AmBev Citizenship Report 07

Transcription

Sumário
4 / Message from Management
6 / Profile
Mission, Vision and Culture
Strategy and structure
of social responsibility
Stakeholders mapping
Outside recognition
12 / About the report
14 / Corporate governance
16 / People
Employment
Pay and benefits
Health and safety
Training and education
Company relations
26 / Environmental management
Materials
Energy
Atmospheric emissions
Water
Effluents and wastes
Biodiversity
Conformity
36 / Society
Consumers
Clients
Community
Suppliers
Government and society
44 / GRI summary
Message from
Management
Our company´s main drivers are a big dream, compromised People and a strong culture. Our dream is to
be the best beer company in a better world.
For us at AmBev, corporate social responsibility means generating return for the shareholders and, at the
same time, acting in a sustainable manner, creating real and measurable values for the various interest
groups related to us.
We are sure that acting in this manner our company will continue to be strong in the market for many
years, following the standards that characterize our century-long history. This report presents our evolution
in relation to this commitment.
We used as reference the guidelines of the Global Reporting Initiative (GRI) as applied to our business.
We broadened the scope of both qualitative and quantitative information in relation to our previous
report.
In 2007, our sales volume reached 142.9 million hectoliters, with net income of R$ 19.6 billion, an
increase of 10.4% over the previous year. Our cash flow, expressed by the EBITDA, reached R$ 8.7 billion,
16 % above 2006. Net profit was R$ 2.8 billion, in line with the previous year.
In the socio-environmental field, we adopted the methodology used to reach the good economic results,
with clear plans and objectives supported by a business culture constructed by AmBev People.
The Environmental Management System (EMS) results evolved in a consistent manner. Besides reducing
relative consumption of energy, our calorific energy matrix is made up of 34% of renewable energy
sources. As a result, we reduced our emissions of greenhouse gases and received in Brazil a pioneer
certification in the beverages sector for the sale of carbon credits.
In the last five years, we have reduced by 22% the relative consumption of water in the manufacture of
our products. We reused 98.2% of our sub-products. Besides producing additional income of $ 66.8
million for the company, this work allows the generation of income and employment in other productive
networks. We increased outside recycling activities. In all, we supported 36 groups collecting recyclables
in Brazil and took steps to raise environmental awareness in communities where we are present.
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AmBev People remains our big distinguishing factor and absolute priority. About 32% of our employees
were promoted during the year and 18,000, including partners, participated in training sponsored by
University AmBev (UA).
We reinforced our activity in regard to responsible consumption of our products in the in the areas of
awareness-raising about the risks of drinking and driving and om regard to encouraging obedience of
laws that prohibit the sale of alcoholic beverages to minors. Since the start of the AmBev Responsible
Consumption Program, we have already donated more than 50,000 breathalyzers to various
governmental entities. We also work to reinforce the advertising self-regulation codes in the countries
where we operate and the observance of our responsible communication code.
In 2007, we received outside recognition for our work, such as the Social Value award and classifications
in the awards for Exame magazine’s Best and Largest and the Best Companies to Work For, and Epoca
magazine’s Great Place to Work award.
Based on the results that we present in this report and the challenges that we still face, we already have
established priorities and goals for the future in the three dimensions of sustainability: economic,
environmental and social. Our People, who are the most important to us, will continue to perform all our
activities with a focus on sustainable growth.
Luiz Fernando Edmond
General Director for Latin America
Sustainability Report 2007
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Perfil
A publicly traded company, AmBev – Companhia de Bebidas das Américas is the largest brewery in Latin
America and, in Brazil, the largest private consumer goods company. Our operations include the
production, marketing and distribution of beers, soft drinks and other non-alcoholic and malt beverages
to meet different consumer profiles.
We reached this position starting with the merger in 1999 of the century of experience of the Brahma
and Antarctica breweries in a strategy to expand our operations in a sustainable way and to create value
for all our stakeholders.
We operate in 14 countries where we have 69 plants, 59 Direct Distribution Centers and 35,000
employees, coordinating the operations from administrative headquarters in São Paulo (Brazil), in Buenos
Aires (Argentina) and in Toronto (Canada). Our structure is comprised of three business units:
• Brazil, with beers, soft drinks and non-alcoholic and non-carbonated and malt beverages,
totaling 32 plants;
• Hispanic Latin America (HILA), subdivided in operations Quinsa (Argentina, Uruguay, Chile,
Paraguay and Bolivia) and HILA-ex (Venezuela, Peru, Ecuador, Dominican Republic,
Guatemala, El Salvador and Nicaragua), totaling, respectively, 20 and 10 plants;
• North America with 7 plants in Canada, including beer sales in Canada and exports to the
United States.
In 2007, we acquired two breweries — Cintra, in Brazil, and Lakeport, in Canada — and in the beginning
of 2008, we increased our stake in Quinsa to around 99%.
We have the largest portfolio of beverages in Brazil, with 24 separate brands of beer, such as Skol,
Brahma, Antarctica and Bohemia; soft drinks, among which stand out Guaraná Antarctica, Pepsi-Cola
and H2OH!, in addition to isotonic Gatorade, Lipton teas and Fratelli Vita water. In the Quinsa region,
our main brands are Quilmes, Cristal, Paceña and Patrícia beers; in the HILA-ex, Brahma and Brahva
beers; and in Canada, Labatt Blue, Kokanee and Alexander Keith’s beers.
As a result of management based on income growth, financial discipline, a strong culture and qualified
personnel, we reached a total sales volume of 142.9 million hectoliters and net revenues of R$19.6 billion
in 2007, an organic growth of 5.8% and 10.4%, respectively, over the previous fiscal year. EBITDA
(earnings before interest, taxes, depreciation and amortization) totaled R$8.7 billion (16.0% more), with
EBITDA margin of 44.1%. Net income was R$2.8 billion (0.4% above the previous year). The Company’s
market capitalization reached R$ 79.0 billion on December 31, 2007.
Mission, Vision and Culture
Our Mission
“To create strong and enduring bonds with consumers and clients,
giving them the best brands, products and services.”
This mission is our reason for being, our commitment. It does not depend on time. We build the leadership
of our brands with impeccable execution and a portfolio that meets the necessities of the consumer and
adequately serves all the relevant consumption occasions.
Our Vision
“To be the world’s best beer company in a better world.”
This Vision derives from the opportunities and realities growing out of the association between AmBev
and Interbrew, which created InBev, the largest beer production and distribution platform in the world.
We believe that our opportunities are as great as our dreams. And our dream — our Vision — is to be
the world’s best beer company in a better world.
For us, being the best means reaching the highest profitability in the beverage industry. It means, also,
having the best brands and those that grow the fastest; the best products for the consumers; the
recognition by the clients that we are their best partner; the best personnel and most committed people.
It means building a strong, singular culture and having the courage to go in front and to lead the changes
necessary to realize the dream.
For AmBev, it isn’t enough to be the best. We still want to make the world better in our time. At the same
time in which we build a company with solid and increasing economic results, we want to guarantee the
generation of social and environmental values for all of society. We are committed in deepening the
relationship with interest groups, especially with our People, our great competitive advantage. We support
responsible consumption initiatives and the preservation of the environment. Our culture unites our
People and represents the energy, the commitment and the alignment necessary to realize our dream.
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Dream
• We want to be the world’s best and most profitable beer company in a better world
To dream big takes the same effort as to dream small. We need a grand and challenging dream that stirs
us to build a truly excellent Company. It motivates us to be the best that we can be, with dedication,
passion and a defined objective. It is a dream that can only be reached if we engender value to our
People, to our consumers and shareholders and to society. We are propelled by results, and the profits
are the expression of our success. But we continue to grow only if we achieve better economic
performance at the same time as we fulfill our social and environmental commitments.
People
• Excellent people, free to grow at a speed compatible with their talent and adequately rewarded,
are the Company’s most valuable assets.
Our people are behind everything we do and are our sustainable competitive advantage. We know that
excellent people like meritocracy, informality and sincerity, and that attracts more excellent people.
• Our leaders select people with the potential to be better than they are. Thus, we rate our leaders
by the qualities of their teams.
People with potential help build an excellent Company, help reach our goals and help prepare our
heritage. Our leaders do not delegate the responsibility of attracting, developing and motivating
personnel. We facilitate the growth of our People, giving them career opportunities that allow each one
to quickly develop his or her talent.
Culture
Our culture is the way the AmBev People make things happen. It sets us apart and shows who we are.
It is the combination of our beliefs, practices and management principles. It guides our actions and our
ethical behavior with the highest standards of integrity and the commitment to the safety of our People
and the quality of our products.
• We are never completely satisfied with our results. Zero tolerance helps guarantee enduring competitive
advantage.
• Our focus on results leads us to dedicate the time and energy that are essential for our business.
Results are the fuel of our Company.
• We are a Company of owners who take results personally.
• We believe that good sense and simplicity are better guides than sophistication and complexity.
• We manage our costs rigorously in order to free up more resources to support our market growth.
• Leadership by personal example is the best guide for our Culture. We make our Culture. We do what
we say.
• We don’t take “shortcuts.” Integrity, hard work and consistency are the keys to build our Company.
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Our Strengths
Strategy and structure of social responsibility
1. We think big and set challenges
Our strategy of social responsibility is anchored in the co-responsible creation of values for all stakeholders.
At the same time in which we want to guarantee increasing economic development for our shareholders,
2. We lead by personal example
we know that it is fundamental to accept the responsibility for the impact of our operations along the
productive network. Our commitment is reflected in the Dream of our Company as described in item 1.1.
3. We achieve our goals in the AmBev Way:
simple, focused and disciplined
We operate in three dimensions of sustainability: economic, environmental and social. We want to show
consistent economic results over time, to produce beverages using natural resources in an eco-efficient
4. We think and act like owners
manner, to develop our People, our main asset. We also want to improve management practices in our
production chain and guarantee the fulfillment of our role as a responsible company in society through
5. We develop the best individuals and teams
social programs directly tied to our business.
To coordinate the social responsibility activities of the Company there has been since 2001 a specific
corporate area that answers directly to our Corporate Affairs Department. In addition, as part of our
culture and our Code of Business Conduct, all employees and partners are encouraged to incorporate
responsible actions in their activities. From the time they arrive at the company, during their orientation,
the employees get information about our socio-environmental responsibility. We want to make this
awareness part of our daily routine.
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Mapping of the stakeholders
Our stakeholders were mapped internally, based on an analysis of long-term relationships that we
maintain with the publics that make up our productive chain. To assure a growing relationship with these
publics, we adopted various tools, processes and channels of communication that allow greater
transparency in our relationship.
