Corporate social responsibility

Transcription

Corporate social
responsibility
R E P O R T
SABMiller plc
2 0 0 8
Corporate
social responsibility
R E P O R T
SABMiller plc
2 0 0 8
q
07
contents
10
Taking re sponsibility
for the
future
30
Openness is
our middle
name
42
Environmental
protection:
our priority
Introduction
16
Noblesse
oblige
34
Fighting for
a 'European'
drinking
standard
46
Commitment to
local communit ies
08
Our
business
philosophy
20
Kompania
Piwowarska
is a great
place to
work
40
Our logo
stands for
highest
quality
52
About us
q
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
Social corporate responsibility is not just a moral obligation; it is a way to ensure
sustainable development and excellent performance. Together with the other
SABMiller subsidiaries all over the world, Kompania Piwowarska has established
ten sustainable development priorities, a testimony to our corporate social responsibility. These priorities include solemn commitment in the realm of environmental and social issues: water efficiency, waste recycling and recovering as well
as observing human rights and care for local communities with special emphasis
on promoting responsible drinking.
In our opinion, Kompania Piwowarska’s corporate responsibility must not be
limited to however numerous social or charity programmes. It needs to be reflected
in all aspects of our business activity.
I recommend this fourth report on corporate social responsibility where we present
relevant initiatives and the progress we made last year.
Paweł Sudoł
President of the Board
7
O
U
R
B
U
S
I
N
E
S
S
P
H
I
L O
S
O
P
H
Y
Our business philosophy
OUR
VISION
To be the most admired company in the Polish beer industry, thereby enhancing SABMiller’s global reputation.
OUR
MISSION
8
To ensure that our local and international brands are the
first choice of our consumers.
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
• Our people are our enduring advantage
L
I
T
Y
OUR
VALUES
• Accountability is clear and personal
• We work and win in teams
• We understand and respect our customers
and consumers
• Our reputation is indivisible
9
T A
K
I
N
G
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
F
O
R
T
H
E
F
U T
U
R
Taking responsibility
for the
future
If the Chinese wanted to reach the American standard of living energy
consumption would equal the earth’s triple stock. What would be left
for the future generations?
Sustainable Development is not
a pure concept; it has become reality and a provision in the Polish
Constitution. Article 5 reads:“The
Republic of Poland shall safeguard
the independence and integrity of
its territory and ensure the freedoms
and rights of persons and citizens,
the security of the citizens, safeguard
the national heritage and shall ensure
the protection of the natural environment pursuant to the principles
of sustainable development”.
Article 86 of the Constitution says:
“Everyone shall care for the quality of the environment and shall
be held responsible for causing its
degradation. The principles of such
responsibility shall be specified by
statute”.
10
At SABMiller, our measure of success is more
than just brewing great beer. We focus on
building first choice brands, nurturing partnerships with our distributors, our customers
and our communities, and on being a responsible employer and global citizen.
Our core business activities can create jobs,
create markets for entrepreneurs and train
and educate our employees and others who
touch our business.
A company for years enjoying the title of
an exemplary Earth citizen cares about the
natural environment and the local communities. Therefore the idea of sustainable development relying on business operations
accompanied by protection of the environment and human rights is an integral part
of SABMiller’s philosophy.
Sustainable development is meeting the
needs of the present generation without compromising the ability of future generations to
meet their own needs. It is the only possible
direction our civilization may follow: purposeful creation of balance between economic
growth, care for the natural environment and
the company’s social environment.
A state passes on businesses various responsibilities while the increasingly more aware
society expects the companies to be equally
involved in supplying high quality products
and undertaking social and environmental
initiatives.
The company assesses its progress
in the key areas of Sustainable Development by means of ‘the four
levels’.
This self-evaluation allows for matching the group’s priorities and introducing changes and updates in line
with global trends bearing in mind
the company’s local conditioning.
The best performance necessitates
adjusting business activity to the real
world in which SABMiller subsidiaries operate.
E
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
WE ARE AWARE OF THE IMPACT OUR DECISIONS HAVE ON THE FUTURE GENERATIONS
Kompania Piwowarska was among the first
companies to introduce a program encouraging Sustainable Development. From direct
Corporate Social Investment we do not expect
any financial pay-back and the contributions
are motivated by supporting the well-being
of the employees, communities, suppliers,
clients and shareholders; this sensitivity to
social issues works for the benefit of the future generations.
KP activities for the sake of the natural and
social environments are in compliance with
the owner company, SABMiller, the second
largest brewer in the world. Its management
launched our sustainable development framework which focuses on the 10 priorities most
relevant and material to the business.
They are aligned with the United Nation’s Millennium Development Goals, however identified by means of an analysis of our business
operations. We considered the threats and
opportunities to the natural and social environments related to SABMiller operations.
Each of the priorities includes an SABMiller
goal, the related responsibilities and rules
underlying management and reporting. All
issues and processes need to be included
in each subsidiary‘s business plan. As the
rules underlying the Sustainable Development have been well embedded into strategic and operational planning, they are
a crucial element of our business, natural in
today’s world.
11
T A
K
I
N
G
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
F
O
R
T
H
E
F
U T
U
R
SABMiller is committed to being
a responsible company because
it makes sense
It’s not about being altruistic for its own sake, it’s about understanding
how behaving responsibly has a positive impact on profitability and on
economic growth. Our aim is to secure economic benefits for the local
communities where we grow raw materials and brew beer and also for
our shareholders who benefit from a sustainable business and a return
on their investment. SABMiller’s forward-looking policy supports these
assumptions.
The company has been involved in social and environmental initiatives since the onset of its operations. However, as the company is dynamically
expanding on the global market it needs to redefine its strategy. The scope of operations has been
embraced by means of 10 sustainable development
priorities. They include:
Reduce our
energy and carbon
footprint
Have respect for
human rights
12
Discourage
irresponsible
drinking
Make more beer
but using less
water
Have a vibrant
packaging reuse
and recycling
economy
Work towards zero
waste operations
Have supply chains
that reflect our
own values and
our commitment
to sustainable
development
Bring benefits to
the communities
we serve
Contribute to the
reduction of HIV/
Aids within our
sphere of influence
Be transparent
in reporting our
progress on
our sustainable
development
priorities
E
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
Discourage irresponsible drinking
Alcohol can be an enjoyable part of adult
social experiences. People who drink to
excess, drink while underage or drink and
drive, hurt themselves and the society.
This is why we actively promote care and
moderation when drinking alcohol. Promoting the responsible beer drinking underlies the company’s marketing communication. On top of the existing local
legal standards of alcohol promotion,
SABMiller has adopted its own, more restrictive rules. The Alcohol Manifesto and
the Commercial Communication Code set
standards for approved modes of presenting alcoholic beverages.
In addition to liaising with governments
and policy organisations, we continually
invest in education programmes and marketing campaigns to remind our consumers of the vital role they play in preventing alcohol-related harm to themselves,
to others and to society overall. A series
of ‘Alcohol – Underage Access Denied’
activities undertaken by the Polish beer
industry serves as an excellent example.
It has resulted in a significant growth in
the sellers’ awareness of the need to ban
sales of alcohol to the underage.
Make more beer but using less
water
Historically SABMiller’s approach to water
issues has been focused on efficiency in the
production process, but more recently we
have broadened our scope to include our
wider responsibilities; from understanding how much water is used in the growing of our raw materials through to water
availability in our local communities. We
acknowledge that we must take a holistic
approach to water management, in the
context that many of our operations are
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
in areas of water stress.
Water scarcity and quality is becoming an
increasingly urgent and politically sensitive issue and is of immediate relevance
to SABMiller. We have a clear business
imperative to take action in three specific
areas. Firstly our operations need to reduce the amount of water they require
to produce a unit of beer. Secondly our
operations must consider the needs of
the communities in which they operate.
Lastly, there is a case for engaging with
our suppliers to research and gain a better understanding of our extended water
footprint. We are developing a watershed
assessment tool which is soon to be tested in Poland with the aim of rolling it out
across the business. Our operations are
gathering information on water availability
and quality in the context of future requirements to protect local communities from
potable water shortages.
Reduce our energy and carbon
footprint
Energy is expensive and the consensus
is that greenhouse gas emissions contribute to climate change. For both of these
reasons SABMiller must become more
energy efficient, manage its carbon footprint and explore cleaner sources of energy. The global player’s initiatives include
all areas of operations. All the European
operations continue to work on projects
aimed at improving energy efficiency.
Miller is a member of the US-based Climate Leaders group – a voluntary industry
initiative through which companies make
commitments to reduce their carbon dioxide emissions. SAB in South Africa has
signed a letter of understanding with the
Department of Minerals and Energy to
reduce its energy consumption by 15%
by 2010. SABMiller breweries in South
Africa launched the ‘Operation Kill-a-Watt’
campaign aimed at reducing electricity
usage. Savings are achieved by switching
off of air conditioning and lighting.
Have a vibrant packaging reuse
and recycling economy
Packaging plays a critical role in protecting the quality of our products, yet also
has visible environmental consequences.
Businesses have a responsibility to design
and use packaging which has a minimal
environmental impact once practical considerations are taken into account (for example, protecting the product), as well as
to meet obligations post consumer use.
Hence the emphasis on recycling and recovery thereof. In South Africa, 79% of all
SAB Ltd’s beers are packaged and sold in
returnable containers. We evaluate where
existing packaging materials can be substituted with improved alternatives. For
example, our global packaging team will
be conducting trials on new materials such
as biodegradable shrink film in Poland.
Work towards zero waste
operation
Waste recycling and recovery in the production process is another priority. Reducing waste saves money as the cost of
disposal rises. 94% of SABMiller’s waste
is recycled or reused. Our organic brewing wastes can be valuable resources for
food producers and farmers as well as a
potential energy source. In South Africa,
spent yeast is sold to the manufacturers
of health foods and savoury spreads while
the spent grain is sold to farmers as animal feed. The brewery in Port Elizabeth
donates a portion of its spent grain to local farmers every month.
13
T A
The priorities of sustainable growth
have become a vital element of SABMiller’s operations and increasingly
more determine the company’s business decisions. Execution of the priorities is monitored in the subsidiaries across the globe. The activities
are also consulted with NGOs, local authorities and UN experts. The
company’s responsible attitude is
adopted in all countries of SABMiller’s operations. On the other hand,
numerous awards reflect the international community’s appreciation
of SABMiller’s efforts.
K
I
N
G
R
E
S
P
O
N
S
I
B
I
L
Have supply chains that
reflect our own values and our
commitment to sustainable
development
We recognize that a supply chain which
is both responsible and efficient should
result in reduced costs, improved quality and provide a competitive edge, as
well as being sustainable. SABMiller group
companies will engage with their suppliers of goods and services to promote the
following principles, and work towards
implementing these principles throughout their supply chains: business conduct,
working conditions, employment, child labour, wages and hours, diversity, freedom
of association, environment.
In India a ‘Growing in Partnership’ initiative has been launched to develop a high
quality barley malt industry. The project is
aimed at the long-term development of a
strong barley malt industry. The project
uses a cooperative farming model to unlock the potential benefits of economies
of scale for both the farmer, the brewery
and the supply chain.
Have respect for human rights
SABMILLER ACTIVELY REDUCES WASTE
EMISSION
We need to have respect for the diverse
national cultures and differences in laws
and traditions in countries where we operate. At the same time we seek to abide
