)
-
-
-
(640)
-
-
-
Advance on investment
Investments
-
-
(35,757)
-
-
(136,258)
(1,090)
-
(172,016)
-
Own treasury shares
1,090
1,090
TOTAL
(137,348)
(35,757)
(172,016)
(1) The change in the provision for investments in consolidated entities corresponds to the additions to House of Campbell securities for €35 million.
Note 4 Maturity of receivables and payables
1.
Receivables
Due in one year
or less
Due in more than
one year
(€ thousand)
Gross amount
53,536
-
Loans and advances to affiliates and associates
11,120
-
42,416
-
Loans
Other financial assets
9,248
5,257
3,991
Receivables and other financial assets
Current assets other than marketable securities and cash
Prepaid expenses
62,784
1,375,251
6,218
16,377
361,139
6,218
46,407
1,014,113
-
TOTAL
1,444,253
383,734
1,060,520
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PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
NOTES TO THE PERNOD RICARD SA PARENT COMPANY FINANCIAL STATEMENTS
2.
Payables
Due in one year
Due in 1
to 5 years
Due in more
than 5 years
(€ thousand)
Gross amount
7,205,692
-
or less
62,390
-
Bonds (see Note 12 - Bonds)
4,428,055
2,715,247
Bank debts
-
-
Other debt
80
80
-
-
Trade payables
148,218
62,721
148,218
62,721
-
-
-
Taxes and social payables
-
-
Amounts due on non-current assets and related accounts
-
-
-
Other payables (1)
Deferred income
TOTAL
1,065,925
18,989
8,501,625
1,065,925
18,989
1,358,323
-
-
-
-
4,428,055
2,715,247
(1) Mainly intra-group current account for €667 million and dividends payable for €346 million.
Note 5 Marketable securities
(€ thousand
or quantities
of Pernod
Capital
transaction
At 30.06.2020
Acquisitions (1)
Value Quantity
113,187 437,152
Reclassification
Exercise/disposal (2)
At 30.06.2021
Ricard shares) Quantity
Value Quantity
Value Quantity
Value Quantity
Value Quantity
Value
Gross value 975,404
60,082
-
-
-
-
-
-
(447,073) (46,584) 965,483 126,686
Impairment
-
-
-
-
-
-
-
-
-
NET VALUE 975,404 113,187 437,152 60,082
-
-
- (447,073) (46,584) 965,483 126,686
(1) Of which €29 million for the 2017 plan and €31 million for the 2020 plan.
(2) Of which €(4) million for the exercise of stock options (2015 plan), €(37) million for the vesting of bonus shares (2016 plans) and €(4) million for the exercise
of stock options (2016 plan).
Note 6 Prepaid expenses and deferred charges
(€ thousand)
At 30.06.2020
2,433
Increases
3,785
Decreases
-
At 30.06.2021
6,218
Prepaid expenses
Bond redemption premiums
Unrealised foreign exchange losses (1)
TOTAL
28,745
-
(4,325)
(552,960)
(557,285)
24,420
552,960
584,138
182,637
186,422
182,637
213,275
(1) The €183 million in unrealised foreign exchange losses at 30 June 2021 is attributable mainly to the revaluation of assets and liabilities at the closing euro/US
dollar exchange rate on 30 June 2021.
Note 7 Composition of share capital
At 30 June 2021, the share capital comprised 261,876,560 shares
with a par value of 1.55 per share. The total share capital thus
amounted to €405,908,668.
In July 2020, the Company reduced its share capital by cancelling
3,545,032 shares which it had previously held, acquired in
particular as part of the Company’s share buyback programme.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
255
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
NOTES TO THE PERNOD RICARD SA PARENT COMPANY FINANCIAL STATEMENTS
Note 8 Shareholders’ equity
Cancellation
of shares
following
buyback
Allocation
of net
Distribution
of dividends
Net profit
2021
(€ thousand)
At 30.06.2020
411,403
profit
At 30.06.2021
405,909
3,039,030
41,140
Capital
-
(5,494)
-
-
Issue, merger and contribution premiums
Statutory reserves
Regulated reserves
Other reserves
3,039,030
41,140
-
-
-
-
-
-
-
-
179,559
-
-
-
(195,013)
(324,045)
-
-
-
-
179,559
195,013
-
-
Retained earnings
Profit for the financial year
Interim dividends to be paid (1)
TOTAL
1,768,851
1,177,954
(693,981)
-
-
657,286
-
1,928,778
657,286
(346,984)
5,904,718
1,177,954 (1,177,954)
(307,595)
-
-
(39,389)
(733,370)
6,505,355
-
(524,552)
657,286
(1) At its meeting in April 2021, the Board of Directors decided to pay an interim dividend of €1.33 per share in respect of FY21, i.e. a total of €347 million.
This interim dividend was paid on 9 July 2021.
Note 9 Provisions
Increases
in the year
Used
reversals
Unused
reversals
(€ thousand)
At 30.06.2020
At 30.06.2021
Provisions for risks and charges
Provision for currency losses
Other provisions for risks (1)
129,284
257,492
96,652
119,525
-
(129,284)
(110,313)
96,652
(11,462)
255,242
Provisions for pensions and other long-term
employee benefits
50,859
13,761
-
(1,175)
63,445
TOTAL 1
437,635
229,938
(11,462)
(240,772)
415,339
Provisions for depreciation and amortisation
On financial assets (2)
On trade receivables
On other receivables
On marketable securities
TOTAL 2
137,348
6,753
35,758
-
(1,090)
(626)
-
-
172,016
6,127
-
3,168
(166)
-
-
3,003
-
-
-
-
-
147,269
584,902
35,591
265,529
(1,716)
(13,178)
181,145
596,483
OVERALL TOTAL
(240,772)
(1) Changes due to provisions for bonus share plans for €(7) million.
(2) Changes related to allowances for impairment of investments.
Provisions for pensions and other long-term
employee benefits
Description and recognition of employee benefit obligations
Provisions for risks and charges
Provision for currency losses
The €96 million provision for currency losses as at 30 June 2021
consists of the unrealised currency loss for unhedged US dollar
receivables and payables.
Pernod Ricard SA’s employee benefit obligations are composed of:
long-term post-employment benefits (retirement bonuses,
medical expenses, etc.);
Other provisions for risks
Other provisions for risks correspond to:
long-term benefits payable during the period of employment.
The liability arising as a result of the Company’s net employee
benefit obligation is recognised in provisions for risks and
charges on the balance sheet.
provisions for risks and charges relating to tax consolidation
for €132 million;
various provisions amounting to €122 million.
Calculation of the provision with respect to the net benefit
obligation
The provision recognised by Pernod Ricard SA is equal to the
difference, for each benefit plan, between the present value of the
employee benefit obligation and the value of plan assets paid to
specialised entities in order to fund the obligation.
256
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____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
NOTES TO THE PERNOD RICARD SA PARENT COMPANY FINANCIAL STATEMENTS
The present value of employee benefit obligations is calculated
The Company has applied the option set out in recommendation
2013-02, in which the full pension liability is recognised, since the
financial year ended 30 June 2014.
using the prospective method involving the calculation of a
projected salary at the retirement date (projected unit credit
method). The measurement is made at each balance sheet date
and the personal data concerning employees is revised at least
every three years. The calculation requires the use of economic
assumptions (inflation rate and discount rate) and assumptions
concerning employees (mainly average salary increase, rate of
employee turnover and life expectancy).
Components of the expense recognised for the financial year
The expense recognised in respect of the benefit obligations
described above incorporates:
expenses corresponding to the acquisition of an additional
year’s rights;
At 30 June 2021, the total amount of benefit obligations was
€63 million. These obligations are fully provisioned.
interest expense arising on the unwinding of the discount
applied to vested rights at the start of the year (as a result of
the passage of time);
For information, the inflation rate used for the valuation at
30 June 2021 was 1.75% and the discount rate was 0.75%.
income corresponding to the expected return on plan assets
measured using the discount rate which is used to measure
plan liabilities;
Plan assets are measured at their market value at each balance
sheet date.
income or expense corresponding to actuarial gains or losses;
Accounting for actuarial gains and losses
income or expense related to changes to existing plans or the
creation of new plans;
Actuarial gains and losses arise primarily when estimates differ
from actual outcomes, or when there are changes in long-term
actuarial assumptions (e.g. discount rate, rate of increase of
salaries, etc.).
the income or expense related to any plan curtailments or
settlements.
Note 10 Deferred income and adjustment accounts
(€ thousand)
At 30.06.2020
21,719
Increases
-
Decreases
(2,730)
At 30.06.2021
18,989
Deferred income
Unrealised foreign exchange gains (1)
TOTAL
468,419
124,000
124,000
(468,419)
(471,149)
124,000
490,138
142,989
(1) The €124 million in unrealised foreign exchange gains at 30 June 2021 is attributable mainly to the revaluation of assets and liabilities at the closing euro/US
dollar exchange rate on 30 June 2021.
Note 11 Accrued income and expenses
Accrued income
(€ thousand)
30.06.2020
30.06.2021
Amount of accrued income in the following balance sheet items
Loans and advances to affiliates and associates
257,055
273,788
53,536
338,459
1,036,227
93,029
Trade receivables
Other receivables
Cash
1,921,251
630,753
TOTAL
3,082,847
1,521,251
Accrued expenses
(€ thousand)
30.06.2020
30.06.2021
Amount of accrued expenses in the following balance sheet items
Bank debts
-
95,483
-
148,218
Trade payables
Taxes and social payables
Other payables
TOTAL
35,913
62,721
348,628
480,024
1,065,925
1,276,864
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
257
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
NOTES TO THE PERNOD RICARD SA PARENT COMPANY FINANCIAL STATEMENTS
Note 12 Bonds
Accrued
interest
(€ thousand)
Amount
(US$ thousand)
Amount
(€ thousand)
Maturity
date
Total
(€ thousand)
Rate
Fixed
Fixed
Fixed
Fixed
Fixed
Fixed
Fixed
Variable
Fixed
Fixed
Fixed
Fixed
Fixed
Fixed
Bond of 29.09.2014
USD bond of 07.04.2011
USD bond of 25.10.2011
USD bond of 12.01.2012
USD bond of 12.01.2012
Bond of 28.09.2015
Bond of 24.10.2019
USD PANDIOS bond of 26.01.2016
Bond 06.04.2020
650,000
-
27.09.2024
07.04.2021
15.01.2022
15.07.2022
15.01.2042
28.09.2023
24.10.2023
26.01.2021
07.04.2025
25.10.2027
08.04.2030
24.10.2031
18.05.2026
08.06.2026
10,482
-
660,482
-
-
-
-
-
-
800,000
850,000
673,174
715,247
500,000
500,000
-
13,199
18,148
7,089
-
686,373
733,395
507,089
500,000
-
-
-
1,000,000
500,000
1,000,000
500,000
600,000
504,881
7,143,302
2,620
1,712
4,027
2,997
1,085
1,031
62,390
1,002,620
501,712
1,004,027
502,997
601,085
505,912
7,205,692
Bond 24.10.2019
Bond 06.04.2020
Bond 24.10.2019
Bond of 17.05.2016
USD bond of 08.06.2016
TOTAL
600,000
Pernod Ricard redeemed three Bonds for a total amount of US$2,201 million during the year.
Note 13 Bank debts
Syndicated loan
Bilateral loan
On 14 June 2017, Pernod Ricard SA finalised a new 5-year
multi-currency Revolving Credit Agreement for €2.5 billion.
The new agreement meant that the syndicated loan from
April 2012 could be refinanced in full.
On 23 March 2020, Pernod Ricard SA finalised a 1-year bilateral
loan for €600 million with an optional 1-year extension clause.
An amendment was signed on 8 April 2020, then on 12 February
2021 to extend the term of this facility by one year, i.e. to 23 March
2022.
On 26 April 2019, in accordance with clause 6.1.6 of the
agreement, the term was extended by one year to 14 June 2024.
At 30 June 2021, no drawdowns had been made by Pernod
Ricard SA.
At 30 June 2021, no drawdowns had been made by Pernod
Ricard SA.
Note 14 Breakdown of corporate income tax
Profit (loss) from
continuing operations
(€ thousand)
Total
526,637
(735)
Exceptional items
Net profit/(loss) before tax
Tax and withholding tax
Tax on tax consolidation
PROFIT AFTER TAX
638,093
(111,456)
131,384
657,286
Within the framework of the tax consolidation, the tax loss carryforwards (tax basis) of the Pernod Ricard tax group amount to
€(185) million.
258
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
NOTES TO THE PERNOD RICARD SA PARENT COMPANY FINANCIAL STATEMENTS
Note 15 Increases and decreases in future tax liabilities
Type of temporary differences
(€ thousand)
Amount of tax
INCREASES
NIL
224
Organic and other
Other provisions for risk
-
Provision for pensions and other long-term employee benefits
DECREASES IN FUTURE TAX LIABILITIES
27,270
27,494
The tax rate used was 28.41% in the short term and 25.83% in the long term.
Note 16 Compensation
Compensation allocated to Executive Directors and members of the Board of Directors amounted to €2,404,293.
Compensation (1) paid to Directors
€1,007,293
Compensation (1) paid to the Chairman and Chief Executive Officer €1,397,000
(1) Fixed and variable
Note 17 Operating income
Operating income totalled €319 million for FY21, compared to
€240 million for FY20. It principally comprised rebilling of
overheads to Group affiliates for €288 million in net sales,
€19 million in royalties, and €11 million in provision reversals.
The net sales of €288 million comprised €83 million in France
and €205 million abroad.
Note 18 Financial (income)/expenses
(€ thousand)
30.06.2020
1,296,841
-
30.06.2021
887,716
-
Financial income from investments (see Note 22 - Affiliates and associates )
Income from other fixed asset securities and receivables
Interest and related income
206,472
325,997
70,042
-
71,878
241,982
254,816
-
Reversals of financial provisions and expense transfers
Foreign exchange gains
Net gains on disposals of marketable securities
TOTAL FINANCIAL INCOME
1,899,351
1,456,392
(€ thousand)
30.06.2020
(266,880)
(391,945)
(100,843)
-
30.06.2021
(232,989)
(219,485)
(277,951)
-
Depreciation, amortisation and provision charges
Interest and related expenses
Foreign exchange losses
Net expenses on disposals of marketable securities
TOTAL FINANCIAL EXPENSES
(759,668)
(730,425)
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
259
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
NOTES TO THE PERNOD RICARD SA PARENT COMPANY FINANCIAL STATEMENTS
Note 19 Exceptional items
(€ thousand)
Amount at 30.06.2021
Net profit on management operations
Net profit on capital operations
Charges and reversals of financial provisions and expense transfers
EXCEPTIONAL ITEMS
(105,661)
3
(5,798)
(111,456)
In the year ended 30 June 2021, exceptional items represented an expense of €111 million, mainly reflecting net provisions for risks and
charges of €15 million and other non-current income and expenses of €90 million.
Note 20 Off-balance sheet commitments
Guarantees granted
Commitments made
(€ thousand)
Amount
54
Guarantees on behalf of affiliates
Other leases
Rents
752
127,922
128,728
TOTAL
Commitments granted include guarantees, in particular those related to bonds, commercial paper and the syndicated loan.
Derivative instruments
Fair value
at 30 June 2021
Nominal value
Hedging for Pernod Ricard SA
Interest rate swaps
Currency swaps
(US$ thousand)
(€ thousand)
800,000
998,000
21,821
75,625
97,446
TOTAL
1,798,000
Interest rate swaps provide hedging for Pernod Ricard SA’s external or internal debts that bear fixed-rate interest. At 30 June 2021
these broke down as follows:
Net base
(US$ thousand)
USD interest rate hedge
Interest rate swaps
Interest rate swaps
Interest rate swaps
Maturity
July 2022
June 2026
June 2026
600,000
100,000
100,000
Basis
(US$ thousand)
Currency hedge
Currency swaps
Currency swaps
Currency swaps
CURRENCY SWAPS
Financial assets
Financial liabilities
TOTAL
Maturity
December 2022
December 2022
July 2022
800,000
400,000
(202,000)
2,998,000
1,227,029
(2,288,477)
(63,448)
Payables and receivables denominated in foreign currencies are hedged by currency swaps. The Company had a residual US dollar
position of US$(63) million at 30 June 2021.
260
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____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
NOTES TO THE PERNOD RICARD SA PARENT COMPANY FINANCIAL STATEMENTS
Other items
Pernod Ricard SA guaranteed the contributions owed by Allied
Domecq Holdings Ltd and its affiliates to the Allied Domecq
pension funds.
Pernod Ricard SA guaranteed Corby Distilleries Ltd the payment
of liabilities which are due by the Group’s affiliates involved in the
representation agreement for Group brands in Canada, signed
on 29 September 2006.
Pernod Ricard SA, pursuant to Section 357 of the 2014
Companies Act (Republic of Ireland), has irrevocably guaranteed
the liabilities of the following affiliates for FY20: Irish Distillers
Group Unlimited, Irish Distillers Ltd, Irish Distillers
International Ltd, Smithfield Holdings Ltd, Ermine Ltd, Proudlen
Liqueurs Ltd, Ind Coope Holding Ltd, The West Coast Cooler
Co. Ltd, Comrie Ltd and Eight Degrees Brewing Company Ltd.
Pernod Ricard SA gave the Directors of Goal Acquisitions
(Holding) Limited a comfort letter in which the Group undertook
to provide financial support to enable Goal Acquisitions
(Holding) Limited to honour its short-term intragroup liabilities.
Note 21 Average headcount at 30 June 2021
Temporary staff
(all reasons)
Employees
Managers (1)
450
46
2
1
Supervisors and technicians
Employees
2
-
AVERAGE HEADCOUNT
Work-study contracts
(1) Including 98 expatriate employees.
498
23
-
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
261
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
NOTES TO THE PERNOD RICARD SA PARENT COMPANY FINANCIAL STATEMENTS
Note 22 Affiliates and associates at 30 June 2021
Shareholders’
equity before
allocation
Carrying amount
of investment
Sureties
and
endorse-
ments
Share of
capital
(in %)
Net sales
excluding
taxes
Net
profit
Dividends
received
(€ thousand)
Capital
of income
Gross
Net
Loans
Investments whose carrying amount exceeds 1% of Pernod Ricard SA’s share capital
AGROS (1)
Ul. Chalubinskiego 8
00-613 Warsaw
(Poland)
-
194,800
100%
122,008
122,008
-
-
-
-
-
House of Campbell Limited (2)
111/113 Renfrew Road
Paisley, PA3 4DY
(Scotland)
8,329
-
77,655
14,835
100%
30%
40,538
9,180
4,781
4,150
-
-
-
-
-
-
-
1,020
782,196
-
-
0
-
-
Geo G Sandeman Sons & Co Ltd (3)
400 Capability Green
Luton Beds LU1 3AE (England)
Pernod Ricard France SA
Les Docks, 10, place de la Joliette
13002 Marseilles
94,000
4,512
225,132
214,822
100%
100%
162,171
42,457
162,171
42,457
0
-
62,276
39,659
19,670
249,000
Pernod Ricard Asia SAS
5, cours Paul Ricard
75008 Paris
Pernod Ricard Central and South
America
5, cours Paul Ricard
75008 Paris
52,198
17,761
100%
210,153
86,802
-
-
-
6,454
-
Pernod Ricard Europe
Middle East Africa
5, cours Paul Ricard
75008 Paris
40,000
39,398
368,315
42,805
100%
100%
100%
36,407
126,735
238,681
36,407
123,418
238,681
0
-
-
-
-
14,578
188,354
(2,691)
400,000
Pernod Ricard North America SAS
5, cours Paul Ricard
75008 Paris
-
-
-
Pernod Ricard Finance SA
5, cours Paul Ricard
75008 Paris
232,000
394,639
-
0
(33,263)
Pernod Ricard International
Finance LLC
21 Little Falls Drive
Wilmington, Delaware 19808
210,367
135,860
819,730
30,640
210,367
101,025
100%
100%
213,530
151,789
213,530
151,789
-
-
-
-
-
-
-
-
0
0
(4,373)
(8,463)
(49)
-
-
-
-
Pernod Ricard Pacific Holdings (4)
167 Fullarton Road
Dulwich SA 5065 (Australia)
353,632
Lina 3
5, cours Paul Ricard
75008 Paris
16,396,063
571,935
100% 11,690,953 11,690,953
-
-
Lina 5
5, cours Paul Ricard
75008 Paris
100%
30,631
30,631
Yerevan Brandy Company (5)
2, Admiral Isakov Avenue, Yerevan
375092,
(Republic of Armenia)
19,437
7,842
146,465
(5,436)
100%
50%
27,856
5,592
27,856
5,592
-
-
-
-
-
-
3,972
(7,151)
3,773
-
Havana Club Holding
TOTAL 1
13,108,680 12,941,225
246,267
752,854
Affiliates:
French
10,689
5,091
7,774
4,129
Foreign
134,821
41
Investments:
French
215
660
192
1
Foreign
TOTAL 2
16,655
12,096
134,862
887,716
TOTAL 1 +2
13,125,335 12,953,320
(1) The AGROS exchange rates correspond to the rate on 30.06.2021.
(2) Information from the House of Campbell Limited financial statements at 30.06.2021.
(3) Information from the Geo G Sandeman Sons & Co Ltd financial statements at 31.12.2020.
(4) Information from the Pernod Ricard Pacific Holdings financial statements at 30.06.2020.
(5) Information from Yerevan Brandy Company’s financial statements at 30.06.2020.
262
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____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
OTHER ITEMS RELATING TO THE FINANCIAL STATEMENTS
Note 23 Tax credits
Pernod Ricard SA has a research tax credit in the amount of €679,570, a tax credit for sponsorship activities in the amount of €1,201,912
and a family tax credit in the amount of €306,793.
Note 24 Subsequent events
We are not aware of any events after the reporting period.
7.6
Other items relating to the financial statements
The Parent Company financial statements detailed in the
previous pages are those of Pernod Ricard SA and are the subject
of the Statutory Auditor’s report on the annual financial
statements.
the information on payment terms provided for in
article D. 441-4 of the French Commercial Code (Code de
commerce) in its wording under Decree no. 2015-1553 of
27 November 2015, implemented by the Order of 6 April
2016;
The elements relating to the Company financial statements in the
management report of the Board of Directors are included in the
following pages. The sections concerned are:
financial results over the last five financial years;
dividends paid over the last five financial years;
inventory of marketable securities.
other financial elements:
expenses and charges referred to in article 223 quater of the
CGI (French Tax Code),
The amount of the Statutory Auditors’ fees was €1,439 thousand.
the breakdown of supplier payables set out in
articles L. 441-6-1 and D. 441-4 of the French Commercial
Code,
Expenses and charges referred to in article 223 quater of the CGI (French Tax Code)
It is specified that the total amount of expenses and charges referred to in article 223 quater of the French General Tax Code and the
amount of the applicable tax due to these expenses and charges are:
(€)
At 30.06.2021
272,940
Expenses and charges
Corresponding tax
87,395
Supplier payment deadlines
In accordance with the law on the modernisation of the economy of 4 August 2008 and subsequent articles L. 441-6-1 and D. 441-4 of the
French Commercial Code, the breakdown of the balance of Pernod Ricard SA’s payables to suppliers at the closing date is as follows:
(€ inc. tax)
At 30.06.2021
71,336,124
7,356,898
60,497,342
3,481,883
4,977,182
21,304
Trade payables not due
At 30 days
Between 30 and 45 days
Beyond 45 days
Trade payables past due
Recognised and not paid (A)
Group invoices
4,921,479
34,398
Disputes recognised
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
263
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
OTHER ITEMS RELATING TO THE FINANCIAL STATEMENTS
In accordance with article D. 441-4 of the French Commercial Code in its wording under Decree no. 2015-1553 of 27 November 2015,
implemented by the Order of 6 April 2016, information on supplier payment terms is as follows:
Total
(1 day and
over)
0 days
(indicative)
1 to
30 days
31 to
60 days
61 to
90 days
91 days
or more
(€)
(A) Late payment categories
Number of invoices concerned
Total amount of invoices concerned excluding taxes
1
2
-
-
-
-
-
-
3
73
21,231
21,304
Percentage of total purchase amount excluding tax
for the financial year
-
-
-
-
-
-
(B) Invoices excluded from (A) relating to disputed or unrecognised payables and receivables
Number of excluded invoices
10
12
2
3
16
43
Total amount of excluded invoices excluding tax
106,336
69,654
7,900
921
78,713
263,525
(C) Reference payment terms used to calculate late payments (article L. 441-6 or article L. 443-1 of the French Commercial Code)
þ Contractual payment terms (45 days end of month, 30 days end of month or 15 days end of month)
¨ Statutory time frame
Trade receivable payment times
As the Company’s receivables only consist of receivables from Group companies, certain information required by article D. 441-4 of the
French Commercial Code has not been presented below as it is deemed not relevant.
Information on receivables is set out below:
(€ inc. tax)
At 30.06.2021
247,300,794
47,757,374
Trade receivables not due
Trade receivables past due
TOTAL
295,058,168
6,126,756
Of which disputed receivables
264
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
FINANCIAL RESULTS OVER THE LAST FIVE FINANCIAL YEARS
7.7
Financial results over the last five financial years
(€)
30.06.2017
30.06.2018
30.06.2019
30.06.2020
30.06.2021
Financial position at year-end
Share capital
411,403,468
265,421,592
411,403,468
265,421,592
411,403,468
265,421,592
411,403,468 405,908,668
Number of shares outstanding
Operating results
265,421,592
261,876,560
Net sales (excluding taxes and duties)
147,044,350
154,976,030
179,569,040
204,799,992
288,181,244
Profit before taxes, amortisation, depreciation
and allowances to provisions
926,378,106
114,461,535
432,466,377
179,468,467
221,535,314
151,988,378
966,689,347
163,348,627
557,958,295
130,649,147
Corporate income tax
Profit after taxes, amortisation, depreciation
and allowances to provisions
966,776,001
536,151,616
565,822,841
626,394,957
325,725,565 1,177,954,098
657,285,969
-
Dividends paid (1)
828,115,367
700,774,797
Earnings per share
Profit after taxes, but before amortisation,
depreciation and allowances to provisions
3.92
2.3
1.41
4.26
2.63
Profit after taxes, amortisation, depreciation
and allowances to provisions
3.64
2.02
2.13
2.36
1.23
3.12
4.44
2.66
2.51
-
Dividend paid per share (1)
Personnel
Number of employees
Total payroll
372
52,442,536
22,389,498
401
64,087,417
29,981,592
422
70,178,837
30,963,383
444
60,952,594
26,104,626
498
82,640,089
35,041,823
Employee-related benefits paid during the year
(1) The amount of dividends for 2021 will be known with certainty after the Shareholders’ Meeting of 10 November 2021 (dividends in respect of the financial year
from 1 July 2020 to 30 June 2021).
7.8
Dividends paid over the last five financial years
Total amount
for the financial year
Financial year (€)
Payment date
07.07.2017
22.11.2017
Net amount
0.94
1.08
FY17
FY18
FY19
2.02
2.36
3.12
2.66
06.07.2018
05.12.2018
10.07.2019
27.11.2019
1.01
1.35
1.18
1.94
10.07.2020
27.11.2020
09.07.2021 (1)
1.18
FY20
FY21
1.48
1.33
(1) An interim dividend for FY21 was paid on 9 July 2021. The balance will be decided by the Shareholders’ Meeting of 10 November 2021 called to approve
the financial statements for the year ended 30 June 2021.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
265
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
INVENTORY OF MARKETABLE SECURITIES
7.9
Inventory of marketable securities
French investments with a net carrying amount in excess of €100,000
(€)
Number of shares held
61,209,716
306,400
Net carrying amount
11,690,953,301
30,630,500
162,170,656
42,457,051
Lina 3
Lina 5
Pernod Ricard France
1,750,000
2,785,000
691,596
Pernod Ricard Asia SAS
Pernod Ricard Central and South America
Pernod Ricard Europe Middle Africa
Pernod Ricard Finance SA
Pernod Ricard North America SAS
Résidence de Cavalières
86,801,700
1,000,000
29,000,000
4,377,500
205,950
36,407,284
238,680,987
123,417,557
959,350
Lina 20
600
4,071,400
Créateurs de Convivialité Ventures
SUBTOTAL
400
1,800,000
101,326,762
201,544
12,418,349,786
1,134,767
Other shareholdings in French companies
Investments in unlisted foreign companies
TOTAL MARKETABLE SECURITIES AT 30.06.2021
25,705,455
127,233,761
533,834,785
12,953,319,338
266
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
STATUTORY AUDITORS’ REPORT ON THE ANNUAL FINANCIAL STATEMENTS
7.10 Statutory Auditors’ report on the annual financial statements
For the year ended 30 June 2021
This is a translation into English of the statutory auditors’ report on the financial statements of the Company issued in French and it is
provided solely for the convenience of English-speaking users.