Employees – Our People are our great competitive advantage. We maintain an open-door policy in an
Shareholders – Our relationship with shareholders
informal environment that allows dialogue and exchange of experiences. We offer a series of benefits and
is
opportunities for professional growth as a way of recognizing and compensating the achievement of
communication, which includes detailed analyses,
good results. Among other things, we have a specific area of internal communication that is directed at
with reports and quarterly conferences; alignment
guaranteeing an even more transparent relationship and permanent dialogue with this public.
of objectives, assured by variable remuneration of
based
on
three
concepts:
transparent
all employees tied to the achievement of goals,
Clients – Our sales teams are continually trained to maintain a relationship with clients and resellers that
and the participation of principal executives
goes beyond the commercial. Through sales people, supervisors and managers, we establish an exchange
in a stock-acquisition program; and shareholder
of information and of best practices, making it possible for them to increase their knowledge of our
harmony.
market and consequently better develop their businesses. For this public, we have created a specific
Customer Service Channel (SAV).
Press – We guarantee the projection of an image
consistent with our values through a relationship
Consumers – Our consumers are the reason we are in business and must receive all our attention. We
guided by transparency and by respect for the
offer a wide portfolio of quality products, seeking always to innovate, and to disseminate the concept
organs of the press. We maintain an area of
of responsible consumption of alcoholic beverages through action on two fronts: creating awareness of
External Communication that sees that the needs
the risks of drinking and driving, and encouraging obedience of the law that prohibits the sale of alcoholic
of the press are met.
beverages to minors and other laws relating to the consumption of our products. Our consumers can
register complaints and suggestions and request information through a specific service channel, the SAC
Government – We observe the legislation of the
(Consumer Service Center).
countries where we operate. We have an area
specialized in following government initiatives that
Suppliers – We seek the continuous upgrading of our suppliers. Our Code of Business Conduct says we
affect our business, and we accept invitations to
must offer equal opportunities for all, independently of their status or geographical location, and we
participate in public hearings to contribute to the
encourage them to adopt management practices that respect human dignity, ethics and preservation of
creation of public policies.
the environment. We undertake training activities and meetings and annual conferences to increase the
dialogue, in addition to an annual convention specifically for transporters. We place at the disposal of our
suppliers a tool that allows them to inquire about payments.
Society – We seek to contribute to a just and democratic society by paying our taxes on time. Besides
providing jobs, we contribute significantly to the strengthening of the economy in countries where we
are present. We maintain and support Non-Governmental Organizations (NGOs), professional associations
and various community development projects. We concern ourselves with questions of social responsibility
that go beyond the boundaries of our units, such as responsible consumption and recycling of our
packaging. All citizens can obtain information about AmBev and its operations on our web site.
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Outside recognition
In 2007, our good performance in the three dimensions of business – economic, social and environmental –
resulted in winning a series of awards and recognitions, among them:
Social Value – Awarded by the newspaper Valor Econômico, it honors companies that honor their
commitment to society and sustainable development criteria of excellence and management. We were
cited in the Respect for the Environment category.
Most Admired Companies – In the ranking by the magazine Carta Capital, we stood out in the alcoholic
beverage and non-alcoholic beverage categories because of work in the areas of social responsibility,
ethics and commitment to human resources. The award is based on a survey of principal executives in
the sector.
Best and Biggest – Organized by the magazine Exame, the list names the 500 biggest companies in the
country, along with the biggest and best in each of the most representative sectors of the national
economy.
Great Place to Work – This undertaking of the magazine Época honors the most distinguished
companies in personnel management.
Best Companies to Work For – The classification, initiated by the magazines Você S.A. and Exame, rates
the workplace climate and human resources management.
Sesi Quality at Work Award – This highlights the companies that contribute to social development and
improving the quality of life of their employees, in addition to wise use of natural resources in their units.
Participating in the 2007 Prize were about 2,500 companies from throughout the country.
DCI Prize – This recognizes the companies most admired by Brazilian businessmen.
Environmental Benchmark Prize – It highlights the best cases of socio-environmental management.
Environmental Certificate of Merit – Awarded during the symposium on Experiences in Drainage
Basin Management of Water Resources, held in December by the Inter-municipal Committee of the
Piracicaba, Capivari and Jundiaí River Basins.
FIEC Environmental Prize – Granted by the Federation of Industries of the State of Ceará, in the
category cleanest production and reuse of water.
State of Goiás Environmental Management Prize – Second place for the plant in Goiânia (GO) in the
Industrial Activity category and third place for the plant in Anápolis (GO) in the Food Products category.
Ecological and Environmental Prize – Granted by the Curitiba (PR) Municipal Chamber.
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About the Report
This Sustainability Report shows the actions taken and the results of our work in 2007, with some
references to previous years and to 2008, in line with our objective to grow in a sustainable manner and
to create value for all our stakeholders. This annual publication, aimed at all the publics related to AmBev,
looks partially at the directives of the Global Reporting Initiative (GRI) in its last version, G3, according to
the GRI Summary, and seeks to give continuity to the information in the previous report, published in July
2007. Our objective was to reach level B of the GRI.
The FBDS evaluated the 2006 Sustainability Report and the preliminary versions of the 2007 Sustainability
Report, based on the GRI G3 Directives. Additionally, FBDS conducted a sector analysis and of the
benchmarks of sustainability reports. Some recommendations were incorporated and the others will be
part of the thinking and of the progress of the Company in the sustainability agenda for future reports.
Based on the FBDS work, we prioritized, in an internal process that involved various areas, the selection
of the central themes and indicators that reflect the significant economic, environmental and social
impacts of the Company or that could influence in a substantial way the evaluations and decisions of the
stakeholders. We emphasize, besides our economic achievement that is amply presented in our Annual
Report, the relationship with the internal public, eco-efficient environmental management and the health
and safety of employees and consumers.
The financial information is based on Brazilian accounting standards (BRGAAP), cover all the operations
and have as a base data audited by an independent auditor. There was no external validation of the
other indicators. All the social and environmental information is managerial, was verified internally and
refers exclusively to the Brazil and HILA-ex operations. Throughout this report there is a specific notation
when the social and environmental information differs from these criteria. There was no change in the
scope, the limits or the measurement methods nor any reformulation of information published in 2006.
Several Company professionals participated in its elaboration and we thank them for their work. We also
are grateful to the institutions that joined us and directed us in maintaining focus in sustainable actions,
among them:
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• The Brazilian Association of Soft Drink and
• The Information Center on Health and Alcohol
Non-Alcoholic Beverages Manufacturers (Abir)
(Cisa) – Brazil
• The Association for the Defense of the
• National
Environment (Adan) – Venezuela
Regulations (Conar) – Brazil
• The Dominican Republic Association of Beer
• Brazilian
Producers (Adoface)
Development (FBDS)
• The Peruvian Association of Soft Drink
• GTZ – Brazil
Council
for
Advertising
Foundation
for
Self-
Sustainable
Producers (Asbega)
• The Institute for Ethical Competition (ETCO)
• Chamber of Industry of Guatemala
• Recicloteca – Brazil
• Chamber of Industries of Guayaquil – Equador
• The National Union of the Beer Industry
• Peru-Brazil Bi-national Chamber of Commerce
(Sindicerv) – Brazil
and Integration (Capebras)
• Peruvian National Industry Society (SNI)
• The Venezuelan Chamber of Beer Producers
(Caveface)
To obtain more information about AmBev and this
Report, visit the site (www.ambev.com.br) or send
• Venezuela-Brazil Chamber of Commerce and
an e-mail to ([email protected]).
Industry (Cavenbra)
• The Brazilian Business Council for Sustainable
Development (CEBDS) – Brazil
Luiz Eduardo Osorio
Head of Corporate Social Responsibility and
• The Brazilian Business Commitment for
Governmental Affairs
Recycling (Cempre) – Brazil
Fabiana Rafaela Pizzolatti
• Cerveceros Latioamericanos
Corporate Social Responsibility
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Corporate Governance
Our conduct is the main element that highlights our superior standards of corporate governance. It is the
Finance Committee
responsibility of our Board of Directors to guarantee that the principles, the ethics and the culture of
AmBev are practiced and disseminated to all of our People. Another essential factor is the alignment of
Its function is to assist the Board of Directors in
objectives among shareholders and company executives — guaranteed, among other ways, by the system
relation to the following matters: Company’s
of variable compensation tied to achieving challenging goals that seek to balance the long and short
annual investment plan; outside growth
terms. The experience of these professionals ensures remaining competitive and reaching of long-term goals.
opportunities; the Company’s capital structure
and cash flow; and the Company’s financial risk
The controlling bloc is formed from two entities that together held in December 2007 approximately
management, as well as the budget and
90% of the voting capital and 70.1% of the total capital of the Company: InBev, with 73.7% of the
treasury policy. During the year, the Finance
voting capital and 61.1% of the total capital, and the Antonio and Helena Zerrenner Foundation (FAHZ),
Committee holds at least four meetings at
with 16.3% of the voting capital and 9.1% of the total capital.
which are discussed, among other things, the
budget, financial risk analysis, treasury policy,
The governance structure is composed of the Board of Directors, the Executive Committee and the
and opportunities for mergers and acquisitions.
Fiscal Council. Supporting the Board of Directors are the Finance and Operations, People and
Management committees.
Fiscal Council
Operations, People
and Management Committee
A permanent organ, it has the task of providing oversight to the Board, with analyses and expert opinions
Among its responsibilities are the analysis,
relative to carrying out Brazilian statutory functions. None of its members is a member of the Board or
suggestion and monitoring of annual economic,
an executive officer. The Fiscal Council also executes the functions related to the Sarbanes-Oxley Act.
social and environmental performance goals and
their budgets; and keeping track of all the
Conselho de Administração
Company activities through results analysis,
marketing developments and internal and external
benchmarking. During the year this Committee
It is composed of nine members and two surrogates, all AmBev shareholders, who define the general
strategic direction of the Company. The General Shareholders Meeting elects them for a term of three
years, with re-election permitted. The Board´s internal regiment defines a minumem qualification for the
selection of its counselors. The AmBev shareholders agreement regulates the choice of the directors from
among the controlling shareholders and establishes standards to avoid conflicts of interests. The cochairmen of the Board do not exercise any executive function. This agreement, valid until 2019, confers
on FAHZ the right of veto on questions related to dividends, investments, acquisitions and assumption
of new debt, among other things. There are no outside directors.
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meets at last six times.
Executive Officers
It is the main link between the policies and decisions adopted by the Board of Directors and the Company
The Code of Conduct clearly establishes that all
administrators. The Board of Directors elects the executive officers to three-year terms, with re-election
the AmBev People must stay informed on laws
permitted. Their responsibilities are: to present long- and short-term planning proposals; analyze, propose
and regulations. It also vetoes the practice of
and monitor the Company’s annual performance objectives, as well as the budgets necessary to meet
offering or authorizing any type of contribution,
these objectives; analyze and monitor the position of the Company through analyses of results, market
donation, favor or gift to government entities or
development and permanent internal and external benchmarking; analyze, monitor and propose
public officials in order to act or use their influence
standardization of good practices; analyze and monitor the performance of Company brands and
to help the Company win a contract or obtain
innovation strategies; and provide input on issues involving recruitment programs and dissemination of
improper advantage.
Company culture.
Our Code also strictly prohibits any contribution,
To learn more about the corporate governance procedures and the profile and remuneration of members
direct or indirect, to a political party, campaign
of the Amev Board of Directors and the Executive Officers, access Report 20-F and the site for investor
committee or candidate for public office unless
relations (www.ambev-ir.com.br).
prior formal approval has been obtained from the
Board of Directors.