by the values of the international community, notably the United Nations Universal
Declaration of Human Rights.
SABMiller not only observes internationally recognised human rights instruments
but has developed its own human rights
principles, including freedom of association, abolition of child labour, intolerance of cultural and ethnic discrimination, establishing fair and competitive
wages and benefits, providing safe and
health work environments, community
commitment etc. Our operation in the
Czech Republic is a partner of the ’One
World’ festival which is one of the largest and most important human rights
film festivals in Europe. It aims to foster
mutual understanding between cultures,
heighten awareness about human rights
and promote global responsibility.
Bring benefits to the communities
we serve
The prosperity of communities and our
businesses are co-dependent. Our corporate social investment activities aim to improve quality of life in the communities in
which we operate, with a particular emphasis on boosting employment and con-
14
I
T
Y
F
O
R
T
H
E
F
U T
U
R
E
tributing to the local budgets with various
taxes and fees.
The company initiates a number of social
activities targeted at specific regions. We
believe that the most sustainable form of
CSI is where our companies enter into
long-term partnerships with stakeholders.
For example, SAB Ltd in South Africa will
invest 10% of CSI project funding into HIV/
Aids, specifically on interventions which
assist with capacity building of healthcare
providers while Miller in the US supports
Grassroots Soccer, a non-profit organisation that is fighting the Aids pandemic in
Africa with an innovative tool – superstar
African soccer players.
Contribute to the reduction of
HIV/Aids within our sphere of
influence
The extent of the HIV/Aids pandemic in
Africa and its consequences require us to
manage this as a priority. Our programmes
are targeted at our employees, their families, local communities and suppliers. We
aim to reduce and prevent new infections
through effective education programmes
while existing infections are managed
through voluntary counselling and testing (VCT), early diagnosis and managed
healthcare. Together with the Ugandan
Ministry of Health with support from NGOs
we decided to open its HIV/Aids clinic to
the local community where the residents
are tested.
Be transparent in reporting our
progress on our sustainable
development priorities
SABMiller is committed to timely, accurate
and honest public reporting of progress
on sustainable development priorities. For
example, the majority of reports on recognizing the priorities of sustainable growth
is available on the company’s corporate
website.
In the future SABMiller intends to issue
every six months a report on its operations. Plans include reports drawn by the
company’s subsidiaries like this KP report
reflecting the execution of SABMiller’s 10
sustainable development priorities in various parts of the globe. There are formal
requirements made by the financial community but, in addition, other stakeholders
such as NGOs expect businesses to be
aware of issues where they have a potential influence. We aim not only to highlight
where performance has met our targets,
but also to acknowledge areas where we
need to strengthen our programmes.
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
SUSTAINABILITY ASSESSMENT MATRIX TRACKING
PERFORMANCE AGAINST THE SUSTAINABLE
DEVELOPMENT PRIORITIES
3
KOMPANIA PIWOWARSKA’S
2007 PERFORMANCE AGAINST
SUSTAINABLE GROWTH PRIORITIES
1
2
4
Being admired
– Achievement of what is currently considered
to be best practice in a particular field
Creating opportunity
– Creatively turning potential risks
into business opportunities
Being ready
– Meeting the challenges of risks that we anticipate we will be facing
in the next three years
Minimum standard
– All operations must achieve level 1 as it represents management of the key sustainable
development risks we are facing today. The Executive Committee has mandated that
where operations do not meet level 1 currently, they must implement a plan to reach
this level as soon as possible
November 2007
March 2007
3
2
1
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
ALCOHOL
Research conducted to
measure the results of activities promoting responsible drinking proves deeper awareness in the target
groups.
WATER
The capacity of the waste
treatment sub-plant and
the adjusted load of waste
transferred to external treatment plants allows to maintain low-level water contamination.
ENERGY
AND CARBON
The new boiler in Poznań has
contributed to a significant
reduction in CO2 as well as
nitrogen and sulphur monoxides emission.
PACKAGING
Improvement in the realm of
minimising the packaging
mass and the heavy metal
content contributed to good
performance.
WASTE
Our cooperation with companies specializing in waste
recovering and recycling allows us to fulfil all statutory
requirements pertaining to
waste collection and segregation.
6
7
8
9
10
SUPPLY CHAINS
Progress in our cooperation
with suppliers in the realm of
a proper production system
has resulted in high quality
raw materials and packaging.
COMMUNITIES
The social initiative ‘For What
It’s Worth’ granted support
to over 4 thousand socially
excluded individuals on account of poverty in various
parts of the country.
HUMAN RIGHTS
The appraisal includes recognition of the national
community’s values as well
as other ratified international agreements and SABMiller’s relevant internal regulations.
HIV/AIDS
The appraisal refers to the
country’s policy on HIV/AIDS
prevention. It allows for conducting 14 thousand tests a
year. 97% of the budget is
dedicated to treatment while
the remaining a 3% to prevention.
TRANSPARENCY
Openness and transparency of business operations as
well as the employees’, partners’ and clients’ free access
to information is the most
highly appreciated priority.
15
N
O
B
L
E
S
S
E
O
B
L
I
G
E
Noblesse
oblige
During several years of operation, Kompania Piwowarska has been
constantly increasing its share in the Polish beer market. We are proud of
the fact that our excellent financial performance largely contributes
to the state budget while Kompania Piwowarska is one of the biggest tax
payers in the country.
Kompania Piwowarska combines the
glorious tradition of the Polish brewing
culture, the best world technologies
and a modern philosophy of corporate
social responsibility. We rely upon the
latest knowledge of management and
marketing as well as modern, sound financing. Our company is managed in
a modern way, resorting to valuable experience, knowledge and skills offered
by outstanding experts in the field of
management from SABMiller, acquired
in many countries across the globe. The
ultimate result of our business operations is constant growth of the highest
rate in the country.
and demonstrate exemplary behaviour,
to set up standards and models. We accept the challenge, setting an example
by acting responsibly in every aspect of
KP operations.
Fulfilling consumers’ needs has great
meaning to us. We strive not only to fulfil
but to exceed their expectations, every
day asking the question: what can we do
today better than we did yesterday and
better than our competitors? We take
pride in the fact that we are more effective than our competitors in identifying
expectations of Polish and world beer
lovers. And this is the story of our success: in everything we do we focus on
the consumers and the growth of their
favourite brands.
The leading position is not only about
splendour and glory; it involves many
responsibilities and accountability. The
leader is expected not only to bring about
excellent sales results and the market
share growth but most of all to set trends
16
IN EVERYTHING WE DO WE FOCUS ON THE CONSUMERS
AND THE GROWTH OF THEIR FAVOURITE BRANDS
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
KP's importance
to Polish economy
Revenues from sales of beer produced by
Kompania Piwowarska may be compared
with the state’s total expenditure on healthcare, sports and environmental protection.
These considerable funds are handled by
several hundred companies operating on
the Polish beer market: distributors – our
trade partners. The funds are dedicated
to financing current operations, including
purchase of raw materials, remuneration
and taxes. The bottom line is that they also contribute to the shareholders’ profits.
Our company cooperates with thousands
of entities in Poland and abroad, affecting
many industries: agriculture, transport,
trade, on-premise, glass production, printing, television, the press and other.
Last year we sold over 14 million hl
beer which represented about 40%
of the beer sold in Poland (the total
beer sales in Poland amount to 35
million hl). Our flagship product is
Tyskie, the most popular Polish exported beer, the biggest Polish beer
brand not only in Poland (16% of
the domestic beer market) but also
abroad. We export it chiefly to UK,
Ireland, Germany and the United
States. (2007 data)
OUR FLAGSHIP PRODUCT IS TYSKIE,
THE MOST POPULAR POLISH EXPORTED BEER
17
N
O
B
L
E
S
S
E
O
B
L
I
G
E
We increase
the state budget
Not only the shareholders, employees,
consumers and local communities profit
from our operations; actually, benefits are
derived by the whole society. State authorities
benefit considerably from the wealth Kompania
Piwowarska creates.
100%
VAT (calculated)
Excise tax
Other taxes and fees
Retailer’s margins
Margins
Production cost and
profit-before-tax
0%
18
Payment of direct and excise taxes represents approximately 1% of all tax revenues in the state budget. Last year the
total sum of taxes paid by KP was only
slightly smaller than the budget of the
Ministry of Culture and Art for maintaining
the ministry, artistic facilities and significant artistic events. The income tax paid
by KP exceeded the state expenditure on
IT systems while the excise tax represented over 70% of the state’s expenditure
on education. The local authorities also
benefit from taxes paid by KP.
It is our policy to pay the declared
amounts of taxes regularly, on time.
We have calculated that the total amount
of direct and excise taxes represents
41% of the price of every beer drunk by
the consumers.
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
We generate
employment
If we assume that sales of beer produced
in our breweries significantly contributes
to the revenues generated by several
dozen points of sales in Poland, nearly
50 thousand people in Poland owe employment directly to KP. We estimate that
in total these people earn approximately
PLN 1.5 billion a year. The related income
tax amounts to about PLN 135 million;
approximately PLN 95 million is dedicated to health insurance and PLN 280
million to social security (the additional
total contribution paid by the employers
exceeds PLN 300 million).
Our company cooperates with numerous entities, including suppliers of raw
materials (hops, yeast, malt), packaging
(producers of bottles, cans, labels, carton
boxes, transporters) and service rendering companies (transport, advertising
agencies, the press, television, suppliers
of machines, devices, vehicles etc.).
We cooperate with about 600 dis-
It is not only the shareholders who
profit from our operations but also
the employees and their families
as well as our trade partners and
their families. People employed in
our company and their families add
up to a crowd of approximately 9
thousand people totally or partly
supported by Kompania Piwowarska SA.
tributors who profit from trading
with us. Our trade partners employ
in total 20 thousand people. Cooperating with numerous entities,
Kompania Piwowarska supports
over 80 thousand individuals and
their families.
“As much as 95% of the hops we
use comes from domestic plantations (approx. 450 plantations, about
900 thousand tons of hops). They
give employment to many people
and support their families. Within
a year we consume about 240 thousand tons of barley malt which is
produced from approx. 300 thousand
tons of barley. Approximately 60% of
our malt and 40% of barley comes
from domestic suppliers. About
a thousand farms produce barley for
KP, each of them employing several
people. The lion’s share of the bottles
we fill is supplied by three domestic
producers (out of five who cooperate with us). We purchase cans from
six producers, including two suppliers from three factories located in
Poland. The crowns are supplied by
three producers, two of them Polish.
The labels come from five suppliers,
including one from Poland”.
OUR EMPLOYEES AND THEIR FAMILIES ADD UP TO A CROWD OF APPROX. 9 THOUSAND
PEOPLE DIRECTLY OR INDIRECTLY TRACED BACK TO THE PRODUCTION AND SALE
OF OUR PRODUCTS
Tomasz Sokołowski
Director: Supply Chain Management
19
K ompania
P
i
w
o
w arska
I
S
A
G
R
E
A T
P
L
A C
E
T O
W
O
R
K
Kompania
Piwowarska
is a great
place to
work
We want to be an employer of choice
and create a ‘great place to work’. To
pursue this goal, every year we devote
significant financial means to personnel
development. In the past fiscal year the
related expenditure amounted to PLN 7
million. More and more frequently, our
employees acquire and master their
skills abroad by participating in international training sessions and project
groups led by world-class experts.
Every company’s performance is ultimately affected by its employees. We
offer attractive employment conditions
and prospects for a professional career
to talented, competent individuals open
to new information, full of invention and
enthusiasm.
Kompania Piwowarska ensures that its
employees are well remunerated, enhance their skills, demonstrate a creative approach, are capable of team
work, follow the code of conduct and
enjoy their workplace. People pleased
with their work are our company’s biggest asset.
“In the past few years the labour market
in Poland has changed. On the lookout
for new employees, managers focus
their recruitment efforts on more than
the skills, know-how and experience.
They search for people capable of becoming company leaders, fostering
relationships, motivating and inspiring
others, building teams and coming up
with innovative ideas, individuals who
most of all can ‘manage themselves’.
During job interviews managers used to
ask ‘What skills can you offer?’ whereas
now they ask ‘Who are you?’ with respect to the beliefs, attitudes towards
