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Q&A with Pernod Ricard Winemakers

What does Pernod Ricard Winemakers do?

Pernod Ricard Winemakers is the premium wine business of Pernod Ricard, the world’s second-largest wine, spirits, and Champagne producer. Its wine portfolio spans four countries, with brands including Jacob’s Creek, St Hugo, Stoneleigh, Brancott Estate, Campo Viejo, and Kenwood.

 

What is the company's key focus?

Pernod Ricard Winemakers are focused on creating high-quality wines and brands that customers love. It aims to operate a business that its employees not only enjoy working for, but one that reflects employee values too.

 

How many employees does it have?

Pernod Ricard Winemakers has more than 2,000 employees, which is empowers to be true on-the-ground ambassadors of its vision of “Créateurs de Convivialité”, to create a genuine and human connection. It is passionate about ensuring its valued employees have a future with the company throughout technological disruption and change.

 

What was Pernod Ricard Winemaker's key challenge?

Digital transformation is being implemented at pace across the wine marking industry and Pernod Ricard Winemakers is no exception. The company is using technology to embrace new and more efficient ways of working across its entire supply chain. But as it does so, the company became aware of the impact of new technology on people. Pernod Ricard Winemakers wanted to ensure it was implementing technology in a way that is responsible to ensure it could retain its valued employees.

How did it look to solve this challenge?
Pernod Ricard Winemakers knew it needed to better understand how technology would impact its workforce to prepare for the future. The company wanted to implement an effective Strategic Workforce Planning methodology to support it in understanding which skills it would need for the future, where it had skills gaps, and gain insight into the human impact of adopting new technology.

 

How is Faethm supporting Pernod Ricard Winemakers to solve this challenge?  

Faethm by Pearson is providing Pernod Ricard Winemakers with the insights it needs to prepare for the future. By supplying anonymised employee data to Faethm, the platform can analyse how new technologies will impact each and every role in Pernod Ricard Winemakers’ organisation and highlight what skills they will need for the future.

As a result, Pernod Ricard Winemakers has been able to identify the potential impacts of automation and augmentation on current roles within its workforce. It can then set up skills pathways to reskill employees and transition them into roles that will be in demand in the future.

 

How is Faethm helping Pernod Ricard Winemakers prepare for the impact of new technologies?

Pernod Ricard Winemakers is working with a start-up in New Zealand to deploy autonomous vehicles to automate traditional vineyard activities. This covers tasks that were historically more labour intensive but can now be done more safely and efficiently with technology.

To ensure it is deploying new technology like autonomous vehicles in a way that is responsible and ethical, Pernod Ricard Winemakers is using Faethm to identify which roles will be impacted by the new tech when disruption is likely to happen, and how it can retrain affected employees to either work with technology to develop new skills to remain employable.

 

How is Faethm helping Pernod Ricard Winemakers understand which skills it will need in the future?

Faethm is helping Pernod Ricard Winemakers to ensure it is training employees moving into new roles with the right skills. In Spain, the company is piloting Faethm as part of its Chief Winemaker role development.

To understand how the role is going to evolve over the next five years, Pernod Ricard Winemakers utilised Faethm to identify which elements of the role were going to be most needed for the future. Faethm revealed that the skills needed for the role would be ones that no machine can replace – like people management, judgement, and decision making. With this information, Pernod Ricard Winemakers were able to rewrite the development plan and ensure it was training its new Chief Winemaker with future-proofed skills.

 

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