Code of Conduct
TEverybody in the Company is subject to the AmBev Code of Business Conduct, to which we commit
ourselves by a signed agreement. Any violation of the document can be reported to the Ethics Committee,
composed of the director-general for Latin America, the directors of Finance, People and Management,
Legal and Corporate Relations and the manager of Internal Communication.
The Committee may be contacted by e-mail and by the aGente AmBev self-service terminal, available at
all units, and starting in 2007 by telephone via free 0800 connections. All employees, clients, dealers and
suppliers, can access these channels and submitted complaints must be checked out within a minimum
of eight weeks.
Besides the Code of Conduct, which shows our commitment to responsible, ethical, transparent behavior
and mutual respect among our professionals and external publics, we have channels for communicating
complaints at all our units, as well as the Ombudsman’s office, which ensures compliance with the
Company’s Culture.
The Company values actions to define human rights such as freedom of association. It prohibits any and
all forms of discrimination based on race, sex, religion or disabilities. It does not tolerate child labor or
any form of compulsory labor in its units.
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People
The talent of our people and the strength of our culture are the two main competitive advantages that
drive our businesses and transform our dreams into achievements. The main point that distinguishes us
in the market and makes AmBev an excellent place in which to work is our culture of informality,
transparency, accessibility of employees to the different hierarchical levels and the spirit of ownership
instilled in all of us.
We closed 2007 with a team of about 35,000 persons, of which nearly 25,000 are our own employees
in Brazil and HILA-ex who work through a management model based upon meritocracy and is designed
to surmount tough challenges. This orientation means our employees act like owners and are recognized
as such. As a global company, we offer international career opportunities in different fields and countries.
In 2007, 30% of our professionals were promoted.
We offer a variable compensation system, share option programs, programs for recognition of time of
service, health and quality of life, and we provide a series of benefits, many of which are extended to
family members. We also invest in the training and qualifying of our People, offering courses through the
AmBev University (UA) and scholarships for undergraduate, postgraduate and short-duration courses
overseas, along with training in the function each employee exercises.
Employment
We have a young team at AmBev - the average age is 32. At the same time, more than 3,000 of our
professionals have been with us for over ten years. Overall, 92% have completed high school and 19%
have graduated from college.
We have approximately 4,500 salespersons who work in a market comprised of some 2 million points of
sale throughout Latin America. Our sales structure in Brazil includes a fleet of more than 2,000 trucks and
3,500 motorcycles, along with boats and barges, ensuring full geographical coverage of the entire
country.
Number of professionals
Own
Brazil
HILA-ex
Total
16
Outsourced
Temporary
2005
2006
2007
2005
2006
2007
2005
2006
2007
20,836
20,083
21,085
6,207
6,127
5,113
38
28
21
5,048
4,587
4,209
1,074
1,163
1,549
-
-
-
25,884
24,670
25,394
9,286
7,290
6,662
38
28
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Diversity – 2007
Our employment policy emphasizes the hiring of professionals from communities near our units, especially
for operating positions. For all other jobs, we seek to fill the positions through internal promotions — a
Age bracket
Up to 25 years old
24.3%
practice adopted in nearly 90% of the cases.
25 to 35
51.49%
35 to 45
18.5%
Recruitment and selection of second tier managers (who report to a superior) are conducted through our
45 to 55
4.99%
in-house Succession Program, for which all Company employees may apply. Our Management Training
Over 55
0.74%
Program (PCG) is applied to future first-tier managers (who report to a director), to develop professionals
Gender
selected during the People Meeting (see page 22) and approved by the directors.
Male
89.6%
Female
10.4%
Color (*)
We run three other programs to attract outside talent and further train internal teams. One is the Trainee
Program, which already has graduated 500 professionals since it was created in 1990. About 130 former
White
62.6%
participants of this program today occupy managerial slots in the Organization. Moreover, 16 current
Black (black and mixed race)
36.4%
AmBev directors entered the Company through this initiative. Without a fixed number of vacancies, the
Indigenous
0.2%
program lasts for 10 months and, for 2008’s selection process, it received a record number of applications
Yellow
0.8%
— 48,025 from candidates around Latin America. Out of the candidates, 35 (32 from Brazil and three
Time in the company
from HILA-ex) were ultimately selected to initiate the training process in 2008.
15.7%
From 1 to 5 years
50.7%
From 5 to 10 years
20.1%
From 10 to 20 years
11.2%
More than 20 years
2.3%
Number of persons enrolled
in the Trainee Program
48,025
Up to 1 year
Executive board
0.2%
Managers and Supervisors
16%
Administrative and technical positions
30.8
Sale and Operations
53%
25,997
Job distribution
Grade school complete/incomplete
2.6%
High school complete/incomplete
59.4%
College complete/incomplete
36.0%
Masters, postgraduate
17,452
Degree of education (*)
2.0%
18
2008
2007
2006
(*) Data from Brazil
Another similar initiative is the Talents Program, which sends candidates with a high potential for
development and a solid educational background to work in specific Company areas. They are indicated
for positions adjusted to their individual profiles in Sales, Industrial/Supply, People and Logistical
Management, among others. The number of vacancies is defined annually by the Department of People
and Management and validated by the corporate departments. In 2007, 66 persons were selected to
participate in the program, all from Brazil.
There is also the Intern Program that was structured in 2003, whose selections are made twice a year, in
February/March and July/August, by the business units. Candidates who are within a year and a half of
graduation can apply through the Company’s web site. In the 2007 selection process 316 professionals
were chosen to participate in the program, of which 297 were from Brazil and 19 from HILA-ex.
Trainees, Talents and Interns
Region
Brazil
HILA-ex
Trainees
Talents
Interns
2005
2006
2007
2005
2006
2007
2005
2006
2007
21
13
31
1
32
3
54
0
59
0
66
0
144
25
185
30
297
19
Pay and benefits
Our concern about appropriately managing the attraction of talents also extends to the retention of our
Besides the variable compensation initiatives
professionals. For this purpose we offer equal wages for men and women occupying the same positions,
(annual bonus), we pay a 14th monthly wage to all
along with a compensation and benefits policy that is in line with our culture of meritocracy and
employees and maintain a Share and Stock Option
surpassing challenges.
Program for top managers, who can invest the
bonus they receive in a given year in company
It involves paying a fair fixed salary ensured through an annual market survey, plus variable compensation,
shares and also receive stock options. With regard
applied at two levels. Operational employees participate in the Profit Sharing Program (PLR) while other
to 2007’s earnings, 181 executives exercised their
employees, as of the position of supervisor, are involved in a variable compensation program in which the
right to purchase shares/stock options.
amount of the bonus is linked to the achieving of each operation’s individual and collective targets. In
2007, this program was changed and began to offer bonuses to 70% of the best professionals from the
middle tier to coordinators — the largest group within the Company. Until 2006, 60% of the best talents
received bonuses. For corporate management and directors, 100% receive bonuses as long as they meet
a minimum percentage of the targeted results.
19
Recognition
undergraduate and postgraduate university
CIPAs operate in each one of our units, comprised
courses. In order to obtain the latter benefit,
of employees who are elected by the work teams
The Recognition Program, which annually offers
which was awarded to 1,377 persons in 2007,
themselves. The managers of the units and the
professionals who complete 25 years of service
employees must already be enrolled in an
areas where accidents have been reported during
with the Company an extra month’s fixed wage, is
undergraduate or postgraduate course that is in
the period are required to participate in the
also part of our policy. In 2007, 460 employees
line with the job function they exercise in the
monthly meetings of the committees. The
received this extra compensation.
Company.
information about accidents, whether or not with
At our industrial facilities, we run the Plant
Our supplemental pension plan, with the option
Institute (INSS) using the Workplace Accident
Excellence Program (PEF), which evaluates all of
for a lump sum or defined benefit payout, is
Communication Form (CAT). The workplace safety
the units in their different aspects. The award is
another distinctive feature of our benefits policy.
department and physician in the unit where the
the determinant for the variable compensation of
As of age 28, participants decide what percentage
accident occurred are responsible for filling out the
the employee and can be as much as five monthly
of their salary they want to contribute on a
document. All incidents also are investigated and
wages. Every plant is listed and variable
monthly basis (between 2% and 8%) and the
followed up internally. The units send information
compensation is based on its placement in the
Company makes a matching payment. For
about all accidents that lead to employee lost time
ranking. The same goes for the Direct Distribution
participants over 38, AmBev’s matching payments
to a corporate team of specialists in the subject,
Centers, where there is a Sales Excellence Program
are double that of the employees’ contributions.
which analyzes the facts, proposes corrective
(PEV) in place.
Each year, participants can change the percentage
action and discloses the findings all persons
amount of their contribution — and, also, the
responsible for safety throughout the Company to
Furthermore, there is a way to recognize the best
plan’s
prevent similar accidents in the future.
work cells in the industrial units. Even if a unit has
moderate or aggressive. The plan is administered
not placed well in the PEF, the work groups are
in-company and, in general, profitability is higher
The industrial units and Direct Distribution Centers
audited through the excellence program. This
than most of the economic indices and
(CDDs) follow Safety and Occupational Health
assessment, known as the World Championship, is
investments available through the market. In
Guidelines that, among other items, deal with
conducted quarterly.
2007, it posted returns ranging between 11.86%
permission for conducting risky work, routine
and 19.67%.
inspections, minimum safety requirements for
lost time, is sent to the National Social Security
management
profile:
conservative,
service providers, power cutoff, the registration
There are also regional and corporate campaigns
that can be created within the Company’s Annual
Action Plan, or to support a new launch.
Health and safety
and analysis of workplace accidents and medical
appointments and examinations.
We watch out for the health and safety of our
Regarding Sales and Distribution, where our sales
People. Through the Vida Legal (Cool Life)
people and supervisors use motorcycles and
program sponsored by the FAHZ, all of our
automobiles as a work tool, we also promote the
NOur benefits policy encompasses all employees
employees have access to disease prevention
Traffic Peace program that seeks to ensure the
independent
the
programs — such as flu vaccination campaigns
physical integrity of our professionals, managing
organizational chart. In the latest satisfaction
and awareness raising about problems such as
safety indices and reducing traffic accidents. The
survey held in 2007, the plan received a 91%
stress, hypertension, diabetes and women’s health
initiative
approval rating.
– and assistance for the acquisition of school
infrastructure, the attitude of the driver, leadership
Benefits
of
their
placement
on
has
four
basic
underpinnings:
materials, Christmas hampers and toys. The
attitude and management. Since it was introduced
It includes customized medical and dental plans
company makes annual investments of about R$
in Brazil in August 2003, the Program has been of
that also are extended to dependents, and do not
1.6 million through the Vida Legal project.
fundamental importance, leading to a nearly 70%
require
that
participants
make
reduction in the number of accidents with lost
regular
time in the Company.
contributions; rather, they only pay a percentage
Regarding safety, a Safety Master Plan is in place
based on their salary bracket in the month they
to ensure that the Internal Accident Prevention
actually use the services.
