Greg Morley

I think the first challenge was in a way rewiring the way people thought about themselves. So on the surface, if you ask somebody, do you discriminate? I would say 99% of people are going to say, of course I don't discriminate. I have a equal view to everybody on my team. I'm open, I'm accessible. So the way we started was we took every employee through an unconscious bias training.

I think the first challenge was in a way rewiring the way people thought about themselves. So on the surface, if you ask somebody, do you discriminate? I would say 99% of people are going to say, of course I don't discriminate. I have a equal view to everybody on my team. I'm open, I'm accessible. So the way we started was we took every employee through an unconscious bias training.

And that gave people a sense of, oh, maybe I do have some bias. It may not be intentional, but it could be for whatever reason, where I was raised, it could be through experience. So that allowed us to create the first rewiring, which was everybody having a better understanding of themselves.

And that gave people a sense of, oh, maybe I do have some bias. It may not be intentional, but it could be for whatever reason, where I was raised, it could be through experience. So that allowed us to create the first rewiring, which was everybody having a better understanding of themselves.

And it also opened the door for people to be having conversations about bias, about diversity, about inclusion at a very early stage. And I would say then we moved to the next level, which was like, OK, how are we going to make sure that our policies, processes and procedures are at least contemporary, maybe progressive?

And it also opened the door for people to be having conversations about bias, about diversity, about inclusion at a very early stage. And I would say then we moved to the next level, which was like, OK, how are we going to make sure that our policies, processes and procedures are at least contemporary, maybe progressive?

We went to the next step, which was to open the door and train employees to be able to start employee resource groups. We also then went to the stage of starting to put some measurement in place. measurement around representation, measurement about employees' sense of well-being, measurement around employees' sense of inclusion in the organization.

We went to the next step, which was to open the door and train employees to be able to start employee resource groups. We also then went to the stage of starting to put some measurement in place. measurement around representation, measurement about employees' sense of well-being, measurement around employees' sense of inclusion in the organization.

Certainly it had to be reinforced by communication and a sense of what was our message internally and externally and how are we going to amplify that. So each one of those pieces was a kind of change management agenda. which continue to this day, although we've now pivoted more towards speaking specifically to the topics of representation, inclusion, and leadership.

Certainly it had to be reinforced by communication and a sense of what was our message internally and externally and how are we going to amplify that. So each one of those pieces was a kind of change management agenda. which continue to this day, although we've now pivoted more towards speaking specifically to the topics of representation, inclusion, and leadership.

And those things that were the rewiring are really embedded. If I think about the kind of benefit things we were working on four years ago versus what we're working on now, the landscape's changed. hugely impacted by COVID and people's expectation of the organization and the organization's expectation of people.

And those things that were the rewiring are really embedded. If I think about the kind of benefit things we were working on four years ago versus what we're working on now, the landscape's changed. hugely impacted by COVID and people's expectation of the organization and the organization's expectation of people.

But a lot of those fundamental early pillars still exist and are still part of the constant rewiring. There's for sure constantly change.

But a lot of those fundamental early pillars still exist and are still part of the constant rewiring. There's for sure constantly change.

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.