This statutory auditors’ report includes information required by European regulation and French law, such as information about the
appointment of the statutory auditors or verification of the management report and other documents provided to shareholders.
This report should be read in conjunction with, and construed in accordance with, French law and professional auditing standards
applicable in France.
To the Pernod Ricard S.A. Shareholders’ Meeting,
INDEPENDENCE
We conducted our audit engagement in compliance with
independence requirements of the French Commercial Code
(Code de commerce) and the French Code of Ethics (Code de
déontologie) for statutory auditors, for the period from
1 July 2020 to the date of our report, and specifically we did not
provide any prohibited non-audit services referred to in
Article 5 (1) of Regulation (EU) No 537/2014.
Opinion
In compliance with the engagement entrusted to us by your
Shareholders’ Meetings, we have audited the accompanying
financial statements of Pernod Ricard for the year ended
30 June 2021.
In our opinion, the financial statements give a true and fair view
of the assets and liabilities and of the financial position of the
Company as of 30 June 2021 and of the results of its operations
for the year then ended in accordance with French accounting
principles.
Justification of Assessments – Key Audit Matters
Due to the global crisis related to the Covid-19 pandemic, the
financial statements of this period have been prepared and
audited under specific conditions. Indeed, this crisis and the
exceptional measures taken in the context of the state of sanitary
emergency have had numerous consequences for companies,
particularly on their operations and their financing, and have led
to greater uncertainties on their future prospects. Those
measures, such as travel restrictions and remote working, have
also had an impact on the companies’ internal organization and
the performance of the audits.
The audit opinion expressed above is consistent with our report
to the Audit Committee.
Basis for Opinion
AUDIT FRAMEWORK
We conducted our audit in accordance with professional
standards applicable in France. We believe that the audit
evidence we have obtained is sufficient and appropriate to
provide a basis for our opinion.
It is in this complex and evolving context that, in accordance with
the requirements of Articles L. 823-9 and R. 823-7 of the French
Commercial Code (Code de commerce) relating to the justification of
our assessments, we inform you of the key audit matters relating to
risks of material misstatement that, in our professional judgment,
were of most significance in our audit of the financial statements of
the current period, as well as how we addressed those risks.
Our responsibilities under those standards are further described
in the Statutory Auditors’ Responsibilities for the Audit of the
Financial Statements” section of our report.
These matters were addressed in the context of our audit of the
financial statements as a whole, and in forming our opinion
thereon, and we do not provide a separate opinion on specific
items of the financial statements.
Key Audit Matters
Responses as part of our audit
Valuation of investments
(Notes 1.3 and 3 to the financial statements)
We familiarized ourselves with the Company’s controls covering the
process for determining the value in use of investments. Our other
As at 30 June 2021, consolidated and non-consolidated investments procedures mainly consisted in:
are recorded in the balance sheet at a net carrying amount of
€12,953 million and represent 87% of total assets. They are initially
recognised at acquisition cost, excluding ancillary costs.
verifying, based on information communicated to us, that the
values in use for investments estimated by management are
supported by appropriate documentation of the valuation method
and amounts used;
obtaining and analysing the valuation report on certain
investments produced by the Company’s external valuation
advisors;
comparing data used in investment impairment tests with source
documents by entity and the results of our audit procedures on
these subsidiaries;
sample testing the arithmetical accuracy of values in use adopted
by the Company.
If the value in use of investments is lower than their net carrying
amount, a provision for impairment is recognised in financial
income/(expense) in the amount of the difference. As disclosed in
Note 1.3 to the financial statements, value in use is determined
based on two methodologies:
The enterprise value of the main investments is based on the most
recent estimate of the adjusted net asset value, by identifying
unrealized capital gains on assets owned by the subsidiaries, such
as brands. The adjusted net asset value is assessed based on
methods such as the discounted cash flows method.
We also assessed the appropriateness of disclosures in Note 1.3 to
For other investments, value in use is estimated based on the the financial statements.
share of the subsidiary’s equity represented by the investment.
Estimates of the value in use of these investments are based on
complex valuation models for subsidiaries which in turn own several
subsidiaries and require management to exercise significant
judgment (particularly regarding cash flow assumptions and taking
into consideration asset revaluations).
Given the weight of investments in the balance sheet, the complexity
of the models used and their sensitivity to changes in the data and
assumptions underlying estimates, we considered the determination
of the value in use of investments to be a key audit matter.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
267
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
STATUTORY AUDITORS’ REPORT ON THE ANNUAL FINANCIAL STATEMENTS
APPOINTMENT OF THE STATUTORY AUDITORS
Specific Verifications
We were appointed as statutory auditors of Pernod Ricard S.A.
by the Shareholders’ Meeting of 13 May 2003 for Deloitte &
Associés and 17 November 2016 for KPMG S.A.
We have also performed, in accordance with professional
standards applicable in France, the specific verifications
required by French law and regulations.
As of 30 June 2021, Deloitte & Associés and KPMG S.A. were in
the 18th year and 5th year of total uninterrupted engagement,
respectively.
INFORMATION GIVEN IN THE MANAGEMENT REPORT
AND IN THE OTHER DOCUMENTS ADDRESSED
TO SHAREHOLDERS WITH RESPECT TO THE FINANCIAL
POSITION AND THE FINANCIAL STATEMENTS
Responsibilities of Management and Those Charged
with Governance for the Financial Statements
We have no matters to report on the fair presentation and
consistency with the financial statements of the information
given in the Board of Directors’ management report and in the
other documents with respect to the financial position and the
financial statements provided to shareholders.
Management is responsible for the preparation and fair
presentation of the financial statements in accordance with
French accounting standards, and for such internal control as
management determines is necessary to enable the preparation
of financial statements that are free from material misstatement,
whether due to fraud or error.
We attest the fair presentation and consistency with the financial
statements of the information relating to payment deadlines
mentioned in Article D. 441-6 of the French Commercial Code
(Code de commerce).
In preparing the financial statements, management is
responsible for assessing the Company’s ability to continue as a
going concern, disclosing, as applicable, matters related to going
concern and using the going concern basis of accounting unless it
is expected to liquidate the Company or to cease operations.
REPORT ON CORPORATE GOVERNANCE
We attest that the Board of Directors’ report on corporate
governance contains the information required by L. 225-37-4,
L. 22-10-10 and L. 22-10-9 of the French Commercial Code (Code
de commerce).
The Audit Committee is responsible for monitoring the financial
reporting process and the effectiveness of internal control and
risk management systems and, where applicable, its internal
audit, regarding the accounting and financial reporting
procedures.
Concerning the information given in accordance with the
requirements of Article L. 22-10-9 of the French Commercial
Code (Code de commerce) relating to remunerations and benefits
received by or awarded to the directors and any other
commitments made in their favour, we have verified its
consistency with the financial statements, or with the underlying
information used to prepare these financial statements and,
where applicable, with the information obtained by your
Company from controlled enterprises included in the scope of
consolidation. Based on these procedures, we attest the accuracy
and fair presentation of this information.
The financial statements were approved by the Board of
Directors.
Statutory Auditors’ Responsibilities for the Audit
of the Financial Statements
OBJECTIVE AND AUDIT APPROACH
Our role is to issue a report on the financial statements. Our
objective is to obtain reasonable assurance about whether the
financial statements as a whole are free from material
misstatement. Reasonable assurance is a high level of assurance,
but is not a guarantee that an audit conducted in accordance
with professional standards will always detect a material
misstatement when it exists. Misstatements can arise from fraud
or error and are considered material if, individually or in the
aggregate, they could reasonably be expected to influence the
economic decisions of users taken on the basis of these financial
statements.
With respect to the information relating to items that your
Company considered likely to have an impact in the event of a
takeover bid or exchange offer, provided pursuant to
Article L. 22-10-11 of the French Commercial Code (Code de
commerce), we have agreed this information to the source
documents communicated to us. Based on these procedures, we
have no observations to make on this information.
OTHER INFORMATION
In accordance with French law, we have verified that the required
information concerning the identity of the shareholders and
holders of the voting rights has been properly disclosed in the
management report.
As specified in Article L. 823-10-1 of the French Commercial Code
(Code de commerce), our statutory audit does not include
assurance on the viability of the Company or the quality of
management of the affairs of the Company.
Other Legal and Regulatory Verifications
or Information
FORMAT OF PRESENTATION OF THE FINANCIAL
STATEMENTS INCLUDED IN THE ANNUAL FINANCIAL
REPORT
We have also verified, in accordance with the professional
standards applicable in France relating to the procedures
performed by the statutory auditor relating to the annual and
consolidated financial statements presented in the European
single electronic format, that the presentation of the financial
statements included in the annual financial report mentioned in
Article L. 451-1-2, I of the French Monetary and Financial Code
(Code monétaire et financier), prepared under the responsibility
of the Chief Executive Officer, complies with the single electronic
format defined in the European Delegated Regulation n° 2019/815
of 17 December 2018.
Based on the work we have performed, we conclude that the
presentation of the financial statements included in the annual
financial report complies, in all material respects, with the
European single electronic format.
268
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
STATUTORY AUDITORS’ REPORT ON THE ANNUAL FINANCIAL STATEMENTS
As part of an audit conducted in accordance with professional
standards applicable in France, the statutory auditor exercises
professional judgment throughout the audit and furthermore:
REPORT TO THE AUDIT COMMITTEE
We submit a report to the Audit Committee which includes in
particular a description of the scope of the audit and the audit
program implemented, as well as the results of our audit. We also
report, if any, significant deficiencies in internal control
regarding the accounting and financial reporting procedures
that we have identified.
Identifies and assesses the risks of material misstatement of
the financial statements, whether due to fraud or error,
designs and performs audit procedures responsive to those
risks, and obtains audit evidence considered to be sufficient
and appropriate to provide a basis for his opinion. The risk of
not detecting a material misstatement resulting from fraud is
higher than for one resulting from error, as fraud may involve
collusion, forgery, intentional omissions, misrepresentations,
or the override of internal control;
Our report to the Audit Committee includes the risks of material
misstatement that, in our professional judgment, were of most
significance in the audit of the financial statements of the current
period and which are therefore the key audit matters that we are
required to describe in this report.
Obtains an understanding of internal control relevant to the
We also provide the Audit Committee with the declaration
provided for in Article 6 of Regulation (EU) 537/2014,
confirming our independence within the meaning of the rules
applicable in France such as they are set in particular by
Articles L. 822-10 to L. 822-14 of the French Commercial Code
(Code de commerce) and in the French Code of Ethics (Code de
déontologie) for statutory auditors. Where appropriate, we
discuss with the Audit Committee the risks that may reasonably
be thought to bear on our independence, and the related
safeguards.
audit in order to design audit procedures that are appropriate
in the circumstances, but not for the purpose of expressing an
opinion on the effectiveness of the internal control;
Evaluates the appropriateness of accounting policies used and
the reasonableness of accounting estimates and related
disclosures made by management in the financial statements;
Assesses the appropriateness of management’s use of the
going concern basis of accounting and, based on the audit
evidence obtained, whether a material uncertainty exists
related to events or conditions that may cast significant doubt
on the Company’s ability to continue as a going concern. This
assessment is based on the audit evidence obtained up to the
date of his audit report. However, future events or conditions
may cause the Company to cease to continue as a going
concern. If the statutory auditor concludes that a material
uncertainty exists, there is a requirement to draw attention in
the audit report to the related disclosures in the financial
statements or, if such disclosures are not provided or
inadequate, to modify the opinion expressed therein;
Evaluates the overall presentation of the financial statements
and assesses whether these statements represent the
underlying transactions and events in a manner that achieves
fair presentation.
Paris-La Défense, September 20, 2021
The Statutory Auditors
French original signed by
KPMG Audit
Division of KPMG S.A.
Deloitte & Associés
Éric Ropert
Caroline Bruno-Diaz
Marc de Villartay
Partner
Partner
Partner
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
269
____ 7. PERNOD RICARD SA FINANCIAL STATEMENTS
STATUTORY AUDITORS’ SPECIAL REPORT ON REGULATED AGREEMENTS
7.11
Statutory Auditors’ special report on regulated agreements
This is a free translation into English of the Statutory Auditors’ special report on regulated agreements that is issued in French and is
provided solely for the convenience of English-speaking readers. This report on regulated agreements should be read in conjunction and
construed in accordance with French law and professional auditing standards applicable in France. It should be understood that the
agreements reported on are only those provided by the French Commercial Code (Code de Commerce) and that the report does not apply to
those related party transactions described in IAS 24 or other equivalent accounting standards.
Shareholders’ Meeting held to approve the financial
statements for the year ended 30 June 2021
Agreements previously approved by Annual General
Meeting
To the Pernod Ricard S.A. Shareholders’ Meeting,
AGREEMENTS APPROVED IN PRIOR YEARS THAT REMAINED
IN FORCE DURING THE FINANCIAL YEAR
As Statutory Auditors of your Company, we hereby present our
report on regulated agreements.
Pursuant to Article R. 225-30 of the French Commercial Code, we
have been informed that the following agreement, previously
approved by prior Shareholders’ Meetings, has remained in force
during the year.
The terms of our engagement require us to communicate to you,
based on information provided to us, the principal terms and
conditions of those agreements brought to our attention or
which we may have discovered during the course of our audit, as
well as the reasons justifying that such agreements are in the
Company’s interest, without expressing an opinion on their
usefulness and appropriateness or identifying other such
agreements, if any. It is your responsibility, pursuant to
Article R. 225-31 of the French Commercial Code (Code de
commerce), to assess the interest involved in respect of the
conclusion of these agreements and commitments for the
purpose of approving them.
€2,500,000,000 Multicurrency Revolving Facility
Agreement
The Board of Directors’ meeting of 19 April 2017 authorised the
signature of a new loan agreement in English entitled
“€2,500,000,000 Multicurrency Revolving Facility Agreement”
with, amongst others, BNP Paribas and Crédit Agricole
Corporate & Investment Bank as Mandated Lead Arrangers and
Bookrunners and BNP Paribas and Crédit Agricole Corporate &
Investment Bank as Original Lenders, under which the lenders
would make available to the Company, to Pernod Ricard Finance
and to the other companies of the Group party to the agreement,
a revolving loan facility of a maximum principal amount of
€2,500,000,000.
Our role is also to provide you with the information stipulated in
Article R. 225-31 of the French Commercial Code relating to the
implementation during the past year of agreements previously
approved by the Shareholders’ Meeting, if any.
Pernod Ricard undertook to guarantee under certain conditions,
as joint and several guarantor, compliance with the payment
obligations of the other borrowing companies of the Group.
We conducted the procedures we deemed necessary in
accordance with the professional guidelines of the French
National Institute of Statutory Auditors (Compagnie Nationale des
Commissaires aux Comptes) relating to this assignment. These
procedures consisted in agreeing the information provided to us
with the relevant source documents.
This new loan agreement signed on 14 June 2017 reduces the
contract margin and extends its maturity.
No amounts were drawn down by Pernod Ricard and its
subsidiaries under this loan agreement during the year ended
30 June 2021. Non-use fees for the syndicated loan facility
totalled €3,019,965 for the year ended 30 June 2021.
Agreements submitted to the approval
of the shareholders’ Meeting
AGREEMENTS AUTHORIZED AND ENTERED INTO DURING
THE YEAR
Pernod Ricard invoices a guarantee commission at market rates
to Group companies exercising their drawing rights in respect of
the guarantee granted by Pernod Ricard to certain of its
subsidiaries under the loan agreement; the amount of this
commission may vary in line with market conditions. No
subsidiaries exercised their drawing rights in the year ended
30 June 2021 and accordingly, Pernod Ricard did not invoice any
guarantee commission to its subsidiaries.
We hereby inform you that we have not been advised of any
agreement authorized and entered into during the year to be
submitted to the approval of the Shareholders’ Meeting pursuant
to Article L. 225-38 of the French Commercial Code.
This loan agreement provides Pernod Ricard, Pernod Ricard
Finance and other Group companies with a multicurrency
revolving credit facility for their financing needs.
Corporate officer involved:
Mr. Wolfgang Colberg, also member of the Deutsche Bank AG
Regional Board (party to the loan agreement).
Paris-La Défense, 20 September 2021
The Statutory Auditors
French original signed by
KPMG Audit
Division of KPMG S.A.
Deloitte & Associés
Éric Ropert
Caroline Bruno-Diaz
Marc de Villartay
Partner
Partner
Partner
270
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
SECTION ——— 08
COMBINED
SHAREHOLDERS’
MEETING
8.1
AGENDA – COMBINED SHAREHOLDERS’
MEETING ON 10 NOVEMBER 2021
8.5
STATUTORY AUDITORS’ REPORT
ON THE ISSUE OF ORDINARY SHARES
AND/OR VARIOUS SECURITIES
WITH RETENTION AND/OR CANCELLATION
OF PREFERENTIAL SUBSCRIPTION RIGHTS 296
272
272
272
8.1.1 Items on the agenda presented
at the Ordinary Shareholders’ Meeting
8.1.2 Items on the agenda presented
at the Extraordinary Shareholders’ Meeting
8.6
STATUTORY AUDITORS’ REPORT
ON THE AUTHORISATION TO GRANT FREE
PERFORMANCE SHARES (EXISTING
OR TO BE ISSUED) TO EMPLOYEES
8.2
PRESENTATION OF THE RESOLUTIONS
OF THE COMBINED SHAREHOLDERS’
MEETING ON 10 NOVEMBER 2021
273
273
274
AND EXECUTIVE OFFICERS
298
8.2.1 Resolutions presented at the Ordinary
Shareholders’ Meeting
8.2.2 Resolutions presented at the Extraordinary
Shareholders’ Meeting
8.7
8.8
STATUTORY AUDITORS’ REPORT
ON THE AUTHORIZATION TO GRANT FREE
SHARES (EXISTING OR TO BE ISSUED)
TO GROUP EMPLOYEES
299
8.3
DRAFT RESOLUTIONS OF THE COMBINED
SHAREHOLDERS’ MEETING
ON 10 NOVEMBER 2021
STATUTORY AUDITORS’ REPORT
ON THE ISSUANCE OF ORDINARY SHARES
OR SECURITIES GRANTING ACCESS
TO SHARE CAPITAL, RESERVED
FOR EMPLOYEE MEMBERS OF COMPANY
SAVINGS PLANS
279
279
282
8.3.1 Resolutions presented at the Ordinary
Shareholders’ Meeting
8.3.2 Resolutions presented at the Extraordinary
Shareholders’ Meeting
300
8.9
STATUTORY AUDITORS’ REPORT
8.4
STATUTORY AUDITORS’ REPORT
ON THE SHARE CAPITAL DECREASE
ON THE ISSUANCE OF ORDINARY SHARES
OR SECURITIES GRANTING ACCESS
TO SHARE CAPITAL, WITH CANCELLATION
295
OF PREFERENTIAL SUBSCRIPTION RIGHTS 301
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
271
____ 8. COMBINED SHAREHOLDERS’ MEETING
AGENDA – COMBINED SHAREHOLDERS’ MEETING ON 10 NOVEMBER 2021
8.1
Agenda – Combined Shareholders’ Meeting on 10 November 2021
8.1.1
Items on the agenda presented at the Ordinary Shareholders’ Meeting
1. Approval of the Parent Company financial statements for the
8. Approval of the fixed and variable components of the total
compensation and benefits of any kind paid or granted
during FY21 to Mr Alexandre Ricard, Chairman & CEO.
financial year ended 30 June 2021.
2. Approval of the consolidated financial statements for the
financial year ended 30 June 2021.
9. Approval of the information relating to the compensation of
the Corporate Officers.
3. Allocation of net profit for the financial year ended
30 June 2021 and setting of the dividend.
10. Approval of the compensation policy items applicable to
Mr Alexandre Ricard, Chairman & CEO.
4. Renewal of the directorship of Ms Anne Lange.
11. Approval of the compensation policy items applicable to the
5. Renewal of the directorship of Société Paul Ricard SA,
Directors.
represented by Mr Paul-Charles Ricard.
12. Authorisation to be granted to the Board of Directors to
6. Renewal of the directorship of Ms Veronica Vargas.
7. Appointment of Ms Namita Shah as a Director.
trade in the Company’s shares.
13. Approval of the agreements referred to in article L. 225-38 et
seq. of the French Commercial Code.
8.1.2
Items on the agenda presented at the Extraordinary Shareholders’ Meeting
14. Authorisation to be granted to the Board of Directors for the
purpose of reducing the share capital by cancelling treasury
shares, subject to the limit of 10% of the share capital.
21. Delegation of authority to be granted to the Board of
Directors to decide on a share capital increase for a
maximum nominal amount of €134 million (approximately
33% of the share capital) by capitalisation of premiums,
reserves, profits or other items.
15. Delegation of authority to be granted to the Board of
Directors to decide on a share capital increase for a maximum
nominal amount of €134 million (approximately 33% of the
share capital), through the issue of ordinary shares and/or
securities granting access to the Company’s share capital,
with maintenance of the Preferential Subscription Right.
22. Authorisation to be granted to the Board of Directors to
allocate performance-based shares, either existing
or to be issued, free of charge, to employees and Executive
Directors of the Company and Group companies.
16. Delegation of authority to be granted to the Board of
Directors to decide on a share capital increase for a
maximum nominal amount of €41 million (approximately 10%
of the share capital), through the issue of ordinary shares
and/or securities granting access to the Company’s share
capital, with cancellation of the Preferential Subscription
Right, as part of an offer to the public at large other than
those referred to in of Article L. 411-2 of the French
Monetary and Financial Code.
23. Authorisation to be granted to the Board of Directors to
allocate shares, either existing or to be issued, free of charge,
to employees of the Group.
24. Delegation of authority to be granted to the Board of
Directors to decide to increase the share capital subject to
the limit of 2% through the issue of shares or securities
granting access to the share capital, reserved for members of
company savings plans with cancellation of Preferential
Subscription Right in favour of such beneficiaries.
17. Delegation of authority to be granted to the Board of
Directors to increase the number of shares to be issued in
the event of a share capital increase, with or without
Preferential Subscription Right, subject to the limit of 15% of
the initial share issue in accordance with the 15th, 16th and
18th resolutions.
25. Delegation of authority to be granted to the Board of
Directors to decide to increase the share capital subject to
the limit of 2% through the issue of shares or securities
granting access to the share capital, reserved for certain
categories of beneficiaries with cancellation of the
Preferential Subscription Right in favour of such
beneficiaries.
18. Delegation of authority to be granted to the Board of
Directors to issue ordinary shares and/or equity securities
granting access to other equity securities or conferring
entitlement to receive allocations of debt securities, and/or
securities granting access to equity securities to be issued,
with cancellation of the Preferential Subscription Right,
through a private placement in accordance with
article L. 411-2 1° of the French Monetary and Financial Code,
for a maximum nominal amount of €41 million
(approximately 10% of the share capital).
26. Amendment to articles 7 “Increase and Decrease of Share
Capital” and 33 “Composition and Holding of General
Shareholders’ Meetings” of the Company’s bylaws in order to
align with the new legal and regulatory provisions pursuant
to Ordinance No. 2020-1142 of 16 September 2020 and
Decree No. 2020-1742 of 29 December 2020 which creates,
within the French Commercial Code, a chapter relating to
companies whose securities are admitted to trading on a
regulated market or a multilateral trading facility.
19. Delegation of authority to be granted to the Board of
Directors to issue ordinary shares and/or securities granting
access to the Company’s share capital by way of
remuneration of contributions in kind granted to the
Company, subject to the limit of 10% of the share capital.
27. Powers to carry out the necessary legal formalities.
20. Delegation of authority to be granted to the Board of
Directors to issue ordinary shares and/or securities granting
access to the Company’s share capital, subject to the limit of
10% of the share capital, with cancellation of the Preferential
Subscription Right, in the event of a public exchange offer
initiated by the Company.
272
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 8. COMBINED SHAREHOLDERS’ MEETING
PRESENTATION OF THE RESOLUTIONS OF THE COMBINED SHAREHOLDERS’ MEETING ON 10 NOVEMBER 2021
8.2
Presentation of the resolutions of the Combined Shareholders’
Meeting on 10 November 2021
8.2.1
Resolutions presented at the Ordinary Shareholders’ Meeting
FIRST TO THIRD RESOLUTIONS
EIGHTH RESOLUTION
____
____
Approval of the annual financial statements and allocation
of net profit
The purpose of the 1st resolution is to approve the Pernod Ricard
Parent Company financial statements for FY21.
Approval of the fixed and variable components of the total
compensation and benefits of any kind paid or granted during
FY21 to Mr Alexandre Ricard, Chairman & CEO
The purpose of the 8th resolution is to submit for your approval
the fixed and variable components of the total compensation and
benefits of any kind paid or granted during FY21 to
Mr Alexandre Ricard, Chairman & CEO.
The purpose of the 2nd resolution is to approve the Pernod
Ricard consolidated financial statements for FY21.
The purpose of the 3rd resolution is to allocate the net profit.
It is proposed that the dividend for FY21 be set at €3.12 per share.
An interim dividend payment of €1.33 per share having been paid
on 7 July 2021, the balance, amounting to 1.79 per share, would
be detached on 22 November 2021 (with a record date of
23November 2021 and paid on 24 November 2021).
All these elements are described in detail in Section 2 “Corporate
governance” of the FY21 universal registration document, third
subsection.
NINTH RESOLUTION
____
Approval of the information relating to the compensation of the
Corporate Officers
FOURTH TO SEVENTH RESOLUTIONS
____
The purpose of the 9th resolution is to submit for your approval
the information relating to the compensation during FY21 of each
of the Corporate Officers of Pernod Ricard, as required by
article L. 22-10-9, I of the French Commercial Code.
Composition of the Board: renewals and appointment
of Directors
Information regarding the Directors for whom renewal of the
term of office or appointment is proposed, appears in Section 2
“Corporate governance” of the universal registration document.
All these elements are described in detail in Section 2 “Corporate
governance” of the universal registration document, second and
third subsection.
The directorship of Ms Anne Lange expires at the close of this
Shareholders’ Meeting. It is thus proposed that, by voting on the
4
th resolution, you renew her directorship for a term of four
TENTH RESOLUTION
____
years expiring at the close of the Shareholders’ Meeting to be
held in 2025 to approve the financial statements for the previous
financial year.
Approval of the compensation policy applicable
to Mr Alexandre Ricard, Chairman & CEO
The directorship of Société Paul Ricard SA, represented by
Mr Paul-Charles Ricard, expires at the close of this Shareholders’
Meeting. It is thus proposed that, by voting on the 5th resolution,
you renew his directorship for a term of four years expiring at the
close of the Shareholders’ Meeting to be held in 2025 to approve
the financial statements for the previous financial year.
The purpose of the 10th resolution is to submit for your approval
the
compensation
policy
items
applicable
to
Mr Alexandre Ricard, Chairman & CEO of the Company,
in accordance with the provisions of article L. 22-10-8 of the
French Commercial Code.
Compensation policy items are described in detail in Section 2
“Corporate governance” of the universal registration document,
under the “Compensation policy for the Chairman & CEO
subsection.
The directorship of Ms Veronica Vargas expires at the close of
this Shareholders’ Meeting. It is thus proposed that, by voting on
the 6th resolution, you renew her directorship for a term of four
years expiring at the close of the Shareholders’ Meeting to be
held in 2025 to approve the financial statements for the previous
financial year.