work, other people and important values. At the same time employers realize
that an employee’s failure to adapt to
an organization culture, regardless of
the employee’s excellent skills, results
in frustration, lowered motivation and
problems for both parties involved”.
Joanna Heidtman, Ph.D.
Psychologist and sociologist, Management Trainer and Consultant. Her
latest book “In Tune with Yourself” is
dedicated to personal effectiveness.
PEOPLE PROUD OF THEIR JOBS ARE THE COMPANY’S BIGGEST ASSET
20
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
Employee percentage by
function
in F07
Salaries and
remuneration
In Kompania Piwowarska, the average salary amounts to PLN 4687,00 before tax
i.e. nearly 175% of the average salary in
the business sector in Poland.
The average remuneration at Kompania
Piwowarska excluding the managers’ salaries amounts to 3480,00 PLN i.e. nearly
130% of the average salary in the business sector. The above data include annual bonuses paid out with relation to the
company’s performance. The amount of
the annual bonus usually exceeds 100%
of the monthly remuneration.
A group representing approximately 2.5%
of the employees (seasonal workers ex-
other
11%
production
29%
sales and
distribution
60%
cluded) receives smaller remuneration of
PLN 1850-2000 before tax.
All employees are eligible for a sales-related or an annual bonus. KP managers
are part of a separate incentive scheme.
Female and male employees holding the
same position are equally remunerated.
Since 2008 all employees and their families are eligible for a private healthcare
scheme, previously enjoyed only by the
managers.
The average annual inflation-rate related
rises in salaries have been agreed with
the trade unions and included in the corporate three-year plan.
SALARY AT KP STEMS FROM THE JOB’S
MARKET POSITION
Remuneration at Kompania Piwowarska depends on the company’s financial performance
and each employee’s individual
achievements. Remuneration at KP
is based upon the position’s market value and is related to individual, team and corporate performance. It is Kompania Piwowarska‘s
strategy to offer remuneration
equal to that enjoyed in companies with which KP competes for
employees. They account for top
350 Polish companies, leaders
on the remuneration market. The
salaries they offer are regularly
analysed by HAY Management
Consultants. This is how Kompania Piwowarska determines market
remuneration for each job position
in a given fiscal year.
REMUNERATION AT KOMPANIA PIWOWARSKA DEPENDS ON THE COMPANY’S
FINANCIAL PERFORMANCE AND EACH EMPLOYEE’S INDIVIDUAL ACHIEVEMENTS
21
K ompania
P
i
w
o
w arska
The Motivation
System
I
S
A
G
R
E
A T
P
L
A C
E
T O
W
O
R
K
Years of service at Kompania Piwowarska
[%]
50
40
30
At Kompania Piwowarska, management
refers to goal setting, control of
implementation thereof as well as
awarding the employees in line with
their performance. It is important to
empower employees so that they all
contribute to managing the company.
Performance Management implemented
in Kompania Piwowarska includes incentivizing tools, performance analysis,
competence appraisal and designing development schemes. Performance Management provides the employees with
ongoing feedback; twice a year each employee is evaluated by his or her superior
against individual goal accomplishment
and awarded accordingly. At the same
time, the system encourages employee
empowerment, supports development
of management competence, fosters cooperation between departments and promotes accountability.
However, we do not pursue our goal at
any price; in everything we do, we follow
our value system. When in doubt, we keep
to provisions of Kompania Piwowarska’s
Code of Conduct. It is our guide in the
area of accountability, honesty, transparency and conflict of interests.
The employees are even more motivated with recognition contests and programmes. As part of “Big Beer” programme each individual may nominate an
employee or a team of employees whose
conduct or accomplishments can serve as
‘the best example to follow’. This is how
we evaluate not only success in pursuing
individual or team goals but also attitudes
and involvement in promoting our values.
A nomination in this programme is an
honour to the candidate. Winners of the
prestigious “Big Beer” award may fulfil
their dreams at the employer’s expense
(up to PLN 5 000).
Irrespective of the motivation schemes,
sales and distribution employees partake in an incentive programme “Gold
for the best”.
22
20
10
0
48%
34%
0-6 years
6-12 years
Employees tend to be motivated also
by the company’s goodwill. Initiatives
launched for the benefit of other people trigger off the employees’ involvement and contribute to their affiliation
12%
3%
3%
12-18 years 18-24 years 24-30 years
years of service
to the local community. In programmes
like “For What It’s Worth” KP employees’
votes count double. “Santa’s Little Helpers” programme demonstrates that the
company’s social involvement makes
it possible for the employees to lend a
helping hand.
During our annual opinion polls we ask
the employees if the company fulfils their
expectations and how they evaluate employee relations, the corporate culture,
communication and KP image. Incentive
systems, schemes and tools can only
prove useful if they meet expectations of
those whom we want to motivate.
OUR EMPLOYEES MAY SOCIALIZE
IN CORPORATE PUBS WHERE BEER
IS SERVED AT THE EMPLOYER’S EXPENSE
“The rules underlying promotion at Kompania Piwowarska are very explicit. Firstly,
we promote employees who give regular excellent performance and accomplish
their individual goals beyond expectations. For several years we have been planning succession to the key positions. Candidates for the successors include employees who enjoy accomplished performance and demonstrate high potential.
It is verified in the course of pursuing new, more challenging tasks and by means
of specialized performance appraisal methods, including competence appraisal.
Every spring we undertake the so-called talent review and as a result indicate the
successors and design development paths for our High Potentials”.
Aleksandra Dzięciołowska-Piątek
Recruitment and Succession Manager
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
Vocational
Development
At Kompania Piwowarska it is the employee who
is responsible for his or her development while
the superiors and the company are there
to encourage the process.
Our goal is to create suitable work conditions where each individual’s potential
will be best employed. Hence the company strives to give its employees an opportunity to develop their competences.
This results in more effective daily work
as well as facing professional challenges
in the future. New employees take part in
an induction programme aimed at quick
and effective preparation for the job and
its requirements as well as integration
with the other employees.
Employment structure at KP by
gender (percent)
Employment structure:
managerial positions, by gender
(percent)
women 21,8%
women 20%
men 78,2%
men 80%
OUR EMPLOYEES EMBRACE THE
OPPORTUNITY OF SKILLS DEVELOPMENT
“The employees may acquire the
skills they find useful at present
and competences which will allow
them to assume other positions in
the company. Each employee interested in personal development may
cooperate with his or her superior
on developing one’s Individual Development Scheme. KP offers the
following development options:
on-site education, participation in
ambitious project, self-learning, elearning, training, individual coaching, mentoring or participation in
academic programmes and studies. Specifically for KP employees a
Catalogue of Developmental Offers
and a Catalogue of Competence Development have been devised. They
are lists of various ideas and hints
on how to develop particular skills.
The employees will find there offers
of training programmes, lists of literature on the subject and links to
interesting websites”.
Maryla Maj-Wisoky
Education and Development
Manager
BIG BEER – A RECOGNITION PROGRAMME FOR KP EMPLOYEES ENJOYING
REMARKABLE RESULTS IN PURSUING KP’S STRATEGIC PRIORITIES
23
K ompania
P
i
w
o
w arska
I
S
A
G
R
E
A T
P
L
A C
E
T O
W
O
R
Development Programmes
Induction training
All new Kompania Piwowarska employees
undergo induction training. It consists of
two stages: general introductory training
followed by an individual program tailored
to the position’s specificity. The training’s
goal is to build up the new employees’
general knowledge useful in daily operations. In the course of the training, the
new employees find out about Kompania
Piwowarska: its history, vision, brand portfolio and success pillars. They also absorb
essential information on the Polish beer
market, its characteristics and chief players. Last but not least, the new employees
gain insight into beer brewing (brewery
tours coming in handy) and meet their
future colleagues.
The individual induction programme takes
several days when the employee can learn
about all aspects and issues necessary to
smoothly start work at KP.
THE PROGRAMMES PARTICIPANTS DEVELOP INTER-DEPARTMENTAL CO-OPERATION IN LINE
WITH KP MISSION, VISION AND VALUES
Management Development
Programme
To ensure the company’s long-term success it is necessary to support the development of talented managers to turn them
to even better leaders. They are submitted
to a programme geared to a comprehensive understanding of the business and the
role of a KP manager and leader. As part
of the programme, we assist the participants in developing their individual leadership style. The programme takes several
months when the managers participate
in interactive lectures conducted by recognised experts, in practical workshops,
business simulations and meetings with
successful people. They are also engaged
in interfunctional projects supporting the
company’s strategic plan. Managers from
all functions are welcome. The participants
naturally find out about other functions’
characteristics and develop inter-departmental cooperation in line with KP mission,
vision and values.
KP employees’ education level
(2007)
Tertiary , Master’s Degree 27,3%
Tertiary, Bachelor’s
Degree 2,7%
24
Vocational 20,1%
Secondary vocational 30,3%
Post-secondary 3,6%
Management Academy
This is a year-long programme during
which all the employee’s time is devoted to
Elementary 4,4%
Secondary general 11,6%
K
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
development. Stage one of the programme
consists in finding out about all functions in
the company and key processes. Then individual developmental needs are identified
to devise Individual Development Plans.
As part of the plans implementation, the
employees are entrusted with conducting
complex and significant KP projects. These
projects are often conducted in functions
and areas completely different from the
manager’s scope of competence.
Project management
Our managers possess the expert skill of
project management. As part of the relevant training we offer development of
knowledge and skills related to an all-encompassing view on the subject, including project goals, schedules, project team
management, project risks and IT projects
management. The training programme
offered to our managers is in compliance
with the world PMI standard. It is maintained throughout the SABMiller group.
This is why our managers partaking in international projects have the knowledge
and skills to effectively work in an international environment.
Change management
‘Change’ largely affects our company’s
operations. Changes relate to nearly all
areas of our business. For our managers
and other employees in charge of change
we have developed workshops to learn by
practice how to prepare for change, how to
assist employees in going through change
and what needs to be done for the process
of change to be put in motion.
Finance for the non-finance
employees
At Kompania Piwowarska we put great
emphasis on skilful finance management.
Kompania Piwowarska conducts financerelated training for non-finance employees.
The participants learn fundamental terms in
the field of economy, budgeting, accounting and book-keeping. This is why in their
daily work they can manage a budget,
know the specificity of running a company
selling and distributing beer and keep the
department’s accounts.
NEW EMPLOYEES CAN FIND OUT ABOUT BEER BREWING
Individual coaching and
mentoring
Employees developing their leadership
competence may take advantage of individual coaching or mentoring. The benefit
of this individual approach is an effective
development of very specific, individual
developmental needs.
Sales Academy
Sales Academy is targeted at the sales
department employees with more than
3 months of service in the company or who
have successfully completed the trial period. The training’s goal is to present the employees with expectations related to their
work in the sales department, standards of
conduct and the way Kompania Piwowarska does business. The sales representatives learn about the Polish beer market,
its segmentation, Kompania Piwowarska’s
brand portfolio and the competitors. They
acquire knowledge of the sales channels,
trade marketing and promotion, IT as well
as elements of the law and economy crucial
for their job. They also have an opportunity
to acquire basic skills in the realm of public
relations and sales techniques.
Basic trade negotiations
Outperforming sales representatives have
an opportunity to undergo training on basic trade negotiations. They first learn how
to prepare for the negotiations and which
negotiation techniques to employ. They
also acquire practical skills of identifying
the client’s needs, resorting to effective
arguments, breaking deadlocks and concluding talks. Once the training is over,
the sales department employees are well
prepared for holding talks with our existing and prospective clients.
Advanced negotiations
Sales department managers cooperating
with our key accounts are offered extra
training in trade negotiations. They can
learn about advanced negotiation techniques and develop their skills of effective
trade talks. Moreover, in the course of the
training the managers find out about the
chief types of personalities among negotiators and how to recognize them.
25
K ompania
P
Coaching for sales managers
Every good manager has the ability of