Committees (CIPAs), the Specialized Safety and
We also operate the Safety First program and
Workplace Medicine Service and managers and
implement a Safety Master Plan (PDS) in all of our
We also offer an option for employees to buy life
supervisors constantly are kept up to date on the
Latin American manufacturing units. Safety First
insurance and an annual refund of the cost of
subject. The Plan covers the monthly monitoring
was created to foster the dissemination and
school materials for them and their children and
and follow-up of the tools in place that seek to
management of pre-defined safety topics InBev
we reimburse 70% of the monthly cost of
reduce work accidents to a minimum.
sends to us on a bimonthly basis.
20
Moreover, once a year all of the units organize an Internal Workplace Accident Prevention Week (SIPAT).
Beginning in 2007 in the CDDs, the SIPAT began to include the environment and responsible consumption
as issues to be discussed.
Training – The Safety Guidelines and other programs involve safety and health training courses. From
the moment an employee — whether our own or an outsourced worker — enters the Company for the
first time, safety education is inherent to his or her orientation activities.
Subsequently, employees participate in safety training sessions as part of their overall preparation. And
at the industrial units, weekly training events known as “5 Minutes of Safety” or “Daily Safety Dialogues”
(DDS) are conducted by the area manager, always dealing with important accident prevention topics.
Safety training for managers and defensive driving classes are taught for operators of cars and motorcycles
who work in sales.
In 2007, AmBev’s Engineering Center developed and implemented the Zero ACA Project, conducting
diagnoses in the industrial units around Latin America and training managers in safety administration
practices and the importance of leadership in this field. Some 2,200 managers in our industrial units
Definitions:
received training during the year, replicating their knowledge within their teams and, thus, ensuring
Seriousness rate – An index used around the world
100% alignment of our practices throughout the Company.
that measures the combination of days lost (lost
time), days debited (days debited by law due
As a result of these actions, in 2007 we registered 234 accidents with lost time, 18% lower than
to permanent injury or death) and hours worked
the previous year. The Seriousness Rate (SR) was 168 in 2007 (314 the previous year), representing
in the unit.
a 44% decline over the number of days lost and 100% of the number of days debited due to work-
TG = (days lost + days debited) x 1.000.000
related accidents.
Man/hours worked
Accident with Lost Time (ACA) – Accidents
occurring during the workday that implies time lost
greater than one day, resulting in temporary,
Workplace accidents
permanent or death of the victim.
Seriousness Rate
Brazil
HILA-ex
Total
2005
2006
2007
2005
2006
2007
occurring during the workday that do not cause lost
540
362
193
22,266
16,140
9,242
time. In this case, the employee returns to work the
98
143
67
1,049
1,759
785
449
314
168
23,315
17,899
10,027
Total Plant ACA
Brazil
Total Plant ASA
Total Plant ACA
Total Plant ASA
Total Plant
Deaths
Outsourced
Outsourced
Death Outsourced
2006
2007
2005
2006
2007
2005
2006
2007
2005
2006
2007
2005
2006
2007
2005
2006
2007
13
54
1163
852
915
0
0
0
67
51
52
491
392
365
0
1
0
9
241
156
105
0
0
0
10
9
15
118
60
81
0
0
0
63 1,404 1,008 1,020
0
0
0
77
60
67
609
452
446
0
1
0
24
61
93
74
Total Sales ACA
Total
Total Plant
69
Total
HILA-ex
same or following day.
2005
HILA-ex
Brazil
Accident without Lost Time (ASA) – Accidents
Lost Workdays Rate
Total Sales ASA
Total Sales
Total Sales ACA
Total Sales ASA
Total Sales
Deaths
Outsourced*
Outsourced*
Death Outsourced**
2005
2006
2007
2005
2006
2007
2005
2006
2007
2005
2006
2007
2005
2006
2007
2005
2006
2007
198
168
138
209
175
191
2
0
0
x
x
382
x
x
52
x
x
2
64
44
33
51
40
27
0
0
0
x
x
x
x
x
x
x
x
x
262
212
171
260
215
218
2
0
0
x
x
382
x
x
x
x
x
2
* The work accidents involving outsourced workers in the sales area began to be monitored in a systematic manner in 2007.
21
We have adopted the Annual People cycle to attract, train and retain talents, monitor their performance
and identify and fill gaps according to our culture and our objectives. It includes defining and expanding
Corporate MBA
objectives, the competency management of 100% of our employees and an annual alignment meeting
The Corporate MBA, recognized and certified by the
(The People Meeting) at which all leaders meet to evaluate the performance and define the career paths
MEC, is designed to offer upper tier executives
of members of their teams.
a general overview of AmBev's business and
provide access to the management tools, knowledge
These stages guide the development and training plan sent to the AmBev University (UA) for the
of the best market practices and leadership skills.
preparation of modules designed to orient people entering the Company, prepare those who will be
In partnership with the Business School São Paulo
promoted, support the Company’s processes and ensure the sustainability of the business.
(BSP), the MBA course already has trained 250
employees. About 35% of the content is taught by
In 2007, R$ 13.4 million were invested in the UA. It conducts activities in all of the Company’s units and
AmBev's own professionals and one of the course
organizational levels through external and in-company training courses, applying tools such as e-learning
module's contains international content.
and TV AmBev. Within this structure are 51 official programs and 225 courses, each annually updated
and divided into five main areas that are applied equally across the entire spectrum of the Company’s
hierarchy.
Leadership
Practice
22
Operational
Excellence
Management
System
AmBev
Culture
Market
Orientation
Leadership Practice – Fosters the alignment and defines the profile of an AmBev leader, who must
AmBev Culture – Expands
achieve differentiated results regarding the ethical conduct of his teams. Examples of programs that are
reference regarding how to act within the
inserted into this area of focus are the Corporate MBA, Leading @ InBev; Managing @ InBev and
Company, establishing guidelines for retaining and
Competency Training. In 2007, the six programs involved 217 professionals and a total of 773 hours.
developing the best people, meritocracy and an
the
points
of
ownership spirit, pragmatism and focus on results,
Operational Excellence – Assures the dynamic quality of the training events for the development of the
strong selling capacity, constant concern about
necessary technical knowledge in all job functions. Its guidelines include the survey of critical
product quality and cost efficiencies. It provides
competencies, the improvement in training for each function and the establishment of benchmarks for
the
technical-operational qualifications. Among the programs are Sales and Reselling, E-Learning, technical
Performance and Change Program (LPC), Reseller
courses in partnership with Senai, the Successors Program, the Languages Policy, Best Practices, Master
Successors, Seals, Trainees and Talents programs.
Brewers, Overseas Scholarships in partnership with the Estudar Foundation and Undergraduate and
In 2007, the six programs organized under this
Postgraduate Scholarships, along with participation in fairs and seminars. In 2007, a total of 18,357
area provided 2,490 hours of training time.
underpinnings
for
the
Leadership,
persons participated in 68,773 hours of training activities through 37 available programs.
Market Orientation – Promotes the relationships
Management System – Disseminates and perpetuates the management practices and tools at all
and alignment practices with distributors, resellers,
Company levels that comprise the chain of business and systematic approach that is a feature of AmBev’s
communities and end customers. Currently, its
disciplined and pragmatic way of acting. This area is responsible for the Green Belts and Black Belts (Seis
programs are undergoing development.
Sigma) programs, which involved 59 persons and totaled 554 training hours in 2007.
To learn more about these overall programs that contribute to the employability of our professionals, please go to the AmBev University Annual Publication
available through the Company’s web site.
23
Company Relationships
Besides all of these training programs, which
Our workplace environment is quite informal, which facilitates relationship between our employees.
involved more than 18,000 persons in 2007 and
Thus, it is common for information to be exchanged between employees and managers, including with
75,000 course-hours, the AmBev University is
higher hierarchical levels. We maintain a calendar of formal meetings to consolidate the informal
responsible
and
conversations, meetings and assessments. Each year we organize an Annual Convention with the
dissemination of the best practices adopted in all
participation of all managers and meetings of the Management Performance system (SDG) on an area-
of the Company’s units.
by-area basis, by department and by unit, which represent regular and continuous opportunities for
for
the
management
managers and top management to dedicate their time to direct communication with the employees.
For this, it organizes an annual event during which
the best projects are presented. In 2007, the Best
For information that is of interest to the entire Company, we also make use of a number of
Practices program attracted 318 entries from
communication channels, including magazines, corporate TV, bulletin boards, information guides, e-mail,
around Brazil and Latin America (HILA-ex), with six
newsletters, and text to the sales staff’s palm tops and top management’s cell phones. We transmit the
initiatives chosen as winners in the following
messages through the most appropriate channel for the recipient of the information.
categories: Socio-environmental (Winner: Maltaria
Navegantes), Logistics (Goiânia bottling plant),
The architecture of our workplace environment is planned to foster integration. Directors, managers and
Market (Direct Distribution Center, Salvador),
all other employees share the same space: there are no private offices (except for meeting rooms), nor
Financial (Direct Distribution Center, Diadema),
dividing walls. Thus, any time an employee wants to speak with a superior he or she has the liberty to
People (Direct Distribution Center, Fortaleza) and
do so directly.
Industrial (Jacareí Engineering Center).
We also have developed some free participation mechanisms that offer channels designed to make
For its part, TV AmBev, which is received in all our
employees more comfortable in expressing what they really want to say outside of the routine. We have
business units, supplements training policy by
suggestion boxes placed in all units where employees can leave their suggestions, complaints and
quickly and effectively transmitting information
observations. The Ombudsman’s office is another formal channel through which in employees can send
about the Company and its brands while, at the
in their suggestions, complaints or other information they deem necessary. The information is checked
same time, strengthening our core values and
through sampling and audits so that the appropriate measures can be taken.
culture. Its programming schedule includes weekly
training sessions for sales teams and news
We organize regular meetings when each manager and a representative of the People & Management
programs aimed at all in-company publics.
Department listen individually to identify and resolve problems.
All of our employees in Brazil are represented by a number of different labor unions. Although the
Company guarantees full freedom of association with unions, only 7% of our employees are affiliated
with one.
Salary negotiations with the unions take place on an annual basis. Collective bargaining agreements
are negotiated separately on a unit-by-unit basis and have two-year periods of validity.
Socio-environmental Responsibility
during the Best Practices Event
For the third year, the Event received a number
of entries in representing the field of social
responsibility. Three practices were selected as
finalists. The Maltaria Navegantes placed first
(page 31). The Solidarity Recycling Program
(page 41) and the Project Ecolegio from the
Huachipa branch in Peru (page 40) came in
second and third, respectively.