ELEVENTH RESOLUTION
____
Approval of the compensation policy applicable
to the Directors
The purpose of the 11th resolution is to submit for your approval
the compensation policy items applicable to Directors of the
Company, in accordance with the provisions of article L. 22-10-8
of the French Commercial Code.
Finally, it is proposed that, by voting on the 7th resolution, you
appoint as Director Ms Namita Shah for a term of four years
expiring at the close of the Shareholders’ Meeting to be held in
2025 to approve the financial statements for the previous
financial year.
The Nominations and Governance Committee and the Board of
Directors reviewed the candidate. In particular, they appreciated
Ms Namita Shah’s high level international career in CSR, legal
and managerial functions, as well as her recent appointment to
the Executive Committee of a CAC 40 company. Following a
review, they also confirmed that Ms Namita Shah fulfilled the
AFEP-MEDEF independence criteria adopted by the Company.
Compensation policy items are described in detail in Section 2
“Corporate governance” of the universal registration document,
under the “Compensation policy for the Directors” subsection.
Thus, at the close of the Shareholders’ Meeting, the Board of
Directors would comprise 14 members (including two Directors
representing the employees), including seven Independent
Directors (58.3%) and six women (50%), in accordance with the
recommendations of the AFEP- MEDEF Code and the law.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
273
____ 8. COMBINED SHAREHOLDERS’ MEETING
PRESENTATION OF THE RESOLUTIONS OF THE COMBINED SHAREHOLDERS’ MEETING ON 10 NOVEMBER 2021
TWELFTH RESOLUTION
____
Share buybacks
These transactions would be carried out during periods
considered appropriate by the Board of Directors. However,
during a public offering, buybacks would only be carried out
provided that they:
The Shareholders’ Meeting of 27 November 2020 allowed
the Board of Directors to trade in the Company’s shares.
The transactions carried out in accordance with this
authorisation are described in Section 2 “Corporate governance”
of the universal registration document. This authorisation is due
to expire on 26 May 2022. It is thus proposed, in the
12th resolution, that you renew the authorisation for the Board
of Directors to trade in the Company’s shares for a period
of 18 months at a maximum purchase price of 280 per share,
excluding acquisition costs.
enable the Company to comply with its prior commitments
undertaken before the launch of the public offering; and
are undertaken to pursue a share buyback programme that
was already in progress; and
cannot cause the offer to fail; and
fall within the scope of one of the following objectives:
allocation to the beneficiaries of stock options and bonus
and/or performance shares; or to cover its commitments
pursuant to financial contracts or options with cash payments;
or the free allocation of shares to employees and/or Executive
Directors of the Company and/or companies that are or will be
related thereto.
This authorisation would enable the Board of Directors to
purchase Company shares representing a maximum of 10%
of the Company’s share capital, primarily with a view to:
allocating or transferring them to employees and Executive
Directors of the Company and/or Group companies (including
the allocation of stock options and bonus and/or performance
shares) or in connection with covering the Company’s
commitments under financial contracts or options with cash
settlement granted to the employees and Executive Directors
of the Company and/or Group companies;
THIRTEENTH RESOLUTION
____
Approval of the regulated agreements
It is proposed that, by voting on the 13th resolution, you approve
the regulated agreements concluded or still in force during FY21,
as described in the Statutory Auditors' special report (see
Section 7 "Pernord Ricard SA Parent Company Financial
Statements" of the universal registration document). These
relate mainly to agreements concluded in the context of financing
transactions between the Company and companies of affiliates
with which it has Directors or Executives in common.
using them for external growth transactions (up to a maximum
of 5% of the number of shares comprising the Company’s share
capital);
delivering shares upon the exercise of rights attached to
securities granting access to the share capital;
cancelling them; and
stabilising the share price through liquidity agreements.
8.2.2
Resolutions presented at the Extraordinary Shareholders’ Meeting
We propose that you renew all the authorisations and delegations of authority granted respectively to the Board of Directors by the
Shareholders’ Meetings of 8 November 2019 and 27 November 2020, which are due to expire on 7 January 2022, on 26 May 2022,
on 7 January 2023 or on 26 January 2023.
The delegations of authority submitted to the vote in resolutions 14 to 22 would, if approved, cancel, from the date of the present
Shareholders’ Meeting, any previous delegations approved and having the same purpose.
If adopted, said resolutions would enable the Board of Directors to immediately take the most appropriate measures, notably regarding
the financing of investments in external growth operations.
No delegation of authority allowing a share capital increase with or without a Preferential Subscription Right may be used
during a public offer for the shares of the Company.
FOURTEENTH RESOLUTION
FIFTEENTH RESOLUTION
____
____
Reduction of the share capital by cancelling treasury shares
Delegations of authority to issue ordinary shares
and/or securities granting access to the Company's share
capital with maintenance of the Preferential Subscription Right
In order to pursue its growth strategy and to have means in line
with the Group’s development, your Board of Directors puts
forward resolutions with the purpose of granting the Board of
Directors delegations of authority allowing it to issue securities
in compliance with the current regulations.
One of the aims of the share buyback programme (12th resolution)
is the cancellation of the purchased shares. For this purpose, we
ask that, by voting in favour of the 14th resolution, you authorise
the Board of Directors to cancel all or some of the Company
shares purchased through a share buyback programme, for
up to 10% of the shares comprising the Company’s share capital
per 24-month period.
This authorisation would be granted for a period of 26 months
as from the date of the Shareholder’s Meeting.
274
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 8. COMBINED SHAREHOLDERS’ MEETING
PRESENTATION OF THE RESOLUTIONS OF THE COMBINED SHAREHOLDERS’ MEETING ON 10 NOVEMBER 2021
The 15th resolution covers the issue, with maintenance of your
The maximum nominal amount of securities representing
debts (granting subsequent access to the share capital) on the
Company that can be issued by virtue of this authorisation would
be limited to €4 billion and would be deducted from the
€12 billion overall nominal amount set by the 15th resolution.
Preferential Subscription Right, of your Company’s shares
and/or of securities granting access to the share capital. In the
event of the issue of securities giving future access to the share
capital e.g. Bonds with share warrants attached, convertible
Bonds or detachable warrants your decision would waive the
right of the shareholders to subscribe shares which can be
obtained from securities initially issued and for which your
Preferential Subscription Right is maintained.
This authorisation would be valid for a period of 26 months from
the date of this Shareholders’ Meeting.
The Board of Directors may not take the decision to use this
delegation of authority as from the date at which a third party
files a takeover bid for the shares of the Company unless it
obtains prior authorisation from the Shareholders’ Meeting;
this restriction shall remain in effect until the end of the offer
period.
The maximum nominal amount of the share capital increases
likely to be conducted by virtue of this delegation would be set at
€134 million, i.e. approximately 33% of the share capital
(the “Overall Limit”).
It also forms the maximum Overall Limit from which the share
issues determined by virtue of the 16th (issue of securities with
cancellation of the Preferential Subscription Right), 17th (increase
in the number of securities issued), 18th (capital increase through
a private placement), 19th (remuneration of contributions in
kind), 20th (public exchange offer initiated by the Company),
21st (capitalisation of reserves), 24th (capital increase reserved for
employees) and 25th (share capital increase reserved for certain
categories beneficiaries) resolutions would be deducted.
SEVENTEENTH RESOLUTION
____
Increase in the number of shares to be issued in the event
of a capital increase with or without a Preferential
Subscription Right
By voting on the 17th resolution we request that you delegate the
authority of the Shareholders’ Meeting to the Board of Directors
to decide, as allowed by law, if it records a surplus demand
during a share capital increase with or without a Preferential
Subscription Right, to increase the number of shares to be
issued at the same price as the one chosen for the initial issue,
within the time periods and limits prescribed by law and
regulations.
The overall nominal amount of securities representing debts
(granting access to the capital) on the Company which can be
issued by virtue of this authorisation, would be limited to
€12 billion, it being specified that the nominal amount of
securities representing debts to be issued in accordance with the
16th resolution would be deducted from this overall nominal
amount of securities representing debts.
This option enables the Board, as part of a share issue, to carry
out, within 30 days after the subscription period ends, an
additional share issue of a maximum of 15% of the initial issue
(this is called the “overallocation option”), subject to the limit set
in the resolution by virtue of which the increase is decided
(15th, 16th or 18th resolution) as well as to the Overall Limit set in
the 15th resolution.
This authorisation would be valid for a period of 26 months from
the date of this Shareholders’ Meeting.
The Board of Directors may not take the decision to use this
delegation of authority as from the date at which a third party
files a takeover bid for the shares of the Company unless it
obtains prior authorisation from the Shareholders’ Meeting;
this restriction shall remain in effect until the end of the offer
period.
This authorisation would be valid for a period of 26 months from
the date of this Shareholders’ Meeting.
The Board of Directors may not take the decision to use this
delegation of authority as from the date at which a third party
files a takeover bid for the shares of the Company unless it
obtains prior authorisation from the Shareholders’ Meeting;
this restriction shall remain in effect until the end of the offer
period.
SIXTEENTH RESOLUTION
____
Delegations of authority to issue ordinary shares
and/or securities granting access to the Company’s share
capital with cancellation of the Preferential Subscription Right
in the context of an offer to the public at large other than those
referred to in 1° of Article L. 411-2 of the French Monetary and
Financial Code
Enabling your Board of Directors to carry out capital increases
without a Preferential Subscription Right would allow the Board
to place securities under the best possible conditions, in
particular when speed is an essential condition for their success
or when issues are carried out on French and foreign markets,
notably through an offer to the public at large.
EIGHTEENTH RESOLUTION
____
Delegation of authority to increase the share capital through
a private placement in favour of qualified investors
or a restricted circle of investors with cancellation
of the Preferential Subscription Right
Enabling your Board of Directors to carry out capital increases
without a Preferential Subscription Right would allow the Board
to place securities under the best possible conditions, in
particular when speed is an essential condition for their success.
Your Board of Directors requests that, by voting on the
16th resolution, you delegate your authority so as to allow the
issue of shares and/or securities granting access to the share
capital, with cancellation of the shareholders’ Preferential
Subscription Right, up to a maximum amount of €41 million, i.e.
approximately 10% of the share capital, it being specified that this
maximum amount would be deducted from the Overall Limit
set by the 15th resolution.
By voting on the 18th resolution we request that you delegate the
authority of the Shareholders’ Meeting to the Board of Directors
in order to issue by private placement in favour of qualified
investors or a restricted circle of investors ordinary shares
and/or equity securities granting access to other equity securities
or conferring entitlement to receive allocations of debt securities
and/or securities granting access to equity securities to be
issued.
This amount of 41 million is common to the 17th (increase in
the number of securities issued), 18th (capital increase through a
private placement), 19th (remuneration of contributions in kind),
20th (public exchange offer initiated by the Company),
24th (capital increase reserved for employees) and 25th (capital
increase reserved for certain categories of beneficiaries)
resolutions and would be deducted from the Overall Limit of
€134 million set by the 15th resolution.
This delegation of authority would enable your Board of
Directors to increase the share capital up to a maximum
nominal amount of €41 million (approximately 10% of the share
capital), it being specified that this amount would be deducted
from the maximum amount of €41 million set in the
16th resolution as well as from the Overall Limit of €134 million
set in the 15th resolution.
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PRESENTATION OF THE RESOLUTIONS OF THE COMBINED SHAREHOLDERS’ MEETING ON 10 NOVEMBER 2021
This delegation of authority would enable your Board of
shares, this delegation of authority must be voted on by the
Extraordinary Shareholders’ Meeting under the conditions
of quorum and majority of the Ordinary Shareholders’ Meetings.
Directors to issue Bonds or other debt securities granting access
to equity securities to be issued up to an amount of €4 billion, it
being specified that this amount would be deducted from the
maximum nominal amount of €4 billion set in the
16th resolution as well as from the overall nominal amount
of €12 billion set in the 15th resolution.
This delegation of authority would enable your Board of
Directors to increase the share capital up to a maximum
nominal amount of €134 million (approximately 33% of the
share capital) to be deducted from the Overall Limit set in the
15th resolution.
This authorisation would be valid for a period of 26 months from
the date of this Shareholders’ Meeting.
This authorisation would be valid for a period of 26 months from
the date of this Shareholders’ Meeting.
The Board of Directors may not take the decision to use this
delegation of authority as from the date at which a third party
files a takeover bid for the shares of the Company unless it
obtains prior authorisation from the Shareholders’ Meeting;
this restriction shall remain in effect until the end of the offer
period.
The Board of Directors may not take the decision to use this
delegation of authority as from the date at which a third party
files a takeover bid for the shares of the Company unless it
obtains prior authorisation from the Shareholders’ Meeting;
this restriction shall remain in effect until the end of the offer
period.
NINETEENTH RESOLUTION
____
Delegation of authority to increase the share capital by way
of remunerating contributions in kind subject to the limit of 10%
of the share capital
By voting on the 19th resolution, we request that you authorise
the Board of Directors to issue shares and/or securities, with a
view to remunerating contributions in kind granted to the
Company, in particular contributions in kind of shares, enabling
the acquisition of company shares to be remunerated through
the issue of shares.
The purpose of the 22nd and 23rd resolutions is to renew the
authorisations to grant performance shares to employees and
Executive Directors of the Company and Group Companies,
subject to performance conditions, and to grant free shares to
employees.
TWENTY-SECOND AND TWENTY-THIRD
____
RESOLUTIONS
This option, which would be offered to the Board of Directors for
26 months from this Shareholders’ Meeting, would be limited to
10% of the Company’s share capital, it being specified that this
limit would be deducted from the maximum share capital
increase set in the 16th resolution as well as from the Overall
Limit set in the 15th resolution.
Resolutions relating to the LTIP, with and without performance
condition
The purpose of the 22nd and 23rd resolutions is to authorise the
Board of Directors to grant shares free of charge to employees
and Executive Directors of the Company and Group companies,
in order to motivate and retain Group employees through a
dynamic long-term incentive policy.
The Board of Directors may not take the decision to use this
delegation of authority as from the date at which a third party
files a takeover bid for the shares of the Company unless it
obtains prior authorisation from the Shareholders’ Meeting;
this restriction shall remain in effect until the end of the offer
period.
The Board of Directors has decided to align with the market
practice of the majority of CAC40 companies by eliminating the
allocation of stock options and introducing a criterion based on
social responsibility in line with its roadmap in this area.
The Board of Directors, on the recommendation of the
Compensation Committee, has decided on the following
conditions for the long-term incentive policy for the Group's
employees and Executive Directors of the Company:
TWENTIETH RESOLUTION
____
Delegation of authority to increase the share in the event
of a public exchange offer initiated by the Company
In the same way, by voting on the 20th resolution, we request that
you authorise the Board of Directors to issue shares and/or
securities, with a view to carrying out a public exchange offer or a
similar transaction on securities of another company.
the continuation of the performance-based shares allocation
plan, the conditions of which would be in accordance with the
recommendations of the French Afep-Medef Code, as set out
in the 22nd resolution. However, no more stock options would
be granted; and
This option would be offered to the Board of Directors for
26 months from the date of this Shareholders’ Meeting and
would be limited to 10% of the Company’s share capital at the
time of the issue, it being specified that this limit would be
deducted from the maximum share capital increase set in the
16th resolution, as well as the Overall Limit set in the
15th resolution.
the possibility of allocating shares free of charge without any
performance condition (i) on the occasion of recruitment as
part of our policy of attracting new talents, but also (ii) to
reward certain employees while giving them an interest in the
Company's share performance. This new possibility is the
subject of the 23rd resolution.
Under the 22nd
performance-based shares would be subject to presence and
performance conditions.
resolution, the final allocation of all
The Board of Directors may not take the decision to use this
delegation of authority as from the date at which a third party
files a takeover bid for the shares of the Company unless it
obtains prior authorisation from the Shareholders’ Meeting;
this restriction shall remain in effect until the end of the offer
period.
The shares to be allocated on the basis of this 22nd resolution
would be subject to the following performance conditions:
an internal performance condition linked to the average
achievement of the annual targets for Group Profit from
Recuring Operations (PRO): the shares would be definitively
allocated if the average achievement of the annual targets for
Group profit from recuring operations over three consecutive
financial years is greater than 95% of the annual targets for
Group profit from recuring operations budgeted for those
financial years. The final number of shares allocated is
determined by applying percentage between 0 and 100, using
linear progression; and
TWENTY-FIRST RESOLUTION
____
Delegation of authority to increase the share
by the capitalisation of premiums, reserves and profits
We request that, by voting on the 21st resolution, you authorise
the Board of Directors to increase the share capital by the
capitalisation of premiums, reserves, profits or other items.
As this transaction does not necessarily involve the issue of new
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PRESENTATION OF THE RESOLUTIONS OF THE COMBINED SHAREHOLDERS’ MEETING ON 10 NOVEMBER 2021
an internal performance condition related to Corporate Social
The vesting period for the shares would be of at least three years.
Responsibility (CSR) based on 4 sub-criteria:
This authorisation would be valid for a period of 38 months from
the date of the Shareholders Meeting. During this period, it
would permit the allocation of performance-based shares
representing a maximum of 1.5% of the Company's share capital
at the date of the Board of Directors' decision to allocate such
shares. Moreover, the number of performance-based shares
allocated to the Company's Executive Directors shall not exceed
0.08% of the Company's share capital at the date of the Board of
Directors’ decision to allocate such shares, which amount would
be deducted from the aforementioned ceiling of 1.5% of the
Company's share capital. This sub-ceiling has been slightly
increased compared to the last authorisation of the Shareholders
Meeting to take into account the fact that stock options will no
longer be allocated to Executive Directors.
Carbon: Implementation of the roadmap to reduce direct
CO2 emissions generated by our sites in order to reach Net
Zero ambition by 2030;
Water: Implementation of the roadmap with the ambition
to reduce water consumption in our distilleries by 20% by
2030;
Responsible consumption: Pernod Ricard's strategic brands
will launch marketing campaigns focusing on responsible
drinking, with a goal of increasing each year over the next 5
years;
Employees: Target to achieve gender balance in our Top
Management (at least 40% of each gender) by 2030.
Under the 23rd resolution, the definitive allocation of shares free
of charge would be subject to a presence condition but without
any performance condition. The Board of Directors wished to
have a tool for rewarding, and retaining the Group's talents while
at the same time making them interested in the Company's share
performance, but also for attracting new talents, thus aligning
with market practices in order to remain competitive.
Consequently, these allocations would be made: (i) on the
occasion of recruitment as part of our policy to attract new
talents but also (ii) to reward and retain certain employees.
The Board of Directors would determine, at the time of each
allocation, the numerical targets to be achieved for each of these
4 criteria.
The number of shares that would vest based on the CSR
performance condition would be determined as follows:
if none of the 4 targets is reached: no shares will be
acquired
if one target is reached: 25% of the shares will vest
if two targets are reached: 50% of the shares will vest
The Company's Executive Directors would not benefit from any
allocation within the framework of this authorisation. The
members of the Company's Executive Committee would also be
excluded from the benefit of any allocation within the framework
of this authorisation, except on the occasion of their recruitment
in accordance with our policy of attracting new talents.
if three targets are reached: 75% of shares will vest
if four targets are reached: 100% of the shares will vest.
It is specified that for the determination of the final number of
shares allocated, the internal PRO and CSR performance
conditions would be assessed over a period of three consecutive
financial years (including the one during which the shares were
allocated).
The vesting period for the shares would be of at least three years.
This authorisation by the Shareholders Meeting would be valid
for a period of 38 months from the date of the Shareholders
Meeting. During this period, it could give rise to the allocation of
shares free of charge representing a maximum of 0.5% of the
Company's share capital at the date of the Board of Directors'
decision to allocate such shares.
an external performance condition linked to the overall
performance of the Pernod Ricard share (TSR: total
shareholder return) over a period of three years, compared
to the overall performance of a panel of 12 peers comprising
the following companies: AB InBev, Brown Forman, Campari,
Carlsberg, Coca-Cola, Constellation Brands, Danone, Diageo,
Heineken, LVMH, PepsiCo and Rémi Cointreau (hereafter the
"Panel"):
The 24th and 25th resolutions propose delegations of authority
granted to the Board of Directors by the Shareholders’ Meeting
in order to allow the Board of Directors to set up an employee
shareholding plan in France and abroad.
below the median, no shares will be acquired;
if equal to the median (7th position), 66% of the shares will
vest;
Such a shareholding plan could be set up in particular to
facilitate access to the Company’s share capital for a large
number of the Group’s employees and to align their interests
with those of shareholders.
if in 6th, 5th, 4th position, 83% of the shares will vest; and
if in 3rd, 2nd or 1st position, 100% of the shares will vest.
Thus, for the Company's Executive Directors and members of the
Executive Committee, the weighting of each of the three
performance criteria would be as follows: 50% of the allocations
would be subject to the internal PRO performance condition, 20%
would be subject to the internal CSR performance condition and
30% would be subject to the external TSR performance condition.
For the other beneficiaries, the weighting would be as follows:
80% of the allocations would be subject to the internal PRO
performance condition and 20% would be subject to the internal
CSR performance condition.
More precisely, the 24th resolution allows capital increases
reserved for employees and/or Executive Directors who are
members of a company savings plan within the Group. The
purpose of the 25th resolution is to allow employees and
corporate officers in certain countries outside of France to
subscribe to Company shares with similar benefits in terms of
economic profile to those offered to employees in the
24th resolution, in particular, when local legal and/or tax
constraints make the implementation of the employee
shareholding plan in the context of the 24th resolution impossible
or difficult.
The Board of Directors has decided to align the performance
conditions of the Company's Executive Directors and the
members of the Executive Committee combining internal and
external conditions and by also including a corporate
responsibility criterion, taking into account the importance of the
Group's roadmap in this area. For other beneficiaries, it also
appeared important to introduce a corporate responsibility
criterion in addition to the PRO criterion to which they were
previously subject.
It is stated that these delegations of authority allow share
capital increases and that they could not be used during a
public offering for Company shares.
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____ 8. COMBINED SHAREHOLDERS’ MEETING
PRESENTATION OF THE RESOLUTIONS OF THE COMBINED SHAREHOLDERS’ MEETING ON 10 NOVEMBER 2021
The 25th resolution seeks to adapt the conditions of the
TWENTY-FOURTH RESOLUTION
____
employee shareholding plan set in the 24th resolution to the local
legal and/or tax constraints to allow employees and/or corporate
officers in certain countries outside France to subscribe to shares
of the Company with similar benefits, in terms of economic
profile, to those given to employees under the 24th resolution.
Delegation of authority to increase the share capital through
the issue of shares or securities granting access to the share
capital, with cancellation of Preferential Subscription Right,
reserved for members of a company saving plan
By voting on the 24th resolution, you delegate authority to the
Board of Directors to decide on share capital increases reserved
for employees and/or corporate officers who are members of an
employee savings plan in place within Pernod Ricard. It is
specified that the capital increase is limited to a maximum
nominal amount of 2% of the share capital at the close of this
Shareholders’ Meeting.
The share capital increase may be reserved for (i) certain
categories of employees and/or corporate officers, (ii) UCITS or
other employee shareholding entities whose unitholders or
shareholders are persons described in (i), or (iii) any entity or
banking institution with the exclusive purpose of subscribing to
Company shares or any other financial instrument in order to
facilitate access to the capital of the Company for employees
and/or corporate officers outside France or to similar investment
formulas.
This limit is the same as the limit for the 25th resolution below,
with the reminder that it is deducted from the Overall Limit
and the maximum amount of any capital increase set
respectively in the 15th and 16th resolutions of this
Shareholders’ Meeting.
The issue price of new shares or securities granting access to the
Company’s capital will be set by the Board of Directors and (a)
may not be more than 20% below the average of the listed closing
prices of the Pernod Ricard share recorded on the regulated
Paris market over the 20 trading sessions preceding the date of
the decision setting the opening date of the subscription period
under this resolution, nor exceed such average or (b) will be
equal to the price set for the shares issued as part of the capital
increase reserved for members of company savings plans
pursuant to the 24th resolution of this Shareholders’ Meeting.
The issue price for the new shares or securities granting access
to the share capital may not be more than 20% below the average
of the listed closing prices of Pernod Ricard shares on the
regulated Euronext Paris market during the 20 trading sessions
prior to the date of the decision setting the opening date for the
subscription period, nor may the issue price exceed this average.
This delegation of authority is granted for 26 months from the
date of today’s Shareholders’ Meeting.
This delegation of authority is granted for 18 months from the
date of today’s Shareholders’ Meeting.
The Board of Directors may not make the decision to use this
delegation of authority as from the date on which a third party
files a takeover bid for the Company shares unless it obtains
prior authorisation from the Shareholders’ Meeting; this
restriction shall remain in effect until the end of the offer
period.
The Board of Directors may not make the decision to use this
delegation of authority as from the date on which a third party
files a takeover bid for the shares of the Company unless it
obtains prior authorisation from the Shareholders’ Meeting;
this restriction shall remain in effect until the end of the offer
period.
TWENTY-FIFTH RESOLUTION
____
TWENTY-SIXTH RESOLUTION
____
Delegation of authority to decide on a share capital increase
through the issue of shares or securities granting access to
the share capital, with cancellation of Preferential Subscription
Right, reserved for certain categories of beneficiaries
By voting on the 25th resolution, we request that, in accordance
with the provisions of the French Commercial Code, you delegate
authority to the Board of Directors to decide on a capital increase
of a maximum nominal amount corresponding to 2% of the
share capital at the close of this Shareholders’ Meeting, by way of
an issue of shares or securities granting access to the share
capital, reserved for a certain category (or certain categories) of
beneficiaries with cancellation of Preferential Subscription Right,
in favour of such beneficiaries.
Amendment to articles 7 “Increase and Reduction of Share
Capital” and 33 “Composition and Holding of General
Shareholders’ Meetings” of the Company’s bylaws in order
to align with the new legal and regulatory provisions pursuant
to Ordinance No. 2020-1142 of 16 September 2020 and Decree
No. 2020-1742 of 29 December 2020 which creates, within the
French Commercial Code, a chapter relating to companies
whose securities are admitted to trading on a regulated market
or a multilateral trading facility
By the vote of the 26th resolution, we ask you to modify the
provisions of the Bylaws referring to the articles of the
Commercial Code in order to bring them in line with the new
legal and regulatory provisions of Ordinance No. 2020-1142
of 16 September 2020 and Decree No. 2020-1742 of
29 December 2020 and to renumber these articles.
The 2% limit of the share capital of this resolution is common
with the limit of the 24th resolution above, with the reminder
that it is deducted from the Overall Limit and the maximum
amount of any capital increase set respectively in the 15th and
16th resolutions of this Shareholders’ Meeting.
TWENTY-SEVENTH RESOLUTION
____
Power to carry out the required legal formalities
By voting on the 27th resolution, the Shareholders’ Meeting is
asked to authorise the Board of Directors to carry out the
required legal formalities, where applicable.
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____ 8. COMBINED SHAREHOLDERS’ MEETING
DRAFT RESOLUTIONS OF THE COMBINED SHAREHOLDERS’ MEETING ON 10 NOVEMBER 2021
8.3
Draft resolutions of the Combined Shareholders’ Meeting
on 10 November 2021
8.3.1
Resolutions presented at the Ordinary Shareholders’ Meeting
The purpose of the 1st, 2nd and 3rd resolutions is to approve Pernod Ricard’s Parent Company and consolidated financial statements for
FY21 and to approve the allocation of net profit and distribution of a dividend of €3.12 per share, following the allocation of an interim
dividend of €1.33 per share on 7 July 2021.
FIRST RESOLUTION
SECOND RESOLUTION
____
____
Approval of the Parent Company financial statements
for the financial year ended 30 June 2021
Approval of the consolidated financial statements
for the financial year ended 30 June 2021
Having reviewed the Parent Company financial statements for
the financial year ended 30 June 2021, the management report of
the Board of Directors and the report of the Statutory Auditors
on the annual financial statements, the Shareholders’ Meeting,
deliberating in accordance with the quorum and majority
requirements for Ordinary Shareholders’ Meetings, approves the
financial statements for the financial year ended 30 June 2021 as
well as all transactions recorded in the financial statements or
summarised in these reports, which show a net profit of
€657,285,968.52 for the aforementioned financial year.