managing his or her team. Training in the
realm of coaching is orientated towards
methods of team management and implementing them in daily work. Our managers gain insight into effective coaching
and the related standards. On top of that,
they learn how to define their subordinates’
roles, how to divide labour and set goals
to accomplish.
Training for sales representatives:
our partners’ employees
Kompania Piwowarska ensures that sales
representatives offering our products have
the knowledge and skills useful in their
daily work. KP organizes special training
sessions for sales department employees of our key accounts. The scope of
training is similar to that offered to our
sales representatives. In the course of
the training its participants learn about
Kompania Piwowarska’s history, growth
and its current position on the Polish beer
market. There are also presentations of
the KP brand portfolio and segmentation.
Our key accounts’ sales representatives
i
w
o
w arska
I
S
A
G
R
also learn the modes of price management and fundamental techniques of direct selling.
Total Sales Management
In a team viewed as a chain, its vital link is
the manager. Future success stems from
the manager’s competence and skilful team
work. Kompania Piwowarska’s top managers undergo a series of training sessions
encompassing all key elements of effective
management: sales analysis, marketing,
trade marketing, HR corporate procedures,
team management as well as effective employment of the existing procedures and
IT systems. This comprehensive training
prepares managers for competent goal
implementation.
Fundamental management
skills for sales and distribution
managers
Kompania Piwowarska’s sales managers
are offered training in the realm of fundamental management skills. This is how
they learn about team management as
well as effective area and time management in sales. Moreover, during training
E
A T
P
L
A C
E
T O
W
O
R
K
sessions they find out about developing
interpersonal relations between managers and their team members. This part of
training is dedicated to organizing internal meetings (both individual and group
meetings) as well as motivating and disciplining employees.
Team building
Can you learn about team work from painting? Yes: this unusual task poses many
opportunities of perfecting skills necessary in team work. The workshops reveal
innovative talents and creativity but also
reinforce organization skills and demonstrate that inspiration is not enough for
a team to win. During the sessions the
participants learn to apply their individual
skills for the benefit of the group; they reinforce their self-management and prepare
for problem solving. They become more
aware of our brands, better understand
the advertising campaigns’ goals and are
proud of the company’s products. The
training is an excellent opportunity for
strengthening group relations. Kompania Piwowarska’s success is the result of,
among other things, an unconventional
approach to training!
Problem solving
Problem solving should be a useful skill
rather than a procedure to adopt. This is
why the training program resorts to corporate daily life examples, is interactive, interesting and uncommon just like the problems we often need to tackle at work. The
sessions foster creativity, out-of-the-box
approach and ingeniousness while consistency and self-discipline are maintained.
The participants learn to think before they
act, avoid rash decisions and ineffective
work. The process of problem solving has
been divided into six stages; following
them ensures effective solutions.
KP’S APPROACH TO TRAINING IS UNCONVENTIONAL
26
TEAM WORK CAN BE LEARNED
EVEN BY PAINTING
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
Internal Communication
Kompania Piwowarska puts great emphasis on communication. Our monthly
“Świat Piwa” is developed by representatives of various departments in the
company and is regarded one of the best employee information channelS.
It has also been highly appraised by an objective jury, scooping two Agape
awards for the best internal magazine
in Poland.
We also employ the Intranet (an internal
computer network referred to as the Infonet) and electronic mail as these tools
offer speed. Employees who do not work
with computers may resort to general-access computers in the breweries.
Several times a month all employees
receive an electronic bulletin entitled “KP
News” where the latest information is
shared and important upcoming events
announced.
We have developed a series of meetings
“Welcome to the brand world” intended
to give the employees better insight into
the brands they produce and sell. Brands
are also patrons of many contests where
the employees can win gadgets, invitations to concerts, events and trips. In
2006 when Tyskie brand sponsored the
national football team, approximately 200
KP employees accompanied ‘our footballers’ during matches in Germany.
At Kompania Piwowarska we organize
meetings hosted by different departments. The employees in charge have
at their disposal a whole range of meeting scenarios; it is up to them how they
will present to others themselves and
their performance. This is how we support internal integration.
Opinion polls conducted among Kompania Piwowarska’s employees suggest
that direct contact with superiors and colleagues is an important, work-stimulating
factor. We have arranged a programme
of meetings with the Management Board
members, entitled “En route to success”.
The executives visit employees all over
the country, presenting to them the company’s strategic plans and answering
queries.
“ŚWIAT PIWA” IS KOMPANIA PIWOWARSKA’S BULLETIN FOR THE EMPLOYEES. ITS MONTHLY
CIRCULATION AMOUNTS TO 3500 COPIES
NR 6 (65) 2007 LIPIEC
NR 5 (64) 2007 CZERWIEC
MAGAZY N FIRMOWY KO MPAN II PIWO WARS K IEJ
MAGAZ Y N FI R MOW Y KO M PAN I I P IWO WAR S K I E J
'REU\VPDN
URG]LVLÚ]F]DVHP
ļWDNRPDUFH
ļ
WDN R PDUFH
3LOVQHU8UTXHOO
PöZL0DUFLQ.\GU\ñVNL
G]LHQQLNDU]NRPSR]\WRUSRGUöĝQLNLIRWRJUDğN
2QRZ\FKRSDNRZDQLDFK3LOVQHU8UTXHOOF]\WDMQDV
$QLD'ÈEURZVND
ļSLRVHQNDUNDDXWRUNDWHNVWöZLPX]\NLļ
RSRZLDGDRVZRMHMLQVSLUXMÈFHM
LNRORURZHMSU]\JRG]LH]PDUNÈ5HGGĳV
:LÚFHMRSURPRFMLķ5HGGĳV:7ZRLFKNRORUDFKĵQDV
5HGGĳV
27
K ompania
P
i
w
o
w arska
I
S
A
G
R
E
A T
P
L
A C
E
T O
W
O
R
K
The Social Fund
The social fund is managed to finance
holidays for our employees and their
children, rental of gyms, swimming pools,
organizing skiing classes as well as football and basketball tournaments. We also
subsidize concert and cinema tickets and
cover costs of department meetings. The
largest part of Kompania Piwowarska’s
social fund is dedicated to housing loans;
last year they were taken out by 415 em-
ployees. We also assist KP’s former employees (approximately 830 people) with
one-off cash allowances and Christmas
coupons.
son. The employees may also socialize at
the company’s expense in corporate pubs
located in the breweries or invite their
families to dedicated brewery tours.
Our employees and their families have an
opportunity to partake in recreational and
cultural events, including Christmas parties and summer picnics when the company celebrates the end of the high sea-
Kompania Piwowarska employees enjoy
corporate canteens offering subsidized
two-course meals at the price of PLN
5.00. Our employees are also eligible for
monthly beer allowances.
Kompania Piwowarska’s
social fund is intended to
fulfil the employees’ living,
social and cultural needs,
within the bounds of the
company’s possibilities.
All employees enjoy a health scheme and
access to modern corporate clinics and
dentist surgeries.
Moreover, since April 2008 each employee
and his or her family will enjoy a private
medical care scheme, previously available
only to managers.
THE SOCIAL FUND COVERS THE COST OF THE EMPLOYEES’
AND THEIR CHILDREN’ HOLIDAYS
28
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
KP Code of Conduct
Kompania Piwowarska’s reputation has been built on the foundation of our
COMPREHENSIVE social corporate responsibility as well as honest, reliable
and trusting relations with the suppliers and clients. Maintaining ethical
standards is of great importance to us, as exemplified in KP’s Code of Conduct. This operating philosophy is highly appreciated by our employees and
trade partners.
The Code’s fundamental rules include:
• honesty and openness,
• accountability,
• justice,
• mutual respect and dignity.
These are rules underlying Kompania
Piwowarska’s internal relations and the
company’s operations in the business environment. We act for the benefit of the
company but not at all cost; we strive to
operate in a faultless way and to practise
what we preach.
The Code also establishes the rules of receiving and offering gifts; it explicitly forbids accepting and offering bribes.
29
O
Openness is
our middle
name
Everything about us
Would you like to find out about Kompania
Piwowarska or your favourite beer production? We have set up a special hotline
operating round the clock. Every bottle
of beer produced at KP bears the hotline
number. We communicate with our consumers also by means of a comprehensive
website system and personally, hosting
thousands of brewery tours.
Our regularly updated corporate website
www.kp.pl includes detailed information on
Kompania Piwowarska, SABMiller group
and its board of directors, our beer brands,
the company’ and the breweries’ history
as well as latest sales-related data. Every
month our website is visited by approximately 150 thousand people. Those who
express special interest in our operations
P
E
N
N
E
S
S
I
S
O
U
R
M
I
D
D
L
E
N
A
M
Openness and transparency are
among the ethical fundamentals
underlying Kompania Piwowarska’s
operations and social corporate
responsibility.
regularly obtain e-mail information upon
registering in the virtual Information Centre. We inform the media about significant events taking place in the company,
maintaining media relations with national,
regional and local journalists. Specially for
them, every three weeks we send out an
electronic ‘Beer Information Service’. We
are open to visitors; anyone who wants
to contact us is welcome to the brewery
touring centres. The Brewing Museum in
Tychy, opened in December 2004 following
our efforts, attracted nearly 100 thousand
visitors by the end of May 2007. Every
month 3.5 thousand people visit the Museum. Lech Touring centre attracts every
month 1.8 thousand people; it has attracted
a total of 65 thousand visitors since its establishment in May 2003.
“The Brewing Museum in Tychy
started operations in 2004, a special year for the Tychy Brewery when
it celebrated 375 years of existence.
The Museum is the epitome of Tyskie
Browary Książęce, combining glorious tradition and modernity. A visit
to this unusual venue and a brewery
tour offer an excellent opportunity
to communicate the origin and the
future of the best selling beer brand
in Poland – Tyskie Gronie”.
Dorota Janas
Coordinator
a t t h e B r e w i n g M u s e u m i n Ty c h y
30
E
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
Communication
with the clients
and consumers
Complaints procedures providing guidelines for handling product complaints are
intended to provide prompt and effective
customer and consumer service. They
are also part of our quality management
policy.
any time and will scrupulously investigate the application. The consumers
may raise their complaints via a hotline
0-801 133 133 (charge as per TP SA local
calls). The company commits to responding to consumers within 24 hours.
Should anyone question the quality of
our beer, we will accept the complaint
Communicati on with
partners and suppliers
We have established genuine partnership
and long-term, solid trade relations with our
contractors offering them good trade conditions, direct communication and friendly
personal relations. Last but not least, our
cooperation relies on the satisfaction from
producing and trading our products.
KP’s five strategic priorities include capturing the market together with our trade partners. This is why the company ensures that
cooperation with distributors is expanded
in a best professional way; it calls for trust,
understanding and constant improvement.
An ongoing exchange of experience and
opinions improves supply quality and the
resulting business growth. Kompania Piwowarska’s goal is to become a trade partner of choice, supplying not only the best
products but also ensuring highest-quality
business relations.
As part of a Partnership Program introduced
over a year ago, the leader of the Polish beer
market has launched a number of initiatives
supporting trade partners, offering specialist business training developed jointly with
Harvard Business Review Poland. It is the
Polish edition of the most prestigious management magazine published since 1922
by Harvard Business School, the best institution of the kind in the world. This is an
education program comparable with the
latest editions of MBA-like programs; its
goal is to strengthen relations with KP’s vital distributors, to build up their knowledge
of management and hence enhance their
professional operations.
Kompania maintains communication with its
key accounts by means of DCP (Distributors
Communication Portal). It is a tool for managing the cooperation process. Moreover, KP
allows its partners to purchase fixed assets at
the most favourable terms. They may enjoy
Kompania Piwowarska’s discounts or purchase used fixed assets straight from KP.
The Partnership Program is of a dynamic and
developmental nature. This year and in the
years to follow, we may extend it with new
elements. The team in charge of the program in KP ensures that it is flexible, easy
to adapt in line with the market needs and
the contracting parties’ expectations.
We are involved in regular customer satisfaction surveys hoping to gain objective
insight into the quality of our efforts and our
mutual relations. An independent research
company conducts the survey twice a year.
The customers have the liberty of indicating
the most vital aspects of cooperation and
evaluate the brewers against these criteria.
This ensures the survey’s objectivity. We
also survey the customers’ expectations and
measure them against all brewers’ performance. This is how we can view ourselves the
way our customers see us. Equipped with
the knowledge on what is truly important for
the beer industry clients we can adjust our