25
Environmental
Management
AmBev’s Environmental Policy, instituted in 1997, is the basis of our actions to reduce the environmental
Development held in Rio de Janeiro in 1992
impact of our operations and to achieve greater eco-efficiency in all activities, products and services. It
(Eco92), and is considered the standard for
applies to all production units and encompasses compliance with existing environmental legislation; the
sustainable development. (4.11)
utilization of technologies, processes and inputs that minimize the environmental impacts; the
maintenance and support of environmental education and awareness programs for clients, suppliers and
We operate an Environmental Management
communities; and continuous monitoring of environmental performance in each phase of the production
system (SGA) with standardized and documented
process.
procedures, personnel training and operating
controls that makes it possible for us to act
This process is oriented by the Precaution Principle, according to which the absence of absolute scientific
preventively regarding potential environmental
certainty was not be used as a reason to have postpone effective and economically to feasible measures
risks. One of the tools is the Survey of Aspects and
to prevent the threats of serious or irreversible damages, environmental degradation or damage to human
Assessment of Associated Risks (LAIA), applied to
health. This principle was consecrated wide the United Nations Conference on the Environment and
map out the potential risks and to define in the
mitigation measures for expansion and new plant
construction. For the year, we invested over R$ 65
Recognized practices
million in the SGA.
During Environmental Week in 2007, two units were recognized through an internal competition designed to
encourage new practices in step with the Company’s Environmental Management System.
Internal Environmental Committees (CIMAs) are in
operation in all of our industrial units. These are
Fleet management
multidisciplinary committees designed to train
The São Luis (MA) Distribution Center planted 300 trees in partnership with the city government, organized
employees and monitor the main eco-efficiency
lectures about the environment and monitored the emission of gases of the 35 diesel vehicles in the partner’s
indicators, such as use war consumption, the use
fleet. The control of the level of atmospheric gas emissions resulted corrective maintenance of the trucks that were
of renewable energy sources and the reutilization
outside of mandatory specifications.
of by-products. Moreover, upon being transferred
to a different area each employee undergoes
Agenda 21
The Juatuba (MG) plant was the highlight of Environmental Week, which included environmental education
activities involving nearly 1,200 persons including students from municipal schools, public servants, NGOs, AmBev
partner companies and bottling plant employees.
The students visited AmBev, learning about the facility’s environmental management system. They participated
in trail walks in an Ecological Reserve and the revitalized riparian zone along the banks of the Ribeirão Serra Azul
River, visited waste collection points, viewed fish reintroduction into the river and areas of Ipê seedling planting
in the city’s central square. Another activity was an Environmental Fair where topics related to recycling and
environmental preservation and awareness were presented.
The program ended with the presentation of awards for entries in a drawing contest about the environment. The
children were given gifts and one school won selective waste collection receptacles.
As a consequence of this work, and together with government and organized civil society, in September AmBev
initiated the process to prepare the Juatuba Agenda 21 project. The agenda encompasses actions for current and
future generations to achieve the sustainable development of the city.
26
environmental training.
In 2007, we began to extend our Environmental
Materials
Loss of extract
operations and defining environmental standards.
maintaining competitiveness, is expressed also in
Selective waste collection was introduced into four
our search for and use of raw materials (such as
Direct Distribution Centers in São Paulo, and all of
malt, corn, wheat, rice and hops). Besides
the professionals working in these areas, whether
maintaining
registries
our own or outsourced workers, were trained in
consumption
during
how to adopt it. The recyclable materials are
generation of residues, we monitor the loss of the
treated specifically have already become a source
extract — composed of fermentable sugars,
of the income for the Company. In 2007, more
derivatives of maltable and non-maltable cereals
than 300 tons of recycled materials were collected.
and carbohydrates, and sugar used in beer
materials,
and
the
2003
production. The smaller the loss of extract, the
lower is the loss of raw materials in the production
2007
the
production
of
2006
of
reduction
2005
the
5.24
to
2004
commitment
4.64
environmental impacts and, at the same time,
5.09
Our
reducing the environmental impacts of their
5.48
non-conformities, identifying opportunities for
6.41
Policy to the sales and distribution units, surveying
process. In 2007, this reduction was 4.64%,
stemming
from
efficient
management
of
Packaging makeup
(Beer)
operations by the units.
Furthermore, we seek to adopt the best processes,
technologies and materials, and we employ
specialized professionals trained to develop
26%
Can
packaging that satisfies consumer expectations
while, at the same time, minimizing impacts on
Selective Collection
at the São Cristóvão CDD
the environment. As a result of this work, we were
In parallel with the development of the corporate
than 12%, the consumption of some types of
project for the introduction of environmental policy
plastics by 11.37% and the consumption of
in AmBev’s sales and distribution units, the São
cellulosic packaging by 5.88%
able to reduce the consumption of glass by more
3%
Disposable
glass
Packaging makeup
(Soft Drinks)
Cristóvão CDD in Rio de Janeiro has begun to make
waste collection. It installed receptacles in all of its
Consumption of materials that make up
packaging (2005/2007)
areas and has begun to sell the waste produced by
Type
Reduction (%)
the unit as a by-product. Besides benefiting the
Glass
12,35
environment, the initiative made it possible to
Plastic
11,37
reduce the amount the Center pays for its regular
Paper
5,88
garbage collection. In five months 12.5 tons of
Total
27,34
its employees aware of the importance of selective
71%
Returnable
1%
bag in box
4%
Glass
80%
PET
15%
Can
paper was collected.
27
Energy
Consumption of energy
per hectoliter produced
107.79
104.68
2007
109.12
2005
2006
108.69
2004
Megajoules per hectoliter (MJ/hl)
113.80
previous year, when it was 107.79.
2003
In 2007, we used 104.68 megajoules of energy per hectoliter produced, which was 2.86% last than the
This result, among other factors, was due to the application of a number of projects focused on energy
efficiency, including the installation of natural gas “economizers,” high performance boilers and power
“savers” for liquefying carbonic gas.
Two new biomass units also went on stream in 2007: one in Juatuba (MG), which is fueled by a charcoal
known as “moinha,” and the other in Anápolis (GO), which burns wood chips. We also adopted
renewable pine plantation lumber and babaçu coconut and rice husks as biomass, used to fuel steam
boilers to generate power. The alternative fuels already have been adopted in seven of the Company’s
industrial facilities in Brazil and were responsible for fuel oil savings of some 48,171 tons in 2007.
With the beginning of the operation of the two new biomass units, our calorific energy matrix for the
year was made up of 54% natural gas, 12% fuel oil and 34% biomass. Furthermore, we adopted a
process for boiling starch1 in HILA-ex pilot units. Known as Multiple Step Boiling (MSB), it is globally
used by InBev and interferes in the water evaporation rate, which is directly related to the consumption
of calorific energy. Thanks to the system, the evaporation rate in the starch boiling operations in the pilot
Calorific Energy Matrix
units was reduced from 7% to 4%. Consequently, there was a 43% decline in the consumption of calorifc
energy employed in this activity.
Savings also were derived from process redesigns, refurbishing and modernizing of equipment and
34%
Biomass
changes in the behavior of employees as a result of organizational and technological innovations. The
Company’s Electric Power and Steam Consumption Commandments orient all our units, with monitored
compliance of its rules. These initiatives contribute to the supply of products developed with low power
consumption requirements.
12%
Fuel Oil
54%
Natural Gas
Energy consumption (megajoules)
Primary Source
2003
2004
2005
2006
2007
Calorific energy (MJ)*
6,095,551,608
6,052,029,381
6,341,333,474
7,273,609,118
7,352,167,324
Electric energy (MJ)
2,428,847,942
2,435,466,370
2,969,440,326
3,006,571,226
3,178,576,971
Total (MJ)
8,524,399,550
8,487,495,751
9,310,773,800
10,280,180,344
10,530,744,295
(*)
Includes biomass, fuel oil natural gas
(1)
To learn more about the beer production process,visit our web site: www.ambev.com.br.
28
Climate change
Climate change could have a large impact on our
businesses, especially regarding water ended
energy consumption. Thus, we have adopted a
number of initiatives to make as increasingly more
efficient users of these resources.
Risks – The scarcity of water and energy sources
has a negative effect on production costs and the
volume and the quality of essential raw materials.
In addition, climate instability affects our chain of
production and the consumer habits.
Opportunities – As our industrial processes
become more efficient, with lower water and
energy consumption per hectoliter produced and as
Atmospheric emission
we identify new energy sources, we become more
effective and competitive.
The emission of greenhouse gases is inherent to our activity. In 2007, the total of greenhouse gases
emitted per hectoliter produced was 6.38 kilos, a reduction of 29.3% over 2002. This reduction is
equivalent to the planting of 1.5 million trees. The reference used to measure these emissions is from the
Intergovernmental Panel on Climate Change (IPCC).
In order to minimize emissions, we have developed projects to use alternative fuels and to reduce the
consumption of energy, including using biogas resulting from the anaerobic treatment of effluents, and,
whenever possible, the substitution of fossil fuels with biomass. Our biogas projects already have been
implemented in five plants and, in 2007, 1.9 million cubic meters of gas were substituted by biogas
generated in the Company’s own facilities. As part of InBev’s Environmental Data Gathering inventory,
we conduct an annual survey in our plants to measure the emissions levels.
We are the first company in the Brazilian beverage sector to be officially registered with the United
Nations for the Clean Development Mechanism (CDM), for a project being conducted by our Viamão (RS)
plant that is in alignment with the Kyoto Protocol. We received the approval of the federal government
for this project in June 2007, and on November 5, 2007 the UN (UNFCCC) registered it. As of the date
of the UN registration, we initiated the monitoring of emissions and, after one year, the first audit will
be conducted to validate the volume of carbon credits that can be sold. We already could sell the credits,
but the issuance of the Carbon Emission Reduction (CER) certificate only occurs after one year of
monitoring our role.
The approved project calls for the reduction of 188,000 tons of carbonic gas emissions into the
atmosphere over the next seven years, due to the substitution of fuel oil with biomass to heat boilers. At
the end of the year, two other projects for substituting fossil fuels with renewable sources of energy at
our plants in Agudos (SP) and Teresina (PI) were approved by the Brazilian government.
Greenhouse gas emissions (GGE)*
2002
Total emissions
2003
2004
667,287,029 607,690,417 609,123,040
Total hectoliters
Total emission per hectoliter (Kg)
2005
2006
569,298,941 635,200,513
2007
644,902,474
67,464,472
64,195,416
67,799,152
83,292,729
95,926,277
101,112,600
9.03
8.22
7.89
6.83
6.62
6.38
* The numbers until 2005 refer only to Brazil to, whereas 2006 and 2007 also include HILA-ex
29
Water
Sources of water
Our efforts to use water sustainably, with a focus on the continuous reduction of consumption, recycling
and reutilization of the resource, is based on procedures published in the Company’s Water
Commandments document. It approaches the issue from two fronts: training and awareness raising of
employees and the monitoring of the consumption indicators in all units.
35%
Artesian wells
10%
Public network
We also seek to preserve water quality by treating effluents and monitoring water reception bodies. We
comply with all legal regulations, maintaining discharge systems and monitoring water input. We also
participate in Water Basin committees that have been constituted in the regions where we operate to
55%
Springs
contribute to the planning of the responsible use of water resources.
For being in step with all of these initiatives, we are renowned globally for the production of beverages
with relatively low rates water consumption. Some of our plants are benchmark units. Our facilities in
Brasília (DF) and Curitiba (PR) achieved, respectively, rates of 3.26 and 3.33 liters of water per liter of
beer produced. In 2007, we used an average of 4.19 liters of water per liter of beverage, encompassing
the units in Brazil and HILA-ex. Regarding soft drinks, our bottling plants in Jundiaí (SP) and Sapucaia (RS)
Water consumption
(liter / liter of beer)
30
4.21
4.30
4.19
2005
2006
2007
2004
2003
4.37
4.88
reported in 2007 averages of 1.63 and 1.83, respectively.