Having reviewed the Board of Directors’ report on the
management of the Group in accordance with article L. 233-26 of
the French Commercial Code and the Statutory Auditors’ report
on the consolidated financial statements, the Shareholders’
Meeting, deliberating in accordance with the quorum and
majority requirements for Ordinary Shareholders’ Meetings,
approves the consolidated financial statements for the financial
year ended 30 June 2021 as presented to it as well as the
transactions recorded in the financial statements or summarised
in the report on the management of the Group.
Pursuant to article 223 quater of the French General Tax Code,
the Shareholders’ Meeting also takes note of the fact that the total
amount of the costs and expenses referred to in paragraph 4 of
article 39 of the French General Tax Code amounted to €272,940
for the past financial year, and that the tax payable with regard to
these costs and expenses amounts to €87,395.
THIRD RESOLUTION
____
Allocation of net profit for the financial year ended
30 June 2021 and setting of the dividend
The Shareholders’ Meeting, deliberating in accordance with the
quorum and majority requirements for Ordinary Shareholders’
Meetings, notes that the balance sheet for the financial year
ended 30 June 2021 shows a net profit of €657,285,968.52.
It resolves, on the proposal of the Board of Directors, to allocate and divide this profit as follows:
Profit
€657,285,968.52
€0 (1)
Allocation to the legal reserve
Balance
€657,285,968.52
€1,928,778,169.57
€2,586,064,138.09
€817,054,867.2
€1,769,009,270.89
Previous retained earnings
Distributable profit
Distributed dividend
Balance allocated to retained earnings
(1) The amount of the legal reserve having reached the threshold of 10% of the share capital.
It should be noted that in the event of a change in the number of
shares entitled to a dividend compared with the
261,876,560 shares making up the share capital as of 30 June
2021, the total amount of the dividend shall be adjusted
accordingly and the amount allocated to “Retained earnings”
shall be determined on the basis of dividends actually paid.
The Shareholders’ Meeting resolves that the amount of the
dividend accruing to treasury shares or shares that have been
cancelled on the ex-dividend date will be allocated to Retained
earnings”.
The amount distributed of €3.12 per share will be eligible for the
40% tax deduction applicable to individual shareholders who are
French tax residents, as provided for in article 158, 3-2° of the
French General Tax Code.
A dividend of €3.12 will be distributed for each Company share.
An interim dividend payment of €1.33 per share having been paid
on 7 July 2021, the balance amounting to 1.79 per share will be
detached on 22 November 2021 (with a record date of
23November 2021) and paid on 24 November 2021.
Shareholders’ equity amounts to €5,434,646,875.3 after
allocation of net profit for the financial year.
Dividends distributed over the past three financial years are as follows:
FY18
265,421,592
2.36 (1)
FY19
265,421,592
3.12 (1)
FY20
261,876,560
2.66 (1)
Number of shares
Dividend per share (€)
(1) Amounts eligible for the 40% tax deduction for individual shareholders who are French tax residents, as provided for in article 158, 3-2° of the French General Tax Code.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
279
____ 8. COMBINED SHAREHOLDERS’ MEETING
DRAFT RESOLUTIONS OF THE COMBINED SHAREHOLDERS’ MEETING ON 10 NOVEMBER 2021
The 4th to 7th resolutions relate to the composition of the Board
The 8th, 9th, 10th and 11th resolutions relate to the compensation
of the Executive Director and the Directors; their purpose is to
approve, respectively, the components of the compensation paid
or granted during FY21 to the Chairman & CEO, Mr Alexandre
Ricard (8th resolution) and to the Corporate Officers
(9th resolution), and the compensation policy applicable to the
Chairman & CEO, Mr Alexandre Ricard (10th resolution) and to
the Directors (11th resolution).
of Directors and their purpose is, respectively, to renew, for a
period of four years, the directorship of Ms Anne Lange, Société
Paul Ricard SA represented by Mr Paul-Charles Ricard,
Ms Veronica Vargas and to appoint Ms Namita Shah as
Director for four years.
FOURTH RESOLUTION
____
Renewal of the directorship of Ms Anne Lange
EIGHTH RESOLUTION
____
Having reviewed the report of the Board of Directors, the
Shareholders’ Meeting, deliberating in accordance with the
quorum and majority requirements for Ordinary Shareholders’
Meetings, resolves to renew the directorship of Ms Anne Lange.
Approval of the fixed and variable components of the total
compensation and benefits of any kind paid or granted during
FY21 to Mr Alexandre Ricard, Chairman & CEO
The Shareholders’ Meeting, deliberating in accordance with the
quorum and majority requirements for Ordinary Shareholders’
Meetings, approves the fixed and variable components of the
total compensation and benefits of any kind paid or granted
during FY21 to Mr Alexandre Ricard, Chairman & CEO, as
detailed in Section 2 “Corporate governance” of the FY21
universal registration document, third subsection.
This term of office is granted for a period of four years, which
shall expire at the close of the Shareholders’ Meeting to be held in
2025 to approve the financial statements for the previous
financial year.
FIFTH RESOLUTION
____
Renewal of the directorship of Société Paul Ricard SA
represented by Mr Paul-Charles Ricard
NINTH RESOLUTION
____
Having reviewed the report of the Board of Directors, the
Shareholders’ Meeting, deliberating in accordance with the
quorum and majority requirements for Ordinary Shareholders’
Meetings, resolves to renew the directorship of Société Paul
Ricard SA represented by Mr Paul-Charles Ricard.
Approval of the information relating to the compensation
of the Corporate Officers
The Shareholders’ Meeting, deliberating in accordance with the
quorum and majority requirements for Ordinary Shareholders’
Meetings, approves the information relating to the compensation
during FY21 of each of the Corporate Officers of Pernod Ricard,
as required by article L. 22-10-9, I of the French Commercial
Code.
This term of office is granted for a period of four years, which
shall expire at the close of the Shareholders’ Meeting to be held in
2025 to approve the financial statements for the previous
financial year.
All these elements are described in detail in Section 2 “Corporate
governance” of the universal registration document, second and
third subsections.
SIXTH RESOLUTION
____
Renewal of the directorship of Ms Veronica Vargas
TENTH RESOLUTION
____
Having reviewed the report of the Board of Directors, the
Shareholders’ Meeting, deliberating in accordance with the
quorum and majority requirements for Ordinary Shareholders’
Meetings, resolves to renew the directorship of Ms Veronica
Vargas.
Approval of the compensation policy items applicable
to Mr Alexandre Ricard, Chairman & CEO
Having reviewed the report of the Board of Directors established
in accordance with article L. 22-10-8 of the French Commercial
Code, the Shareholders’ Meeting, deliberating in accordance with
the quorum and majority requirements for Ordinary
Shareholders’ Meetings, approves the principles and criteria for
determining, allocating and granting the fixed, variable and
exceptional items of total compensation and other benefits
granted to the Chairman & CEO by virtue of his office, as detailed
in Section 2 “Corporate governance” of the FY21 universal
registration document, under the Compensation policy for the
Executive Corporate Officers” subsection.
This term of office is granted for a period of four years, which
shall expire at the close of the Shareholders’ Meeting to be held in
2025 to approve the financial statements for the previous
financial year.
SEVENTH RESOLUTION
____
Appointment of Ms Namita Shah as a Director
Having reviewed the report of the Board of Directors, the
Shareholders’ Meeting, deliberating in accordance with the
quorum and majority requirements for Ordinary Shareholders’
Meetings, decides to appoint Ms Namita Shah as a Director.
This term of office is granted for a period of four years, which
shall expire at the close of the Shareholders’ Meeting to be held in
2025 to approve the financial statements for the previous
financial year.
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(vii)allow an investment services provider to act on the
ELEVENTH RESOLUTION
____
secondary market or to ensure the liquidity of the Company’s
shares by means of liquidity agreements in compliance with
the terms of a Code of Conduct approved by the French
Financial Markets Authority (AMF).
Approval of the compensation policy items applicable
to the Directors
Having reviewed the report of the Board of Directors established
in accordance with article L. 22-10-8 of the French Commercial
Code, the Shareholders’ Meeting, deliberating in accordance with
the quorum and majority requirements for Ordinary
Shareholders’ Meetings, approves the compensation policy
applicable to the Directors, as detailed in Section 2 “Corporate
governance” of the FY21 universal registration document,
under the “Compensation policy for the Directors” subsection.
This programme is also intended to enable the Company to trade
in the Company’s shares for any other authorised purpose or any
purpose that might come to be authorised by law or regulations
in force.
The number of Company shares purchased may be such that:
the Company does not purchase more than 10% of the shares
comprising the Company’s share capital at any time during the
term of the share buyback programme; this percentage
applies to the share capital adjusted in accordance with capital
transactions carried out after this Shareholders’ Meeting; in
accordance with the provisions of article L. 22-10-62 of the
French Commercial Code, when shares are repurchased to
favour the liquidity of the share under the conditions set out by
the applicable regulations, the number of shares taken into
account for calculating the 10% cap is equal to the number of
shares purchased, less the number of shares sold during the
authorisation period; and
The purpose of the 12th resolution is to renew the authorisation
granted to the Board of Directors to implement a share buyback
programme for the Company’s shares, subject to certain
conditions.
TWELFTH RESOLUTION
____
Authorisation to be granted to the Board of Directors to trade
in Company shares
Having reviewed the report of the Board of Directors, the
Shareholders’ Meeting, deliberating in accordance with the
quorum and majority requirements for Ordinary Shareholders’
Meetings, authorises the Board of Directors, with the option for it
to delegate these powers in turn, in accordance with the
provisions of articles L. 22-10-62 et seq. of the French Commercial
Code and of Regulation No. 596/2014 of the European Parliament
and of the Council of 16 April 2014, to purchase Company shares
in order to:
the number of shares held by the Company at any time does not
exceed 10% of the number of shares comprising its share capital.
These shares may be purchased, sold, transferred, delivered or
exchanged, on one or more occasions, by any means authorised
or that may come to be authorised by the regulations in force.
These means include, in particular, over-the-counter
transactions, sales of blocks of shares, sale and repurchase
agreements and the use of any financial derivatives, traded on a
regulated market or over-the-counter, or setting up option
strategies (purchases and sales of puts and calls and any
combinations thereof in compliance with the applicable
regulations). Transactions involving blocks of shares may
account for the entire share buyback programme.
(i) allocate shares or transfer them to employees and/or
Company Executive Directors and/or its current or future
affiliates under the terms and conditions provided for by law,
in particular by granting stock options or as part of employee
profit-sharing plans; or
These transactions may be carried out during periods
considered appropriate by the Board of Directors. However,
during a public offering period, buybacks may only be carried out
if they:
(ii) cover its commitments pursuant to financial contracts or
options with cash settlement in relation to movements in the
stock market price of the Company’s shares, granted to
employees and/or Executive Directors of the Company
and/or its current or future affiliates under the terms and
conditions provided for by law; or
enable the Company to comply with its prior commitments
undertaken before the launch of the public offering; and
are undertaken in connection with the pursuit of a share
buyback programme that was already in progress; and
(iii) make free allocations of shares to employees and/or
Company Executive Directors and/or its current or future
affiliates pursuant to articles L. 225-197-1 and L. 22-10-59 et
seq. of the French Commercial Code, it being specified that
the shares may be allocated, in particular, to an employee
savings plan in accordance with the provisions of
article L. 3332-14 of the French Employment Code; or
fall within the scope of the objectives referred to in items (i) to
(iii) above; and
cannot cause the offer to fail.
The Shareholders’ Meeting decides that the maximum purchase
price per share shall be €280, excluding acquisition costs.
(iv) retain them and subsequently tender them (in exchange,
as payment or otherwise) in connection with external growth
transactions, subject to a 5% limit of the number of shares
comprising the share capital; or
Under article R. 225-151 of the French Commercial Code,
the Shareholders’ Meeting sets the total maximum amount
allocated to the share buyback programme authorised above at
€7,332,543,680 corresponding to a maximum number of
26,187,656 shares purchased at the maximum unit price of 280
as authorised above.
(v) deliver shares upon the exercise of rights attached to
securities granting access to the share capital through
reimbursement, conversion, exchange, presentation of a
warrant or in any other manner; or
The Shareholders’ Meeting delegates authority to the Board of
Directors, with the option for it to delegate these powers in turn
under the conditions provided for by law, in the event of
transactions on the Company’s share capital, and in particular a
change in the par value of the share, a share capital increase via
the capitalisation of reserves, a granting of bonus shares, stock
split or reverse stock split, to adjust the above-mentioned
maximum purchase price in order to take account of the impact
of such transactions on the share value.
(vi) cancel all or some of the shares repurchased in this manner,
under the conditions provided for in article L. 22-10-62
paragraph 4 of the French Commercial Code, and pursuant
to the authorisation to reduce the share capital granted by
this Combined Shareholders’ Meeting in its 14th resolution; or
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The Board of Directors may also carry out, in accordance with
The purpose of the 13th resolution is to approve the "regulated"
agreements previously approved by Pernod Ricard's Board of
Directors.
applicable legal and regulatory provisions, the reassignment to
another objective of shares previously bought back (including
under a previous authorisation) and their sale (on- or off-market).
The Shareholders’ Meeting grants the Board of Directors full
powers, with the option for it to delegate these powers in turn
under the conditions provided for by law, to decide and implement
this authorisation, to specify, if necessary, its terms and decide on
its conditions with the option to delegate implementation of the
share buyback programme, under the conditions provided for by
law, and in particular to place all stock exchange orders, enter into
any agreements, with a view to keeping registers of share
purchases and sales, make all declarations notably to the French
Financial Markets Authority (AMF) and to any other official body
which may take its place, complete all formalities and, in general,
do whatever may be necessary.
THIRTEENTH RESOLUTION
____
Approval of the regulated agreements referred to in articles
L.225-38 et seq. of the French Commercial Code
Having reviewed the special report of the Statutory Auditors on
the regulated agreements referred to in articles L. 225-38 et seq.
of the French Commercial Code, the Shareholders’ Meeting,
deliberating in accordance with the quorum and majority
requirements for Ordinary Shareholders' Meeting, takes note of
the conclusions of said report and approves the agreements
referred to therein, it being specified that no new agreements
were signed in FY21.
This authorisation will be valid for a period of 18 months from the
date of this Shareholders’ Meeting and cancels, as from this same
date, for any unused portion, the authorisation granted to the
Board of Directors by the Combined Shareholders’ Meeting of
27 November 2020 in its 15th resolution to trade in the Company’s
shares.
8.3.2
Resolutions presented at the Extraordinary Shareholders’ Meeting
We propose that you renew all the authorisations and delegations of authority respectively granted to the Board of Directors by the
Shareholders’ Meetings of 8 November 2019 and 27 November 2020, which are due to expire on 7 January 2022, on 26 May 2022,
on 7 January 2023 or on 26 January 2023.
The delegations of authority submitted to the vote in resolutions 14 to 22 would, if approved, cancel, from the date of the present
Shareholders’ Meeting, any previous delegations approved and having the same purpose.
If adopted, said resolutions would enable the Board of Directors to immediately take the most appropriate measures, notably regarding
the financing of investments in external growth operations.
No delegation of authority allowing a share capital increase with or without a Preferential Subscription Right may be used
during a public offer for the shares of the Company.
decides that the excess amount of the purchase price of the
shares cancelled over their par value shall be allocated to the
“Share premiums” account or to any available reserve account,
including the legal reserve, subject to the limit of 10% of the
capital reduction carried out; and
FOURTEENTH RESOLUTION
____
Authorisation to be granted to the Board of Directors for the
purpose of reducing the share capital by cancelling treasury
shares, subject to the limit of 10% of the share capital
Having reviewed the report of the Board of Directors and the
special report of the Statutory Auditors, the Shareholders’
Meeting, deliberating in accordance with the quorum and
majority requirements for Extraordinary Shareholders’ Meetings
and in accordance with articles L. 22-10-62 et seq. of the French
Commercial Code:
grants the Board of Directors full powers, with the option for it
to delegate these powers in turn within the limits set by the
bylaws and by law, to cancel, on its decision alone, the shares
thus acquired, to reduce the share capital accordingly, to
allocate the excess amount as provided for above, as well as to
make the corresponding amendments to the bylaws and
complete all formalities.
authorises the Board of Directors to reduce the share capital
by cancelling, on one or more occasions, all or part of the
treasury shares held by the Company or acquired by it
pursuant to the share repurchase programmes authorised by
the Shareholders’ Meeting, in particular in accordance with the
12th resolution above, subject to the limit of 10% of the share
capital per 24-month period, it being specified that the 10%
limit applies to the Company’s share capital as adjusted to take
account of transactions affecting the share capital after the
date of this Shareholders’ Meeting;
This authorisation will be valid for a period of 26 months from
the date of this Shareholders’ Meeting. It cancels, as from such
date, the authorisation granted by the Shareholders’ Meeting of
8 November 2019 in its 12th resolution.
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in the event of use of this delegation of authority by the Board
FIFTEENTH RESOLUTION
____
of Directors:
Delegation of authority to be granted to the Board of Directors
to decide on a share capital increase for a maximum nominal
amount of €134 million (approximately 33% of the share
capital), through the issue of ordinary shares and/or securities
granting access to the Company’s share capital, with
maintenance of the Preferential Subscription Right
decides that the share issue(s) will preferably be reserved
for shareholders who can subscribe with an irreducible
right in proportion to the number of shares that they hold at
that time, and records that the Board of Directors can
institute a subscription with a reducible right,
decides that, if the subscriptions with an irreducible right
Having reviewed the report of the Board of Directors and the
special report of the Statutory Auditors, the Shareholders’
Meeting, deliberating in accordance with the quorum and
majority requirements for Extraordinary Shareholders’
Meetings, and in accordance with, notably, the provisions of
articles L. 225-129-2, L. 225-132, L. 225-133, L. 225-134 and L. 228-91
to L. 228-93 of the French Commercial Code:
and, where applicable, with a reducible right, do not absorb
the entirety of an issue of shares or securities as set out
above, the Board of Directors may use the different options
provided for by law (or some of them only), in the order that
it will determine, including offering the public all or part of
the shares or the securities not subscribed, on the French
and/or foreign and/or international market,
delegates authority to the Board of Directors, with the option
decides that the issues of Company share warrants may be
for it to delegate these powers in turn under the conditions
provided for by law, to decide on a capital increase, on one or
more occasions, on the French, foreign or international
market, in the proportion and at the times it considers
appropriate, either in euros, or in any other currency or
monetary unit drawn up in reference to several currencies,
with maintenance of the shareholders’ Preferential
Subscription Right, by issuing (i) ordinary shares of the
Company and/or (ii) securities issued against payment or free
of charge, governed by articles L. 228-91 et seq. of the French
Commercial Code, granting access immediately or in the
future to the Company’s share capital, it being specified that
shares and other securities can be subscribed either in cash,
or by offsetting receivables;
carried out through the subscription offer under the
aforementioned conditions, but also by free allocation to the
owners of existing shares,
decides that in the event of a free allocation of Company
share warrants, the Board of Directors will have the option
to decide that the fractional allocation rights will not be
tradeable and that the corresponding securities will be sold,
acknowledges the fact that this delegation of authority
automatically entails the waiving by shareholders, in favour
of the holders of securities issued granting access to the
Company’s share capital, of their Preferential Subscription
Right to the shares to which the securities will grant
entitlement;
decides to set as follows the limits of the amounts of share
decides that the Board of Directors shall have full powers, with
the option for it to delegate these powers in turn under the
conditions provided for by law, to implement this delegation of
authority, including to set the share issue, subscription and
payment conditions, record the completion of the resulting
capital increases and amend the bylaws accordingly, and
notably to:
issues authorised in the event of use of this delegation of
authority by the Board of Directors:
the Overall Limit of the capital increases likely to be realised
by virtue of this delegation of authority is set at €134 million,
it being specified that (i) to this limit will be added, where
applicable, the nominal amount of any extra shares to be
issued, in the event of further adjustments, in order to
preserve, in accordance with the law and regulations and,
where applicable, contractual stipulations providing for
other adjustments, the rights of holders of securities
granting access to the capital, as well as of recipients of stock
options (both purchase and subscription plans) or bonus
shares, and that (ii) this limit forms the maximum overall
nominal limit for capital increases likely to be carried out by
virtue of this delegation and those conferred by virtue of the
16th, 17th, 18th, 19th, 20th, 21st, 24th and 25th resolutions below,
and that the total nominal amount of the capital increases
carried out under these resolutions will be deducted from
this Overall Limit,
determine, if required, the terms for exercising the rights
attached to the shares or securities granting access to the
capital, to determine the terms for exercising the rights,
where applicable, particularly to conversion, exchange and
redemption, including by delivering the Company’s assets
such as securities already issued by the Company,
decide, in the event of the issue of debt securities, on
whether they are to be subordinated or unsubordinated
(and, where applicable, on their subordination ranking, in
accordance with the provisions of article L. 228-97 of the
French Commercial Code), to set their interest rate (notably
fixed or variable rate or zero or indexed coupon),
their duration (specified or unspecified) and the other terms
of issue (including the granting of guarantees or sureties)
and depreciation (including redemption through the
delivery of Company assets), decide on the securities that
may be bought back on the stock exchange or the subject of
a takeover bid or public exchange offer by the Company; to
set the conditions under which these securities will grant
access to the Company’s share capital; to amend, during the
life of the securities under consideration, the terms set out
above, in compliance with the applicable formalities,
the maximum nominal amount of securities representing
debts granting access to the Company’s share capital shall
not exceed the overall nominal amount of 12 billion or the
exchange value of this amount, it being specified that the
nominal amount of the debt securities that will be issued by
virtue of the 16th resolution of this Shareholders’ Meeting will
be deducted from this amount. This limit is unrelated to and
separate from the amount of the securities representing
debts granting the right to the allocation of debt securities,
as well as from the amount of the debt securities whose issue
would be independently determined or authorised by the
Board of Directors in accordance with article L. 228-40 of
the French Commercial Code;
on its own initiative, offset the costs of the capital increases
against the amount of the related share premiums and
deduct from this amount the sums required to raise the legal
reserve to one-tenth of the new share capital after each
capital increase,
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set and carry out all adjustments required to take into
Overall Limit of €134 million set in the aforementioned
15th resolution, it being specified (i) that to this limit of
€41 million will be added, where applicable, the nominal
amount of any shares that may be issued, in the event of
adjustments made to preserve, in accordance with law and
regulations and, where applicable, contractual stipulations
providing for other adjustments, the rights of holders of
securities granting access to the capital as well as of
recipients of stock options (both purchase and subscription
plans) or bonus shares, and (ii) that this limit of €41 million is
common to the 17th, 18th, 19th, 20th, 24th and 25th resolutions
hereafter and that the total nominal amount of the capital
increases carried out under these resolutions will be
deducted from this limit,
account the impact of the transactions on the Company’s
share capital, particularly in the event of the amendment of
the nominal value of the share, capital increase through the
capitalisation of reserves, free allocation of shares, stock
split or reverse stock split, distribution of reserves or of any
other assets, depreciation of the share capital, or any other
transaction concerning shareholders’ equity, and set the
terms under which, where applicable, the preservation of
the rights of holders of securities or rights granting access to
the capital will be assured, and
generally, enter into any agreement, in particular, to
successfully complete the proposed issues of shares or
securities, take all measures and decisions and carry out all
formalities appropriate for the issue, listing and financial
servicing of the shares issued pursuant to this delegation of
authority and the exercise of the rights attached thereto, or
all formalities resulting from the capital increases carried out;
the maximum nominal amount of securities representing
debts granting access to the Company’s share capital may
not exceed the limit of €4 billion or the exchange value of
this amount, it being specified that this amount will be
deducted from the maximum overall nominal amount
of €12 billion set for securities representing debt securities,
by virtue of the aforementioned 15th resolution. This limit
of €4 billion is unrelated to and separate from the amount
of the securities representing debts granting the right to the
allocation of debt securities, and from the amount of the
debt securities, whose issue would be independently
decided or authorised by the Board of Directors
in accordance with article L. 228-40 of the French
Commercial Code;
decides that the Board of Directors may not take the decision
to use this delegation of authority as from the date at which a
third party files a takeover bid for the shares of the Company
unless it obtains prior authorisation from the Shareholders’
Meeting; this restriction shall remain in effect until the end of
the offer period;
sets the period of validity of this delegation of authority at
26 months as from the date of this Shareholders’ Meeting and
notes that as from such date, this delegation cancels the
delegation of authority granted by the Shareholders’ Meeting
of 8 November 2019 in its 13th resolution.
decides to cancel the shareholders’ Preferential Subscription
Right to the securities that are the subject of this resolution,
however, by granting the Board of Directors, in accordance
with article L. 22-10-51 of the French Commercial Code, the
option to confer on shareholders, for a period and according to
the terms that it will set in compliance with the applicable legal
and regulatory provisions and for all or part of the issue made,
a priority subscription period that does not create marketable
rights and which must be exercised in proportion to the
number of shares held by each shareholder and which may
potentially be supplemented by a subscription with a reducible
right;
SIXTEENTH RESOLUTION
____
Delegation of authority to be granted to the Board of Directors
to decide on a share capital increase for a maximum nominal
amount of €41 million (approximately 10% of the share capital),
through the issue of ordinary shares and/or securities granting
access to the Company’s share capital, with cancellation
of the Preferential Subscription Right, as part of an offer
to the public other than those referred to in 1° of Article L. 411-2
of the French Monetary and Financial Code
Having reviewed the report of the Board of Directors and the
special report of the Statutory Auditors, the Shareholders’
Meeting, deliberating in accordance with the quorum and
majority requirements for Extraordinary Shareholders’
Meetings, and in accordance with the provisions of
articles L. 225-127, L. 225-128, L. 225-129, L. 225-129-2, L. 22-10-51,
L. 225-135, L. 225-136, L. 22-10-52, L. 228-92 and L. 228-93 of the
French Commercial Code:
acknowledges, by virtue of this delegation of authority, that the
shareholders automatically waive their Preferential
Subscription Right to the shares to which the securities will
grant entitlement, in favour of the holders of securities issued
granting access to the Company’s share capital;
decides that, pursuant to article L. 22-10-52 of the French
Commercial Code:
the issue price of the shares issued directly will be at least
delegates authority to the Board of Directors, with the option
equal to the minimum amount provided for by the laws and
regulations in force at the time at which this delegation of
authority is used,
for it to delegate these powers in turn under the conditions
provided for by law, to decide on a capital increase, on one or
more occasions, on the French and/or foreign and/or
international market, in the proportion and at the times it
considers appropriate, by way of an offer to the public, either
in euros, or in any other currency or monetary unit drawn up
in reference to several currencies, by the issue, with
cancellation of the shareholders’ Preferential Subscription
Right, (i) of ordinary shares and/or (ii) securities against
payment or free of charge, governed by articles L. 225-149 et
seq. and L. 228-91 et seq. of the French Commercial Code,
granting access to the Company’s capital (whether new or
existing Company shares), it being specified that the
subscription of shares and other securities may be carried out
either in cash, or by offsetting receivables;
the issue price of the securities granting access to the capital
will be such that the sum immediately received by the
Company, increased, where applicable, by that likely to be
received subsequently by the Company, is, for each share
issued as a consequence of the issue of these securities, at
least equal to the minimum subscription price set out in the
previous paragraph,
decides that if the subscriptions have not absorbed the
entire issue of shares or securities, the Board of Directors
may use the different options provided for by law (or some
of them only), in the order that it will determine, including
offering the public all or part of the shares or the securities
not subscribed, on the French and/or foreign and/or
international market;
decides to set as follows the limits of the amounts of issues
authorised in the event of use of this delegation of authority by
the Board of Directors:
decides that the Board of Directors shall have full powers, with
the option for it to delegate these powers in turn within the
limits set by law, to implement this delegation of authority,
including to set the issue, subscription and payment
the maximum nominal amount of the capital increases likely
to be realised by virtue of this delegation of authority is set at
€41 million, with this amount being deducted from the
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conditions, record the completion of the resulting capital
SEVENTEENTH RESOLUTION
____
increases and amend the bylaws accordingly, and notably to:
Delegation of authority to be granted to the Board of Directors
to increase the number of shares to be issued in the event
of a share capital increase, with or without Preferential
Subscription Right, subject to the limit of 15% of the initial share
issue in accordance with the 15th, 16th and 18th resolutions
The Shareholders’ Meeting, deliberating in accordance with the
quorum and majority requirements for Extraordinary
Shareholders’ Meetings, and in accordance with the provisions of
article L. 225-135-1 of the French Commercial Code:
determine, if required, the characteristics and terms for
exercising the rights attached to the shares or securities
granting access to the capital, to determine the terms for
exercising the rights, where applicable, particularly to
conversion, exchange and redemption, including by
delivering Company assets such as securities already issued
by the Company,
decide, in the event of the issue of debt securities, on
whether they are to be subordinated or unsubordinated
(and, where applicable, on their subordination ranking, in
accordance with the provisions of article L. 228-97 of the
French Commercial Code), to set their interest rate (notably
fixed or variable rate or zero or indexed coupon), their
duration (specified or unspecified) and the other
characteristics and terms of issue (including the granting
of guarantees or sureties) and depreciation (including
redemption through the delivery of Company assets);
to decide on the securities that may be bought back on the
stock exchange or the subject of a takeover bid or public
exchange offer by the Company, to set the conditions under
which these securities will grant access to the Company’s
capital, to amend, during the life of the securities under
consideration, the terms set out above, in compliance with
the applicable formalities,
delegates authority to the Board of Directors, with the option
for it to delegate these powers in turn under the conditions set
by law, to decide on an increase in the number of shares or
securities to be issued in the event of an increase in the
Company’s share capital with or without Preferential
Subscription Right, at the same price as that used for the initial
issue, within the time periods and limits stipulated by the
regulations in force on the day of the issue (i.e., to date, within
30 days of the end of the subscription period and subject to the
limit of 15% of the initial issue) and subject to the limit provided
for in the resolution pursuant to which the issue is decided
(15th, 16th or 18th resolution) as well as the Overall Limit set by
the 15th resolution;
decides that the Board of Directors may not take the decision
to use this delegation of authority as from the date on which a
third party files a takeover bid for the shares of the Company
unless it obtains prior authorisation from the Shareholders’
Meeting; this restriction shall remain in effect until the end of
the offer period;
on its own initiative, offset the costs of the capital increases
against the amount of the related share premiums and
deduct from this amount the sums required to raise the legal
reserve to one-tenth of the new share capital resulting from
such capital increases,
sets the period of validity of this delegation of authority at
26 months as from the date of this Shareholders’ Meeting and
notes that as from such date, this delegation cancels the
delegation of authority granted by the Shareholders’ Meeting
of 8 November 2019 in its 15th resolution.
