What is the name of the organization that the company is investing in to improve its marketing and e-commerce capabilities
rketing communications organization or something we call IMC. And by investing in IMC, we believe we can improve how we connect with consumers, grow our e-commerce capabilities, fully optimize our brand assets, and leverage our data more effectively. We're confident IMC will be a growth driver for our organization in the years to come as the physical and digital worlds continue to merge.
Finally, we continue to invest behind our business in both capital and brand expense to continue growing our leading brands for the long-term. Integrated within our strategic priorities are our environmental, social and governance or ESG commitments, including our focus on responsible consumption and marketing, diversity and inclusion, the communities in which our employees live and work, and environmental sustainability. We believe our long-term success is tied intrinsically with our ability to lead in each of these areas. So as such, over the past year, we made considerable progress against all aspects of ESG. From an environmental standpoint, we established the ambitious new sustainability commitments with the focus on climate action, water stewardship, the circular economy, and our supply chain.
Given the important role business has to play in the importance of these issues to our business, we had to draw a line in the sand. So, we now have compelling, meaningful quantitative goals that we will hold ourselves accountable. And very importantly, from a social perspective, we committed to be better and do better by building a more diverse, inclusive and equitable company and community. Internally, this includes 10 new actions from the executive leadership team to drive increased accountability and improved representation and development of people of color. For the first time ever, we tied 10% of the executive leadership teams' fiscal '21 short-term cash incentive compensation to our D&I goals. And we continue to make progress against the initiatives set forth in our 10-year D&I strategy, many spirits, one Brown-Forman. Our 10-employee resource groups and their many leaders, members and allies are critical to our work. I'm reminded this once again, as we are in the midst of Pride month here, embracing LGBTQ plus diversity and raising our own awareness around equality and allyship.
Finally, from a governance perspective, I recognize that we're a bit unique given that we are family controlled. However, we believe strongly that our governance system gives us a distinct competitive advantage by allowing us to consider longer-term time horizons and make decisions that will benefit our brands, our shareholders and our organization for generations to come. As you know, in January, we announced that our Board Chair, George Garvin Brown the IVth, will retire in July and handover leadership of our Board of Directors to Campbell Brown, the 10th Brown family member and second fifth generation family member serving this role. I want to take this opportunity to once again thank Garvin, whose leadership has been steadfast, not only during the last year, but through his 14 years as Board Chair. It's been a pleasure working alongside you.
And as I begin to wrap up, I would be remiss if I didn't address tariffs, which continue to have a huge impact on our performance this past year and in fact, over the last three years. As you know, the U.S. and EU announced an agreement in mid-May to suspend the planned doubling of tariffs to 50% on American whiskey on June 1st. We of course were pleased with that development and continue to be encouraged about the possibility of the full removal of tariffs on American whiskey. But in the meantime, American whiskey still faces an unlevel playing field and remain subject to 25% retaliatory tariffs. We hope that the U.S., the U.K. and the EU governments can work quickly to address the trade issues affecting American whiskey and potentially threatening other spirits categories too, and please remove all spirits tariffs before the EU tariff escalation pause expires at the end of November. Our organization has adjusted to an
rketing communications organization or something we call IMC. And by investing in IMC, we believe we can improve how we connect with consumers, grow our e-commerce capabilities, fully optimize our brand assets, and leverage our data more effectively. We're confident IMC will be a growth driver for our organization in the years to come as the physical and digital worlds continue to merge.
Finally, we continue to invest behind our business in both capital and brand expense to continue growing our leading brands for the long-term. Integrated within our strategic priorities are our environmental, social and governance or ESG commitments, including our focus on responsible consumption and marketing, diversity and inclusion, the communities in which our employees live and work, and environmental sustainability. We believe our long-term success is tied intrinsically with our ability to lead in each of these areas. So as such, over the past year, we made considerable progress against all aspects of ESG. From an environmental standpoint, we established the ambitious new sustainability commitments with the focus on climate action, water stewardship, the circular economy, and our supply chain.
Given the important role business has to play in the importance of these issues to our business, we had to draw a line in the sand. So, we now have compelling, meaningful quantitative goals that we will hold ourselves accountable. And very importantly, from a social perspective, we committed to be better and do better by building a more diverse, inclusive and equitable company and community. Internally, this includes 10 new actions from the executive leadership team to drive increased accountability and improved representation and development of people of color. For the first time ever, we tied 10% of the executive leadership teams' fiscal '21 short-term cash incentive compensation to our D&I goals. And we continue to make progress against the initiatives set forth in our 10-year D&I strategy, many spirits, one Brown-Forman. Our 10-employee resource groups and their many leaders, members and allies are critical to our work. I'm reminded this once again, as we are in the midst of Pride month here, embracing LGBTQ plus diversity and raising our own awareness around equality and allyship.
 Finally, from a governance perspective, I recognize that we're a bit unique given that we are family controlled. However, we believe strongly that our governance system gives us a distinct competitive advantage by allowing us to consider longer-term time horizons and make decisions that will benefit our brands, our shareholders and our organization for generations to come. As you know, in January, we announced that our Board Chair, George Garvin Brown the IVth, will retire in July and handover leadership of our Board of Directors to Campbell Brown, the 10th Brown family member and second fifth generation family member serving this role. I want to take this opportunity to once again thank Garvin, whose leadership has been steadfast, not only during the last year, but through his 14 years as Board Chair. It's been a pleasure working alongside you.
And as I begin to wrap up, I would be remiss if I didn't address tariffs, which continue to have a huge impact on our performance this past year and in fact, over the last three years. As you know, the U.S. and EU announced an agreement in mid-May to suspend the planned doubling of tariffs to 50% on American whiskey on June 1st. We of course were pleased with that development and continue to be encouraged about the possibility of the full removal of tariffs on American whiskey. But in the meantime, American whiskey still faces an unlevel playing field and remain subject to 25% retaliatory tariffs. We hope that the U.S., the U.K. and the EU governments can work quickly to address the trade issues affecting American whiskey and potentially threatening other spirits categories too, and please remove all spirits tariffs before the EU tariff escalation pause expires at the end of November. Our organization has adjusted to an