Effluents and wastes
Reutilization of industrial
wastes
We treat 100% of our industrial wastes. Industrial Effluent Treatment Stations (ETSs) are installed in 95%
of our units and have the capacity to receive an organic charge of 500,000 kilos a day of Chemical
98.2%
98.1%
96.8%
96.5%
95.0%
Oxygen Demand (COD). The exceptions – the units in Curitiba (PR) and Camaçari (BA) – send the material
for treatment in external stations. Effluent quality is monitored to guarantee that final discharge into
reception bodies is in compliance with environmental legislation, and thus does not harm local habitat
and biodiversity. A list of the bodies of water into which our treated effluents are discharged is attached
to this Report.
Regarding the management of solid wastes, besides continuously seeking to reduce the quantity
produced, we promote its recovery, reuse, recycling and composting. In 2007, we reutilized 98.2% of our
industrial wastes, which are sold as a way to boost the Company’s revenues to the, reduce their
environmental impact and offer a source of income in another chain of production. The other wastes were
disposed of in sanitary landfills and, when classified as being dangerous, were incinerated.
Paper and pulp residues from labels are used to produce paper and cardboard; malt bagasse and humid
ferment are used for animal feeds to dry ferment is a source of prote to to the for human or nutrition;
2007
2006
2005
2004
2003
and mud from effluent treatment is used as organic fertilizer.
The reutilization of these by-products depends upon their quality. Thus, in the case of bagasse, for
example, we monitor the levels of humidity and proteins during storage and conduct microbiological
analyses of the material.
We select licensed partners to receive the by-products, establish contracts containing environmental
responsibility clauses, and we monitor and audit their activities to be certain they are in compliance with
both our own requirements and the legislation.
In the event of materials spills or leakages that cause an impact in a region, we seek to adopt measures
to quickly resolve the problem. In 2007, no significant spills or leakages occurred.
66.8
59.3
50.9
41.0
30.5
By-product revenues
(R$ million)
New applications
We systematically conduct research into new uses for by-products as a way of guaranteeing responsible final
disposal and increasing the added value of our raw materials. One example was the development of more
applications for barley residues obtained during the industrial process of a malt plant.
The Maltaria Navegantes in Porto Alegre (RS) identified the opportunity to use barley in place of wheat flour for
the production of glue for doors. The amount added to the value of the barley rose by 73%. For this initiative, the
unit was recognized by in AmBev Best Practices Program, in the Socio-Environmental Category.
Moreover, the Agudos (SP) unit began to use mud generated from the treatment of industrial effluents as biomass
for producing power. And, at the Guarulhos (SP) brewery, beer that is to be discarded but is still within the
expiration date no longer is discharged into the industrial effluent treatment station; it now is donated for use
2007
2006
2005
2004
2003
as cattle feed.
31
32
Biodiversity
Our concern with the environment is also related to the protection and preservation of the areas that are
rich in biodiversity and are part of our business units. We engage in activities to stress the importance of
these areas and to protect the typical flora and fauna of each region. In some of the business units,
environmental protection areas (APAs), permanent preservation areas (APPs), areas of relevant ecological
interest (ARIEs), ecological reserves (REPs) and riparian forested riverbanks are used as resources for
environmental education.
In the city of Maués (AM), in the midst of the Amazon forest, we maintain the 1,070-hectare Fazenda
Santa Helena, the largest guaraná genetic bank (a fruit native to the region and the principal ingredient
in the Guaraná Antarctica soft drink) in the world. The entire crop under cultivation – which occupies
approximately half of the area – is integrated with the ecosystem through the planting of small clearings
in the forest, called “guaranazeiros,” to ensure the preservation of local flora and fauna.
In Guarulhos (SP), our bottling plant is surrounded by an 850-hectare APA that is registered as a Release
Area by the Brazilian Institute of the Environment and Renewable Natural Resources (IBAMA). In this
area, in partnership with the Guarulhos Department of the Environment, we conducted the first wild
animal survey in 2007. The study yielded surprising results: 274 species were cataloged, including 52
reptiles, 54 mammals and 168 bird species. The unit engaged in the construction of habitats, together
with the Guarulhos zoological agency, a place where wild animals are taken for readjustment to their
Atlantic Forest habitat. Among these animals are some endemic species that are especially vulnerable to
extinction, and that are on the Red List of the International Union for the Conservation of Nature (IUCN):
the Channel-billed Toucan and the Red-breasted Toucan (Ramphastos dicolorus and Ramphastos
vitellinus), the Swallow-tailed Blue Manakin (Chiroxiphia caudata), the Red-ruffed Fruitcrow (Pyroderus
scutatus), the Puma (Puma concolor), the Ocelot (Leopardus pardalis), the Brown howling monkey
Environmental Education in Guarulhos
We introduced the Guarulhos Environmental
Project jointly with the government of the state
of São Paulo. The unit opens its doors for state
public schools as a way of promoting the
principles of awareness and conservation among
young people. Approximately 650 grade school
students from five schools were selected for the
first phase of the project and attended classes
on water, flora and fauna, among other subjects,
taught in the forest maintained by the company.
(Alouatta guariba), the Black-fronted Titi (Callicebus nigrifrons) and the Neotropical River Otter (Lontra
longicaudis).
In Agudos (SP), our plants are surrounded by 920 hectares of an Area of Relevant Ecological Interest
(ARIE) and a Permanent Preservation Area (APP). In the Cerrado region of the state of São Paulo, there
are approximately 185 species of trees, 29 species of mammals, 165 species of birds, 29 species of reptiles
and 13 species of amphibians. Among these species, five are threatened with extinction: the Maned
Wolf (Chrysocyon brachyurus); the Pequizeiro (Caryocar brasiliense Camb), a tree native to the region; the
Ocelot or Painted Leopard (Leopardus pardalis mitis); the Puma (Puma concolor capricornensis); and the
largest species of Anteater (Myrmecophaga tridactyla) are listed on the IUCN’s Red List. There are 124
hectares of reforestation of eucalyptus trees, while ecological and environmental hikes are offered to
raise the environmental awareness of our employees and the community.
Similarly, the plant at Jaguariúna is surrounded by 20 hectares of APA and the plant at Cuiabá (MT) by
30 hectares of APP, while the plant at Jacareí is in the midst of 2.1 APA hectares.
In 2007, the Cebrasa branch in Anápolis (GO), created a project to recover the riparian vegetation along
the banks of the Ribeirão das Antas River. The goal is to replant the banks that are incorporated into our
facility, in partnership with the Faculdade Anhanguera Educacional S.A., along with a nursery for
producing seedlings from the trees of our forest for constant replacement and replanting.
33
Conformity
AmBev has a clear and rigorous policy of respect for the environment. Nevertheless, in 2007 four isolated
incidents occurred with limited environmental impact that led to administrative complaints brought by
the competent environmental agencies. In three of these cases, a Term of Adjustment of Conduct
agreement (TAC) was signed with the Public Prosecutor’s Office. Each of the incidents is noted below:
Viamão (RS) – Because of complaints from residents, the public prosecutor held a public hearing
that resulted in a TAC. In compliance with his request, we implemented actions for the recovery of
the vegetation and water resources affected by leaks, donated R$ 150,000 to be distributed after
deliberation by the Viamonense Environmental Committee, and invested in a program to promote
recycling of solid waste.
Juatuba (MG) – A falling tree branch caused a temporary blockage in drainage out of the effluent
treatment station. This led to a one-time discharge of treated effluents that was outside the specifications
of the river located behind the plant. As soon as the incident occurred it was spontaneously reported to
the state environmental agency, which then prepared a report of an infraction against the company. The
company presented a defense, in which it demonstrated no harm had been done to the environment,
which is now being analyzed by the environmental agency. The public prosecutor held a hearing to
investigate the incident, which was tabled immediately upon the signing of a TAC, in which we promised
to prepare socio-environmental activities together with the local community.
Green plant
Lages (SC) 1 – Because of failures in the composting operation procedures in the manufacturing facility
operated by an outsourced service provider, there was an emission of untreated drippings into a lagoon
The commitment to protect biodiversity from the
located on the plant’s grounds. Lages Environmental Police initiated a criminal inquiry to determine the
impact of our activities, products and services can
facts and responsibilities. The investigation was closed after a TAC agreement was signed, with the
be seen through the detailed environmental
acceptance of the state environmental agency, the Public Prosecutor’s Office and the Environmental
impact studies that are undertaken before
Police. We implemented a reforestation project encompassing 20 hectares, earmarked R$ 37,000 for an
construction begins on new facilities. One
agreement with Public Prosecutor’s Office-Environmental Police and R$ 8,000 to the Canoas River Basin’s
example is the glass factory we built in 2007 in Rio
Water Resources Committee.
de Janeiro (RJ). This eco-efficient facility is
equipped with an electrostatic precipitator, which
Lages (SC) 2 – During the startup process to increase the production capacity of the plant, some malt
acts as a filter for the purification of 99.5% of the
beer was spilled into the effluent treatment system, temporarily causing the organic load of the treatment
gases emitted by the glass fusion process. The by-
center to rise above the capacity for treatment. The functioning of the anaerobic reactor had to be
product of this process is a powder that is rich in
stopped and re-charged with activated mud to reestablish appropriate operating conditions. Because of
calcium sulfate, which is recycled as a raw material
this stoppage, there was a one-time release of liquid effluents outside the parameters established by the
for the production of glass. In addition, all of the
environmental legislation for the Carahá River. The company, of its own accord, reported the event to the
water used in the treatment of the ETEI is recycled
state environmental agency, which then issued the infraction. An administrative defense was presented
through the refrigeration systems and used for
to show that there was no environmental damage. We are awaiting the judgment of this defense.
washing the floors. We also reutilize all glass
shards resulting from breakage: 55% of the
material is recycled and used in the manufacture
of bottles.
34
Society
We believe that in order to grow in a sustainable manner profits are necessary to pay dividends to
shareholders and, at the same time, create value for society as a whole. This belief characterizes our
relations with clients, consumers, suppliers, resellers, communities, the government and society.
We try to include three different dimensions – economic, social and environmental – throughout our
business chain, from an increase in production of inputs supplied by farmers through to postconsumption, as represented by programs promoting responsible consumption of alcoholic beverages and
recycling. We contribute to social welfare both by paying taxes as well as by confronting complex issues,
such as those involving responsible consumption.
Consumers
We have exercised our role as a good corporate citizen since 2001, supporting programs to raise the
awareness of the general population about the risks associated with the improper use of alcohol. They
are part of the AmBev Responsible Consumption Program in Brazil, guided by the premises offered by
the World Health Organization (WHO), based on two pillars: awareness of the risk of drinking and driving,
and encouraging compliance with the law that prohibits the sale of alcoholic beverages to minors.