set and carry out all adjustments required to take into
account the impact of the transactions on the Company’s
share capital, particularly in the event of the amendment of
the nominal amount of the share, capital increase through
the capitalisation of reserves, free allocation of shares, stock
split or reverse stock split, distribution of reserves or any
other assets, depreciation of the capital, or any other
transaction concerning shareholders’ equity, and set the
terms under which, where applicable, the preservation of
the rights of holders of securities or rights granting access to
the capital will be assured, and
EIGHTEENTH RESOLUTION
____
Delegation of authority to be granted to the Board of Directors
to issue ordinary shares and /or securities granting access
to equity securities to be issued, with cancellation
of shareholders’ Preferential Subscription Right, through
a private placement in accordance with article L. 411-2 1°
of the French Monetary and Financial Code, for a maximum
nominal amount of €41 million (approximately 10% of the share
capital)
Having reviewed the report of the Board of Directors and the
special report of the Statutory Auditors, the Extraordinary
Shareholders’ Meeting, in accordance with the provisions of the
French Commercial Code and in particular its articles L. 225-129
to L. 225-129-6, L. 22-10-49, L. 22-10-51, L. 22-10-52 and L. 228-91 to
L. 228-93:
generally, enter into any agreement, in particular, to
successfully complete the proposed issues, take all measures
and decisions and carry out all formalities appropriate for
the issue, listing and financial servicing of the shares or
securities issued pursuant to this delegation of authority
and the exercise of the rights attached thereto, or all
formalities resulting from the capital increases carried out;
decides that the Board of Directors may not take the decision
to use this delegation of authority as from the date at which a
third party files a takeover bid for the shares of the Company
unless it obtains prior authorisation from the Shareholders’
Meeting; this restriction shall remain in effect until the end of
the offer period;
delegates its authority to the Board of Directors to decide to
increase the share capital, by way of an offering reserved for
qualified investors or a restricted group of investors as
referred to in article L. 411-2 of the French Monetary and
Financial Code, on one or more occasions, and in the
proportions and at the times it considers appropriate, both in
France and abroad, whether denominated in euros or in any
other currency or monetary unit drawn up in reference to
several currencies, by the issue of ordinary shares and/or
securities granting access, immediately or in the future, to the
Company’s share capital, it being specified that (i) the
subscription may be paid up in cash or by offsetting liquid and
due debt, and (ii) this delegation does not affect the authority
granted to the Board of Directors by article L. 228-92 of the
French Commercial Code to independently issue securities
comprising debt securities conferring entitlement to receive
allocations of other debt securities or granting access to
existing equity securities;
sets the period of validity of this delegation of authority at
26 months as from the date of this Shareholders’ Meeting and
notes that as from such date, this delegation cancels the
delegation of authority granted by the Shareholders’ Meeting
of 8 November 2019 in its 14th resolution.
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decides that the nominal amount of share capital increases
decides that the Board of Directors shall have full powers to
implement this delegation with the option for it to delegate
these powers in turn under the conditions provided for by law,
in particular:
that may be carried out pursuant to this delegation, whether
immediately and/or in the future, may not exceed 41 million.
This amount is included in the maximum limit of €41 million set
in the 16th resolution and the Overall Limit of €134 million set in
the 15th resolution of this Shareholders’ Meeting; this amount
will be increased, where appropriate, by the nominal amount
of any shares to be issued pursuant to the applicable laws and
any contractual provisions to preserve the rights of existing
holders of equity securities, securities or other rights granting
access to the Company’s shares;
to decide to carry out a capital increase and determine the
type of securities to be issued,
to draw up the list or the category of subscribers to the
issue,
to decide on the amount of the capital increase, the issue
price and any issue premium, as the case may be, to be
asked at the issuance,
decides that these capital increases may be carried out as a
result of the exercise of rights through the conversion,
exchange, redemption, presentation of a warrant, or any other
rights attached to securities issued by any entity in which the
Company directly or indirectly holds over half of the capital,
subject to the authorisation of the latter’s Shareholders’
Meeting;
to decide the timing and other terms of the capital increase,
including the form, characteristics and terms of the
securities to be issued, the opening and closing dates of the
subscription period, the securities’ issue price and date from
which they will carry rights, the method by which they will
be paid up, the terms applicable to the exercise of any rights
held by securities to be issued under this resolution to
shares of the Company, all other terms and conditions of
issue and, in the case of debt securities, their subordination
ranking,
decides further that the maximum nominal amount of Bonds
or other debt securities granting access to equity securities to
be issued, liable to be issued pursuant to this delegation, may
not exceed €4 billion (or the equivalent in the event of an issue
in foreign currencies or monetary units). This amount is
included in the €4 billion maximum nominal limit set in the
16th resolution and the overall nominal limit of €12 billion set in
the 15th resolution of this Shareholders’ Meeting;
to determine, where appropriate, the terms and conditions
for exercising the rights attached to the shares or securities
granting access to the capital to be issued, notably by setting
the date – which may be retroactive – from which new shares
will carry rights; and the terms for the exercise of any
conversion, exchange and redemption rights, as well as any
other terms and conditions applicable to such issues,
decides to cancel the shareholders’ Preferential Subscription
Right to shares or other securities to be issued that are the
subject of this resolution;
to set the terms and conditions under which the Company
may, where appropriate, buy back or exchange the
securities issued or to be issued immediately or in the future,
by any method, at any time or during specified periods, with
a view to holding them or cancelling them in accordance
with the applicable laws and regulations,
decides that if the subscriptions have not absorbed the entire
issue of shares or other securities, the Board of Directors may
use the different options provided for by law (or some of them
only), in the order that it will determine, including offering the
public all or part of the shares or the securities not subscribed,
on the French and/or foreign and/or international market;
to allow for the option to suspend the exercise of the rights
attached to the securities issued, in accordance with the
applicable laws and regulations,
records and decides, where necessary, that this delegation to
issue securities granting access to the share capital will
automatically entail the waiver by shareholders of their
Preferential Subscription Right to the new shares to which
these securities grant access, in favour of the holders of
securities that may be issued granting future access to the
Company’s share capital;
at its sole discretion, to charge any and all costs incurred in
connection with said issues against the related premiums,
and to deduct from these premiums the necessary amounts
to be credited to the legal reserve,
decides that:
to determine and make any and all adjustments required to
take into account the effect of transactions on the
Company’s capital and decide the terms and conditions to
be used, if necessary, to ensure that the rights of holders of
securities or rights granting access to the capital are
preserved,
the issue price of the shares issued directly shall be at least
equal to the minimum amount provided for by the laws and
regulations in force at the time of use of this delegation,
the issue price of securities granting access to equity
securities to be issued shall be set in such a way that the
amount received by the Company at the time of issue plus,
where appropriate, the amount to be received at a later date,
is at least equal to the minimum subscription price defined
in the first point above for each share issued as a result of
the issue of these securities,
to record each share capital increase resulting from the use
of this delegation and amend the bylaws accordingly,
generally, to enter into any and all agreements, take all
appropriate steps and carry out all formalities necessary for
the issue, listing and financial servicing of the securities
issued pursuant to this delegation and for the exercise of any
related rights;
the number of shares to be issued on exercise of conversion,
redemption or more generally transformation of each
security granting access to equity securities to be issued
shall be determined in such a way as to ensure that the
amount per share received by the Company (taking into
account the nominal value of the bond or said securities)
is at least equal to the minimum subscription price set out in
the first point of this section;
decides that the Board of Directors may not take the decision
to use this delegation of authority as from the date on which a
third party files a takeover bid for the shares of the Company
unless it obtains prior authorisation from the Shareholders’
Meeting; this restriction shall remain in effect until the end of
the offer period;
sets the period of validity of this delegation of authority at
26 months as from the date of this Shareholders’ Meeting and
notes that as from such date, this delegation cancels the
delegation of authority granted by the Shareholders’ Meeting
of 8 November 2019 in its 16th resolution.
286
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to increase the share capital, carry out the subsequent
NINETEENTH RESOLUTION
____
amendments to the bylaws and, generally, enter into any
agreement, in particular, for successful completion of the
proposed issues of shares or securities, take all measures
and decisions and carry out all formalities appropriate for
the issue, listing and financial servicing of the shares or
securities issued pursuant to this delegation of authority
and the exercise of the rights attached thereto, or all
formalities resulting from the capital increases carried out;
Delegation of authority to be granted to the Board of Directors
to issue ordinary shares and/or securities granting access
to the Company’s share capital by way of remuneration
for contributions in kind granted to the Company, subject
to the limit of 10% of the share capital
Having reviewed the report of the Board of Directors under
article L. 22-10-53 of the French Commercial Code, the
Shareholders’ Meeting, deliberating in accordance with the
quorum and majority requirements for Extraordinary
Shareholders’ Meetings, delegates authority to the Board of
Directors, with the option for it to delegate these powers in turn
under the conditions set by law, to decide on the issue of ordinary
shares and/or various securities granting access, immediately or
in the future, to the Company’s share capital, subject to the limit
of 10% of the share capital at the time of the issue, with a view to
remunerating the contributions in kind granted to the Company
and comprised of shares or securities granting access to the
share capital of other companies, when the provisions of
article L. 22-10-54 of the French Commercial Code are not
applicable. In accordance with law, the Board of Directors will
rule on the Contribution Auditors’ special report, referred to in
article L. 22-10-53 of said Code. The Shareholders’ Meeting:
decides that the Board of Directors may not take the decision
to use this delegation of authority as from the date on which a
third party files a takeover bid for the shares of the Company
unless it obtains prior authorisation from the Shareholders’
Meeting; this restriction shall remain in effect until the end
of the offer period;
sets the period of validity of this delegation of authority at
26 months as from the date of this Shareholders’ Meeting and
notes that as from such date, this delegation cancels the
delegation of authority granted by the Shareholders’ Meeting
of 8 November 2019 in its 17th resolution.
TWENTIETH RESOLUTION
____
Delegation of authority to be granted to the Board of Directors
to issue ordinary shares and/or securities granting access
to the Company’s share capital, subject to the limit of 10%
of the share capital, with cancellation of the Preferential
Subscription Right, in the event of a public exchange offer
initiated by the Company
Having reviewed the report of the Board of Directors and the
special report of the Statutory Auditors, the Shareholders’
Meeting, deliberating in accordance with the quorum and
majority requirements for Extraordinary Shareholders’
Meetings, and in accordance with the provisions of
articles L. 225-129 to L. 225-129-6, L. 22-10-49, L. 22-10-54
and L. 228-92 of the French Commercial Code:
decides that the nominal amount of the Company’s capital
increase resulting from the issue of the securities set out in the
above paragraph, will be deducted from the Overall Limit set
in the 15th resolution above as well as from the maximum
amount of the capital increase set in the 16th resolution above, it
being specified that to these limits shall be added, if applicable,
the nominal amount of any shares that may be issued, in the
event of adjustments made to preserve, in accordance with law
and regulations and, where applicable, contractual stipulations
providing for other adjustments, the rights of holders of
securities granting access to the capital, as well as those of
recipients of stock options (both purchase and subscription
plans) or free allocations of shares;
delegates authority to the Board of Directors, with the option
acknowledges, as necessary, the absence of Preferential
for it to delegate these powers in turn under the conditions set
by law, to decide to issue, on one or more occasions, and in the
proportions and at the times it considers appropriate,
ordinary shares and/or various securities granting access to
the Company’s share capital, immediately and/or in the future,
subject to the limit of 10% of the share capital at the time of the
issue, with a view to remunerating securities contributed to
(i) a public offer of exchange in France or abroad, under local
regulations, by the Company on the shares of another
company trading on one of the regulated markets set out in the
aforementioned article L. 22-10-54, or (ii) any other transaction
having the same effect as a public exchange offer initiated by
the Company on the securities of another company whose
securities are traded on another regulated market coming
under a foreign law (e.g. as part of a reverse triangular merger
or a scheme of arrangement);
Subscription Right for the shares or securities issued and by
virtue of this delegation of authority, that the shareholders
automatically waive their Preferential Subscription Right to
the shares to which any securities to be issued pursuant to this
delegation of authority may grant entitlement;
decides that the Board of Directors shall have full powers, with
the option for it to delegate these powers in turn within the
limits set by law, to implement this delegation of authority,
in particular:
to determine the type and number of shares and/or
securities to be issued, their characteristics and the terms
of their issue,
to approve the assessment of the contributions and the
possible granting of particular benefits and, concerning said
contributions, record their realisation,
decides, as required, to cancel the shareholders’ Preferential
to deduct all fees, charges and duties from the premium,
Subscription Right to the ordinary shares and securities thus
issued in favour of the holders of these securities which are
subject to the public offer;
with the balance receiving any allocation decided by the
Board of Directors, or by the Ordinary Shareholders’
Meeting, and, if it deems necessary, deduct from this
amount the sums required to raise the legal reserve to
one-tenth of the new share capital after each issue,
acknowledges, as required, that by virtue of this delegation of
authority, the shareholders automatically waive their
Preferential Subscription Right to the ordinary shares to which
the securities to be issued pursuant to this delegation may
grant entitlement.
to decide and perform, as a result of the issue, all necessary
measures to preserve the rights of holders of securities
granting access to the Company’s share capital, stock
options (both purchase and subscription plans) or rights to
the free allocation of shares, in accordance with the
applicable laws and regulations, and where applicable,
any applicable contractual provisions,
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The Shareholders’ Meeting decides that the nominal amount of
delegates its authority to the Board of Directors, with the
option for it to delegate these powers in turn under the
conditions set by law, to decide to increase the share capital,
on one or more occasions, and in the proportions and at the
times it considers appropriate, by the capitalisation of
premiums, reserves, profits or other items for which
capitalisation is authorised by law and the bylaws, and in the
form of the free allocation of shares or raising of the par value
of the existing shares or by combining these two options;
the capital increase resulting the issue of the securities set out in
the above paragraph will be deducted from the Overall Limit set
in the aforementioned 15th resolution as well as from the limit of
the share capital increase set in the 16th resolution above, it being
specified that to these limits shall be added, if applicable, the
nominal amount of any shares that may be issued, in the event
of adjustments made to preserve, in accordance with law and
regulations and, where applicable, contractual stipulations
providing for other adjustments, the rights of holders of
securities granting access to the capital, as well as those of
recipients of stock options (both purchase and subscription
plans) or free allocations of shares.
decides to set the maximum nominal amount of share capital
increases that may be carried out in this respect at
€134 million, it being specified that this amount will be also
deducted from the Overall Limit for capital increases set in the
aforementioned 15th resolution. To this limit shall be added,
if applicable, the nominal amount of any shares that may be
issued, in the event of adjustments made to preserve,
in accordance with law and regulations and, where applicable,
contractual stipulations providing for other adjustments, the
rights of holders of securities granting access to the capital,
as well as those of recipients of stock options (both purchase
and subscription plans) or free allocations of shares;
The Shareholders’ Meeting decides that the Board of Directors
shall have full powers to implement the public offers covered by
this resolution and particularly:
to set the exchange parity as well as, where applicable, the
amount of the balance to be paid in cash;
to record the number of securities contributed to the
exchange;
to determine the dates, issue conditions and characteristics,
in the event that the Board of Directors makes use of this
delegation of authority, delegates full powers to the latter, with
the option for it to delegate these powers in turn under the
conditions provided for by law, to implement this delegation of
authority and set the issue conditions, record the completion
of the subsequent capital increases and consequently amend
the bylaws and notably:
particularly the price and date of entitlement, of the ordinary
shares, or, where applicable, of the securities granting
immediate and/or future access to the Company’s ordinary
shares;
to enter the difference between the issue price for the new
ordinary shares and their par value on the liabilities side of the
balance sheet under “Contribution premium”, to which all
shareholders shall have rights;
to set the amount and nature of sums to be incorporated
into the capital, set the number of new shares to be issued
and/or the amount by which the par value of the existing
shares comprising the share capital will be increased,
finalise the date, even retroactive, from which the new
shares can be vested or the date on which the increase in the
par value will become effective,
where applicable, to deduct from said "Contribution premium"
all the fees and duties incurred during the authorised
transaction and deduct the sums required to raise the legal
reserve to one-tenth of the new share capital after each issue;
and
to decide that the fractional shares shall not be tradeable
to record the completion of the resulting capital increase(s)
and to make any subsequent amendments to the bylaws and,
generally, enter into any agreement, in particular, to
successfully complete the proposed issues, take all measures
and decisions and carry out all formalities appropriate for the
issue, listing and financial servicing of the securities issued
pursuant to this delegation of authority and the exercise of the
rights attached thereto, or all formalities resulting from the
capital increases carried out.
and that the corresponding shares will be sold; the sums
resulting from the sale will be allocated to the holders of the
rights under the conditions stipulated by the law and
regulations,
to carry out, where applicable, all adjustments required to
take into account the impact of transactions on the
Company’s share capital, particularly in the event of the
amendment of the par value of the share, capital increase by
the capitalisation of reserves, free allocation of shares, stock
split or reverse stock split, distribution of reserves or any
other assets, depreciation of the capital, or any other
transaction concerning shareholders’ equity, and set the
terms under which, where applicable, the preservation of
the rights of holders of securities or rights granting access
to the capital will be assured, and
The Shareholders’ Meeting decides that the Board of Directors
may not take the decision to use this delegation of authority as
from the date on which a third party files a takeover bid for the
shares of the Company unless it obtains prior authorisation from
the Shareholders’ Meeting; this restriction shall remain in effect
until the end of the offer period.
The Shareholders’ Meeting sets the period of validity of this
delegation of authority at 26 months as from the date of this
Shareholders’ Meeting and notes that as from such date, this
delegation cancels the delegation of authority granted by the
Shareholders’ Meeting of 8 November 2019 in its 18th resolution.
generally, to enter into any agreement, in particular, for
successful completion of the proposed issues of shares or
securities, take all measures and decisions and carry out all
formalities appropriate for the issue, listing and financial
servicing of the securities issued pursuant to this delegation
of authority and the exercise of the rights attached thereto, or
all formalities resulting from the capital increases carried out;
TWENTY-FIRST RESOLUTION
____
Delegation of authority to be granted to the Board of Directors
to decide on a share capital increase for a maximum nominal
amount of €134 million (approximately 33% of the share
capital) by capitalisation of premiums, reserves, profits
or other items
Having reviewed the report of the Board of Directors, the
Extraordinary Shareholders’ Meeting, deliberating in accordance
with the quorum and majority requirements provided for in
articles L. 22-10-32 and L. 225-98 of the French Commercial Code,
and in accordance with the provisions of articles L. 225-129,
L. 225-129-2, L. 225-130 and L. 22-10-50 of the French Commercial
Code:
decides that the Board of Directors may not take the decision
to use this delegation of authority as from the date at which a
third party files a takeover bid for the shares of the Company
unless it obtains prior authorisation from the Shareholders’
Meeting; this restriction shall remain in effect until the end of
the offer period;
sets the period of validity of this delegation of authority at
26 months as from the date of this Shareholders’ Meeting and
notes that as from such date, this delegation cancels the
delegation of authority granted by the Shareholders’ Meeting
of 8 November 2019 in its 19th resolution.
288
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expressly conditions the definitive allocation of the shares
The purpose of resolutions 22 and 23 is to renew the
authorisations conferring the right, subject in particular to
performance conditions, to the allocation of performance-based
shares to employees and Executive Directors of the Company
and Group companies and to the free allocation of shares to
employees. Each resolution specifies an overall limit and a
sub-limit for Executive Directors of the Company.
pursuant to this authorisation, including to Executive
Directors, to the presence of the beneficiary and the
achievement of one or more performance conditions
determined by the Board of Directors on the date the
allocation decision is taken and assessed over a period of three
years or three consecutive financial years;
acknowledges by virtue of this authorisation that the
shareholders automatically waive their Preferential
Subscription Right over ordinary shares that may be issued
under the terms of this authorisation, in favour of the
beneficiaries of the allocation of shares;
TWENTY-SECOND RESOLUTION
____
Authorisation to be granted to the Board of Directors to
allocate performance-based shares, either existing or to be
issued, free of charge, to employees and Executive Directors of
the Company and Group companies
Having reviewed the report of the Board of Directors and the
special report of the Statutory Auditors, the Shareholders'
Meeting, deliberating in accordance with the quorum and
majority requirements for Extraordinary Shareholders Meetings
and in accordance with the provisions of articles L. 225-197-1 et
seq. and articles L. 22-10-59 and L. 22-10-60 of the French
Commercial Code:
grants the Board of Directors full powers, within the limits set
above, with the option for it to delegate these powers in turn
under the conditions provided for by law, in order to
implement this authorisation and, notably, to:
determine whether the shares allocated free of charge shall
be existing shares or shares to be issued,
set, within the legal limits, the dates on which the shares will
be allocated,
determine the identity of the beneficiaries or the category or
authorises the Board of Directors to allocate ordinary shares of
categories of beneficiaries of the allocation of shares as well
as the number of shares allocated to each,
the Company, either existing or to be issued, free of charge,
on one or more occasions, to employees and eligible Executive
Directors (as defined in article L. 225-197-1 II paragraph 1 of the
French Commercial Code) of the Company and of companies
or groups related to the Company as defined by article
L. 225-197-2 of the French Commercial Code, or to certain
categories of them;
determine the criteria, conditions and terms for allocating
said shares, and in particular their vesting period and,
where applicable, lock-up period, and presence and
performance conditions, as set forth in this authorisation,
finalise the date of entitlement, which may be retroactive, of
the new shares to be issued,
decides that the maximum number of existing or to be issued
allow for the option of temporarily suspending allocation
rights in accordance with applicable law and regulations,
shares that can be allocated under this authorisation shall
represent no more than 1.5% of the Company's share capital on
the day the decision to allocate them is taken by the Board of
Directors, it being specified that this number shall not include
any adjustments that may be made to maintain the rights of
the beneficiaries in the event of financial transactions or
transactions on the Company's share capital or on the
shareholders' equity;
register the allocated shares in registered form under their
owner's name at the end of the vesting period, specifying,
where applicable, whether they are locked-up and the
period for which this restriction will remain in force, as well
as waiving this lock-up restriction in any of the
circumstances envisaged for it by this resolution or by
regulations in force,
decides that the allocations made pursuant to this
authorisation may benefit, in accordance with the applicable
law, eligible Executive Directors of the Company, provided that
the definitive allocation of the shares is subject to the presence
of the beneficiary and the achievement of one or more
performance conditions determined by the Board of Directors
on the date the allocation decision is taken. This number shall
not represent more than 0.08% of the Company's share capital
on the date the decision to allocate them is taken by the Board
of Directors (subject to the possible adjustments mentioned in
the previous paragraph), it being specified that this sub-ceiling
is to be deducted from the aforementioned overall limit of 1.5%
of the share capital;
decide, for Executive Directors, either that the shares must
not be sold by the interested parties before the end of their
term of office, or set the quantity of shares to be retained in
registered form until the end of their term of office,
provide for powers, if it deems it necessary, to adjust the
number of shares allocated free of charge in order to
preserve the rights of the beneficiaries, in the event of any
transactions affecting the Company's share capital or
shareholders' equity during the vesting period, as set out in
article L. 225-181 paragraph 2 of the French Commercial
Code, on terms that it shall determine,
deduct, if applicable, from reserves, earnings or issue
decides that:
premiums, the sums necessary to pay up the shares, record
the definitive completion of capital increases carried out by
virtue of this authorisation, make any subsequent
amendments to the bylaws and, generally, carry out all
necessary acts and formalities, and
the allocation of shares to the beneficiaries shall become
definitive after a vesting period to be set by the Board of
Directors, it being understood that it may not be less than
three years, and
the lock-up period during which the beneficiaries must hold
their shares shall be set, where appropriate, by the Board of
Directors;
more generally, enter into all agreements, draw up all
documents, carry out all formalities and make all
declarations to any official bodies and to do whatever else
shall be necessary; and
decides that if the beneficiary should suffer second or third
degree disability as defined by article L. 341-4 of the French
Social Security Code, the shares shall immediately vest and
become transferable;
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sets the period of validity of this authorisation at 38 months
determine whether the shares allocated free of charge shall
be existing shares or shares to be issued,
from the date of this Shareholders Meeting and notes that as
from such date, this delegation cancels the delegation granted
by the Shareholders Meeting of 8 November 2019 in its 20th
resolution.
set, within the legal limits, the dates on which the shares will
be allocated,
determine the identity of the beneficiaries or the category or
categories of beneficiaries of the allocation of shares as well
as the number of shares allocated to each,
The Board of Directors shall report annually to the Ordinary
Shareholders' Meeting on the allocations made within the
framework of this resolution, in accordance with article
L.225-197-4 of the French Commercial Code.