cooperation offer to effectively compete on
the market to our mutual advantage.
“If a client has doubts about our
product quality, an authorised KP
employee visits the location and
investigates the complaint on the
spot. A complaint report is drawn.
The client is attended to by his or
her immediate supplier while the
acknowledgement of the complaint
is recorded in the report. The defective product and the report are
transferred to the respective depot
(where a correction invoice is issued
for the immediate recipient), then
to the Central Warehouse where it
is handled by the complaints team.
All complaints-related information,
including the handling time and the
decisions made is recorded in the
complaint report.
The faulty product is subjected to
laboratory research. Depending on
the circumstances, it may involve
sensory appraisal, physical and
chemical examination or microbiological research. Whenever necessary, beer samples are sent out to
external laboratories. On top of that,
in order to confirm or eliminate a defect (both in production and packaging) extra tests and simulations are
conducted, photocell readings are
checked and the production stages
are reconstructed for particular beer
batches. Once all vital information
is gleaned, corrective or preventive
measures are adopted.
In the past year, an average of 46
complaints a month were lodged
over the phone. They usually pertained to incorrect handling of consumer promotions, cooperation with
the company’s sales representatives
and beer quality. The latter’s monthly
average amounts to 13”.
Katarzyna Kotarska
Complaints Manager
31
O
“Kompania Piwowarska has employed a reporting system for filtering data and analyzing its structure
in many ways. This allows to trace
how sales revenue information is
broken down to components by
regions, assortment groups, sellers, sellers and regions, sellers and
assortment groups, assortment
groups and sales channels etc. The
reports make the information genuine, present the company’s overall
operations and activities conducted
by the smallest teams, the organization’s strengths and weaknesses,
areas calling for improvement as
well as the reasons of failure and
success. The reports also provide
managers with a very important
top-down analysis”.
Danuta Nyckowska
IT Solutions Manager
P
E
N
N
E
S
S
I
O
U
R
M
I
D
D
L
E
N
A
M
E
The reporting and
information policy
Openness relates also to the internal information flow. Which products enjoy the biggest share in EBIT? Do they sell the same
way in all regions and seasons? How much
do we spend on promoting them in comparison with the other products? Who are
our top ten suppliers? What is the influence
of the top ten products on EBIT? Nearly all
executives ask many such questions. In
order to answer them i.e. promptly and
easily gain access to information necessary in management, one needs a good
tool for analysing phenomena observed
in the company.
Transparency of financial reporting
After the scandal accompanying accounting frauds and the resulting bankruptcy of
Enron and other companies, politicians
and business people realized that it was
necessary to counteract bad practice and
frauds in financial reporting processes in
large companies. On 30 July 2002 president Bush signed into law an act submitted by Paul Sarbanes and Michael Oxley
stating it included “the most far-reaching
reforms of American business practices
since the time of Franklin D. Roosevelt.”
The main benefits resulting from SARBOX (requirements of the restrictive Sarbanes Oxley Act ) include investors’ trust,
high ethical standards and best business
practice, recoding and streamlining key
processes as well as increasing control
over execution.
High standards imposed by SARBOX are
followed in SABMiller companies and have
32
S
been gradually introduced to Kompania
Piwowarska. Maintaining SARBOX standards and guidelines relates both to business and technology (IT). One of the titles
of the act relates to establishing and maintaining internal controls designed to ensure accurate financial disclosure including information technology controls. They
ensure the desired quality and reliability
of financial reports generated by means
of information systems. They pertain to
financial and accounting systems, fixed assets management and storage systems to
name a few. Technology-related activities
are part of an IT General Controls (ITGC)
sub-project.
Completion of numerous complex tasks
and KP employees’ great involvement
have made it possible to reach an advanced stage of preparations for compliance with SARBOX requirements.
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
Media relations
Kompania Piwowarska provides information on the company’s operations
on a regular basis.
By means of an external electronic bulletin, Beer Information Service, our releases reach national, regional and trade
media. We make sure that the information is up-to-date and accompanied by
abundant images.
Our corporate website www.kp.pl includes
the Press Office containing exhaustive information on Kompania Piwowarska’s operations as well as interesting articles and
reports devoted to the beer industry.
„Marketing & more”, sierpień 2007 r.
On 1 August 2007 “Marketing & more”
magazine published a ranking list of companies appreciated for professional media
relations.
Kompania Piwowarska was ranked 1 st
among 77 considered companies in Poland.
OUR OPEN AND PROFESSIONAL MEDIA RELATIONS ARE HIGHLY APPRAISED
33
fighting
for
a
‘
european
’
drinking
standard
Fighting for
a 'European'’
drinking
standard
After consuming a reasonable amount of
alcohol we tend to feel relaxed; however, our
reaction time extends nearly twice! We also tend
to lose our self-criticism. Lack of moderation may
pose a threat to health and life, not only of the
drinking person.
On the other hand, many beer lovers would
agree with Plato who claimed that “he was
a wise man who invented beer”. After all,
beer stands for a lifestyle and epitomises
fun in good company. Tyskie brand beer
picnics are symbols of the beer culture in
Poland. Beer accessories collectors gather
mats, unusual bottles, crowns, labels and
mugs. Many locations all over the world
offer beer museums. The first Beer Touring Centre in Poland, Świat Lecha (Lech
World) was originated in Poznań in LBW
(Lech Brewery). Those who appreciate beer
culture should be avid propagators of responsible alcohol drinking. In order to truly
enjoy the taste of beer one should consume
it in a moderate and reasonable way.
Beer is alcohol
The numerous different types of beer in
the world vary significantly in flavour and
aroma but they are all alcoholic beverages. This is why consumption of beer
as well as wine or vodka calls for special caution and moderation.
by 0.3-0.5 second. When intoxicated,
we tend to have trouble with fine movements. More importantly in the context
of drinking and driving, our judgement
is impaired and we are not capable of
a fine mental analysis.
Alcohol is quickly absorbed into the
bloodstream and it can diffuse into nearly
every biological tissue of the body. The
more alcohol we consume the bigger the
blood alcohol concentration. Drinking
alcohol has nice effects: initially, alcohol
generally produces feelings of relaxation
and cheerfulness as well as a sudden
rush of euphoria, self-confidence and
audacity. At the same time a drinking
person’ reflex is impaired and time of
reaction is longer. After an even small
dosage of alcohol, a driver’s correct reaction time of about 0.5 second is extended
The largest part of alcohol is removed
from the body by the liver; however,
the process tends to be slower than
consumption. Therefore blood alcohol
content may remain high even a long
time after drinking. The average rate of
recovering from intoxication amounts to
0.085-0.1 per mill per hour for women
and 0.1-0.150 per mill for men (per mill
stands for mass per alcohol volume).
Hence a well-built man should wait for at
least 6 hours upon drinking a shot (100g)
of vodka before he starts driving.
34
“It is high time for Poles to learn
how to drink in a polished, moderate
way, the European style. We should
treat alcohol in a responsible way
being aware that it is not intended
to quench thirst. Most people with
alcohol problems were exposed
to drunkenness at home, often as
children. Mass alcohol abuse incurs
disastrous health, family and emotional losses (among those who drink
and their families). All this results in
heavy economic losses”.
Ewa Woydyłło-Osiatyńska
P h . D . , Ps y c h o l o g i s t d e a l i n g w i t h a d diction treatment in the Addiction
T h e r a p y C e n t r e a t t h e Ps y c h i a t r y
a n d N e u r o l o g y i n s t i t u t e i n Wa r s a w
Western researchers of beer consumption models often refer to “binge drinking” related to a risky, unhealthy and
dangerous mode of drinking alcohol with
the intention of becoming intoxicated.
A person who gets drunk quickly is exposed to the danger of being robbed,
mugged, turning aggressive or irresponsible (e.g. drunken driving or use of dangerous devices).
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
Put a curb on drinking
- do not drive!
The project’s goal is
to discourage drunken
driving. It is targeted
at young people aged
18-30 and has been
conducted under
the auspices of the
European Committee.
hol that evening and will drive his or her
friends home. Alco-goggles showed how
the driver’s mental and motor skills were
retarded by alcohol.
The project has proved effective: in Łódź
the police recorded 35% less drunken drivers than the year before.
In Poland twelve out of a hundred
accidents are caused by drunken
drivers. The problem has been examined by social activists, politicians
and alcohol producers. An education
campaign entitled “Driver – Sober!”
was launched in 2006 on a national
scale by the Polish Brewers Association.
The project was inaugurated in November
2006 in Łódź and then transferred to other
Polish cities. On weekends (police statistics indicate that drunken drivers tend to
cause the biggest number of accidents on
weekends) selected pubs and clubs were
visited by “Safe Party Traffic” animators.
They encouraged the guests to get home
safely by a night bus or a taxi (with a special discount), to select one person from
among a group who will not drink alco-
Alcohol - Underage
Access Denied
Kompania Piwowarska has been involved
in similar activities for years. The first
project was conducted in 2001 in Poznań
in cooperation with the City Office and
the Municipal Police Station. A project
dubbed “Don’t sell alcohol to minors” was
aimed at reminding sales assistants and
the general public about the ban on selling alcohol to minors. A parallel project
entitled ”I’m fair. I don’t sell alcohol to
minors” was conducted in Tychy.
The pilot programmes in Poznań and Tychy proved successful when put to a test
in projects conducted twice nationally in
2003-2006. They were organized by the
Polish Brewers Association together with
the State Agency for Prevention of Alcohol
Related problems. The activities, named
“Your protest counts” were intensified during summer holidays. Their goal was to
change attitudes of sales assistants as well
as individuals witnessing sales of alcohol
to minors. The campaign consisted in TV
commercials, posters, leaflets for sales
assistants and billboards. A hotline – the
Not indifferent Line – was set up.
Local authorities joined the project with
the task of controlling off-license shops by
means of the so-called mystery shoppers
(juvenile-looking persons attempting to
purchase alcohol). Shops failing to abide
by the law received warning yellow cards;
shops where the underage were refused
alcohol received fair seller’s certificates.
This claim accompanies nationalscale social projects co-organized by
Kompania Piwowarska, promoting
responsible alcohol drinking among
adults. Although selling alcohol to
the underage is a crime the law tends
to be violated on a regular basis. Individuals witnessing the underage
purchasing alcohol usually could
not care less.
35
fighting
for
a
‘
european
’
drinking
standard
Warning beer mats
Thousands of beer mats sported the winning designs of a graphic contest dubbed
“Responsible alcohol consumption”. The
project is an extension of “Alcohol – Underage Access Denied” devised in May
2006 by Kompania Piwowarska in cooperation with the Police Headquarters and
the Academy of Arts in Poznań.
36
The aspiring artists had to tackle three
subjects: ‘There’s only one type of intoxication’ project was dedicated to the
problem of drunken driving. ‘Several percent of caution less’ was a reminder of the
threat of being robbed under the influence.
The third subject: ‘Minors access denied’
referred to the ban on selling alcohol to
the underage.
Over 100 contestants from all over Poland
and from abroad submitted 387 works.
The winning works were duplicated on
beer mats, posters and table top stands
in pubs. The works were also exhibited
on billboard all over Poznań.
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
SABMiller PLC's Alcohol Manifesto
There is a number of bans restricting alcohol producers’ advertising
activities. These bans have been included in the Act on Upbringing in Sobriety
and Counteracting Alcoholism; failure to abide by the bans involves liability.
We also support self-regulated marketing which establishes self-imposed
restraints and standards that often go beyond legal standards. Our Code
of Commercial Communication forms the foundation for our self-regulated
practices.
Our commitment to promote alcohol responsibly is evidenced in the marketing
messages we send – or won’t send – to
our customers. In every country where we
do business the Manifesto is guarded by
special committees which gain insight into
relevant advertising, promotion and other
commercial communication beforehand
to prevent broadcasting or placement of
any messages violating the rules.
A careful reader will spot in the Manifesto
references to the so-called self-regulating
codes of the brewing industry applicable in
particular countries. In Poland such a code
of conduct was introduced many years ago
(in July 1998) although its observance is
sometimes dubious. The crux of such industrial codes is in brewers watching each
other. Bearing the fierce competition on
the Polish beer market, the efficiency of
such controls may be much higher than