In support of these objectives, various initiatives were held in 2007. One such initiative is the second
edition of the People Who Care Program, where all of our facilities throughout Brazil open their doors
to employees and invited guests to discuss the responsible consumption of alcohol and to watch an
educational video call “Drink or Drive: Make the Right Choice,” prepared by the Center of Information
of Health and Alcohol (CISA). This initiative mobilized some 45,000 persons in the factories and
distribution centers who then “blitzed” local universities, distributing educational brochures and
“Boomerang” stickers – the symbol of the program – with the message: “It’s more fun to go and then
return.” In addition, our own vehicle fleet displayed this message.
36
People Who Care
AmBev believes that good behavior begins at
home. Therefore, in August 2006, it introduced
the first People Who Care program. The event is
designed to engage employees and the local
communities on social responsibility issues.
During the year, 19,200 breath analyzers were donated to traffic authorities and federal, state and
municipal government agencies, including the Federal Highway Police (Ministry of Justice) and Denatran
(Ministry of the Cities). In total, since the start of the program, we have donated more than 50,000
breath analyzers.
We celebrated Carnival in São Paulo (SP), Rio de Janeiro (RJ), Salvador (BA) and Olinda and Recife (PE) by
passing out messages about responsible consumption. In our own events such as Skol Beats, Skol Spirit,
Brahma Box and Boteco Bohemia, we promoted activities to raise public awareness.
Our points of sale are another channel used to spread the message about drinking responsibly. For this
channel we developed the “Ask for the ID” program to encourage following the law prohibiting the sale
of alcohol to minors. The owners receive orientation material about the need for following the law and
their co-responsibility in this task. From its inception, this Program has reached around 800,000
establishments throughout Brazil.
We also introduced the Responsible Bar, for the distribution of posters and educational material with
advice for the owners of drinking establishments, spreading the message “alcoholic beverages are only
for those who are old enough and for those who are not going to drive.” This program was aimed at
bars in São Paulo (SP), Brasília (DF) and Porto Alegre (RS).
The AmBev Responsible Consumption Program has also been developed in Venezuela, with messages
about responsible consumption contained in advertisements and on products labels. The information
stresses that alcoholic beverages do not go well with driving and only individuals 18 years or older may
consume alcoholic beverages. One highlight for the year involved the raising of awareness in bars and
restaurants about responsible selling of alcoholic beverages. Brochures and stickers to be placed on cash
registers in these establishments stress the idea that the sale of beer should only be for 18-year-olds or older.
Access to information
AmBev operates a customer service center (SAC) to meet the demands of consumers. This led to the
first ISO 9000 certificate to be issued to the beverages sector, and in 2005 and 2006, to the Modern
Consumer Award for the Best Customer Relationship Center in the beverages segment. The service
provides five 0800, toll-free, numbers (Brahma, Skol, Antarctica, Gatorade and Pepsi), and e-mail
addresses that function together, but permit servicing of a specific brand to facilitate consumer access
to information.
The SAC receives 1,500 telephone calls and 300 e-mails every day. Of these contacts, 70% are questions
about the composition of the products and their distribution, information about company events, and
sales and corporate data. Another 16% are complaints, 10% looking for sponsorship and/or donations
and 4% involve opinions. All of the information received is organized according to the area concerned
(Industrial, Sales and Marketing) and serves as a basis for improving the products and processes that
increase consumer satisfaction.
In addition, the SAC conducts regular surveys into the degree of consumer about our products. We
maintain the practice of exchanging all products that present a problem and analyzing all of those that
are returned. Occasional errors, including those that take place during distribution and at the points of
sale, are reported to the Quality Control Department for corrective action.
38
In the consumer’s life
We believe that the consumer is the reason we are in business. We need to understand them, and to
create a close relationship over the long term. Our marketing policy gives priority to meeting consumer
needs and expectations. In order to do this, monthly surveys are conducted about the lifestyle, values,
priorities, events and consuming habits of 2,500 people throughout Brazil.
The results help to improve the products, packaging and introduction of our brands. We follow
assumptions to guarantee the quality of our products to assure that they are free of any kind of
contamination or risk for the health and safety of our consumers. In the conception of products and the
choice of suppliers and ingredients, we take into consideration the standards of the Company and our
partners. In general, our guidelines are stricter than those established in the regulations and technical
standards of the appropriate government agencies and when there are no regulatory standards in the
countries in which we are active, we follow international benchmarks, such as those of the U.S. Food and
Drug Administration (FDA).
Along with the safety of our employees, quality is the essential element in our manufacturing operations.
We monitor the quality of inputs and all of the pertinent production processes, identifying the critical
points, performing visual and laboratory end product quality analyses.
We store our products in a way so as to maintain the quality achieved during the production process and
we provide guidance to our clients in the same way. We have also adopted a transportation manual
containing shipping guidelines and specifications for each category of product.
We regularly assess the satisfaction of our consumers with regard to our products through the SAC,
while also monitoring the preference of consumers for our brands. Furthermore, we use specific programs
to measure the quality of our products in the market.
Our concern extends to post-consumption, structuring initiatives for the recycling of packaging (more
information on page 41) and the responsible consumption of alcoholic beverages (more information on
page 36).
To reinforce this policy, we have implemented a Responsible Marketing Code and signed an advertising
self-regulation agreement in a number of the countries where we operate, including the Common
Principles of Self-Regulation in Advertising for Latin American Brewers, the Brazilian Self-Regulation
MARCOS FREIRE – Homenagem a João Gilberto
Marketing Code prepared by the National Council for Self-Regulation of Advertising (Conar), the Self
Regulation Code for Commercial Communications in the Brewing Industry (Venezuela), the Code of SelfRegulation in Advertising and Promotions for the Brewing Industry of Nicaragua, and the Marketing Self-
Original Art
Regulation Code (Dominican Republic).
In partnership with Recicloteca, we promoted the
exhibition of creations by artists in two shows
We maintain the same level of concern regarding the packaging of our products. In 2007, we introduced
entitled “Original Art.” Made with materials
distinctive packaging to meet the needs of different consuming profiles, such as the 18-can Skol beer
recycled from our Original beer (tops, labels,
pack, Bohemia Dark in a long neck bottle and can; and a Skol heat-sensitive can; initially limited to the
cardboard boxes and glass bottles), the works of
market in Rio de Janeiro, it is the first to be sold in Brazil that informs the consumer when the beer is the
art were presented at the Image and Sound
right temperature for consumption. All of our labels contain the information required by legislation.
Museum (MIS) in São Paulo, and in the Original Bar,
in Rio de Janeiro. The works of art were prepared
At our events, in addition to promotional activities and messages regarding responsible consumption, we
especially for the events, representing a challenge
encourage the selective collection and recycling of cans and bottles. In some cases we establish
that resulted in a new way of looking at every-day
partnerships with groups that sort recyclable materials as a way of providing yet another source of income
objects, such as chairs and lamps, and in the
and social inclusion for the workers who collect such materials. In 2007, more than 10 tons of materials
creation of unusual works in different styles.
were collected and recycled.
39
Clients
We know that our responsibility to the client does not end with a sale. We are constantly working to
improve our relationship with the points of sale as well through programs and channels that help to
Planting Trees and Recycling
identify their needs and answer their questions, establishing a partnership based on trust, commitment
Recycling and eco-efficiency are the focus of the
and the pursuit of a common goal.
Ecology Project, initiated by the Huachipa plant in
Peru to disseminate its environmental policy in the
In Brazil, the Relationship Program, created in response to the needs of our clients, helps us to help them
community. Directed by students from the Beata
in developing their businesses through the dissemination of information published in a bimonthly
Imelda school, with the participation of teachers
magazine and carried monthly on a TV channel.
and employees, the organization also has the help
of the local congregation of religious organizations
We are constantly revising the routine of our sales teams, so that we can be certain that we are being
and volunteers from AmBev. Selected as one of the
efficient and helping our clients to better display our products, identifying opportunities and
best practices of the Company, the project
improvements to be made. This effort includes support for the management of inventory and hints about
encouraged schools to participate in the United
training, education and practice to increase sales and win customers.
Nations’ program for planting one million trees and
began the practice of recycling wastes and studying
Community
the environmental problems of the community
As a result, more than 100 trees were planted in the
Our external investment is based on the ability to add value to the communities with which we have
area owned by the school and five environmental
relationships. In 2007, we improved our internal processes and programs for excellence to stress the
studies were conducted: reduction of water
socio-environmental responsibility of our People in the manufacturing units and our Direct Distribution
consumption and energy, production of biodiesel
Centers and resale, working together day by day closely with the people who live around us.
fuel, paper recycling and the responsible disposal
of batteries. The paper and the packaging collected
The performance of this aspect of our activities is recognized with a Star Prize, awarded annually to the
were sold and were used to start creative projects
unit that does the most for the benefit of its community. And the award counts for points in the Excellence
for the decoration of the classrooms at the school.
in Manufacturing Award (PEF) and Excellence in Sales (PEX) awards, which also include our network of
resellers. In 2007, approximately 80% of the plants and CDDs and 42% of our resellers were working
with us in socio-environmentally responsible activities, in environmental education initiatives, selective
waste collection and support for community projects, assuring greater social responsibility with regard to
its employees and the community.
The results obtained during the year demonstrate the potential of this kind of work:
•
More than 5,000 books as well as other scholastic materials have been collected and
donated to schools and municipal libraries;
•
Some 4,000 seedlings have been planted;
•
In addition to our employees, approximately 10,500 people have participated directly in
activities to encourage recycling and promote environmental education, including students,
teachers, and representatives of the local community;
•
More than 6.6 tons of recyclable materials have been collected in recycling initiatives in the
communities;
•
Our sales team distributed Ministry of Health’s information about the campaign against
dengue fever to our points of sale around Brazil.
Since 2003, we have been participating in the Green Duty-Free Zone, of the state government of
Amazonas, with investments of R$ 61 million in the development of the region scheduled through 2013.
40
This funding has already permitted the financing of more than 1,300 low income housing units in rural
areas; the creation and maintenance of 12 agricultural complexes; the inauguration of a seamstress
Recycling and Citizenship
workshop where school uniforms for the municipality are produced; the development of projects for the
The Cebrasa branch in Anápolis (GO) received
cultivation of fowl, swine, beekeeping (the distribution and administration of hives) and the cultivation
recognition in 2007 as winner of the Star Prize for
of cassava; and incentives for the production of sugarcane.
Manufacturing Excellence, for its Community
Project – Recycling with Citizenship. It involved four
Dialogue
schools, getting them to more vigorously pursue the
project’s initiative from the previous year to
To manage and minimize the impact of our operations in the communities, we make dialogue a priority.
distribute information about recycling practices and
One example is the consultation we did before starting the construction of a plant in Huachipa, Peru, in
environmental education. Waste sorting kits were
2005. The project was discussed with more than 170 people in the local community, demonstrating the
placed in the schools, talks were given on how to
Company’s concern for the protection of the environment and the sustainable development of the region.
recycle and why it is important. Some 3,605 people,
In addition, regular visits were made to the community to assure a good working relationship and a
including students, teachers and members of the
dialogue that was ethical, transparent and permanent.
community were involved. In total, 4,692 kg of
paper, plastics and metal were collected. The
Recycling Solidarity
income from the sale of the recyclable materials
was returned as benefits for the schools. AmBev
We continued and improved the Solidarity Recycling Program, which recently celebrated five years of
recognized the school that excelled at the initiative.
existence. Developed in partnership with the Recicloteca NGO which is maintained by AmBev, and also
The initiative also received recognition for taking
since 2007 with the Business Commitment to Recycling (Cempre), the initiative combines the three pillars
third place in the Goiás state’s Environmental
of sustainability:
Management Award contest.
