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Based in Leuven, Belgium, Anheuser-Busch InBev is the leading global brewer and one of the world's top five consumer products companies. The company has four of the top-selling beers in the world-Bud Light, Budweiser, Skol and Brahma-and has a number 1 or number 2 positions in 19 markets. Anheuser-Busch InBev's roots can be traced back to Den Hoorn in Leuven, which began making beer in 1366. Anheuser-Busch InBev employs approximately 114,000 people worldwide and manages a portfolio of more than 200 beer brands. The company works through six operational Zones: Asia Pacific, Central & Eastern Europe, Latin America North, Latin America South, North America and Western Europe.
Anheuser-Busch InBev vision is; "To Be the Best Beer Company in a Better World." According to the company website; in 2010, their 114,000 people, across the company and around the world, once again demonstrated their commitment to delivering the very good results that contribute to achieving their dream.
Anhuesher-Busch InBev believes it is their responsibility to foster a broad range of meaningful activities that benefit not only the company itself, but also its employees, consumers, shareholders and communities. Toward that end, they share best practices of accountability and responsibility across the company. They use their global reach and resources to support worthy programs. And they set stretch targets, learn from each other, and apply those lessons to support the three pillars of their Better World strategy: responsible drinking, environment and community.
Their shared dream energizes everyone to work in the same direction: to be the Best Beer Company in a Better World. The three long-term objectives of theirÂ business are:
â€¢ To deliver volume growth ahead of industry growth.
â€¢ To grow revenue ahead of volumes.
â€¢ To maintain strong financial discipline and ensure that costs remain below inflation.
All are necessary conditions if they are to fulfill their long-term goal of becoming the Best Beer Company in the industry measured by profitability. Becoming the best is their commitment and an on-going challenge. They constantly aim to raise the barÂ in order to build a company that will generate growth and sustainable results for the long-term.
Anheuser-Busch InBev believes in having a powerful competitive advantage. They state that; "Our goal is to be recognized as a "people builder" - meaning that we have the formalized systems and processes in place to produce the capable leaders we will need to sustain our growth going forward. We know that it takes great people to build a great company." At Anheuser-Busch InBev, they believe that their people represent the most important competitive advantage. For this reason, they focus on attracting and retaining the best talent, enhancing their skills and potential through education and training, and fostering a culture of ownership that rewards their people for taking responsibility to produce outstanding results.
To deliver on their dream to be the best beer company, they employed innovation and focused marketing to expand their global brands. They applied sharp financial and operating discipline to drive profitable growth. And they worked to attract and nurture the great people who are essential to building a great company. At the same time, they strived to deliver on their dream of a better world by fostering a broad range of worthy initiatives across their global organization. They are proud of their progress during the year and, as they continue on their journey as a company, their efforts to deliver will always match the ambitious scale of their dream.
What they did to help: Responsible Drinking Initiatives
How much it was: Anheuser-Busch InBev believes in promoting responsible drinking and discourages alcohol abuse by informing and educating consumers through focused campaigns and marketing activities that support their position on responsible drinking. No company benefits when its products are misused. To be effective, responsible drinking initiatives require a significant commitment. Since 1982, the company has invested more than 875 million USD toward efforts in the United States, Collaborated with at least 1100 law enforcement agencies, and coordinated 254,000 safe ride home programs with bars and restaurants. In 2010, Anheuser-Busch InBev more than tripled their media placement investment globally in responsible drinking advertising.
What they did to help: Vivamos Responsablemente (Live Responsibly) campaign
How much it was: there was a $1.4 million investment towards Vivamos Responsablemente campaign which has been implemented throughout the Latin America South Zone through school-based education programs, as well as community events. The initiative reminds young people of the importance of making smart choices and provides strategies that reinforce values like responsibility, tolerance, self-improvement and community support.
What they did to help: Award for CSR Programs
How much it was: For the second consecutive year, the Kane's Social Responsibility Awards Program has honored Anheuser-Busch for overall excellence in Corporate Social Responsibility (CSR). The company was recognized for its CSR business practices related to alcohol awareness, philanthropy, environmental Stewardship, education and community outreach. This includes its work during the 2008 calendar year With Bi-Lo, a grocery chain in Tennessee and Georgia, to promote the We I.D. campaign; it's first Corporate Social Responsibility Report; the company's renewable energy efforts; and its support of the American Red Cross during natural disasters.
What they did to help: Employee Engagement
How much it was: Training is often axed during economic downturns, but AB InBev went against the grain.Â The company increased the annual number of employee training hours 60% to 1.6 million hours in 2010.Â In turn they stay:Â AB InBevÂ employees have an average tenure of 8.8 years.
What they did to help: Recycling and Waste
How much it was: AB InBev claims that is recycles 99% of waste and byproducts that are a result of its overall beer production.Â In Brazil, for example, the company gained almost US$500 million in revenues thanks to the increased collection of recyclable materials, recycled over 770,000 pounds (350,000 kilos) of plastic, and gathered 2500 tons of total materials that were eventually recycled.
What they did to help: Water Efficiency
How much it was: The consumption of water is the bogeyman for beverage companies.Â Most breweries use four to five liters of water for every liter of beer that is processed.Â AB InBev is set to attain 3.5 percent water to beer ratio by the end of 2012. Â Currently the ratio is about 4.04, down from 5.03 percent water to beer ratio in 2007.
What they did to help: Economic Contributions
How much it was: The CSR report states that AB InBev makes significant contributions to the well-being of the communities where they do business, around the world. This occurs through the jobs they provide, the salaries and wages they pay, the taxes they contribute to local and national governments, and the community support they provide in the form of donations and volunteer activities. $2.9 billion in wages and salaries paid to their approximately 114,000 employees worldwide; $2.1 billion in capital expenditures around the globe with investments in facilities, distribution networks and systems generating jobs and local economic growth; $11 billion in excise and income taxes paid, which help to support government programs.
What they did to help: Habitat for Humanity
How much it was: More than 250 employees and wholesalers partnered with the New Orleans Area Habitat for Humanity to help clean up neighborhoods and build homes in conjunction with the company's annual sales convention. A donation of $50,000 USD helped to support the effort. In Florida, the AB-InBev Foundation donated $65,000 USD to the Jacksonville Habitat for Humanity, and their brewery employees spent five Saturdays building a home. Since 1999, the company has contributed a total of nearly $600,000 USD to this organization.
What they did to help: Disaster Relief
Since 1988, AB InBev U.S. operations have packaged and donated nearly 70 million cans of fresh water drinking water to emergency relief organizations following natural disasters. How much it was: In 2010 AB InBev donated approximately 850,000 cans of drinking water for U.S. disaster relief, including support to help people affected by water-main breaks in Kentucky, winter storms in South Dakota, an oil spill in Michigan, forest fires in Colorado, and flooding in Tennessee, Iowa, Nebraska, Kentucky and Wyoming.
What they did to help: Disaster Relief
How much it was: The article states that in China, when a once-in-a-century drought swept across the Southwestern Yunnan Province in 2010, the company funded the construction of 150 wells to provide a sustainable water supply for 10,000 local residents, as well as support for industrial and agricultural production. Meanwhile, the heaviest rainstorm in half a century caused flooding in the Jiangxi, Fujian, Jilin and other provinces of China, and more than 800,000 people were forced from their homes. The company made a significant donation to help rebuild damaged areas in Jiangxi Province, and raised funds by matching donations to beer sales of their Sedrin and Harbin brands, to help support communities in the disaster area.