the most restrictive state controls.
Introduction
Responsible alcohol consumption may
positively influence the quality of life of
alcohol consumers. There is an expanding
body of evidence to show that the responsible consumption of alcoholic beverages
by those not at risk can be compatible
with a healthy and balanced lifestyle. This
is why SABMiller proudly offers its beer
brands to the consumers. There is no denying that excessive or irresponsible alcohol consumption may adversely affect
one’s personal and social life as well as
health. SABMiller believes it has a legitimate and positive role to play in promoting responsible drinking.
The Goals
1. To promote responsibility in the use of
beverage alcohol, as part of a healthy lifestyle, while at the same time endeavouring
to prevent alcohol misuse and abuse.
2. To promote in our commercial communications our own brands among those
not at risk who have made the decision
to consume alcoholic beverages.
3. To ensure that the commitment to responsibility remains seamless across the
company, while at the same time acknowledging cultural differences and differences in approach dependent on the nature of the company’s investment in a
particular country.
Alcohol policy
In order to accomplish this objective, the
following policy applies to all SABMiller
companies
1. In addition to complying with existing
national legislation, statutory regulations
and industry self-regulatory codes, group
companies adhere to the SABMiller plc
Code of practice for commercial communication.
2. Internal compliance committees monitor and review commercial communications and ensure that these comply with
the letter and the spirit of the Code.
3. Wherever appropriate, SABMiller plc
group companies include responsible
messages in commercial communication.
4. SABMiller plc group companies have an
employee alcohol policy in place, which
provides guidelines on responsible behaviour.
5. SABMiller plc group companies take
steps to educate the retail trade on the responsible use of the company’s products
and, in particular, to prevent the serving of
underage or intoxicated patrons.
6. SABMiller plc group companies take
steps to educate consumers on the responsible use of the company’s products
and in particular on such issues as underage drinking, and drinking and driving.
7. SABMiller plc group companies encourage, where possible, efforts to collect data
on patterns of alcohol consumption and
associated problems, and encourage research projects that will provide data to
direct efforts to combat misuse.
8. SABMiller plc group companies cooperate with, and positively influence, the
alcohol industry nationally and internationally to promote the responsible use
of alcohol.
9. SABMiller plc group companies collaborate with relevant national and international authorities, and non-governmental
organisations, to develop effective controls and programmes to promote responsible alcohol use.
10. SABMiller plc group companies formally report on progress made in terms
of the policy.
37
fighting
for
a
‘
european
’
drinking
standard
SABMiller's Commercial
Communication Code
Guidelines for commercial communication accompanying alcoholic
beverages: commercial communication encompasses all media (including
the Internet and text messages), packaging, promotions, product
placement, merchandising, sponsoring and market research.
Fundamental rules
1. Commercial communication must:
• be legal, decent, honest and truthful
and conform to accepted principles
of fair competition and good business
practice,
• be in keeping with local cultural values,
• be prepared with a due sense of social
responsibility and be based on principles of fairness and good faith,
• comply with all regulatory requirements,
• not be unethical or otherwise impugn
human dignity or integrity,
• be mindful of sensitivities relating to
culture, gender, race and religion,
• not employ themes, images, symbols
or figures, which are likely to be considered offensive, derogatory or demeaning.
Protection of persons under the
legal drinking age
2.Commercial communication may not
be directed at persons under the legal
drinking age (or in countries without a
legal drinking age, to persons under the
age of 18).
3.Commercial communication will not incorporate images of people who are,
or look as if they were, under the legal
drinking age pertaining to the particular
38
market (or in countries without a legal
drinking age, to persons under the age
of 18), unless there is no suggestion that
they have just consumed, are consuming or are about to consume alcohol.
employ characters or icons which have
unique appeal to children.
Responsible drinking
feature or encourage irresponsible, risky
or excessive drinking.
portray persons in a state of intoxication
nor in any way suggest that intoxication
is acceptable.
Circumstances calling for sobriety
depict or suggest consumption of alcohol beverages under circumstances that
are generally regarded as irresponsible,
improper or illegal, e.g. before or during
any operation requiring sobriety, skill or
precision.
Health aspects
depict or include pregnant women.
imply that alcohol beverage consumption is essential to business, academic,
sporting or social success.
Violence and anti-social behaviour
present refusal, abstinence or moderate
consumption in a negative light.
have an association with violent or antisocial imagery or behaviour, or with
illicit drugs or drug culture.
Alcohol content
Success
encourage the choice of a product because of its higher alcohol content or
intoxicating effect. Factual information
for the guidance of consumers about
alcoholic strength may be included, dependent on existing regulatory requirements.
imply that alcohol beverage consumption is essential to business, academic,
sporting or social success.
portray nudity or suggest that alcohol
beverages can contribute directly to
sexual success or seduction.
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
Polish Breweries
Advertising Code
The Code’s role is to provide guidance
with respect to our beer brands’ marketing
communication in context of the Alcohol
Manifesto and any legal and industry-related requirements already existing in Poland.
The term ‘marketing communication’ encompasses all media (including the Internet
and text messages), packaging, promoting, product placement, merchandising,
sponsoring and market research.
This is an agreement on establishing
rules of self-control in advertising
in the beer industry in Poland initialled on 8 June 2005 by members
of the Polish Brewers Association
and other breweries respecting the
Code.
Woodstock
Respite
Kompania Piwowarska was the first brewer
in Poland placing on Tyskie cans an image
prompting responsible alcohol drinking.
graphic design appealing to young people
were aimed at drawing the participants’
attention to responsible drinking.
During the Woodstock festival KP would
sell Tyskie beer cans from a special limited
edition labelled “Don’t take it all, you’re not
a mug”. The same claim was also placed
on plastic beer cups and posters installed
in the festival area and the adjacent taverns. A clear, straightforward message and
Kompania representatives would hand out
stickers saying “I don’t buy booze for minors”, encouraging responsible social attitudes. Personnel serving beer from over
90 dispensers underwent special training to
prevent serving alcohol to the underage.
Woodstock Respite is regarded the
biggest open air rock festival in Europe, attracting every year over 100
thousand rock fans from all over
the Old Continent. In 2007 Tyskie, a
brand from Kompania Piwowarska’s
portfolio, was a sponsor of this unique event for the seventh time.
39
our
logo
Our logo
stands for
highest
quality
Our philosophy says: „Anything we do,
we do it well the first time”. Following this
philosophy, we maintain the standards
of the “World Class Manufacturing”. Our
focus on the customer, the market and
the competitors results in our care for
high quality, stability and safety of our
products.
In order to ensure health safety of our
products, we have implemented the Hazard Analysis and Critical Control Point
(HACCP) based upon requirements of the
international standard ISO 22000. In July
2006 KP was the first brewer in Poland to
stands
for
KP’s relations with the suppliers are based
upon transparent and fair rules. A special
auditing program allows to check the sup-
40
q
uality
Kompania Piwowarska’s logo
is not only a guarantee of the
highest possible quality; it is also
a guarantee of safety TO the
consumers.
receive an accredited certificate confirming compliance with the standard. The
system allows a company to perfect its
operations when the company’s goal is
to fulfil its clients’ and customers’ requirements and increase their satisfaction.
Quality Management System and other
innovative technological solutions make it
possible to keep up high and stable quality of all types of beers. We also take preventive measures in order to eliminate the
causes of potential deficits.
Desired end quality starts with highest
class raw materials: water, malt, yeast and
hops. Care for quality relates not only to
the production stage but also the product’s
‘transfer’ to the consumer. This resulted
in launching new models of bottles and
crates for transport. At every stage of the
production process and distribution, the
At the same time we take care of our suppliers who benefit from KP’s success. Together with the suppliers we implement
the Sustainable Growth programme aimed
at raising the suppliers’ awareness of environmental issues, equal opportunities
regardless of sex, age, religion, in line with
KP’s social responsibility philosophy.
Managing the
Suppliers’ Quality
It is a fundamental assumption that Kompania Piwowarska’s products need to be of
highest quality and safe to the customer.
This assumption has far-reaching consequences: Kompania cooperates not only
with the suppliers who can satisfy our
strict quality-related requirements. We
prefer suppliers who offer required quality
and production systems. The greater the
suppliers’ influence on the end product
the higher the requirements.
highest
pliers against compliance with established
criteria. These companies are regularly
evaluated by a special evaluation system
(SPES) and receive coherent feedback on
their work quality, products and services as
indications of constant improvement. The
suppliers also need to fulfil ISO requirements while the supplied materials need
to comply with exact quality requirements.
This way we can exclude potential risk related to introducing lower quality materials
to beer production and packaging.
„The consumers’ priorities include stable quality of beer and its
safety. Both the quality and safety
of beer are largely affected by the
ingredients used in the production
process as well as the suppliers’
production methods. Kompania Piwowarska is supplied with raw materials and packaging from various
sources. Some of our suppliers have several production sites, each of
them supplying KP with same raw
materials or packaging.
In view of such a large number of
suppliers and the multitude of production sites, Supplier Quality Management (SQM) is a tool for controlling the quality of supplied materials.
It assures unchanged quality and
safe raw materials”.
Michał Marcinek
Leader: Seller Quality Management
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
Traceability
All KP activities are accompanied by the
company’s care for the consumer. It relies on various tools including traceability,
a system devised for close product tracing in order to protect the consumer. It allows us to trace the product at each stage
of the cycle, including the employed raw
materials, the product batch location at
various stages of production, processing
and distribution. The system gives us information about the origin of all the raw
materials and ingredients used to brew
our excellent beer.
Information on a given batch, its origin and
movement, is monitored and recorded.
The last stage of the traceability process
consists in determining the recipient of
the goods.
The reason behind our efforts is quite simple: in the case of a complaint, the system
allows for prompt and effective withdrawal
of defective products from the distribution network.
The system allows to determine the origin
of the raw materials, the content of materials and packaging of a given batch of beer
and to identify the clients who purchased
beer from a particular batch.
How does the system work?
Tracing a product is in compliance with
decree no. 178 /2002 of the European Parliament and the Council of Europe which
introduced general legislation and requirements for food products; it refers to all
food producers and distributors operating
in the European Union. According to the
regulations, since 1 January 2005 Kompania Piwowarska has been accountable for
applying the traceability system.
In line with the legal regulations, it encompasses directly the supplier, the production
process and the end user. All employed
raw materials, semi-products and the production process as well as all end products, auxiliary materials and packaging
which come into contact with beer as well
as waste for further use (e.g. spent grain
as fodder) necessitate identification (they
are defined and marked as batches).
KP has implemented WMS-SKK system,
an electronic traceability system for packaging and distribution. Each pallet with
KP beer is marked with a unique label
bearing an 18-digit bar code. This way
every move of the pallet is registered in
the system.
“Owing to a daily sensory analysis
(beer tasting by means of the sense
of taste, smell, hearing, sight and
touch) the tasting panel ensures
regular high-quality product for the
consumer.
Even the most precise laboratory
devices used for analysing beer
are not able to determine the reactions between chemical compounds
responsible for the beer’s flavour
and aroma. This makes information
provided by the tasting panel simply indispensable; it is reported to
the technologists or departments
in charge of product development.
Regular beer tasting at various stages of the production process (the
raw materials, semi-products, end
products) helps to achieve the desired sensory characteristics of the
end product.
An experienced employee will trace
