Two CEOs discuss the roles of equality, diversity and inclusion

For International Women's Day 2020 I spoke to Ann Mukherjee Pernod Ricard North America Chairman and CEO and the Group’s newest CEO about her experiences and in turn she asked me about how our Group is progressing.

Alex: Ann your professional experience is hugely impressive with titles like Global CMO and President, leading some of the world’s biggest brands. We’re honoured to have someone of your calibre at the helm for Pernod Ricard North America.

For International Women’s Day, I’m interested to know what your experience has been as a woman, and moreover a woman of color, with other organisations? And what have you seen change or improve throughout your career? 

Ann: My personal experience is that I’ve often been the only woman in a boardroom or an executive meeting. Making your voice heard in that environment doesn’t come naturally to women, so it can be a difficult challenge to overcome. I’ve been fortunate that some men and women who became sensitized to those situations leaned in to mentor and develop me, mostly on an informal basis.

What’s changing is that many companies are not just advancing women for the sake of having better balance on an executive team. It’s now more about preparing women because they’re the right people for the job.

Alex: You joined the group in December, in that time what do you think we should be focusing on in terms of improving Diversity and Inclusion (D&I) and what do you think we are doing well? 

Ann: I think you have some of the fundamentals in place, starting with your support of D&I and that of the leadership teams throughout the Group. You’ve also transformed a number of processes that have a real impact on people, making them fairer and more consistent across Pernod Ricard, giving everyone equal chances to progress their careers.

So from here it’s really a question of keeping up the momentum, speed of action and full commitment by all managers in the organisation, as we are the ones who will make it happen. Making Diversity and Inclusion more ‘visible’ in everything we do, from the way we market our Brands to how we ‘live together’ will also be key.

On a personal note, Alex, I recognize that a demonstration of your commitment to Diversity and Better Balance was your decision to bring me into Pernod Ricard. You believed in me and leaned in, which means a lot not only to me, but also to the men and women of Pernod Ricard, who should be encouraged to lean in and create change in their teams.

Alex: You mentioned in an interview with Glamour Magazine recently that when you got the job with us, one of your first thoughts was ‘Now I can create change’. The powerful #SexResponsibly campaign by Absolut Vodka is a testament to that. I want to thank you for sharing your personal experience in the name of awareness of such an important topic.

What gave you the confidence to come forward with your own story? And why do you think it’s important for our brands to be bold?

Ann: Sharing personal stories sometimes can be very scary. But the way Pernod Ricard embraced me gave me confidence. For me, our culture of conviviality felt like folks putting their arms around me and showing they believed in me. That created a very trusting environment where I felt comfortable telling my personal story as a way to make a difference for our company.

We have to be bold and bring our whole selves to work because doing so helps us be bold with our brands, too. Today’s consumers don’t just want to buy brands; they want to buy INTO them. If our brands aren’t engaged in bold, purposeful campaigns, they risk becoming irrelevant to the people we serve – our consumers.

Now it’s your turn to take the hot seat Alex…

I wanted to start by saying that I’ve had a really great start to my time at Pernod Ricard and it’s been encouraging to see equality isn’t a once-off subject – it’s something the Group is working to continually improve through Diversity and Inclusion.

What recent milestones have stood out for you and how else are you improving going forward?

Alex: I’ll start with our progress by numbers so far… Firstly, we’re leading by example. Our Executive Committee representation has now increased to four women (27%) and globally the percentage of women in our top management has increased five points in five years, with a commitment to be gender balanced by 2030.

Improving Diversity and Inclusion also involves mindset, culture and processes. That’s why two years ago we completed a huge awareness effort, visiting each affiliate to discuss D&I with the local leadership teams. Going forward, we’re implementing modern ways of working with better office environments – like your office in New York, in Sydney, London and of course our new Pernod Ricard global headquarters in Paris, ‘The Island’ – and flexible offices with less barriers to encourage more interaction. 

Most importantly, our global HR vision of ‘blending performance with conviviality’ is reshaping the way we look at how we develop people. I have personally seen how the mindset has already shifted and there’s a clear awareness that our organisation really has to represent our consumer base to reach our leadership ambitions.

Ann: As you work directly with the Executives, have you noticed any changes or benefits to having better representation of women? And how has this been reflected in other ways in the group? 

Alex: I can sense that the team is working differently with increased diversity, we’re more in tune with the reality of our consumer base and therefore with the business. There really is a business case for diversity and inclusion and better balance most definitely means better business. What we’ve started from the top needs to flow through the organisation with strong role models like yourself.

We’ve made progress but we’re not quite there yet in terms of targets and we are dedicated to driving the agenda forward. I hope this interview helps to starts conversations for everyone reading. Diversity is something we need to live by in everything we do, whether in the office or outside, and within the Group that means fixing the system and the culture, not our people. At the end of the day, it is all about being true to the pledge we make to our consumers of being Créateurs de Convivialité, which means the ‘Art of Living Together’.

A final question for both: What advice would you give to women who want to further their careers but who don’t currently feel empowered?

Ann: Many women put pressure on themselves to be the perfect wife, daughter, and mom. If you want to feel empowered, the first step is empowering yourself. We have to give ourselves permission to know it’s ok not to be perfect at everything.

All of us have amazing gifts and potential; we must be empowered to work on what we’re passionate about. Empowering yourself is contagious; people will notice! It enables others to believe in you, and in turn empowers you to accomplish even more.

Alex: It’s the responsibility of those in leadership positions like ours to provide you and everyone with a system that offers a diverse array of career opportunities that are unique, exciting and most importantly accessible. My advice is that career progression is a journey and that journey might take you in a direction you didn’t expect – so be open. Your career path might utilise a skill you didn’t realise you had, or maybe you can find a vertical or lateral opportunity with the support of those around you.