determine the criteria, conditions and terms for allocating
said shares, and in particular their vesting period and,
where applicable, lock-up period, and presence condition, as
set forth in this authorisation,
TWENTY-THIRD RESOLUTION
____
Authorisation to be granted to the Board of Directors
to allocate shares, either existing or to be issued, free of charge,
to employees of the Group
Having reviewed the report of the Board of Directors and the
special report of the Statutory Auditors, the Shareholders'
Meeting, deliberating in accordance with the quorum and
majority requirements for Extraordinary Shareholders Meetings
and in accordance with the provisions of articles L. 225-197-1 et
seq. and article L. 22-10-59 of the French Commercial Code:
finalise the date of entitlement, which may be retroactive,
of the new shares to be issued,
allow for the option of temporarily suspending allocation
rights in accordance with applicable law and regulations,
register the allocated shares in registered form under their
owner's name at the end of the vesting period, specifying,
where applicable, whether they are locked-up and the
period for which this restriction will remain in force, as well
as waiving this lock-up restriction in any of the
circumstances envisaged for it by this resolution or by
regulations in force,
authorises the Board of Directors to allocate ordinary shares of
the Company, either existing or to be issued, free of charge, on
one or more occasions, to employees of the Company and of
companies or groups related to the Company as defined by
article L. 225-197-2 of the French Commercial Code, or to
certain categories of them;
provide for powers, if it deems it necessary, to adjust the
number of shares allocated free of charge in order to
preserve the rights of the beneficiaries, in the event of any
transactions affecting the Company's share capital or
shareholders' equity during the vesting period, as set out in
article L. 225-181 paragraph 2 of the French Commercial
Code, on terms that it shall determine,
decides that the maximum number of existing or to be issued
shares that can be allocated under this authorisation shall
represent no more than 0.5% of the Company's share capital
on the day the decision to allocate them is taken by the Board
of Directors, it being specified that this number shall not
include any adjustments that may be made to maintain the
rights of the beneficiaries in the event of financial transactions
or transactions on the Company's share capital or on the
shareholders' equity;
deduct, if applicable, from reserves, earnings or issue
premiums, the sums necessary to pay up the shares, record
the definitive completion of capital increases carried out by
virtue of this authorisation, make any subsequent
amendments to the bylaws and, generally, carry out all
necessary acts and formalities, and
decides that:
more generally, enter into all agreements, draw up all
documents, carry out all formalities and make all
declarations to any official bodies and to do whatever else
shall be necessary; and
the allocation of shares to the beneficiaries shall become
definitive after a vesting period to be set by the Board of
Directors, it being understood that it may not be less than
three years, and
sets the period of validity of this authorisation at 38 months
from the date of this Shareholders, it being specified that, in
view of its specific objective, it does not deprive of effect any
other authorisation granted by the Shareholders Meeting
within the framework of the provisions of articles L. 225-197-1 et
seq. of the French Commercial Code.
the lock-up period during which the beneficiaries must hold
their shares shall be set, where appropriate, by the Board of
Directors;
decides that the Company's Executive Directors are excluded
from the benefit of any allocation within the framework of this
authorisation, and that the same applies to the members of the
Company's Executive Committee, except on the occasion of
their hiring;
The Board of Directors shall report annually to the Ordinary
Shareholders' Meeting on the allocations made within the
framework of this resolution, in accordance with article
L. 225-197-4 of the French Commercial Code.
decides that if the beneficiary should suffer second or third
degree disability as defined by article L. 341-4 of the French
Social Security Code, the shares shall immediately vest and
become transferable;
The 24th and 25th resolutions relate to financial delegations of
authority granted to the Board of Directors permitting it to
implement a global shareholding plan for the employees of the
Group.
expressly conditions the definitive allocation of the shares
pursuant to this authorisation to a presence condition
determined by the Board of Directors on the date the
allocation decision is taken;
Please note that these delegations authorising share capital
increases without Preferential Subscription Right may not
be used during a public offering for the shares of the
Company.
acknowledges by virtue of this authorisation that the
shareholders automatically waive their Preferential
Subscription Right over ordinary shares that may be issued
under the terms of this authorisation, in favour of the
beneficiaries of the allocation of free shares;
grants the Board of Directors full powers, within the limits set
above, with the option for it to delegate these powers in turn
under the conditions provided for by law, in order to
implement this authorisation and, notably, to:
290
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DRAFT RESOLUTIONS OF THE COMBINED SHAREHOLDERS’ MEETING ON 10 NOVEMBER 2021
resolves that the Board of Directors will have all powers to
TWENTY-FOURTH RESOLUTION
____
grant the aforementioned beneficiaries, free of charge, in
addition to the shares or securities granting access to the
capital to be subscribed in cash, shares or securities granting
access to the capital to be issued or already issued, in
substitution for all or part of the discount on the Reference
Price and/or special contribution, it being specified that the
benefit resulting from this allocation may not exceed the limits
provided for by law or regulations pursuant to articles L. 3332-1
to L. 3332-24 of the French Employment Code;
Delegation of authority to be granted to the Board of Directors
to decide to increase the share capital subject to the limit of 2%
through the issue of shares or securities granting access to the
share capital, reserved for members of company saving plans,
with cancellation of Preferential Subscription Right in favour
of the members of such savings plans
Having reviewed the Board of Directors’ report and the Statutory
Auditors’ special report, in accordance with articles L. 225-129,
L. 225-129-2 to L. 225-129-6, L. 22-10-49 and L. 225-138-1 of the
French Commercial Code and articles L. 3332-1 et seq. of the
French Employment Code, the Shareholders’ Meeting,
deliberating in accordance with the quorum and majority
requirements for Extraordinary Shareholders’ Meetings:
resolves to cancel, in favour of the aforementioned
beneficiaries, the shareholders’ Preferential Subscription
Right to the shares that are the subject of this authorisation;
the aforementioned shareholders furthermore waiving all
rights to the free allocation of shares or securities granting
access to the share capital that may be issued pursuant to
this resolution as well as the shares to which the securities will
grant entitlement;
delegates its authority to the Board of Directors, with the
option for it to delegate these powers in turn under the
conditions set by law, to decide to increase the share capital,
on one or more occasions, in the proportions and at the times
it considers appropriate, through the issue of shares or
securities granting access to the share capital reserved for
members of one or more employee savings plans (or any other
members’ plan for which article L. 3332-18 of the French
Employment Code authorises a reserved share capital
increase under equivalent terms) which may be put in place
within the Group consisting of the Company and the French or
foreign entities falling within the scope of consolidation of the
Company’s financial statements pursuant to article L. 3344-1 of
the French Employment Code;
resolves that the Board of Directors shall have all powers to
implement this delegation, with the option for it to delegate
these powers in turn under the conditions provided for by law,
within the limits and under the conditions specified above in
order, in particular:
to draw up, under the conditions provided for by law, the list
of companies for which members of an employee savings
plan may subscribe to shares or securities granting access
to the capital issued in this way, and benefit, where
applicable, from the free allocation of shares or securities
granting access to the capital,
resolves to set the maximum nominal amount of capital
to decide whether subscriptions may be carried out directly
increases that may be carried out in this respect at 2% of the
Company’s share capital at the close of this Shareholders’
Meeting, it being specified that:
or via the intermediary of company mutual funds or other
structures or entities permitted by the provisions of the
applicable law or regulations,
this limit is shared with that of the 25th resolution of this
Shareholders’ Meeting,
to determine the conditions, in particular in respect of
length of service, to be met by the beneficiaries of capital
increases,
to this limit shall be added, if applicable, the nominal amount
of any shares that may be issued, in respect of adjustments
made to preserve, in accordance with the law and
regulations and, where applicable, contractual provisions
providing for other adjustments, the rights of holders of
securities granting access to the capital, as well as the
recipients of stock options (both purchase and subscription
plans) or free allocations of shares,
to set the start and end dates of subscription periods,
to set the amounts of the issues that will be made pursuant
to this authorisation and, in particular, decide on the issue
prices, dates, time periods, terms and conditions of
subscription, payment, delivery and dividend entitlement
(which may be retroactive), as well as the other
characteristics, terms and conditions of the issues, within
the limits set by law and regulations in force,
the nominal amount of capital increases made pursuant to
this authorisation will be deducted from the maximum
amount of capital increases with cancellation of the
Preferential Subscription Right set by the 16th resolution of
this Shareholders’ Meeting, as well as from the Overall Limit
for capital increases set by the 15th resolution of the same
Shareholders’ Meeting;
in the event of a free allocation of shares or securities
granting access to the share capital, to set the number of
shares or securities granting access to the capital to be
issued, the number to be granted to each beneficiary, and
decide on the dates, time periods, terms and conditions of
allocation of such shares or securities granting access to the
share capital within the limits provided for by applicable law
and regulations and, in particular, choose either to
substitute, in full or in part, the allocation of such shares
or securities granting access to the capital for the discounts
on the Reference Price provided for above, or to deduct the
equivalent value of these shares from the total amount of the
special contribution, or to use a combination of these two
possibilities,
resolves that the issue price of new shares or securities
granting access to the share capital will be determined in
accordance with the conditions provided for in
article L. 3332-19 of the French Employment Code and may not
be more than 20% lower than the average of the closing listed
prices of the Pernod Ricard share recorded over the
20 trading sessions preceding the date of the decision setting
the opening date of the subscription period for the capital
increase reserved for the members of an employee savings
plan (the “Reference Price”), nor exceed such average;
however, the Shareholders’ Meeting expressly authorises the
Board of Directors, if it deems appropriate, to reduce or cancel
the aforementioned discount, within legal and regulatory
limits, in order to take into account, in particular, the legal,
accounting, tax and social security treatments that apply
locally;
to record the completion of the capital increases for the
amount corresponding to the shares subscribed (after any
reduction in the event of over-subscription),
to offset, where applicable, the costs of the capital increases
against the amount of the related share premiums and
deduct from the amount of such share premiums the sums
required to raise the legal reserve to one-tenth of the new
share capital following these capital increases,
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to take all necessary measures to preserve the rights of
the nominal amount of capital increases made pursuant to
this authorisation will be deducted from the maximum
amount of capital increases with cancellation of the
Preferential Subscription Right set by the 16th resolution of
this Shareholders’ Meeting, as well as from the Overall Limit
for capital increases set by the 15th resolution of the same
Shareholders’ Meeting;
holders of securities or other rights granting access to the
Company’s share capital in accordance with the applicable
laws and regulations, and where applicable, any contractual
provisions providing for other adjustments, and
to enter into all agreements, carry out all transactions
directly or indirectly via a duly authorised agent, including
completing the formalities following capital increases and
the corresponding amendments to the bylaws and in
general, to enter into any agreement, in particular, in order
to successfully complete the proposed issues of shares or
securities, take all measures and decisions and carry out all
formalities appropriate to the issue, listing and financial
servicing of the securities issued pursuant to this delegation
of authority and the exercise of the rights attached thereto,
and all formalities resulting from the capital increases
carried out;
acknowledges that this delegation of authority automatically
entails shareholders waiving their Preferential Subscription
Right to the shares to which such securities will give right,
either immediately or in the future, in favour of the holders of
securities issued under this resolution and granting access to
the Company’s share capital;
resolves to cancel shareholders’ Preferential Subscription
Right to the shares that may be issued pursuant to this
resolution, and to reserve the right to subscribe to the
category of beneficiaries satisfying the following criteria:
acknowledges that, if this delegation of authority is used by the
Board of Directors, the Board of Directors will report to the
next Ordinary Shareholders’ Meeting, in accordance with laws
and applicable regulations, on the use made of the
authorisation granted in this resolution; and
(a) employees and Executive Directors of non-French
companies of Pernod Ricard that are related to the Company
under article L. 225-180 of the French Commercial Code and
article L. 3344-1 of the French Employment Code, in order to
enable them to subscribe to the Company’s’ share capital
under conditions that are economically equivalent to those
that may be offered to members of one or more company
savings plans under a capital increase pursuant to the
24th resolution of this Shareholders’ Meeting, and/or
resolves that the Board of Directors may not take the decision
to use this delegation of authority as from the date at which a
third party files a takeover bid for the shares of the Company
unless it obtains prior authorisation from the Shareholders’
Meeting; this restriction shall remain in effect until the end of
the offer period.
(b) UCITS or other employee shareholding entities, with or
without an independent legal personality, under French or
foreign law, that are invested in securities of the Company,
and whose unitholders or shareholders are persons
described in (a) above, and/or
This delegation is valid for a period of 26 months from the date of
this Shareholders’ Meeting.
TWENTY-FIFTH RESOLUTION
____
(c) any banking institution or affiliate of such an institution
involved at the Company’s request for the purposes of
implementing a shareholding or savings plan for the benefit
of persons described in (a) above, insofar as recourse to the
subscription of the person authorised in accordance with
this resolution would be necessary or desirable to allow
employees or corporate officers mentioned above to benefit
from employee shareholding or savings formulas that are
equivalent or comparable in terms of economic advantages
to those from which employees would benefit under the
resolution reserved for members of a savings plan pursuant
to the 24th resolution of this Shareholders’ Meeting;
Delegation of authority to be granted to the Board of Directors
to decide to increase the share capital subject to the limit of 2%
through the issue of shares or securities granting access
to the share capital, reserved for certain categories
of beneficiaries with cancellation of Preferential Subscription
Right in favour of such beneficiaries
Having reviewed the Board of Directors’ report and the Statutory
Auditors’ report and in accordance with articles L. 225-129,
L. 225-129-2 to L. 225-129-6, L. 22-10-49 and L. 225-138 of the
French Commercial Code, the Shareholders’ Meeting,
deliberating in accordance with the quorum and majority
requirements for Extraordinary Shareholders’ Meetings:
resolves that the issue price of new shares or securities
granting access to the share capital of the Company will be
determined by the Board of Directors and (a) may not be more
than 20% lower than the average of the closing listed prices of
the Company’s shares recorded on Euronext Paris over the 20
trading sessions preceding the date of the decision setting the
opening date of the subscription period as part of this
resolution, nor exceed such average, or (b) will be equal to the
price of the shares issued as part of a capital increase reserved
for employee members of company savings plans, pursuant to
the 24th resolution of this Shareholders’ Meeting; and
delegates its authority to the Board of Directors to decide to
increase the Company’s share capital, on one or more
occasions, in the proportions and at the times it considers
appropriate, through the issue of shares or securities granting
access to the Company’s share capital reserved for the
categories of beneficiaries defined below;
resolves to set the maximum nominal amount of capital
increases that may be carried out in this respect at 2% of the
Company’s share capital at the close of this Shareholders’
Meeting, it being specified that:
resolves that the Board of Directors will have all powers to
this limit is shared with that of the 24th resolution of this
Shareholders’ Meeting,
grant the aforementioned beneficiaries, free of charge, in
addition to the shares or securities granting access to the
capital to be subscribed in cash, shares or securities granting
access to the capital to be issued or already issued, in
substitution for all or part of the Reference Price discount
and/or special contribution, it being specified that the benefit
resulting from this allocation may not exceed the limits set by
law or regulations pursuant to articles L. 3332-1 to L. 3332-24 of
the French Employment Code.
to this limit shall be added, where appropriate, the nominal
amount of any shares that may be issued, in the event of
adjustments made to preserve, in accordance with the law
and regulations and, where applicable, contractual
provisions providing for other adjustments, the rights of
holders of securities granting access to the capital, as well as
those of recipients of stock options (both purchase and
subscription plans) or free allocations of shares,
292
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____ 8. COMBINED SHAREHOLDERS’ MEETING
DRAFT RESOLUTIONS OF THE COMBINED SHAREHOLDERS’ MEETING ON 10 NOVEMBER 2021
However, the Shareholders’ Meeting expressly authorises the
to enter into all agreements, carry out all transactions
directly or indirectly via a duly authorised agent, including
completing the formalities following capital increases and
the corresponding amendments to the bylaws and in
general, to enter into any agreement, in particular, in order
to successfully complete the proposed issues, take all
measures and decisions and carry out all formalities
appropriate to the issue, admission to trading on a regulated
market and financial servicing of the securities issued
pursuant to this delegation of authority and the exercise of
the rights attached thereto, and all formalities resulting
from the capital increases carried out;
Board of Directors, if it deems appropriate, to reduce or cancel
the aforementioned discount, in order to take into account, in
particular, the legal, accounting, tax and social security
treatments that apply locally.
In the event of an offer made in favour of the beneficiaries
mentioned in paragraph (a) above residing in the United
Kingdom, in the context of a “share incentive plan”, the Board of
Directors could also decide that the subscription price of the new
shares or securities granting access to the Company’s share
capital to be issued under this plan may be equal to the lower
share price between (i) the listed price of the shares on Euronext
Paris at the opening of the reference period used to determine
the subscription price of this plan and (ii) the share price
recorded following the close of such period, within a given
timeframe determined in accordance with local regulations. The
price shall be set with no discount on the retained share price:
acknowledges that, if this delegation of authority is used by the
Board of Directors, the Board of Directors will report to the
next Ordinary Shareholders’ Meeting, in accordance with laws
and applicable regulations, on the use made of the
authorisations granted in this resolution; and
resolves that the Board of Directors may, with the option for it
resolves that the Board of Directors may not take the decision
to use this delegation of authority as from the date at which a
third party files a takeover bid for the shares of the Company
unless it obtains prior authorisation from the Shareholders’
Meeting; this restriction shall remain in effect until the end of
the offer period.
to delegate these powers in turn under the conditions
provided for by law, determine the subscription formulas that
will be presented to the employees in each relevant country, in
accordance with the applicable local law, and select the
countries among those in which the Group has affiliates within
the consolidation scope of the Company, in accordance with
article L. 3344-1 of the French Employment Code, as well as
those for said affiliates in which employees could take part in
the transaction;
This delegation is valid for a period of 18 months from the date of
this Shareholders’ Meeting.
resolves that the amount of the capital increase or that each
Resolution 26 addresses amendments to the bylaws in order to
update, respectively, articles 7 and 33 of the bylaws in line with
new laws and regulations.
capital increase will, where applicable, be limited to the
amount of each subscription received by the Company,
in accordance with the applicable laws and regulations;
resolves that the Board of Directors shall have full powers to
TWENTY-SIXTH RESOLUTION
____
implement this delegation of authority, with the option for it to
delegate these powers in turn under the conditions provided
for by law, within the limits and under the conditions specified
above in order, notably:
Amendment to articles 7 “Increase and Decrease of Share
Capital” and 33 “Composition and Holding of General
Shareholders’ Meetings” of the Company’s bylaws in order
to align with the new legal and regulatory provisions pursuant
to Ordinance no. 2020-1142 of 16 September 2020 and Decree
No. 2020-1742 of 29 December 2020 which creates, within the
French Commercial Code, a chapter relating to companies
whose securities are admitted to trading on a regulated market
or a multilateral trading facility
Having considered the report of the Board of Directors,
the Shareholders’ Meeting, deliberating in accordance with the
quorum and majority requirements for Extraordinary
Shareholders’ Meetings, resolves to modify articles 7 “Capital
Increase and Decrease of Share Capital” and 33 “Composition
and Holding of General Shareholders’ Meetings” of the bylaws in
order to renumber the articles in question (the modified sections
are indicated in bold):
to determine the beneficiary or list of beneficiaries for the
cancellation of Preferential Subscription Right within the
category defined above, along with the number of shares or
securities granting access to the Company’s share capital to
be subscribed by such beneficiary (or each beneficiary),
to set the start and end dates of the subscription periods,
to set the maximum number of shares or securities granting
access to the share capital that may be subscribed by each
beneficiary,
to set the amounts of the issues that will be made pursuant
to this authorisation and, in particular, decide on the issue
prices, dates, time periods, terms and conditions of
subscription, payment, delivery and dividend entitlement
(which may be retroactive), the reduction rules in the event
of over-subscription, as well as the other terms and
conditions of the issues, within the limits set by law and the
regulations in force,
“Article 7 – Increase and Decrease of Share Capital
Share capital may be increased by issuing ordinary or preference
shares or by increasing the par value of existing shares. It can also
be increased by exercising the rights pertaining to securities that
provide access to capital, in accordance with the requirements of
the law.
to record the completion of the capital increases for the
amount corresponding to the shares or securities granting
access to the Company share capital subscribed (after any
reduction in the event of over-subscription),
[…]
The Company may also buy its own shares in accordance with
article L. 22-10-62 of the French Commercial Code (“Code de
Commerce”) for the purpose of allowing its employees to share in
the Company’s profits if the shares are admitted to trade on a
regulated market.
to offset, where applicable, the costs of the capital increases
against the amount of the related share premiums and
deduct from the amount of such share premiums the sums
required to raise the legal reserve to one-tenth of the new
share capital following these capital increases, and
Lastly, provided the shares are admitted to trade on a regulated
market, the Company may buy its own shares in accordance with
the requirements and within the limits set out in article L. 22-10-62
of the French Commercial Code.”
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DRAFT RESOLUTIONS OF THE COMBINED SHAREHOLDERS’ MEETING ON 10 NOVEMBER 2021
“Article 33 Composition and Holding of General Shareholders’
The purpose of the 27th resolution is to enable all legal formalities
meetings
following the Shareholders’ Meeting to be carried out.
I A Shareholders’ Meeting shall be made up of all shareholders,
regardless of the number of shares they hold. Any shareholder may
be represented by another shareholder, his/her spouse or the
partner with whom he is bound by a Civil Solidarity Pact. He/she
may also be represented by another individual or legal entity he
may choose in accordance with applicable laws and regulations.
TWENTY-SEVENTH RESOLUTION
____
Powers to carry out the necessary legal formalities
The Shareholders’ Meeting grants full powers to the bearer of a
copy or an extract of the minutes of this meeting to carry out,
wherever they may be required, all filing and formalities
regarding legal disclosure or other, as necessary.
[…]
Shareholders that vote, within the stated deadline, using the
electronic voting forms posted on the website created by the
centralising bank for the meeting shall be considered equal in all
respects to shareholders present or represented by proxy. The
electronic form can be completed and signed directly on the website
using any procedure approved by the Board of Directors that
complies with the terms and conditions defined in the first sentence
of the second paragraph of article 1316-4 of the French Civil Code
(i.e. the use of a reliable identification method that guarantees the
link between the signature and the form) and articles R. 225-77 3°
and R. 22-10-24 of the French Commercial Code and, generally,
with all laws and regulations in force, including a username and
password.
[…]
294
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____ 8. COMBINED SHAREHOLDERS’ MEETING
STATUTORY AUDITORS’ REPORT ON THE SHARE CAPITAL DECREASE
8.4
Statutory Auditors’ Report on the share capital decrease
This is a free translation into English of the Statutory Auditors’ report issued in French and is provided solely for the convenience of
English-speaking readers. This report should be read in conjunction and construed in accordance with French law and professional
auditing standards applicable in France.
Combined (Ordinary and Extraordinary) Shareholders’ Meeting of 10 November 2021
14TH RESOLUTION
To the Pernod Ricard S.A. Shareholders’ Meeting,
We conducted the procedures we deemed necessary in
accordance with the professional guidelines of the French
National Institute of Statutory Auditors (Compagnie Nationale des
Commissaires aux Comptes) relating to this assignment. These
procedures consisted in verifying the fairness of the reasons for
and the terms and conditions of the proposed decrease in share
capital, which does not undermine shareholder equality.
As Statutory Auditors of your Company and pursuant to the
assignment set forth in Article L.22-10-62 of the French
Commercial Code (Code de commerce) concerning share capital
decreases by cancellation of shares purchased, we hereby
present our report on our assessment of the reasons for and the
terms and conditions of the proposed share capital decrease.
We have no matters to report on the reasons for and the terms
and conditions of the proposed share capital reduction.
Shareholders are requested to confer all necessary powers on
the Board of Directors, for a period of 26 months commencing
at the date of this Shareholders’ Meeting, to cancel, up to a
maximum of 10% of its share capital by 24-month period,
the shares purchased by the Company pursuant to the
authorization to purchase its own shares, as part of the
provisions of the aforementioned article.
Paris-La Défense, 20 September 2021
The Statutory Auditors
French original signed by
KPMG Audit
Division of KPMG S.A.
Deloitte & Associés
Eric Ropert
Caroline Bruno-Diaz
Marc de Villartay
Partner
Partner
Partner
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
295
____ 8. COMBINED SHAREHOLDERS’ MEETING
STATUTORY AUDITORS’ REPORT ON THE ISSUE OF ORDINARY SHARES AND/OR VARIOUS SECURITIES WITH RETENTION AND/OR CANCELLATION OF PREFERENTIAL SUBSCRIPTION RIGHTS
8.5
Statutory Auditors’ report on the issue of ordinary shares
and/or various securities with retention and/or cancellation
of preferential subscription rights
This is a free translation into English of the Statutory Auditors’ report issued in French and is provided solely for the convenience of
English-speaking readers. This report should be read in conjunction and construed in accordance with French law and professional
auditing standards applicable in France.
Combined (Ordinary and Extraordinary) Shareholders’ Meeting of 10 November 2021
15TH, 16TH, 17TH, 18TH, 19TH AND 20TH RESOLUTIONS
To the Pernod Ricard S.A. Shareholders’ Meeting,
The overall par value amount of share capital increases that may
be carried out, immediately or in the future, pursuant to the 15th
16th, 17th, 18th, 19th, 20th, 21st, 24th and 25th resolutions presented to
the Shareholders’ Meeting, may not, according to the
15th resolution, exceed €134 million, it being specified that the
total par value amount of share capital increases that may be
carried out immediately or in the future may not exceed:
,
As Statutory Auditors of your Company (hereinafter the
“Company”) and pursuant to the assignment set forth in
Articles L. 228-92, L. 225-135 et seq. and L. 22-10-52 of the French
Commercial Code (Code de commerce), we hereby present our
report on the proposed delegations of authority to the Board of
Directors to issue ordinary shares and/or securities, transactions
on which you are asked to vote.
€134 million if performed pursuant to the 15th resolution;
Based on its report, the Board of Directors asks that you delegate
to it, with the option of sub-delegation, for a period of 26 months
commencing at the date of this Shareholders’ Meeting, the
authority to decide the following transactions, set the definitive
issue terms and conditions and, where necessary, cancel your
preferential subscription rights:
€41 million if performed pursuant to the 16th resolution, with
this ceiling also applicable jointly to the 17th, 18th, 19th, 20th
,
24th and 25th resolutions presented to the Shareholders’
Meeting;
€41 million if performed pursuant to the 18th resolution
presented to the Shareholders’ Meeting.
issues of ordinary shares of the Company and/or securities
The overall nominal amount of debt securities that may be issued
pursuant to the 15th, 16th and 18th resolutions presented to the
Shareholders’ Meeting, may not, according to the 15th resolution,
exceed 12 billion, it being specified that the nominal amount of
debt securities to be issued may not exceed €4 billion if
performed pursuant to the 16th or 18th resolutions individually or
together.
granting immediate or future access to the Company’s share
capital, with retention of preferential subscription rights
(15th resolution);
issues of ordinary shares and/or securities granting access to
the Company’s share capital (new or existing shares), with
cancellation of preferential subscription rights, as part of a
public offer, other than those referred to in paragraph 1 of
Article L. 411-2 of the French Monetary and Financial Code
(Code monétaire et financier) (16th resolution);
These ceilings take into account the additional number of
securities to be created by virtue of the delegations set forth in
the 15th, 16th and 18th resolutions, under the terms and conditions
stipulated in Article L. 225-135-1 of the French Commercial Code,
should you adopt the 17th resolution.
issues of ordinary shares of the Company and/or securities
granting immediate or future access to the Company’s share
capital, with cancellation of preferential subscription rights as
part of an offering reserved for qualified investors or a
restricted group of investors as referred to in paragraph 1 of
Article L. 411-2 of the French Monetary and Financial Code, it
being specified that shares may be issued on exercise of rights
attached to securities issued by any entity in which the
Company directly or indirectly holds over half of the capital,
subject to the authorisation of the Shareholders’ Meeting of the
entity concerned (18th resolution);
It is the responsibility of the Board of Directors to prepare a
report in accordance with Articles R. 225-113 et seq. of the French
Commercial Code. Our role is to express an opinion on the fair
presentation of the quantified financial information extracted
from the accounts, on the proposed cancellation of preferential
subscription rights and on certain other information concerning
these transactions, as set out in this report.