possible undesirable flavours or aromas in beer; excess or non-existence
thereof significantly differentiates
the end product. Equipped with his/
her sensitivity and skills developed
during regular training sessions, a
beer taster is among the most demanding consumers”.
Joanna Wasilewska
High quality of KP
products in trade
At Kompania Piwowarska, maintaining
high quality of products in trade is one of
priorities related to quality management;
after all, this is where our beer is tasted
by consumers. What really counts is the
consumers’ appraisal of our brands.
KP employs a special team dedicated to
such multi-stage activities. Distribution audits ensure that products on their way to
the distributor are of best possible quality.
KP has established respective cooperation
with its trade partners. The quality team
pays the distributors in a region two visits a month. This way they can check in
a comprehensive way if beer from KP is
appropriately stored and replaced. During the visits, training sessions for the
KP ORGANIZES TRAINING SESSIONS
FOR BARTENDERS
Specialist: Sensory Analysis
a n d Q u a l i t y i n Tr a d e
distributors are held in the realm of quality-oriented modes of KP beer handling.
All this is to ensure that the clients and
consumers receive malt liquor of remarkable quality. This is why, the consumers
are most willing to repeat their purchase
of our beers again and again.
Another link in the chain monitored by
the quality team pertains to retail and
on-premise sales. Points of sales are visited, draught beer turnover and quality
are inspected (in the on-premise channel).
Training sessions for the pubs personnel
are organized while KP ensures regular,
professional servicing of beer dispensing devices.
41
I
N
T
U
N
E
W
I
T
H
N
A T
U
R
E
Environmental
protection:
our priority
Within four years, the Poznań brewery has managed to reduce by half CO2
emission; it is the most prevalent gas identified as contributing to global
warming. Care for the natural environment where we live and work is one
of Kompania Piwiwarska’s most basic priorities.
We extend our breweries by introducing
new technologies and streamlining materials management, not only improving
our business performance but also ensuring that our investment is environmentally friendly. By perfecting our safety and
control systems we limit the risk of grave
threat to the environment. This is how we
practice the values we preach, ensuring
that the local communities benefit from
our existence.
At KP we coordinate all ecological activities
by means of an environment management
system compliant with ISO 14001. The activities rely upon the growing awareness
of environmental issues among Kompania
Piwowarska’s employees. The system has
brought about remarkable results: every
year we decrease our consumption of energy and water and reduce environmental
pollution.
ing programmes etc. On the recognised
industry measure, the amount of water
used to brew a hectolitre of beer, we have
achieved a 3.6 ratio against over 10.0 ten
years ago.
Power
Poland is among European Union countries
enjoying the lowest electricity consumption per capita. KP’s environmental investments are no exception from the rule; the
company’s performance complies with
the EU standards of thermal and electric
energy consumption (brewing industryspecific).
Our breweries’ total thermal energy consumption amounts to approximately 67-74
MJ/hl of beer, depending on the type of fuel
being burned (natural gas or oil). This impressive performance results from excluding coal as fuel: the breweries in Poznań and
Tychy are equipped with modern natural
gas and oil boilers while the brewery in
Białystok resorts to external supplies.
Electricity consumption approaches 6.2
kWh/hl beer; in the past two years we managed to decrease it by 0.4 kWh/hl.
Energy production triggers off emission of
carbon monoxide and dioxide as well as
sulphur dioxide to the atmosphere both
from local energy sources in the breweries (usually boilers) and industrial works
(power stations). Owing to technological
innovations, since 2003 CO2 emission in
Water
Water is one of the basic raw materials
used in beer production. We have our own
water intakes (ground and surface water)
or resort to municipal waterworks; the water is treated on site. We have managed
to decrease water consumption owing to
the so-called C.I.P. (Cleaning in Place) technology in a closed-circuit system, supervision over washing by hand, exchanging
the machinery to less water-consuming,
streamlining devices and water pipes wash-
42
INNOVATIVE SOLUTIONS BRING ABOUT CONSTANT
REDUCTION OF WASTE ACCOMPANYING BEER BREWING
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
the Poznań brewery has been reduced by
half while CO emission has been reduced
nearly fifteen times over! In the other KP
breweries the emissions have been gradually minimized.
Waste
Innovative solutions contribute to constant
reduction of the amount of waste accompanying beer production at KP. In Poznań
production waste has been reduced by
over 1/3 against 2003, in Tychy by 20%
and in Białystok by 40%.
Brewery waste is biologically degradable.
Its concentration of organic substances is
higher than in municipal waste; it is usually referred to by means of the chemical
oxygen demand (COD) and suspension.
Organic waste comes from raw materials, product loss, organic waste’s contact
with sewage and from organic washing
agents. Efforts to reduce waste pollution
are among our priorities.
As an environmentally friendly company,
we boast of exemplary waste management.
The majority of wastes produced in our
operations are recyclable or reusable to
some extent (live-stock fodder, fertilizer).
By volume the largest proportion of our
operational wastes is organic by-products
from the brewing process. These include
spent grain from wort filtration, trub (slurry
from the wort boiling process), dust from
TEN YEARS AGO, IN ORDER TO PRODUCE 1 HECTOLITRE
OF BEER WE USED THREE TIMES MORE WATER
malt, thick liquid yeast and used kieselguhr
as filtered post-fermentation sediment.
In the process of beer packaging and storing solid wastes are produced, including
cullet, aluminium cans, pallets, crates,
polyethylene foil, carton boxes and labels. Sorted before collection, most of
the waste is recyclable.
Metal scrap as well as used oil and lubricants are by-products of machinery
operations.
The boiler, waste processing plant and
water treatment plant as parts of the brewery production facilities may be sources
of other types of waste.
KP’s efforts to reduce water production
have borne fruit: since 2004 the amount
of recovered and recycled waste in the
breweries in Poznań, Tychy and Białystok
has nearly doubled.
Recovery and recycling
Launching packaged products to the
market, KP is obliged to ensure packaging recycling for each type of waste. For
example, 40% of aluminium cans introduced to the market in 2007 needed to
be recycled. Following the Ministry of
Natural Environment’s instruction, the
percentage of waste recycling will grow
to reach 50% in 2014.
KP EASILY ACHIEVES EUROPEAN UNION
ENERGY CONSUMPTION STANDARDS
KP has already introduced special procedures to recycle and recover as much
as 97.1% of all waste. These procedures
include recovering and sorting waste in
places of its origin and temporary collection in designated areas.
We cooperate with a company specializing in waste recovery and recycling. It
offers its expertise, experience as well
as technical and organization potential
and a network of packaging waste collecting for further recycling. As Kompania Piwowarska’s attitude to waste
management complies with all statutory
requirements with respect to recycling
the company does not need to pay the
so-called product fee for launching packaged products.
KP devotes a lot of attention to its products packaging, bearing in mind minimizing its adverse influence on the natural
environment at the design stage.
Raw materials
Raw material losses in the production
process (especially of malt and beer)
trigger off bigger consumption of electricity and water as well as more waste
produced. Reduced production efficiency
may result from low raw materials quality, non-streamlined wort boiling, low efficiency wort filtration or considerable wort
turbidity disrupting beer fermentation.
Systematic elimination of the mentioned
adverse phenomena contributes to environmentally friendly, more effective use
of raw materials and limiting water and
electricity consumption.
43
I
N
T
U
N
E
W
I
T
H
N
A T
In Tune
with Nature
“The idea of an environmental programme for Kompania Piwowarska
employees was explored as an extension of the company’s environmental protection policy. Production
standards, procedures and technology are capable of controlling the
machines and processes. The rest
is up to the people. It is our ambition to environmentally modify their
conduct and attitudes as part of the
programme. The goal of “In Tune
with Nature” is raising our aware-
KP’s social responsibility is not limited to
monitoring corporate operations as part
of an environmental protection scheme.
In April 2007 KP launched “In Tune with
Nature”, by Polish standards a pioneer
programme of environmental education
among employees. Its goal is to raise
awareness of the natural environment
and demonstrate how important it is to
care for it, all done in an attractive, funny
way. “In Tune with Nature” aims at giving ecology a human touch. Rather than
discourage with pathos and threaten with
catastrophic visions, the programme relies
on humour and surprise. The program’s
website encourages exchange of opinions and presents materials submitted
by employees. Part of it is dedicated to
children, weekend activities, photo gallery,
environmental facts and trivia and recommended website links. The programme is
leave our footprint on the earth, afas well as our disposable income.
The simple truth is that ecology
saves money”. Wojtek Mrugalski
Internal Communications Manager
EMPTY BEER KEGS USED AS CONTAINERS
FOR USED PRINTING CARTRIDGES,
BATTERIES AND OTHER SOLID WASTE
44
R
E
supported by experts in the field of recycling and environmental protection. The
contest winner has an opportunity to have
a once-in-a-lifetime adventure: a trip to one
of the most remote and exciting corners of
the world. The winner needs to score over
the other participants in quizzes, visiting
the website and participating in environmental trips to nature reserves.
ness to the fact that every day we
fecting our environment, our future
U
“IN TUNE WITH NATURE” IS AN ATTRACTIVE PROGRAMME FOR RAISING KP EMPLOYEES’
ENVIRONMENTAL AWARENESS
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
The programme is aimed at reducing the
amount of waste and segregation thereof,
saving water, electricity and thermal energy
both at work and at home. All participants
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
will find out that when we care for the environment we actually raise the quality of
our own lives.
Since April 2006 the Poznań
brewery has boasted a new,
environmentally-friendly gas
and oil boiler. It allows the brewery to expand and enjoy extra
energy supplies. This investTHE OLD BOILER
WAS DISMANTLED IN 2006
ment has allowed for lowering
sulphur emission (by 99%) and
THE NEW, ENVIRONMENTALLY-FRIENDLY GAS AND OIL BOILER STARTED
OPERATION IN APRIL 2006 R.
carbon dioxide emission (by
50%) while dust emission has
been completely eliminated.
The boiler is fully automated
and controlled by a computer
which sends its ‘supervisor’
a text message in the case of
any failure. The investment has
also produced tangible economic benefits: electricity consumption savings of 0.4 KWh/
hl of beer and reduced water
consumption.
45
C
O
M
M
I
T
M
E
N
T
T O
L O
C
A
L
C
O
M
M
U
N
I
T
I
E
S
Commitment to local communities
Kompania Piwowarska donated over PLN 1.5 million in 2007 alone to COMBAT
social exclusion on aCcount of poverty. Financial sponsoring also
supports culture, sport and local communities’ activities. KP’s social
involvement improves the corporate image while the company assumes
an identity and reliability in local communities. The company’s ability to
establish itself in this community is a value by itself.
While KP is a national company, we operate as part of local communities where
we focus our social involvement. Our
presence in Poznań, Tychy and Białystok
– locations of KP breweries – involves
more than significant tax revenues (real
estate, means of transport, some income
taxes) for the benefit of the municipal and
regional authorities. We also build strong
relations with local communities, supporting important sports and artistic events
as well as social activities. Our support
positively affects the inhabitants’ standard of living and the stability of our environment. Examples of musical, sports or
theatrical ventures suffice to demonstrate
the extent of our involvement. KP also
supports social organizations; we have
donated modern equipment for hospitals
in Białystok, Tychy and Poznań. The total
amount of donations in the fiscal year
F07 (from 1 April 2006 to 31 March 2007)
amounted to PLN 1.85 million!
We ensure that not only our employees
but also the suppliers, clients and con-
46
sumers as well as the local communities
benefit from the location of our brewery in
Białystok. We also support The Dramatic
Theatre named after Józef Piłsudski and
the Podlasie Region Opera and Philharmonic Hall.
Together with the Municipal Office and
the Białystok Cultural Centre we organize events enjoyed by the city dwellers:
“Days of the City”, “Days of Contemporary
Art” and “Autumn Blues”. We take care
of the environment by planting linden
trees along Białystok’s main street and
hence adhering to the city tradition. We
also sponsor the Białowieża National Park
(via “Żubr” brand).
the region we are involved in activities
aimed at making city life more attractive:
“Tyskie sponsors benches in the Chorzów
Park”, “Tyskie sponsors fountains in the
Chorzów Park”, “Tychy Days”. We support cultural establishments: the Small
Theatre and the Municipal Museum (the
latter is located in the hospitable, painstakingly renovated historic buildings of
the Tychy brewery).
In Poznań we support the established
Raczyński Library and the cult Teatr Ósmego Dnia (Eighth Day Theatre), appreciated both at home and abroad.
We also make sure that KP participates
