Bacardi people are the best ambassadors for our brands, demonstrating their passion and commitment to excellence.

It is a fundamental principle of Bacardi that our success is due to
great brands and outstanding people. We have developed a new
“ONE Bacardi” strategy to unleash the potential of our people all
working as one to meet the business objectives.

Why is “ONE Bacardi” important?

Building the “ONE Bacardi” transformational program was an inclusive process, which involved 80 leaders across a number of work streams dedicating a significant amount of their time and expertise over many months.

We have a history of excellent employee relations and have developed examples of best practices in many of our markets. As we strive to operate as a more globally coordinated organization, our challenge is to harmonize these local practices into a set of people policies, practices and tools that unleash the potential of our people globally.

We are clear that the Company’s future business success depends on how we work together in high-performing teams and our ability to improve our transformational leadership practices.

Our strategy is clear: we will become “ONE Bacardi,” where outstanding people achieve excellent results.

Spirit for Life and our Values

Launched alongside and underpinning “ONE Bacardi” is our new Purpose -- Spirit for Life. As a
guiding principle for our employees, it is a positive and aspirational statement, expressing energy
and optimism. It links to the idea that each individual has an inner spirit or drive to live their
dreams and to be all they can be.

Beyond this, Spirit for Life is quite deliberately a broad statement, allowing each and every
employee to interpret it in a way that makes sense to them. In fact we are actively encouraging
people to do this as it helps to make the concept real for individuals and it contributes to defining
who we are as a Company.

Our purpose as a company, Spirit for Life, is our organization’s fundamental reason for being, and
reflects our strong heritage and future. Our core Values of Trust, Caring, Passion and Excellence
have been distilled from the many countries and regions where we operate and provide a
foundation for all of our people. Our Values will act as our moral compass as we go about our
daily lives.

Having launched “ONE Bacardi,” our Purpose and Values, we then set about cascading these
around the world through a series of global roadshows in Sitges, Orlando and Shanghai, among
many other locations. Within three months, all of our 6,000 employees had attended an event
where they learned about “ONE Bacardi”, our Purpose and Values.

Spirit for Life, is our organization’s fundamental reason for being, and reflects our heritage and future.

How will our People Strategy contribute to “ONE Bacardi”?

Our People Strategy and plans for the coming years are built on the premise that outstanding people will deliver excellent results. “Outstanding people” means talented and engaged employees who are valued for the unique contributions they bring to Bacardi. This year we have concentrated on setting out a strategy for the future – one that will support our vision for 2015.

The aim of our strategy is to:

This is not a Human Resources Strategy that sits to one side of the Company’s core business
drivers: it is a “People” Strategy that has been built on the cross-functional insights of our senior
leaders.

It is an ambitious program. We will need to work hard to achieve our objectives. To recognize
success, we have identified what “Excellence” will look like. For example, our goal is to build core
leadership programs that are acknowledged for their quality and effectiveness in developing
Bacardi leaders.

We want to see “ready-now” successors, who mirror the diverse societies in which we operate, for
all key roles. In addition, we want the Bacardi Purpose and Values to be an integral part of our
employees’ lives, informing our individual and corporate behavior.

We want to see “ready-now”
successors, who mirror the diverse
societies in which we operate, for
all key roles.

We want to be recognized for our leadership: we will be looking to benchmark ourselves against other companies in the Great Place to Work Award and similar surveys. We see our leaders gaining a reputation as being the best in the industry. We want to be recognized as a leader in Corporate Responsibility, as well.

We will develop our organizational capability through an operating model that accelerates growth and we will leverage a “best-in-class” Global Performance Management System to give us a competitive advantage.

How will you develop tomorrow’s business leaders?

Everyone in Bacardi has talent!

What makes Bacardi unique is our outstanding people with the ability and drive to achieve excellent results. To achieve our goal of being a leader in our industry, we need all Bacardi talent to deliver to their best ability and full potential.

Our development plans are tailored to the individual. We provide targeted solutions to identify, attract, build and retain talent at all levels of Bacardi. Our competitive advantage lies in how we accelerate the development of key individuals and teams.

Priority is focused on business needs and opportunities. To maximize both business and individual potential and aspirations, talent management and development solutions are targeted to specific business needs (now and future). The largest investment will be made where the overall need is greatest and where there will be a good return in the long term.

What makes Bacardi unique
is our outstanding people
with the ability and drive
to achieve excellent results.

Global Performance Management System

A cornerstone of our People Strategy is the implementation of our Global Performance Management System (GPS), an end-to-end business system, which will be a platform for managing current performance and identifying future leaders.

The GPS will help the Company manage both business planning and personal accountability and development. It will provide the solution to the continuous challenge of aligning corporate and individual activities, enabling a seamless flow of information between them. In this way strategic intent is turned into actionable steps at all levels down to individuals. This increases pace, sharpens focus and introduces flexibility as we lead and manage the business in a constantly changing environment. It will be based on evidence and outcomes as opposed to purely subjective measures and will help to identify talent within our organization.

The GPS will create individual goal plans by following:

A cornerstone of our strategy is the implementation of our GPS, an end-to-end business system.

Historically “development” has been equated to “formal training”. It is now well accepted that the most significant development comes from well structured “on-the-job” development opportunities. So our development model is based on a 70-20-10 split:

So our development model is based on a 70-20-10 split:

70% on-the-job experiences, including the undertaking of stretch assignments

20% coaching and mentoring, for example, where high-potential individuals may be paired with an internal mentor and in turn “buddy” a new employee

10% formal training such as the leadership development programs led by senior executives or by external, best in class trainers.

In fiscal 2011 we will be launching some of the development products we need to support these exciting learning opportunities.

Are people engaged with the sustainability agenda?

We already have a clear focus to our Corporate Responsibility work. In fiscal 2011, we will be leveraging one of our core Values – Caring – to create a Sustainability Framework that will engage our people and position our Corporate Responsibility Program to support our Vision.

This will include some fundamental steps such as embedding the Code of Conduct principles and Values into daily working life. Other initiatives include launching a global Employee Assistance Program to support any employees who have personal problems that might affect their work or well-being.