and how to prepare an HR team that connects with
people. He also speaks for two days per year on
talent, demonstrating the ingrained nature of key
HR principles within the company.
Ramat says: “When you are building a strategy
and are part of a senior team at a group level you
cannot come in as HR to solve issues or deliver
things, but you have to be a part of it from the
beginning. And when we were building our
strategy people were in the middle of that all.”
Though Ramat is adamant that conviviality runs
through the veins of the business, given its global
presence there are bound to be different workplace
cultures operating side by side. It’s a continuous
challenge therefore for his HR department to
respect these values while creating an open space
for all.
“We always promote responsible drinking, but
it’s not easy as different countries have different
behaviours. Yet we take tough decisions when
needed and we always have done. You won’t find
loads of policies but we have a strong backbone –
the same one we’ve had for years and years and we
are always consistent on the decisions we make.”
This strong backbone means the company is
comfortable developing marketing campaigns
around difficult subjects.
For example, in the US market Absolut Vodka
launched a #SexResponsibly campaign, which
highlights the relationship between sex and alcohol
and aims to help educate about consent.
Yet these decisions are often dictated by the
country the brand is distributed in. In the US
Absolut also aligns itself with the LGBT+
community, having donated more than $40
million to LGBT+ causes in America. This no
doubt helps to motivate some employees, but
varying laws in each country mean these positive
initiatives cannot be global.
Ramat says: “There are no LGBT+ networks in
France as you are not allowed to ask your
employees’ sexuality. The US team asked me a few
months ago what the proportion of LGBT+ was in
the group but I said I cannot ask that question – I
may go to jail!”
Yet Ramat is adamant that more diversity needs
to be brought to the group and has changed his
perspective on staff movement.
“There was a big break in our culture because
before when you were leaving the group it was like
a divorce, but now we welcome them back also,”
he explains.
“People need to move around otherwise you can
get stuck. Our HR strategy is to take care of our
own but also remember there’s a talent pool
outside of our company too. Sometimes people are
99% in love with Pernod Ricard but they have
different attractions that they jump on. I’m pretty
sure we will see them back again.”
It’s obvious that Ramat cares passionately about
the work he does, the people he works with and the
Pernod Ricard way of life. But does this mean he
also practises what he preaches when it comes to
enjoying life?
“My life is balanced, sometimes I have to work
like hell but balance that other times. Millennials
say they want balance as if it’s a new thing but I’ve
always had that. If I am proud of something it’s
that. When I’m doing something I am here 100%;
I’ll never be the kind of person who writes emails
in a meeting.”
Cheers to that. HR
Values
It’s important
to have
Five thingsI can’t live without
Sports
Surfi ng, sailing,
windsurfi ng...
all done
with family
and friends
Ricard
Anyone within
Pernod Ricard
knows I’ve always
drunk this as part of
the culture in the
Photography: www.pernod-ricard.com
a backbone
Profile Strategic HR
Balance
I work a lot but
always balance
it out with
social activities
Nature
I try to
be conscious,
and look after
the planet we
are living in
south of France
hrmagazine.co.uk April 2020 HR 29
/www.pernod-ricard.com
/hrmagazine.co.uk