A conversation about diversity and inclusion at Wyborowa Pernod Ricard, with Izabela Nowikowska, HR director CEE

Wyborowa Pernod Ricard has been consistently developing its diversity and inclusion (D&I) efforts, emphasising that diverse teams are one of the key elements in the company’s success. Izabela Nowikowska, HR Director CEE at Wyborowa Pernod Ricard, talks about how the company builds a friendly work environment, the steps it takes to support gender balance, and how it engages teams – regardless of their experience, age or position – in activities that promote diversity.

What specific benefits has the organisation seen from promoting diversity and inclusion at work?
With diverse teams, we have access to a wide range of ideas, viewpoints, and opinions, which translates into higher creativity and innovation in our work. In the long run, diversity also promotes flexibility in our organisation, which increases our ability to adapt to a dynamic market. Studies show that D&I is an important topic for candidates and especially for the young generation to know if a company cares about its people and is aligned with their values.

How can all levels of employees be involved in the process of promoting diversity, and not just the top management levels?
In my opinion, the basis for the successful implementation of D&I is for it to become an enduring part of the organisational culture, with which every working person can identify. To engage employees from different functions and levels of the organisation, we have established an internal team – the D&I Champions ‘Equal-Importance’ – which brings together male and female volunteers from different locations and organisational levels: from offices, field sales, to production facilities. The members of this group represent diverse viewpoints, build awareness of diverse needs, and act as D&I ambassadors within their teams.

We have also established an internal team, the D&I Champions, which brings together male and female volunteers from various locations and organisational levels, from offices, field sales, and production facilities. Members of this group represent diverse viewpoints and act as D&I ambassadors and ambassadors within their teams, engaging colleagues in this area. In external communication, as well as through internal communications, we ran a campaign in the autumn called The Differences Inspire Us! This is a story about ourselves, featuring people with different interests and perspectives.  It was met with a very positive reception both inside and outside our company. It’s a good example of how diversity strengthens our organisation.

Are there any challenges to maintaining gender balance, including in leadership positions, in your industry?
One of the main challenges, I think regardless of the industry or business sector, is eliminating unconscious biases that can affect promotion and career development decisions. At Wyborowa Pernod Ricard, we have implemented mandatory training to help male and female leaders recognise and neutralise these biases, which supports equal opportunities for women and men, as well as others. We make sure that recruitment and promotion processes are transparent and fair, evaluating candidates based on their knowledge, skills or experience rather than their gender or background. We also recognise that building gender balance requires flexibility in professional development – for example, through mentoring initiatives or leadership workshops. These have increased the representation of women on the board of Wyborowa Pernod Ricard in Central Europe from 20% to 45% over the past three years. This proves to us that ongoing support for women’s career development can make a real difference. We also regularly manage the wage gap, ensuring equal pay.

Are there generational differences in D&I programmes, and in your opinion, how important are they?
We view generational differences as a valuable source of inspiration and knowledge. This is because each generation brings different experiences and perspectives on cooperation or technology, which fosters an exchange of perspectives within the team. At Wyborowa Pernod Ricard, these differences are seen as a source of inspiration and an opportunity to create a more diverse work environment. A good example of this is our For a Good Career! internship programme, now in operation for ten years, which allows young male and female employees to learn from experienced people, and older colleagues to see their work from the perspective of young people who are just entering the professional market.

Employees from different generations have different needs – from flexibility to stability. We understand these differences and strive to create an environment that takes into account the values of all generations, which increases engagement and a sense of belonging. By taking these differences into account, we can build a more welcoming work environment that attracts talent.

What indicators or tools do you use to monitor D&I activities?
One of the main tools is the annual I Say employee opinion survey, which includes several questions dedicated to inclusiveness. This survey provides us with valuable information about what areas need support or change, which enables us to better tailor our actions to current needs, and moreover, shows progression over several years. More recently, self-assessment and self-education tools in the area of inclusion have also become available to help us reflect on our own approach to D&I. These tools have already been used by 85% of people. In parallel, we monitor gender representation and pay equity indicators, which helps us better manage our team structure and ensure equal opportunities for all employees.

Is it possible, and if so, how, to measure the real impact of diversity efforts on a company’s business performance?
It would probably be difficult to find a direct correlation between companies’ D&I efforts and their financial performance, which, after all, is influenced by a great many factors. What I can say with certainty is that the effects of a well-conducted policy of inclusion have a direct impact on the level of commitment and satisfaction of male and female employees, which in turn affects their satisfaction and atmosphere at work, reduces turnover, improves stability and efficiency at work. These components are already translating into financial results. In diverse teams, we have to deal with the multicultural experiences and perspectives of individuals, which allows for broader insights and, consequently, improves the quality of projects implemented. This also has a financial dimension across the company. Above all, however, we want our male and female employees to be able to say with confidence that they enjoy working here, be truly themselves and grow. All this translates into efficiency and company results.