We conducted the procedures we deemed necessary in
accordance with the professional guidelines of the French
National Institute of Statutory Auditors (Compagnie nationale des
commissaires aux comptes) relating to this assignment. These
procedures consisted in verifying the content of the Board of
Directors’ report on these transactions and the process for
determining the issue price of the future securities.
issues of ordinary shares or various securities granting
immediate or future access to the Company’s share capital,
within the limit of 10% of the share capital at the time of issue, in
exchange for contributions in kind to the Company comprising
shares or securities granting access to the share capital of
other companies, where the provisions of Article L. 22-10-54 of
the French Commercial Code are not applicable
(19th resolution);
Subject to reviewing at a future date the terms and conditions of
any issues that may be decided, we have no comments to make
on the process for determining the issue price of the future
securities, as set out in the Board of Directors’ report in respect
of the 16th and 18th resolutions.
issues of ordinary shares and/or various securities granting
immediate and/or future access to the Company’s share
capital, within the limit of 10% of the share capital at the time of
issue, in exchange for shares contributed to (i) a public
exchange offer initiated by the Company on the securities of
another company admitted for trading on one of the regulated
markets specified in Article L. 22-10-54 of the French
Commercial Code, or (ii) any other transaction having the
same impact as a public exchange offer initiated by the
Company on the securities of another company whose shares
are admitted for trading on a regulated market governed by a
foreign law (20th resolution).
In addition, as this report does not specify the process for
determining the issue price of future securities issued pursuant
to the 15th, 19th and 20th resolutions, we cannot express our
opinion on the items used to calculate this issue price.
296
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____ 8. COMBINED SHAREHOLDERS’ MEETING
STATUTORY AUDITORS’ REPORT ON THE ISSUE OF ORDINARY SHARES AND/OR VARIOUS SECURITIES WITH RETENTION AND/OR CANCELLATION OF PREFERENTIAL SUBSCRIPTION RIGHTS
As the definitive terms and conditions of the issues have not been
set, we do not express an opinion thereon and, as such, on the
proposed cancellation of preferential subscription rights on
which you are asked to decide in the 16th and 18th resolutions.
Pursuant to Article R. 225-116 of the French Commercial Code, we
will prepare an additional report, as required, when the Board of
Directors makes use of these delegations, in the event of the issue
of securities granting access to other equity securities or
entitlement to the allocation of debt securities, the issue of
securities granting access to future equity securities, or the issue
of shares with cancellation of preferential subscription rights.
Paris-La Défense, 20 September 2021
The Statutory Auditors
French original signed by
KPMG Audit
Division of KPMG S.A.
Deloitte & Associés
Eric Ropert
Caroline Bruno-Diaz
Marc de Villartay
Partner
Partner
Partner
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
297
____ 8. COMBINED SHAREHOLDERS’ MEETING
STATUTORY AUDITORS’ REPORT ON THE AUTHORISATION TO GRANT FREE PERFORMANCE SHARES (EXISTING OR TO BE ISSUED) TO EMPLOYEES AND EXECUTIVE OFFICERS
8.6
Statutory Auditors’ report on the authorisation to grant free
performance shares (existing or to be issued) to employees
and executive officers
This is a free translation into English of the Statutory Auditors’ report issued in French and is provided solely for the convenience of
English-speaking readers. This report should be read in conjunction and construed in accordance with French law and professional
auditing standards applicable in France.
Combined (Ordinary and Extraordinary) Shareholders’ Meeting of 10 November 2021
22ND RESOLUTION
To the Pernod Ricard S.A. Shareholders’ Meeting,
In addition, the definitive grant of shares pursuant to this
authorisation will be subject to the achievement of a presence
condition and one or more performance conditions determined
by the Board of Directors on the date the grant decision is taken
and assessed over a minimum period of three years or three
consecutive fiscal years.
As Statutory Auditors of your Company (hereinafter the
“Company”) and pursuant to the assignment set forth in
Article L. 225-197-1 of the French Commercial Code (Code de
commerce), we hereby present our report on the proposed
authorisation to grant free performance shares, existing or to be
issued, to eligible employees and executive officers of your
Company and related companies or groupings under the
conditions set out in Article L. 225-197-2 of the French
Commercial Code, or certain categories thereof, a transaction on
which you are asked to vote.
Based on its report, your Board of Directors proposes that you
authorize it, for a period of 38 months commencing the date of
this Shareholders’ Meeting, to grant free performance shares,
existing or to be issued.
The Board of Directors is responsible for preparing a report on
the transaction it wishes to perform. Our responsibility is to
express our comments, if any, on the information that is given to
you on the planned transaction.
The free share grants performed pursuant to this authorisation
may not involve a total number of shares, existing or to be issued,
representing more than 1.5% of the Company’s share capital on
the date of the grant decision by the Board of Directors, bearing
in mind that the number of shares granted to executive officers of
the Company may not represent more than 0.08% of the
Company’s share capital, as noted on the date of the grant
decision by the Board of Directors. This sub-limit shall be
deducted from the aforementioned overall limit of 1.5% of the
Company’s share capital.
We conducted the procedures we deemed necessary in
accordance with the professional guidelines issued by the French
National Institute of Statutory Auditors (Compagnie nationale des
commissaires aux comptes) relating to this assignment. Those
procedures primarily consisted in verifying that the proposed
terms and conditions presented in the Board of Directors’ report
comply with applicable legal provisions.
We have no matters to report on the information presented in
the Board of Directors’ report on the proposed authorisation to
grant free performance shares to employees and executive
officers.
Paris-La Défense, 20 September 2021
The Statutory Auditors
French original signed by
KPMG Audit
Division of KPMG S.A.
Deloitte & Associés
Eric Ropert
Caroline Bruno-Diaz
Marc de Villartay
Partner
Partner
Partner
298
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____ 8. COMBINED SHAREHOLDERS’ MEETING
STATUTORY AUDITORS’ REPORT ON THE AUTHORIZATION TO GRANT FREE SHARES (EXISTING OR TO BE ISSUED) TO GROUP EMPLOYEES
8.7
Statutory Auditors’ report on the authorization to grant free
shares (existing or to be issued) to Group employees
This is a free translation into English of the Statutory Auditors’ report issued in French and is provided solely for the convenience of
English-speaking readers. This report should be read in conjunction and construed in accordance with French law and professional
auditing standards applicable in France.
Combined (Ordinary and Extraordinary) Shareholders’ Meeting of 10 November 2021
23RD RESOLUTION
To the Pernod Ricard S.A. Shareholders’ Meeting,
Based on its report, your Board of Directors proposes that you
authorize it, for a period of 38 months commencing at the date of
this Shareholders’ Meeting, to grant free shares, existing or to be
issued.
As Statutory Auditors of your Company (hereinafter the
“Company”) and pursuant to the assignment set forth in
Article L. 225-197-1 of the French Commercial Code (Code de
commerce), we hereby present our report on the proposed
authorisation to grant free shares, existing or to be issued, to
employees of your Company and related companies or groupings
under the conditions set out in Article L. 225-197-2 of the French
Commercial Code, or certain categories thereof, a transaction on
which you are asked to vote.
The Board of Directors is responsible for preparing a report on
the transaction it wishes to perform. Our responsibility is to
express our comments, if any, on the information that is given to
you on the planned transaction.
We conducted the procedures we deemed necessary in
accordance with the professional guidelines issued by the French
National Institute of Statutory Auditors (Compagnie Nationale des
Commissaires aux Comptes) relating to this assignment. Those
procedures primarily consisted in verifying that the proposed
terms and conditions presented in the Board of Directors’ report
comply with applicable legal provisions.
The free share grants performed pursuant to this authorisation
may not involve a total number of shares, existing or to be issued,
representing more than 0.5% of the Company’s share capital on
the date of the grant decision by the Board of Directors, bearing
in mind that free shares may not be granted to executive officers
of the Company under this authorisation, or members of the
Company’s Executive Committee, except on their recruitment.
We have no matters to report on the information presented in
the Board of Directors’ report on the proposed authorisation to
grant free shares to Group employees.
In addition, the definitive grant of shares pursuant to this
authorisation will be subject to the achievement of a presence
condition but not performance conditions, determined by the
Board of Directors on the date the grant decision is taken.
Paris-La Défense, 20 September 2021
The Statutory Auditors
French original signed by
KPMG Audit
Division of KPMG S.A.
Deloitte & Associés
Eric Ropert
Caroline Bruno-Diaz
Marc de Villartay
Partner
Partner
Partner
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
299
____ 8. COMBINED SHAREHOLDERS’ MEETING
STATUTORY AUDITORS’ REPORT ON THE ISSUANCE OF ORDINARY SHARES OR SECURITIES GRANTING ACCESS TO SHARE CAPITAL
8.8
Statutory Auditors’ report on the issuance of ordinary shares
or securities granting access to share capital, reserved
for employee members of company savings plans
This is a free translation into English of the Statutory Auditors’ report issued in French and is provided solely for the convenience of
English-speaking readers. This report should be read in conjunction and construed in accordance with French law and professional
auditing standards applicable in France.
Combined (Ordinary and Extraordinary) Shareholders’ Meeting of 10 November 2021
24TH RESOLUTION
To the Pernod Ricard S.A. Shareholders’ Meeting,
It is the responsibility of the Board of Directors to prepare a
report in accordance with Articles R. 225-113 et seq. of the French
Commercial Code. Our role is to express an opinion on the fair
presentation of the quantified financial information extracted
from the accounts, on the proposed cancellation of preferential
subscription rights and on certain other information concerning
the issues, as set out in this report.
As Statutory Auditors of your Company (hereinafter the
“Company”) and pursuant to the assignment set forth in
Articles L. 228-92 and L. 225-135 et seq. of the French Commercial
Code (Code de commerce), we hereby present our report on the
proposed delegation of authority to the Board of Directors to issue,
on one or more occasions, ordinary shares or securities granting
access to share capital, with cancellation of preferential
subscription rights, reserved for employee members of one or
more company savings plans implemented within the Group,
comprising the Company and the French and foreign companies
falling within the consolidation scope of the Company’s financial
statements pursuant to Article L. 3344-1 of the French Labour Code
(Code du travail), a transaction on which you are asked to vote.
We conducted the procedures we deemed necessary in
accordance with the professional guidelines of the French
National Institute of Statutory Auditors (Compagnie Nationale des
Commissaires aux Comptes) relating to this assignment. These
procedures consisted in verifying the content of the Board of
Directors’ report on these transactions and the process for
determining the issue price of the future securities.
The par value amount of immediate or future capital increases
that may be carried out may not exceed 2% of the Company’s
share capital at the close of this Shareholders’ Meeting, which is
also the limit provided for in the 25th resolution submitted at this
Shareholders’ Meeting. The par value amount of the share capital
increase will be deducted from the maximum amount of share
capital increases with cancellation of preferential subscription
rights set by this Shareholders’ Meeting in its 16th resolution, and
from the overall ceiling set by this same Shareholders’ Meeting in
its 15th resolution.
Subject to reviewing at a future date the terms and conditions of
any issues that may be decided, we have no comments to make
on the process for determining the issue price of the future
securities, as set out in the Board of Directors’ report.
As the definitive terms and conditions of the issues have not been
set, we do not express an opinion thereon and, as such, on the
proposed cancellation of preferential subscription rights on
which you are asked to vote.
Pursuant to Article R. 225-116 of the French Commercial Code, we
will prepare an additional report, as required, when the Board of
Directors makes use of these delegations, in the event of the issue
of ordinary shares or securities that are equity securities
granting access to other equity securities or the issue of
securities granting access to future equity securities.
This transaction is subject to your approval in accordance with
the provisions of Article 225-129-6 of the French Commercial
Code and Articles L. 3332-18 et seq. of the French Labour Code.
Based on its report, your Board of Directors proposes that you
authorize it, for a period of 26 months commencing the date of
this Shareholders’ Meeting, to decide one or more issues and to
cancel your preferential subscription rights to the ordinary
shares or securities to be issued. Where appropriate, the Board
of Directors shall determine the definitive terms and conditions
of the transaction.
Paris-La Défense, 20 September 2021
The Statutory Auditors
French original signed by
KPMG Audit
Division of KPMG S.A.
Deloitte & Associés
Eric Ropert
Caroline Bruno-Diaz
Marc de Villartay
Partner
Partner
Partner
300
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____ 8. COMBINED SHAREHOLDERS’ MEETING
STATUTORY AUDITORS’ REPORT ON THE ISSUANCE OF ORDINARY SHARES OR SECURITIES GRANTING ACCESS TO SHARE CAPITAL
8.9
Statutory Auditors’ report on the issuance of ordinary shares
or securities granting access to share capital, with cancellation
of preferential subscription rights
This is a free translation into English of the Statutory Auditors’ report issued in French and is provided solely for the convenience of
English-speaking readers. This report should be read in conjunction and construed in accordance with French law and professional
auditing standards applicable in France.
Combined (Ordinary and Extraordinary) Shareholders’ Meeting of 10 November 2021
25TH RESOLUTION
To the Pernod Ricard S.A. Shareholders’ Meeting,
The par value amount of immediate or future capital increases that
may be carried out may not exceed 2% of the Company’s share capital
at the close of this Shareholders’ Meeting, which is also the limit
provided for in the 24th resolution submitted at this Shareholders’
Meeting. The par value amount of the share capital increase will be
deducted from the maximum amount of share capital increases with
cancellation of preferential subscription rights set by this
Shareholders’ Meeting in its 16th resolution, and from the overall cap
set by this same Shareholders’ Meeting in its 15th resolution.
As Statutory Auditors of your Company (hereinafter “the
Company”) and pursuant to the assignment set forth in
Articles L. 228-92 and L. 225-135 et seq. of the French Commercial
Code (Code de commerce), we hereby present our report on the
proposed delegation of authority to the Board of Directors to
issue, on one or more occasions, ordinary shares or securities
granting access to share capital, with cancellation of preferential
subscription rights, reserved for:
Based on its report, your Board of Directors proposes that you
authorize it, for a period of 18 months commencing the date of
this Shareholders’ Meeting, to decide one or more issues and to
cancel your preferential subscription rights to the ordinary
shares or securities to be issued. Where appropriate, the Board
of Directors shall determine the definitive terms and conditions
of the transaction.
(a) employees and executive officers of non-French companies
of the Pernod Ricard group that are related to the Company
under Article L. 225-180 of the French Commercial Code and
Article L. 3344-1 of the French Labour Code (Code de travail),
to enable them to subscribe to the Company’s share capital
under conditions that are economically equivalent to those
that may be offered to members of one or more company
savings plans, as part of a share capital increase pursuant to
the 24th resolution of this Shareholders’ Meeting, and/or
It is the responsibility of the Board of Directors to prepare a
report in accordance with Articles R. 225-113 et seq. of the French
Commercial Code. Our role is to express an opinion on the fair
presentation of the quantified financial information extracted
from the accounts, on the proposed cancellation of preferential
subscription rights and on certain other information concerning
the issue, as set out in this report.
(b) undertakings for collective investment in transferable
securities (UCITS) or other French or foreign entities, with or
without legal body, that manage employee shareholdings
invested in the Company’s securities, for unit-holders or
shareholders that are the persons mentioned in (a) above,
and/or
We conducted the procedures we deemed necessary in
accordance with the professional guidelines of the French
National Institute of Statutory Auditors (Compagnie nationale des
commissaires aux comptes) relating to this assignment. These
procedures consisted in verifying the content of the Board of
Directors’ report on these transactions and the process for
determining the issue price of the future securities.
(c) any banking institution or subsidiary of such an institution
involved at the Company’s request in implementing a
shareholding or savings plan for the benefit of the persons
mentioned in (a) above, insofar as the subscription of the
person authorised under this resolution would be necessary
or desirable to enable the employees or executive officers
mentioned above to benefit from employee shareholding or
savings schemes equivalent or comparable in terms of
economic advantages to those from which employees would
benefit as part of a company savings plan under the
24th resolution of this Shareholders’ Meeting, a transaction
on which you are asked to vote.
Subject to reviewing at a future date the terms and conditions of
any issues that may be decided, we have no comments to make
on the process for determining the issue price of the future
securities, as set out in the Board of Directors’ report
As the definitive terms and conditions of the issues have not been
set, we do not express an opinion thereon and, as such, on the
proposed cancellation of preferential subscription rights on
which you are asked to vote.
Pursuant to Article R. 225-116 of the French Commercial Code, we
will prepare an additional report, as required, when the Board of
Directors makes use of these delegations, in the event of the issue
of shares or securities that are equity securities granting access
to other equity securities or the issue of securities granting
access to future equity securities.
Paris-La Défense, 20 September 2021
The Statutory Auditors
French original signed by
KPMG Audit
Division of KPMG S.A.
Deloitte & Associés
Eric Ropert
Caroline Bruno-Diaz
Marc de Villartay
Partner
Partner
Partner
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
301
____ 8. COMBINED SHAREHOLDERS’ MEETING
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PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
SECTION ——— 09
ABOUT THE
COMPANY AND ITS
SHARE CAPITAL
9.1
INFORMATION ABOUT PERNOD RICARD
304
304
304
304
304
304
304
9.2
INFORMATION ABOUT THE SHARE
CAPITAL
306
306
306
306
9.1.1 Company name and trading name
9.1.2 Registered office and website
9.1.3 Legal form
9.1.4 Applicable law
9.1.5 Date of formation and duration
9.1.6 Corporate purpose
9.1.7 RCS registration number, NAF business
activity code and LEI code
9.1.8 Financial year
9.1.9 Entitlement to dividends – Entitlement
to share in the issuer’s profits
9.1.10 Changes in the share capital
and the rights attached to shares
9.2.1 Amount of paid-up capital at 30 June 2021
9.2.2 Shares not representing capital
9.2.3 Contingent share capital
9.2.4 Changes in the share capital
over the last five years
9.2.5 Changes in voting rights
over the last five years
9.2.6 Breakdown of share capital
and voting rights on 30 June 2021
307
307
308
304
305
9.2.7 Stock market information
on Pernod Ricard shares
9.2.8 Other legal information
305
311
311
305
305
9.1.11 The Statutory Auditors
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
303
____ 9. ABOUT THE COMPANY AND ITS SHARE CAPITAL
INFORMATION ABOUT PERNOD RICARD
9.1
Information about Pernod Ricard
9.1.1
Company name and trading name
Pernod Ricard
9.1.2
Registered office and website
5, Cours Paul Ricard, 75008 Paris (France)
Tel.: +33 (0)1 70 93 16 00
Information available on the website is not included in the prospectus
9.1.3
Legal form
Pernod Ricard is a French public limited company (Société Anonyme SA) governed by a Board of Directors.
9.1.4
Applicable law
Pernod Ricard is a company subject to French law, governed by the French Commercial Code.
9.1.5
Date of formation and duration
The Company was formed on 13 July 1939 for a period of 99 years.
The Shareholders’ Meeting of 9 November 2012 extended the term of the Company by 99 years to 2111.
9.1.6
Corporate purpose
The corporate purpose, as provided for in article 2 of the
Company’s bylaws, is set forth below in its entirety:
to the hotel or leisure industries in general, it being specified
that the Company may conduct all these transactions on its
own account or on behalf of third parties, either acting alone
or through equity investment, partnerships or through
companies with any third parties or other companies,
and carry them out in any form whatsoever: contributions,
mergers, subscriptions or purchases of securities or
ownership rights, etc.;
“The Company’s purpose is directly or indirectly:
the manufacturing, purchase and sale of all wines, spirits and
liqueurs, of alcohol and food products, the use, conversion and
trading in all forms of finished or semi-finished products,
by-products and substitutes generated by the main operations
carried out in the distilleries or other industrial establishments
of the same type. The above operations may be carried out on
a wholesale, semi-wholesale or retail basis and in all locations,
in France or outside France. Storage, purchases and sales fall
within the above list;
investments in any French or foreign industrial, commercial,
agricultural, property, financial or other companies, whether
existing or to be formed;
the acquisition, disposal and exchange of, and any transactions
involving shares, equity interests or partnership holdings,
investment certificates, convertible or exchangeable Bonds,
equity warrants, Bonds with equity warrants and generally,
any securities or property rights whatsoever;
the representation of any French or foreign entities,
producing, manufacturing or selling products of the same
type;
investments in any businesses or operations whatsoever,
any agricultural, farming, arboriculture, livestock,
wine-growing operations, etc., as well as any associated
or derivative agricultural or industrial operations relating
thereto;
which may be related to the production and the trading
of similar products in any form whatsoever, and the creation
of new companies, contributions, subscriptions, purchases
of securities or ownership rights under any form, etc.;
and generally, all industrial, commercial, financial, movable
or real property or securities operations related directly
or indirectly to the above purposes or being capable of
favouring their development.”
any operations connected with the hotel industry and the
leisure industry in general, particularly investment by the
Company in any companies, existing or to be created,
businesses or operations whatsoever, that may be related
9.1.7
RCS registration number, NAF business activity code and LEI code
The Company is registered in the Paris Trade and Companies Register under number 582 041 943.
Pernod Ricard’s business activity (NAF) code is 7010Z. It corresponds to: Head Office Operations.
Pernod Ricard’s LEI is 52990097YFPX9J0H5D87.
304
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____ 9. ABOUT THE COMPANY AND ITS SHARE CAPITAL
INFORMATION ABOUT PERNOD RICARD
9.1.8
Financial year
From 1 July to 30 June of each year.
9.1.9
Entitlement to dividends – Entitlement to share in the issuer’s profits
Net profits are made up of the Company’s income as derived
from the income statement after deduction of overheads and any
other social contributions, depreciation of assets, and all
provisions for commercial or industrial risks, if any.
The balance is distributed among shareholders as an additional
dividend.
The Ordinary Shareholders’ Meeting is authorised to distribute
non-statutory reserves set up in previous years any amounts that
it considers should be either:
From these net profits (reduced when necessary by prior losses),
at least 5% is withheld for transfer to the legal reserve.
The deduction is no longer mandatory when the legal reserve
reaches an amount equal to one-tenth of the share capital. It once
again becomes mandatory in the event that, for whatever reason,
this reserve falls below one-tenth of the share capital.
distributed to the shareholders or allocated to total or partial
depreciation of the shares; or
accumulated or used for the repurchase and cancellation of
shares.
Wholly depreciated shares are replaced by dividend right
certificates granting the same rights as the existing shares,
with the exception of entitlement to the initial statutory dividend
and capital repayment.
For the first distributable profit (dividend) as determined in
accordance with the law, an amount corresponding to 6% of the
fully paid up share is deducted, subject to the possibility that the
Board of Directors authorises shareholders who request to do so
to pay up their shares in advance, it being specified that the
payments cannot give rise to entitlement to the aforementioned
initial dividend.
Dividend payment terms and conditions are fixed by the
Ordinary Shareholders’ Meeting or, failing that, by the Board
of Directors within the maximum period set by law.
This initial dividend is not cumulative, i.e. if profits for the
financial year are not sufficient to make this payment or are only
sufficient to make the payment in part, the shareholders cannot
claim this on profits generated in the following financial year.
In deliberating on the financial statements for the financial year,
the Ordinary Shareholders’ Meeting has the option to grant each
shareholder the choice between a cash or stock dividend, for all
or part of a dividend or interim dividend payment.
From the available surplus, the Ordinary Shareholders’ Meeting
may decide to deduct all amounts it considers appropriate, either
to be carried forward to the following financial year or to be
transferred to extraordinary or special reserves, with or without
special allocations.
Dividends must be paid within a maximum of nine months
following the year end. This period may be extended by court
ruling. Dividends will be transferred to the French State after
the statutory period, i.e. five years.
9.1.10 Changes in the share capital and the rights attached to shares
Any changes in the share capital or the voting rights attached to the shares making up the share capital shall be governed by
the standard legal provisions as the bylaws do not contain any specific provisions in this respect.
9.1.11
The Statutory Auditors
Deloitte & Associés, member of the Compagnie Régionale des
Commissaires aux Comptes de Versailles (Versailles regional
auditors’ association), represented by Mr David Dupont-Noël,
whose registered office is at TSA 20303, 92030 La Défense
Cedex, reappointed by the Shareholders’ Meeting of
19 November 2017 for a term of six financial years, which will end
after the Shareholders’ Meeting to be convened in 2023 to
approve the preceding year’s financial statements.
KPMG SA, member of the Compagnie Régionale des
Commissaires aux Comptes de Versailles (Versailles regional
auditors’ association), represented by Ms Caroline Bruno-Diaz
and Mr Éric Ropert, whose registered office is at Tour Eqho,
2, avenue Gambetta, 92066 Paris - La Défense Cedex, and whose
term of office as passed by the Shareholders’ Meeting of
17 November 2016 will end after the Shareholders’ Meeting to be
convened in 2022 to approve the preceding year’s financial
statements.
Fees of Statutory Auditors and members of their networks
The fees of the Statutory Auditors and members of their networks for the 12-month financial year are set out in Note 6.8 Fees of
Statutory Auditors and members of their networks for the 12-month financial year in Section 6 “Consolidated financial statements” of this
universal registration document.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
305
____ 9. ABOUT THE COMPANY AND ITS SHARE CAPITAL
INFORMATION ABOUT THE SHARE CAPITAL
9.2
Information about the share capital
The conditions under which the bylaws submit changes to the share capital and the rights attached thereto are compliant in every
aspect with legal stipulations in France. The bylaws do not provide for any overriding provisions and do not impose any special
contingencies.
9.2.1
Amount of paid-up capital at 30 June 2021
On 20 July 2011, the Board of Directors recorded that, on
30 June 2011, the share capital had increased by an amount
of €758,709.50 following the exercise, since 1 July 2010,
of 489,490 stock options granting entitlement to the same
number of Pernod Ricard shares.
of Pernod Ricard shares. Pernod Ricard’s subscribed and fully
paid-up share capital thus amounted to €411,403,467.60 on
30 June 2013, divided into 265,421,592 shares with a nominal
value of €1.55.
Pernod Ricard’s subscribed and fully paid-up share capital has
amounted to €411,403,467.60 since 30 June 2014, divided into
265,421,592 shares with a nominal value of €1.55.
On 18 July 2012, the Board of Directors recorded that, on 30 June
2012, the share capital had increased by an amount of €912,643.10
following the exercise, since 1 July 2011, of 588,802 stock options
granting entitlement to the same number of Pernod Ricard
shares.
On 22 July 2020, upon delegation of the Shareholders’ Meeting
of 8 November 2019, the Board decided to cancel 3,545,032
Pernod Ricard shares and noted that this cancellation entailed
a reduction in the share capital of Pernod Ricard, which was
reduced from €411,403,467.60 to €405,908,668 divided into
261,876,560 shares of €1.55 each.
On 24 July 2013, the Board of Directors recorded that, on 30 June
2013, the share capital had increased by an amount of
€172,029.85 following the exercise, since 1 July 2012, of
110,987 stock options granting entitlement to the same number
9.2.2
Shares not representing capital
There are no shares that do not represent the Company’s share
capital.
2,568,105 Pernod Ricard shares held by Le Delos Invest II
(a company controlled by Société Paul Ricard, within the
meaning of article L. 233-3 of the French Commercial Code)
are pledged for third parties.
The 5,181,868 Pernod Ricard shares held by Socié Paul Ricard
are pledged for third parties.
1,720,000 Pernod Ricard shares held by Le Delos Invest III
(a company controlled by Société Paul Ricard, within the
meaning of article L. 233-3 of the French Commercial Code)
are pledged for third parties.
1,352,650 Pernod Ricard shares held by Le Delos Invest I (a
company controlled by Socié Paul Ricard, within the meaning
of article L. 233-3 of the French Commercial Code) are pledged
for third parties.
9.2.3
Contingent share capital
Stock options
At 30 June 2021, there were no outstanding Company stock options.
306
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 9. ABOUT THE COMPANY AND ITS SHARE CAPITAL
INFORMATION ABOUT THE SHARE CAPITAL
9.2.4 Changes in the share capital over the last five years
Table of changes in the share capital over the last five years
Number
of shares
prior to
Number
of shares
after
Amount
of share
capital after
transaction
Amount of share
capital prior
to transaction
Securities
created/
date cancelled
Share issue/
conversion
Type of
Effective
transaction
Year transaction Quantity
premiums transaction
€411,403,467.60
€411,403,467.60
€411,403,467.60
€411,403,467.60
265,421,592
265,421,592
265,421,592
265,421,592
2017
2018
2019
2020
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
265,421,592 €411,403,467.60
265,421,592 €411,403,467.60
265,421,592 €411,403,467.60
265,421,592 €411,403,467.60
Cancellation
of shares
€411,403,467.60
265,421,592
2021
N/A 22.07.2020 3,545,032
-
261,876,560
€405,908,668
N/A: not applicable
The date mentioned is the date on which the Board of Directors recognised the cancellation of shares.
