Greg Morley

Great question, and one I could probably speak with you on for hours, but let me try to condense it. One benefit for us as an organization, when I say we're the leader in luxury wines and spirits, is from the business perspective, we know what our place is. Wines and spirits is a huge category globally. And we very much play in the luxury, maybe more select area of the market.

Great question, and one I could probably speak with you on for hours, but let me try to condense it. One benefit for us as an organization, when I say we're the leader in luxury wines and spirits, is from the business perspective, we know what our place is. Wines and spirits is a huge category globally. And we very much play in the luxury, maybe more select area of the market.

Now, that being said, If you go from spirits to champagne, to wines, to the other products and maisons we have in the organization, it's a complex culture. On the surface, you can imagine there's the culture of I work in France, so I deal with French culture, or I work in Hong Kong and I'm dealing with Hong Kong culture, or I work in Argentina and I deal with Argentinian culture.

Now, that being said, If you go from spirits to champagne, to wines, to the other products and maisons we have in the organization, it's a complex culture. On the surface, you can imagine there's the culture of I work in France, so I deal with French culture, or I work in Hong Kong and I'm dealing with Hong Kong culture, or I work in Argentina and I deal with Argentinian culture.

So there's that cultural element. Then there's the layered on cultural element of our different maisons and where they're from. We have some maisons that are French, some maisons that are in the US, India, China, around the world. So that puts a different sort of cultural complexity on the work. And then there's another element of what I would say, which is sort of the maturity of the business.

So there's that cultural element. Then there's the layered on cultural element of our different maisons and where they're from. We have some maisons that are French, some maisons that are in the US, India, China, around the world. So that puts a different sort of cultural complexity on the work. And then there's another element of what I would say, which is sort of the maturity of the business.

So when I was talking with you about visiting a Maison, I was visiting specifically the Hennessy Maison. Now Hennessy is the largest Maison we have in Moet Hennessy, and it's the third largest Maison within all of the LVMH group. So it's a huge part of the business. And it has an incredibly diverse consumer.

So when I was talking with you about visiting a Maison, I was visiting specifically the Hennessy Maison. Now Hennessy is the largest Maison we have in Moet Hennessy, and it's the third largest Maison within all of the LVMH group. So it's a huge part of the business. And it has an incredibly diverse consumer.

The consumers of Hennessy in China are very different than the consumers of Hennessy in say North America or the UK. So from the perspective of knowing the consumer, we know that Hennessy is a very diverse consumer around the world. When you go back to where it came from, which is Cognac, France, which is in the southwestern part of France, this is not a very diverse part of the world.

The consumers of Hennessy in China are very different than the consumers of Hennessy in say North America or the UK. So from the perspective of knowing the consumer, we know that Hennessy is a very diverse consumer around the world. When you go back to where it came from, which is Cognac, France, which is in the southwestern part of France, this is not a very diverse part of the world.

It's a relatively small community where people know each other. And even within our facility in Hennessy, oftentimes you have people who have worked in the organization for many decades. And maybe their parents worked in that same role they have, and maybe their grandparents worked in that role.

It's a relatively small community where people know each other. And even within our facility in Hennessy, oftentimes you have people who have worked in the organization for many decades. And maybe their parents worked in that same role they have, and maybe their grandparents worked in that role.

So diversity in Cognac, France, looks very different than what we would say of diversity in, say, Hong Kong or New York or London or Paris. So why this, you know, kind of sandwich approach is important to the success of any diversity and inclusion initiative or strategy is that there needs to be some strategic orientation.

So diversity in Cognac, France, looks very different than what we would say of diversity in, say, Hong Kong or New York or London or Paris. So why this, you know, kind of sandwich approach is important to the success of any diversity and inclusion initiative or strategy is that there needs to be some strategic orientation.

And I talked about that, which is understanding the consumer, being close to the consumer, having a representative organization.

And I talked about that, which is understanding the consumer, being close to the consumer, having a representative organization.

What does representative organization look like in Konya? Or what does representative organization look like in Tokyo? What does representative organization look like in Kuala Lumpur? It looks different, right? We're not talking about the same demographic and the same representation in all of those places, yet we are talking about being diverse and close to the consumer.

What does representative organization look like in Konya? Or what does representative organization look like in Tokyo? What does representative organization look like in Kuala Lumpur? It looks different, right? We're not talking about the same demographic and the same representation in all of those places, yet we are talking about being diverse and close to the consumer.

So we have to make sure that there's a structure and an overall strategy and an overall direction Yet each business unit, each maison, each location is left to really imagine their own success in this space while understanding that no one's exempt from the discussion.

So we have to make sure that there's a structure and an overall strategy and an overall direction Yet each business unit, each maison, each location is left to really imagine their own success in this space while understanding that no one's exempt from the discussion.