in Tychy’s popular city events: “Work
Song Port – Sea Shanties” and “Tyskie Theatre Meetings”. In the city and in
OUR SOCIAL INVOLVEMENT FOCUSES
ON LOCAL COMMUNITIES
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
For What It's Worth
In total, PLN 3 million has been received by non-governmental
organizations submitting projects as part of two editions of a social
initiative “For What It’s Worth”. The winning projects enjoyed social trust
and opinion of the best of the bunch. Kompania is part of the society
and intends to play an important role in social life by raising the local
communities’ standard of living.
Poverty is a huge problem in Poland, largely discussed but not tackled. A research
conducted by Pentor Institute at KP’s request indicates that penury is a key factor
contributing to social exclusion. It is also
a serious problem to the Polish society;
as much as 6% of the population live in
poverty while another 65% are concerned
about facing this situation in the future.
The program commenced in June 2006.
It was originated for the benefit of the
most needy individuals who live beyond
the society or are threatened with such a
prospect on account of poverty.
The initiative’s key element is a grant
contest for public benefit organizations
submitting projects of supporting socially excluded individuals. The program is
oriented to promoting long-term activities and those resulting in actual social
reintegration of selected individuals and
groups.
The first edition of the contest attracted
nearly 100 non-governmental organizations. Experts, representatives of scientific circles and the third sector selected
the best projects which were then submitted for public voting. Nine winning
projects were selected from among the
short-listed proposals; the total subsidy
amounted to PLN 1.5 million. Indirectly
and directly, related assistance activities
reached about 4 thousand individuals.
The winners included:
• ‘Growing Up’ Foundation for Assisting
the Young named after John Paul II:
accommodation for young people in
charge of an orphanage in Łopuszka
Mała who were starting adult lives,
• Bread of Life Commonwealth Houses
Foundation headed by nun Małgorzata
Chmielewska: establishing “Manufaktura”, a Work and Education Centre ensuring every year training and temporary
employment for 60 individuals from the
region,
THE PROGRAMME INITIATED
BY KP HELPS PEOPLE TO
EFFECTIVELY COMBAT POVERTY
AND THE RELATED SOCIAL
EXCLUSION
• “Jantar” (Amber) Association – Mr. Blot’s
Academy – a project assisting children
from poor foster families in Elbląg,
• Pro Publico Bono Association from
Szczytno, for several months providing food assistance for poor families,
activating professionally a group of 40
disabled individuals from the region and
organizing educational workshops for
over a hundred children from dysfunctional families,
• Active Women Association from Sosnowiec, taking care of nearly 40 single
and impoverished mothers and their
children from the Silesia region.
The social initiative “For What It’s Worth”
consists also in educational and information-related activities, aimed at raising social awareness of the nature, range and
ways of successful counteracting social
exclusion.
The project’s honorary patron is dr. Janusz
Kochanowski, the Civil Rights Spokesman.
The program is also part of the Organizing
Committee of celebrating the International
Day for the Eradication of Poverty.
The organizations’ performance is monitored.
In December 2007, during a gala, another
nine organizations were supported with
PLN 1.5 million to conduct projects for
the needy.
More information at: www.warto.eu.
“The phenomenon of social exclusion is a
disgrace of 21st century. A disgrace even
more ignominious when juxtaposed with
human accomplishments: moral, philosophical, religious, economic and social.
reference to human sensitivity and the civilization’s achievements gives ground for solving the problem of social exclusion. In fact
it means that, irrespective of the place and
role, a company will assume partial responsibility for full-time employment and creation of new jobs, education of children and
youth, for health, development of culture
and most of all, for prevention of adverse
phenomena. In this process of building up
a responsible society business may play
and strives to play a special role”.
Anna Machalica-Pułtorak
P r esi d en t o f ‘ O p en Do o r s’ A s s oc iat ion
47
C
O
M
M
I
T
M
E
N
T
T O
L O
C
A
L
C
O
M
M
U
N
I
T
I
E
S
Sports Sponsoring
Kompania Piwowarska and its beer brands are household names among
sports fans. They were part of the “flag craze” all over Poland during the
Football World Cup in 2006, instigated by Tyskie brand, the Official Sponsor
of the Polish National Football Team.
Footballers have benefited from Kompania Piwowarska’s support also locally: in Poznań (LECH Poznań – sponsor
from 2001 to 2006) and Białystok (Jagiellonia Białystok since 2005). However, it is not only football fans who take
advantage of KP sponsoring activities.
Kompania was the Official Sponsor of
a winter expedition to K2 (elevation:
8,611 m/28,251 ft) led by Krzysztof
Wielicki. KP has also supported CSIO
international equestrian show jumping
in Poznań in 1995-2004 and a National
Tennis Tournament: KP Tennis Cup in
Białystok.
KP’s sponsoring contributed to Polish
TYSKIE BRAND MADE THE WHOLE
COUNTRY SURRENDER TO THE FLAG
CRAZE DURING THE WORLD FOOTBALL
CUP IN 2006
48
Olympic teams’ better training and travels conditions. In 1996-2005 KP was a
sponsor of the Polish Olympic Sport
and the Polish National Olympic Team.
KP also sponsored the Team’s excursions to the Winter Olympic Games in
Nagano in 1998, Salt Lake City 2002
and the Summer Olympic Games in
Atlanta 1996, Sydney 2000 and Athens 2004.
Kompania also cares for local communities: last year in the Wielkopolska region
alone, 10 clubs enjoyed KP’s support
(speedway, handball, volleyball, football). On top of that, KP has co-organized “LECH Basket League” in 1999 and
“LECH Beach Soccer Tour” in 2004,
2005 and 2006. Kompania has also been
patron of the Academic Wielkopolska
Championships; in cooperation with
AZS (Academic Sports Association)
KP has sponsored scholarships for the
best students-cum-sportsmen. Since
1990 KP has sponsored GKS Tychy
hockey team and the hockey league.
However, sport is not only for those
who are ‘Swifter, Higher, Stronger’; it is
intended to give pleasure to those who
do not do sport on a daily basis. Some
of them can enjoy sports equipment at
ZET Local Sports Club in Tychy.
NOT ONLY FOOTBALL FANS BENEFIT FROM KP SPONSORING
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
Saving lives
We get involved in most vital issues; our donations contribute to growing
effectiveness of medical care and higher standards of hospital equipment.
In order to counteract the aggravating
problems of children suffering from asthma and other diseases of the respiratory
system, we have financed four inhalators in the Children’s Diseases Clinic at
the Białystok Medical School. We have
purchased a vehicle for the Independent
Public Children’s Clinical Hospital to help
with transporting the diseased to dialyses.
The inhabitants of Tychy also benefit from
improved medical care: we finance the
Regional Specialist Hospital, the Municipal
Hospital in Tychy and ‘Closer to us’ asso-
ciation for children with cerebral palsy.
In Poznań KP’s beneficiaries include the
Medical Care Institution of the Ministry of
Interior and Administration, the Specialist
Medical Care Institution for Mothers and
Children, The Neurosurgery Department
and Clinic at Przybyszewski Street, the
Urology Department and Clinic at Szwajcarska Street, the General Surgery and
Vessels Surgery Clinic. The Polish Palliative
Care Association in Poznań received a car
for transporting the sick and visiting them
at home. On our ex-employee’s initiative
we financed a project of removing building barriers to the handicapped.
KP’s national-scale operations result in
our involvement not only in the breweries’ locations: we have financially supported ‘University’ Children’s Assistance
Foundation from Biskupice and Padjasek
– Krysowski company from Katowice in
purchasing a wheelchair.
OUR EFFORTS HAVE RESULTED IN BETTER MEDICAL CARE
FOR DWELLERS OF BIAŁYSTOK, TYCHY AND POZNAŃ
49
C
O
M
M
I
T
M
E
N
T
T O
L O
C
A
L
C
O
M
M
U
N
I
T
I
E
Kompania of Initiatives
Three and a half thousand people participated in meetings held in
universities in three editions of Kompania of Initiatives while over 300
teams from 80 universities in Poland and abroad completed over 100
projects as part of the “Goal – Manager” project, part of Kompania of
Initiatives. In 2006-2007 the third edition of the programme was carried out.
How was this program drawn up? Employees would often express their concern (confirmed in related research) that
university graduates lack the so-called
soft managerial skills, very useful when
looking for an internship or a job. They
also prove useful in pursuing professional
career. In late 2004, in cooperation with
an international organization Students In
Free Enterprise we commenced an education program targeted at students. Its
goal is to propagate knowledge related
to developing interpersonal and managerial skills.
A contest “Goal – Manager” is an integral element of Kompania of Initiatives.
As part of the contest with its underlying
principle of “learning by teaching”, the
students need to plan and execute one
or several projects attempting to develop
soft skills and entrepreneurship among
selected individuals.
In the third edition we emphasized the
importance of building up practical knowledge making the beginning of vocational life easier. In March 2007 six selected
universities across Poland hosted freeof-charge, two-days’ long Kompania of
Initiatives workshops conducted by professional trainers. The participating students learned about planning their career
paths, self-presentation, effective work
group, creative problem solving and
project management.
In total 272 workshop hours were delivered to 358 students from all over the
country.
The contest winners are awarded with
internships at Kompania Piwowarska in
a department of their choice. This is how
the most talented and active students afford the opportunity of gaining professional experience.
As part of the contest, the students need
to plan one or several projects aimed at
developing soft skills and entrepreneurship.
MEETINGS AT UNIVERSITIES HELD AS
PART OF KOMPANIA OF INITIATIVES
50
WE HELP THE MOST TALENTED STUDENTS TO GAIN
THEIR FIRST PROFESSIONAL EXPERIENCE
More details on Kompania of Initiatives
and the “Goal – Manager” project at:
www.kompaniainicjatyw.kp.pl
or www.ki.kp.pl.
S
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
OUR EMPLOYEES BRING CHRISTMAS GIFTS TO CHILDREN FROM DEPRIVED FAMILIES
Santa's Little Helpers
We do care about children from the most
deprived families. Every Christmas since
2004 embark on a project of donating gifts
of toys and sweets. We reach the children
with the help from our employees. An
increasingly larger group of employees
report every year the families in need.
The employee in charge personally hands
the gifts and sweets. The number of gifts
handed in 2004 reached approximately
5 thousand while in 2006 it grew to nearly
7 thousand. We have managed to bring
joy to many families at Christmas.
Kompania Piwowarska supports the
Foundation for Corporate Social Responsibility established by Bill Chasey.
The Foundation involves companies
from all over the world committed to
fighting poverty and hunger among children. Every year the foundation feeds
approximately 40 thousand meals to
undernourished children all over the
world.
51
about
us
About us
Kompania Piwowarska - leader
of the Polish beer industry
Kompania Piwowarska is Poland’s largest brewer. Hundreds of years of
experience in beer brewing, state-of-the-art technology and rigorous
adherence to the World Class Manufacturing principles guarantee the
highest quality of beer.
The company’s product portfolio includes
TYSKIE – Poles’ favourite beer, ŻUBR – the
second largest Polish beer brand, LECH,
Dębowe Mocne, Pilsner Urquell, Redd’s,
Dog in the Fog, Peroni Nastro Azzurro and
Miller Genuine Draft as well as Wojak and
Gingers. Kompania Piwowarska was established in 1999 as a result of a merger
of Tyskie Browary Książęce and Lech Browary Wielkopolski.
In 2003 Dojlidy Brewery in Białystok was
acquired and in 2008 a brewery in Kielce
joined KP. In the fiscal year F07, ended on
31 March 2007, KP sales volume amounted
to 13 mill hectolitres.
mill hl
Kompania Piwowarska’s share in the Polish beer market (%)
against total beer production volume (mill hl)
40
35
30
25
20
15
10
5
19,0%
20,2%
23,0%
28,4%
30,0%
31,4%
31,8%
35,4%
37,4%
38,5%
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
0
years
The data on the chart relates to Kompania Piwowarska’s fiscal years, starting on 1 April
and ending on 31 March; it differs from data calculated for calendar years. Kompania
Piwowarska’s sales in the calendar year of 2007 exceeded 14.1 million hl while its domestic market share amounted to over 40%.
52
C
O
R
P
O
R
A T
E
S
O
C
I
A
L
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
SABMiller - one of the world's
leading brewers
Kompania Piwowarska is a subsidiary of
SABMiller plc, one of the world’s leading brewers with brewing interests or
major distribution agreements in over 60
countries spread across six continents.
The group boasts a portfolio of over 150
robust brands (including Pilsner Urquell,
Miller Genuine Draft, Peroni Nastro Azzurro or Castle Lager). SABMiller plc is also
one of the largest Coca Cola bottlers out-
side the US. In the fiscal year F07 ended
on 31 March 2007 SABMiller generated
sales worth $18.6 billion and profit before taxation of $2.8 billion. Sales volume
amounted to 216 mill hectolitres.
SABMiller in the world
SABMiller in Poland
53
q
q
SABMiller plc

Corporate social responsibility

Transcription

Similar documents

Take Part In The largest beer Festivals In Maryland

"Cloudy with a chance of delicious: Cask ale," Sharp, December 2009

Florida Keys Jewelry

Info Sheet - DuClaw Brewing Company

Company presentation 2015

StarteRs MAIN courseS StarteRs

It`s about beer: Bayou Teche Brewing group

TEEN AREA - Oak Lawn Public Library

Brussels Beer Odyssey

Kegerators 101