9.2.5
Changes in voting rights over the last five years
Years (1)
Number of voting rights (2)
307,831,293
Position on 30.06.2017
Position on 30.06.2018
Position on 30.06.2019
Position on 30.06.2020
Position on 30.06.2021
311,072,670
314,615,287
317,440,412
314,421,245
(1) The data provided are from the date of the breakdown of share capital and voting rights.
(2) The information concerns the total number of voting rights in the Company, including suspended voting rights.
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
307
____ 9. ABOUT THE COMPANY AND ITS SHARE CAPITAL
INFORMATION ABOUT THE SHARE CAPITAL
9.2.6
Breakdown of share capital and voting rights on 30 June 2021
Position on 30.06.2021
Position on 30.06.2020
Position on 30.06.2019
% of
% of
share
% of
voting
rights*
% of
share
% of
voting
rights*
% of
voting
rights*
Number of
Number of
Number of
share
capital
Shareholders
shares
34,630,930
1,477,603
capital
shares
41,303,024
1,477,603
capital
shares
41,158,221
1,477,603
Société Paul Ricard (1)
Mr Rafaël Gonzalez-Gallarza (2)
13.22
0.56
19.43
0.94
15.56
0.56
21.30
0.93
15.51
0.56
21.35
0.94
Directors and Management
of Pernod Ricard
362,973
3,328,778
0.14
1.27
0.16
1.65
323,330
3,132,107
0.12
1.18
0.15
1.57
712,183
2,629,860
19,891,870
24,035,625
26,432,808
0.27
0.99
7.49
9.06
9.96
0.31
1.41
11.79
6.71
8.4
Shares held by Pernod Ricard
employees
Groupe Bruxelles Lambert
(Belgium) (3)
19,891,870
15,698,042
13,254,986
7.60
5.99
5.06
12.65
4.99
4.22
19,891,870
24,035,625
15,736,495
7.49
9.06
5.93
12.45
7.57
MFS Investment Management
(USA) (4)
Capital Group Companies
(USA) (5)
4.96
BlackRock Investment
Management Limited
(UK) (6)
13,130,591
6,061,268
5,220,603
4,221,764
5.01
2.31
1.99
1.61
4.18
1.93
1.66
1.34
11,849,009
4.46
3.73
12,129,522
3,958,979
4,150,575
3,774,501
4.57
1.49
1.56
1.42
3.86
1.26
1.32
1.2
La Caisse des Dépôts et
Consignations (7)
6,543,422
2.47
2.06
WCM Investment Management,
LLC (USA) (8)
-
-
-
-
-
-
Citigroup Global Markets Limited
(UK) (9)
FIL Fund Management Limited
(Ireland) (10)
3,974,614
2,675,786
2,646,623
1.52
1.02
1.01
1.26
0.85
0.84
Amundi Asset Management (11)
Invesco (UK) (12)
2,644,214
1,316,178
1.00
0.50
0.83
0.41
3,952,932
3,198,833
1.49
1.21
1.26
1.02
Credit Suisse Group
(UK) (13)
1,810,840
1,550,453
0.69
0.59
0.58
0.49
1,613,803
1,353,465
0.61
0.51
0.51
1,551,978
-
0.58
-
0.49
-
Aviva plc (14)
0.43
Jupiter Asset Management
Limited (15)
-
-
-
1,733,757
0.65
0.55
-
-
-
La Française Investment
Solutions (16)
-
-
-
-
-
-
-
-
-
1,482,844
1,378,176
1,342,526
0.56
0.52
0.51
0.47
0.43
0.42
2,349,046
0.89
0.75
Abu Dhabi Investment Authority (17)
Select Equity (18)
-
-
-
-
-
-
Norges Bank Investement
Management (Norway) (19)
-
-
-
-
-
-
-
-
-
-
-
-
3,993,532
1,668,270
1.5
1.27
Elliott Capital Advisors, LP
(USA) (20)
0.63
0.53
OppenheimerFunds Inc.
(USA) (21)
-
-
-
-
-
-
-
-
-
-
-
-
1,554,692
1,418,005
0.59
0.53
0.49
0.45
UBS AG (UK) (22)
AllianzGlobal Investor GmbH
(Germany) (23)
-
-
-
-
-
-
1,327,405
0.5
0.42
308
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____ 9. ABOUT THE COMPANY AND ITS SHARE CAPITAL
INFORMATION ABOUT THE SHARE CAPITAL
Position on 30.06.2021
% of
Position on 30.06.2020
% of
Position on 30.06.2019
% of
% of
voting
rights*
% of
voting
rights*
% of
voting
rights*
Number of
share
capital
Number of
share
capital
Number of
share
capital
Shareholders
shares
shares
shares
Treasury shares:
Shares held by affiliates
Treasury shares
-
-
-
-
-
-
-
-
-
965,483
0.37
0.00
4,747,588
1.79
0.00
1,596,503
0.60
0.00
Others and public
130,973,353
50.01
42.82
123,516,556
46.54
41.22 102,458,649
38.60
34.78
TOTAL
261,876,560
100.00
100.00 265,421,592
100.00
100.00 265,421,592
100.00
100.00
On the basis of declarations regarding the crossing of legal and statutory thresholds (0.5% of the share capital) notified to the Company principally during the past financial year.
*
Although there is only one class of share, shares held for 10 years in registered form are entitled to double voting rights. Calculated on the basis of a total of 314,421,245
“theoretical” voting rights (including suspended voting rights).
(1) Société Paul Ricard is wholly owned by the Ricard family. The declaration also covers a total of 169,868 shares held by Le Garlaban; 1,352,650 shares held by Le Delos
Invest I; 3,191,928 shares held by Le Delos Invest II; and 1,720,002 shares held by Le Delos Invest III. These four companies are controlled by Société Paul Ricard,
under article L. 233-3 of the French Commercial Code.
(2) Mr Rafaël Gonzalez-Gallarza signed a shareholders’ agreement with Société Paul Ricard, as detailed below.
(3) Declaration of 22 June 2017.
(4) Declaration of 26 March 2021.
(5) Declaration of 16 July 2020.
(6) Declaration of 22 September 2020.
(7) Declaration of 10 January 2021.
(8) Declaration of 25 August 2020.
(9) Declaration of 2 December 2020.
(10) Declaration of 30 June 2021.
(11) Declaration of 22 July 2020.
(12) Declaration of 5 February 2021.
(13) Declaration of 27 July 2020.
(14) Declaration of 11 November 2020.
(15) Declaration of 18 October 2019.
(16) Declaration of 18 December 2019.
(17) Declaration of 22 January 2020.
(18) Declaration of 20 February 2020.
(19) Declaration of 1 October 2018.
(20) On 3 December 2018, Elliott Capital Advisors LP informed Pernod Ricard of the holding, by the various Elliott funds, of 1,668,270 shares and 4,991,639 derivative
instruments (cash-settled equity swaps). However, the Elliott funds or their affiliates no longer appear on the Company’s registers, even after requests for information to
financial intermediaries. Our requests for clarification to Elliott Capital Advisors LP remained unanswered.
(21) Declaration of 19 November 2018.
(22) Declaration of 12 June 2019.
(23) Declaration of 5 June 2019.
Certain Company shares have a double voting right as described
Shareholdings exceeding the legal thresholds
for share capital or voting rights
in the paragraph entitled “Voting conditions” of the subsection
“Information about Pernod Ricard” above. Of the
261,876,560 shares comprising the Company’s capital on
30 June 2021, 52,544,685 shares had a double voting right.
By letter received on 23 September 2020, BlackRock Inc. (55 East
52nd Street, New York, NY 10055, USA), acting on behalf of the
clients and funds it manages, declared that on 22 September
2020, it had dropped below the threshold of 5% of the share
capital of Pernod Ricard, holding, on behalf of said clients and
funds, 12,849,124 Pernod Ricard shares representing the same
number of voting rights, i.e. 4.91% of the Company’s share capital
and 4.09% of the voting rights.
On the same date, employees held 3,328,778 shares representing
1.27% of the share capital and 1.65% of the voting rights of the
Company.
The Paul Ricard concert party (comprising: Société Paul Ricard,
Le Delos Invest I, Le Delos Invest II, Le Delos Invest III,
Le Garlaban and Rigivar, as well as Mses Danièle Ricard and
Veronica Vargas and Messrs Rafaël Gonzalez-Gallarza,
César Giron, François-Xavier Diaz, Alexandre Ricard and
Paul-Charles Ricard) holds 36,804,818 Company shares
representing 65,125,524 voting rights, i.e. 14.05% of the share
capital and 20.71% of the voting rights of the Company as at
30 June 2021.
By letter received on 22 September 2020, BlackRock Inc. (55 East
52nd Street, New York, NY 10055, USA), acting on behalf of the
clients and funds it manages, declared that on 21 September
2020, it had exceeded the threshold of 5% of the share capital of
Pernod Ricard, holding, on behalf of said clients and funds,
13,130,591 Pernod Ricard shares representing the same number
of voting rights, i.e. 5.01% of the Company’s share capital and
4.18% of the voting rights.
The shareholders’ agreement between the Company’s
shareholders (Mr Rafaël Gonzalez-Gallarza and Société Paul
Ricard SA, held by the Ricard family), is described under
“Shareholders’ agreement” in subsection 2.1.5 “Composition of
the Board of Directors” of this universal registration document.
It is also available on the website of the French Financial Markets
Authority (AMF) (www.amf-france.org).
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
309
____ 9. ABOUT THE COMPANY AND ITS SHARE CAPITAL
INFORMATION ABOUT THE SHARE CAPITAL
By letter received on 22 February 2021, the concert composed of
By letter received on 26 March 2021, the US company
Massachusetts Financial Services (MFS) Company
Société Paul Ricard SA (1), Le Delos Invest I SA (2), Le Delos Invest II
SA (2), Le Delos Invest III SAS (2), Le Garlaban SNC (2) and Rigivar
SL (3), Mses Danièle Ricard and Veronica Vargas and
Messrs Rafaël Gonzalez-Gallarza, César Giron, François-Xavier
Diaz, Paul-Charles Ricard and Alexandre Ricard declared that on
16 February 2021 they had dropped below the threshold of 15% of
the share capital of Pernod Ricard, holding, on 19 February
2021 (4), 36,804,818 Pernod Ricard shares representing
65,033,499 voting rights, i.e. 14.05% of the Company’s share
capital and 20.69% of the voting rights (5).
(111 Huntington Avenue, Boston MA 02199, USA), acting on behalf
of the clients and funds it manages, declared that on
23 March 2021, it had, directly and indirectly, through companies
that it controls, dropped below the threshold of 5% of the voting
rights of Pernod Ricard, holding 15,698,042 Pernod Ricard
shares representing the same number of voting rights, i.e. 5.99%
of the share capital and 4.995% of the voting rights of this
company.
By letter received on 17 July 2020, The Capital Group Companies,
Inc. (333 South Hope Street, 55th Floor, Los Angeles, CA
90071-1406, USA) declared that on 14 July 2020, it had dropped
below the threshold of 5% of the share capital of Pernod Ricard
and held 13,254,986 Pernod Ricard shares representing the same
number of voting rights, i.e. 4.99% of the share capital and 4.18%
of the voting rights of this company.
This threshold crossing is the result of the early settlement, on
16 February 2021, of a forward financial contract entered into on
10 April 2009 between Le Delos Invest III and Nomura
International Plc (as modified by its various amendments), which
was settled in full by offsetting without transfer of Pernod Ricard
shares, given the full ownership of the shares by way of guarantee
to Nomura International Plc at the time the contract was signed.
Additional information on the shareholders
The number of Pernod Ricard shareholders with registered securities is estimated at approximately 11,270.
Breakdown of share capital (Company analysis using identifiable bearer shares (1) at 06.04.2021 and nominative data)
(in %)
14.1
2.0
Paul Ricard concert party
Board + Management + Employees + Treasury shares
Groupe Bruxelles Lambert
US institutional investors
7.6
31.6
9.1
French institutional investors
British institutional investors
Other foreign institutional investors
Individual shareholders
11.7
19.7
4.1
TOTAL
100
(1) Identifiable bearer shares.
To Pernod Ricard’s knowledge, all the shareholders who directly
Equity investments and stock options
Detailed information is provided under Section 2 “Corporate
governance” of this universal registration document, in relation
to the following:
or indirectly, alone or in concert, hold more than 5% of the share
capital or voting rights are included in the above table entitled
“Breakdown of share capital and voting rights on 30 June 2021”.
There is no individual or corporate body that exercises direct or
indirect control over Pernod Ricard’s share capital, whether
individually, jointly or in concert.
corporate officers’ equity investments in the Company’s share
capital;
transactions involving Pernod Ricard shares made by
To the best of the Company’s knowledge, there have not been
any significant changes in the breakdown of the Company’s share
capital during the last three financial years, other than those
shown in the above table entitled “Breakdown of share capital
and voting rights on 30 June 2021”.
corporate officers in the financial year;
stock options exercised by Executive Directors during FY21;
subscription or purchase options to the Group’s top ten
employees other than corporate officers and options exercised
by the Group’s top ten employees other than corporate
officers during FY21.
Pernod Ricard is the only company of the Group listed on a stock
exchange (Euronext Paris).
However, the Group Pernod Ricard now controls Corby Spirit
and Wine Limited, holding 45.76% of its share capital and 51.61%
of the voting rights. Corby Spirit and Wine Limited is listed on the
Toronto Stock Exchange (Canada).
(1) Controlled by members of the Ricard family.
(2) Le Delos Invest I SA, Le Delos Invest II SA, Le Delos Invest III SAS and Le Garlaban SNC are controlled by Société Paul Ricard SA, which is itself controlled at
the highest level by members of the Ricard family.
(3) Company incorporated under Spanish law and controlled by Ms Myrna Giron Ricard and some of her children.
(4) Following the acquisition on 19 February 2021 by Le Delos Invest III SAS of 1,720,000 Pernod Ricard shares off-market.
(5) Based on a share capital of 261,876,560 shares representing 314,275,147 voting rights, pursuant to the second paragraph of article 223-11 of the General
Regulation.
310
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____ 9. ABOUT THE COMPANY AND ITS SHARE CAPITAL
INFORMATION ABOUT THE SHARE CAPITAL
9.2.7
Stock market information on Pernod Ricard shares
Pernod Ricard shares (ISIN: FR 0000 120693) are traded on the Euronext regulated market in Paris (Compartment A) (Deferred
Settlement Service).
Paris stock exchange volume and share price information over 18 months (source: Euronext Paris)
Average
price
(€)
Price at end
of month
(€)
Volume
(thousands)
Capital
(€ million)
High
(€)
Low
(€)
Date
January 2020
February 2020
March 2020
April 2020
9,415
12,693
22,077
9,088
7,777
1,530
2,027
2,925
1,226
1,047
1,496
1,489
1,117
162.45
159.72
132.49
134.89
134.59
143.67
142.94
146.01
139.17
140.49
155.98
158.28
155.39
161.30
159.39
170.14
176.08
182.39
171.10
170.40
155.15
142.70
144.40
149.90
149.70
151.60
150.80
149.20
162.50
162.00
160.25
166.45
163.15
177.70
182.10
190.60
154.75
144.55
112.25
125.15
125.70
137.30
138.05
142.50
131.65
133.65
138.30
152.95
150.90
155.95
156.10
159.90
169.30
176.50
156.50
146.40
129.45
139.10
140.10
140.05
146.00
143.50
136.15
138.40
160.00
156.80
155.70
157.35
160.05
170.70
180.15
187.20
May 2020
June 2020
10,415
10,414
7,652
16,672
12,563
13,385
9,064
8,905
8,809
9,725
7,719
July 2020
August 2020
September 2020
October 2020
November 2020
December 2020
January 2021
February 2021
March 2021
April 2021
2,320
1,765
2,088
1,435
1,384
1,421
1,550
1,313
1,289
1,450
May 2021
7,322
June 2021
7,949
9.2.8
Other legal information
Related-party transactions
Transactions with related parties are described in Note 6.6 Related parties of the Notes to the consolidated financial statements
(Section 6 of this universal registration document).
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
311
____ 9. ABOUT THE COMPANY AND ITS SHARE CAPITAL
312
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
SECTION ——— 10
ADDITIONAL
INFORMATION
IN THE UNIVERSAL
REGISTRATION
DOCUMENT
10.1
PERSONS RESPONSIBLE
314
10.3 REFERENCE TABLES
315
315
317
318
318
10.1.1 Names and positions
314
10.3.1 Universal registration document
10.3.2 Management report
10.3.3 Report on corporate governance
10.3.4 Annual financial report
10.1.2 Declaration by the person responsible
for the universal registration document
and the annual financial report
314
10.3.5 Management reports, Parent Company
financial statements, Group consolidated
financial statements and Statutory Auditors’
reports for financial years ended 30 June 2020
and 30 June 2019
10.2 DOCUMENTS ON DISPLAY
314
318
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
313
____ 10. ADDITIONAL INFORMATION IN THE UNIVERSAL REGISTRATION DOCUMENT
PERSONS RESPONSIBLE
10.1 Persons responsible
10.1.1 Names and positions
Person responsible for the universal registration
document
Person responsible for the information
Ms Julia Massies
Mr Alexandre Ricard
Chairman and CEO of Pernod Ricard
Vice-President, Financial Communication & Investor Relations
Tel.: +33 (0)1 70 93 17 10
10.1.2 Declaration by the person responsible for the universal registration document
and the annual financial report
I hereby certify that the information contained in this universal
registration document is, to the best of my knowledge, in
conformity with Pernod Ricard’s actual situation and that there is
no omission which could adversely affect the fairness of the
presentation.
universal registration document gives an accurate picture of the
developments in the business, financial results and financial
position of the Company and all the other companies included
within the scope of consolidation, together with a description of
the main risks and uncertainties that they face.
I hereby certify that, to my knowledge, the financial statements
have been prepared in accordance with the applicable accounting
standards and give a true and fair presentation of the assets and
liabilities, financial position and financial results of the Company
and all the other companies included in the scope of consolidation,
and that the management report set out in Section 10.3.2 of this
Paris, 20 September 2021
Mr Alexandre Ricard
Chairman and CEO of Pernod Ricard
10.2 Documents on display
Corporate documents (financial statements, minutes of
Shareholders’ Meetings, attendance registers for Shareholders’
Meetings, list of Directors, Statutory Auditors’ reports, bylaws,
etc.) for the last three financial years may be consulted at
Pernod Ricard’s Headquarters at 5, cours Paul Ricard, 75380
Paris Cedex 08, France.
The Regulatory information” section of the Company’s website
is available at the following URL:
This area of the website contains all the regulatory information
provided by Pernod Ricard pursuant to the provisions of
articles 221-1 et seq. of the French Financial Markets Authority
(AMF) General Regulation.
314
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
____ 10. ADDITIONAL INFORMATION IN THE UNIVERSAL REGISTRATION DOCUMENT
REFERENCE TABLES
10.3 Reference tables
10.3.1 Universal registration document
This reference table is based on the headings set out in Annex I and II of Delegated Regulation (EU) 2019/980 of the Commission
of 14 March 2019 and refers to the pages of this universal registration document on which the relevant information can be found.
Information
Pages
1. Persons responsible, third party information,
experts’ reports and competent authority approval
1; 314
2. Statutory Auditors
305
100-103; 149-171; 222-223; 233-234
304-305
3. Risk factors
4. Information about Pernod Ricard
5. Business overview
5.1 Principal activities
2-3
2-3; 14-15
12-13
5.2 Principal markets
5.3 The important events in the development of the issuer’s business
5.4 Strategy and objectives
20-25
5.5 Dependence on patents, licenses, industrial, commercial or financial contracts
or new manufacturing processes
167
2-3
5.6 Competitive position
5.7 Investments
14-15; 202-205
6. Organisational structure
6.1 Brief description of the group
6.2 List of significant subsidiaries
7. Operating and financial review
7.1 Financial condition
12-35
236-239; 262
2-3; 174-179; 186-191; 246-249
2-3; 174-179; 196-201; 250
7.2 Operating results
8. Capital resources
87-92; 174; 187-190; 227-231; 247-248;
306-311
8.1 Information concerning capital resources
8.2 Sources and amounts of cash flows
175; 179; 191; 227; 249
8.3 Information on borrowing requirements and funding structure
8.4 Restriction on the use of capital resources
8.5 Anticipated sources of funding
181-184; 195; 216-226; 258
181-184
181-184; 195; 216-226; 258
9. Regulatory environment
163-167
179
10. Trend information
11. Profit forecasts or estimates
N/A
12. Administrative, management and supervisory bodies and senior management
12.1 Board of Directors and Senior Management
28-31; 38-58; 95
55
12.2 Conflicts of interest affecting administrative, management and supervisory bodies
and Senior Management
13. Remuneration and benefits
13.1 Remuneration and benefits in kind
63-87; 273; 280-281
13.2 Amounts set aside or accrued to provide pension, retirement or similar benefits
73-74; 82-86; 210-216; 234; 256-257
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Information
Pages
14. Board practices
14.1 Expiry date of current terms of office
14.2 Service contracts
39
56
59-61
14.3 Information about the issuer’s Audit Committee and Remuneration Committee
14.4 Statement regarding compliance with the corporate governance regime
14.5 Potential material impacts on corporate governance
15. Employees
50
52-53; 273; 280
15.1 Number of employees and breakdown of persons employed
15.2 Shareholding and stock options
3; 14; 108-112; 261
82-87; 228-231
90-92
15.3 Employee involvement in the capital of the issuer
16. Major shareholders
16.1 Notifiable interests in the issuer’s capital or voting rights
16.2 Existence of different voting rights
309-310
94
16.3 Control of Pernod Ricard
56; 90-92; 306-311
16.4 Arrangements known to Pernod Ricard which could lead to a change in control,
if implemented
88-90; 306-311
17. Related-party transactions
234; 311
18. Financial information concerning the issuer’s assets and liabilities, financial position and profits and losses
18.1. Historical financial information
174-175; 186-239
N/A
18.2 Interim and other financial information
18.3 Audit of historical annual financial information
18.4 Pro forma financial information
240-243; 267-269
N/A
18.5 Dividend policy
2; 228; 248; 250; 265; 273; 279; 305
163-167; 171; 233-234; 256-257
N/A
18.6. Legal and arbitration proceedings
18.7 Significant change in financial position
19. Additional information
19.1. Share capital
19.1.1 Issued capital
306-307
19.1.2 Other shares
306-307
19.1.3 Treasury shares
90-92
19.1.4 Convertible or exchangeable securities or securities with warrants
19.1.5 Conditions of acquisition
19.1.6 Options or agreements
266
88-90; 306
82-86; 88-90; 228-231; 306-311
307
19.1.7 History of share capital
19.2 Memorandum and Articles of Association
19.2.1 The issuer’s objects and purposes
19.2.2 Rights and privileges of each class of shares
19.2.3 Items potentially affecting a change of control
20. Material contracts
304
93-94
93-94
181-184
314
21. Documents available
N/A: not applicable.
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10.3.2 Management report
This universal registration document contains all elements of the management report as required by articles L. 225-100 et seq., L. 232-1,
II and R. 225-102 et seq. of the French Commercial Code.
Information
Pages
174-179
174-179
174-179
167
Position and activity of the Company during the past financial year
Advances made or difficulties encountered
Results
Research and Development activities
Forecast developments in the Company’s position and outlook
179
Landmark events that occurred between the balance sheet date and the writing
of this management report
235
98-144; 174-179
150-169; 222-223
Objective and exhaustive review of the development of the business, financial position
and financial results of the Company (particularly its financial debt) and non-financial performance
indicators (particularly concerning the environment and personnel)
Description of the main risks and uncertainties faced by the Company, and notes concerning
the Company’s use of financial instruments, when the use of such instruments is pertinent
to the evaluation of its assets, liabilities, financial position and gains or losses
Report on employee profit-sharing plans (as well as those for Directors), transactions that took place
as part of stock options plans reserved for salaried employees and Directors, transactions that took
place as part of bonus share plans reserved for salaried employees and Directors
82-92; 228-231
Activity of the Company’s affiliates
14-15
Significant shareholdings in companies based in France
Disposal of shares in order to ensure that cross-holdings are compliant with the rules
Information related to the allocation of share capital
N/A
N/A
90-92; 306-311
Dividends distributed during the last three years
265
Changes made to the format of the financial statements
Injunctions or financial penalties for antitrust practices
Non-Financial Information Statement (déclaration de performance extra-financière)
N/A
N/A
24-27; 32-35; 98-144
Information relating to interest and exchange rate risks, as well as risks linked to changes
in stock market prices
168-169; 222-223
Information required by article L. 225-211 of the French Commercial Code in the case of transactions
carried out by the Company on its own shares
90-92
87
Transactions relating to shares held by Managers
Statement of Company results for the last five years
265
263
Expenses and charges referred to in article 223 quater of the CGI (French Tax Code)
Breakdown of supplier payables set out in articles L. 441-6-1 and D. 441-4 of the French Commercial
Code
263
Information on payment terms provided for in article D. 441-6-1 of the French Commercial Code
in its wording under Decree no. 2015-1553 of 27 November 2015, implemented by the Order
of 6 April 2016
263-264
266
Inventory of marketable securities
Internal control and risk management
150-151
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10.3.3 Report on corporate governance
This universal registration document contains all elements of the corporate governance report as required by articles L. 225-37 et seq.
of the French Commercial Code.
Information
Pages
48-62; 95
40-48
Body chosen to serve as the Company’s General Management (if the Management structure has changed)
List of offices or positions held by each of the Executive Directors in all companies
Compensation and benefits of any kind for each of the Executive Directors
Statement and report on the delegations for a share capital increase
63-87
88-90
Information required by article L. 225-37-5 of the French Commercial Code that may have an impact
on a public offer
49-50; 88-93
93-94
Shareholders’ Meeting and how to take part
Rights attached to shares
93-94
10.3.4 Annual financial report
Information
Pages
185-239
Group consolidated financial statements
Statutory Auditors’ report on the consolidated financial statements
Company annual financial statements
Statutory Auditors’ report on the annual financial statements
Management report
240-243
245-266
267-269
97-184; 263-266
314
Declaration by the person responsible for the annual financial report
Statutory Auditors’ fees
235
10.3.5 Management reports, Parent Company financial statements, Group consolidated
financial statements and Statutory Auditors’ reports for financial years ended
30 June 2020 and 30 June 2019
The following information is included in this universal registration document for reference purposes:
the Group’s management report, the Parent Company financial statement and the Group consolidated financial statements
and the Statutory Auditors’ reports on the Company’s annual and consolidated financial statements for the financial year ended
30 June 2020, as set out on pages 85 to 249 of the 2020 universal registration document
the Group’s management report, the Parent Company and Group consolidated financial statements and the Statutory Auditors’
reports on the Company’s annual and consolidated financial statements for the financial year ended 30 June 2019, as set out
on pages 85 to 236 of the 2019 universal registration document
(https://www.pernod-ricard.com/en/media/universal-registration-document-20182019), filed on 25 September 2019 under no.
D. 19-0839.
The information included in these two universal registration documents, other than that mentioned above, has been replaced and/or
updated, as applicable, with the information contained in this universal registration document.
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Financial Communication & Investor Relations Department
Pernod Ricard – 5, Cours Paul Ricard – 75380 Paris CEDEX 08 – France
Pernod Ricard
A French public limited company (Société Anonyme – SA) with share capital of €405,908,668
Registered office: 5, Cours Paul Ricard – 75380 Paris CEDEX 08 – Tel.: 33 (0)1 70 93 16 00
RCS Paris Registration No. 582 041 943
320
PERNOD RICARD UNIVERSAL REGISTRATION DOCUMENT 2020-2021
This document is printed in France by an Imprim'Vert certified printer on PEFC certified paper produced from sustainably managed forest.
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