1. For the environment, contribute to the preservation by supporting groups that collect
recyclable materials;
2. Regarding the economy, to increase productivity, income and the organization of members
of the cooperatives and improvements in the organization of the groups; and
3. Regarding the social objectives, to promote the inclusion and approval of the quality-of-life
of the communities where the entities are installed.
Amount Collected
Material
Volume (t)*
Paper
487
Plastic
355
Metal
83
Glass
61
Others
8.5
Total
994.5
* The amounts were collected between the months of September
This is done by means of providing equipment, such as presses and scales, the transmission of knowledge
and December 2007 by 16 different groups. (AM, CE, PE, PR And RJ)
and exchange of best practices. During the year we reinforced our actions with activities to support the
for forms and spreadsheets for control of income and costs, adoption of best practices for the workplace
Average number of cooperative
members
and environmental protection.
State
management of the cooperatives, including information about health and safety, accounting, models
Cooperatives
AM
20
The project makes it possible for the cooperatives to have a representative from Recicloteca assisting
CE
15
them in their operations. The model not only prepares the service providers but expands the relationship
PE
15
with the members of the cooperative, for working over the long term. In this way we are able to help
PR
33
Recicloteca in the development of activities that make it possible for each of the cooperatives to continue
RJ
322
to put the guidelines into practice.
Total
405
In Rio de Janeiro – the birthplace of Solidarity Recycling – there are already more than 300 workers
involved in the initiative. In five years, the participating entities have significantly increased the quality of
the materials collected. In addition to greater volume, there has been an improvement in the added value
of the collected materials. At the end of 2007, the activity provided direct benefits to approximately 400
people in Rio de Janeiro Paraná, Amazonas, Rio Grande do Sul, Mato Grosso, the Federal District, Ceará,
Espírito Santo and Pernambuco, in addition to another 600 who participated in the program in earlier stages.
In 2007, 12 new cooperatives were integrated into the program, which raises to 36 the current number
of organizations receiving benefits.
41
Donations
Our policy of encouraging community development includes the donation of funds for to outside social
In addition to producing part of the malt that we
projects. In 2007, using the provisions of the tax incentive laws, we supported various non-governmental
use, in the Southern Region of Brazil we support
organizations that are active in training youths, among them the Gol de Letra Foundation that works with
Rural Days, where our employees, producers, farm
children, teenagers and young people in São Paulo and Rio de Janeiro through programs and projects for
cooperatives and agricultural technicians from
the implementation of a new teaching method that offers knowledge, culture and citizenship; the Growth
Embrapa meet to improve their knowledge about
Institute for TV, Cinema and New Media, which contributes to inserting young people from low income
cultivation and new technologies.
communities from the municipality of São Paulo into the job market through a program of technical and
socio-cultural training; and the Citizens Sport Club program developed by the Porto Alegre Young Men’s
Transportation partners
Christian Association (ACM) and by the Dunga Institute for Citizenship Development to promote
citizenship through the practice of team sports.
An example of the programs that we have
adopted to assure the excellence of our own
In accord with our Code of Conduct, we also make periodic donations to Community Action. These
operations, since 2001 we have been developing
come from internal auctions, prizes and gifts sent to employees at Central Administration.
the Guide to Excellence in Shipping (GETrans) to
provide guidance for the logistics operators that
Suppliers
are our partners to ensure the sustainability of the
business. GETrans determines the criteria that
permit the monitoring and measurement of
We acquired various materials, goods and services from about 11,500 suppliers to guarantee the
performance of these suppliers with respect to the
production and delivery of our products to consumers. Our supplier relationship policy gives priority to
management of persons and the fleet, indices of
local and diversified suppliers, and calls for the preparation of commercial and technical studies before
productivity, and others. We monitor the correct
granting them approval in order to guarantee the quality of the products that are part of our chain of
remuneration of their employees and ensure that
production, in addition to monitoring deliveries to guarantee supply.
they meet their tax and fiscal obligations.
Our behavior, expressed in the Business Code of Conduct, is based on the offer of equal opportunities
Further, we encourage investment in socio-
to all of our partners, independent of their size or geographic location. We also recommend to our
environmental responsibility. Part of the fleet is
employees that they encourage suppliers to use management practices that respect human dignity, ethics
increasing its use of biodiesel as a fuel and
and environmental protection.
beginning in the second half of 2007, 5% of the
fleet has replaced traditional methods of washing
Guaraná and barley
vehicles, using a “dry-cleaning” method that
represents a savings of more than two millon liters
We pay special attention to the producers of guaraná and barley (hordeum vulgare) that provide the
of water.
essential raw materials for the quality of our products. With this in mind, we support the development
of guaraná production in the state of Amazonas and provide incentives for planting barley in the south
Every year we evaluate the scores obtained using
of Brazil, a partnership with 4,000 farmers.
the Guide for all of the transporters. Based on
these evaluations, the best partners are recognized
In the Amazon Region, we support in the Maués Project in partnership with the state government to
at the GETrans Convention. The results may
promote the restoration and expansion of the guaraná plantations by supplying seedlings to the farmers
culminate, above all, in the increase in the share of
and supporting the development of alternative sources of income. Every year we promote Guaraná Day
best operators in the AmBev system. Training
and, since 2006, together with GTZ (the German Technical Cooperation Agency) we have held training
activities also take place at the Convention. In this
cycles. During Guaraná Day we hold technical seminars and the farmers visit Fazenda Santa Helena,
way we contribute so that the people who
owned by AmBev, where they learn about the techniques and equipment used in the cultivation of the fruit.
transport our products adopt the best practices for
the management of their businesses.
Every year, about 280 rural producers, along with representatives from Embrapa, and municipal and state
governments, from GTZ and their local associates, participate in Guaraná Day. The event recognizes the
producers and agricultural technicians who have provided outstanding results in the production and
improvement of guaraná. In 2007, about 150 producers participated in training cycles offered jointly
with GTZ. The training took place in loco and provided the producers with knowledge about each of these
stages of production, from the preparation of the earth through to the improvements in guaraná and
production integrated with other typical crops in the region, such as cassava and açaí.
42
Government and society
We believe that we are contributing to society when we create both direct and indirect employment and
when we pay our taxes on time. We are among the three largest taxpayers in Brazil. In 2007, operations
in Brazil resulted in the transfer of about R$ 10 billion to the coffers of federal, state and municipal
governments in Brazil.
We are members of the Brazilian Business Council for Sustainable Development (CEBDS), the Business
Recycling Commitment (Cempre) and the Brazilian Institute for Competitive Ethics (ETCO), among others
already mentioned in chapter 2. Through our participation in these organizations we contribute to the
formulation of public policy related to our sector of activity, and we occupy the role that befits us, as an
industry, to seek a reduction in the improper consumption of alcohol.
With this objective, we participate in the public discussions in the National Congress. We also participate
as observers in the meetings promoted by the World Health Organization (WHO). The industry is
recognized by the WHO in two resolutions approved by the Assembly, as a stakeholder in confronting
the harmful consumption of alcoholic beverages. Our actions related to Responsible Consumption made
it easier for other agents involved in this issue to participate. One example is the donation of the breath
analyzers - to municipal, state and Federal agencies that will be used to monitor and apprehend those
who drink and drive.
We frequently make donations to alleviate the suffering of victims from catastrophes. To assist the
homeless and displaced persons after the earthquake in Peru in 2007, we sent 62,000 liters of water and
5,000 liters of water replacement beverages. In Sapucaia do Sul (RS), we collected 2.5 tons of food and
more than 500 pieces of clothing and shoes for the benefit of communities hit by the heavy rains that
fell in the region at the end of September. In addition, one of our controlling shareholders, FAHZ, supports
the Walter Belian Technical School and the Santa Helena Hospital, both in São Paulo.
GRI Summary
Page
Strategy and Analysis
1.1
Statement from the most senior decision-maker
1.2
Key impacts, risks, and opportunities
Page
Governance, Commitments, and Engagement
4 and 5
4.1
Governance structure
14
4, 5 and 12
4.2
Indicate whether the Chair of the highest governance body
14
is also an executive officer
Organizational Profile
4.3
Independent and/or non-executive members
14
4.4
Mechanisms to provide recommendations to the highest
15
2.1
Name of the organization
6
2.2
Primary brands, products, and/or services
6
2.3
Operational structure (main divisions, operating companies,
6
subsidiaries, and joint ventures)
6
4.6
Processes to ensure conflicts of interest are avoided
14
2.4
Location of organization’s headquarters
6
4.7
Process for determining the qualifications of the members
14
2.5
Number of countries where the organization operates
6
2.6
Nature of ownership and legal form
6
4.8
Mission or values, codes of conduct, and principles relevant
2.7
Markets served
6
4.9
Procedures of the highest governance body for overseeing
2.8
Scale of the organization
6
Significant changes during the reporting period regarding size,
6
2.9
structure, or ownership including
2.10
Awards received in the reporting period
governance body
4.5
of the highest governance body
7 to 9, 15
14
the organization’s identification and management of economic,
environmental, and social performance
4.10
11
Report Profile
Linkage between compensation and the organization’s performance 19
Processes for evaluating the highest governance body’s
14
own performance
Commitments to External Initiatives
3.1
Reporting period
12
4.11
3.2
Date of most recent previous report
12
4.12
Precautionary approach or principle is addressed by the organization 26
Externally charters, principles, or other initiatives
3.3
Reporting cycle
12
4.13
Memberships in associations
3.4
Contact point for questions regarding the report or its contents
13
39
13, 43
Stakeholder Engagement
Report Scope and Boundary
4.14
List of stakeholder groups engaged by the organization
3.5
Process for defining report content
12
4.15
Basis for identification and selection
10
3.6
Boundary of the report
12
4.16
Approaches to stakeholder engagement
10
4.17
Key topics and concerns
12
3.7
State any specific limitations on the scope or boundary
12
3.8
Basis for reporting on joint ventures, subsidiaries
12
3.9
Data measurement techniques
12
3.10
Re-statements of information provided in earlier reports
12
3.11
Changes in the scope, boundary, or measurement methods
12
applied in the report
3.12
GRI content index
44
3.13
External assurance for the report
12
10
Performance Indicators
Page
ECONOMIC PERFORMANCE
Emissions, effluents, and waste
Economic performance
EC1
Page
Direct economic value generated and distributed
EN16
Total direct and indirect greenhouse gas emissions
-
EN17
Other relevant indirect greenhouse gas emissions
29
-
EC2
Risks and opportunities due to climate change
29
EN18
Initiatives to reduce greenhouse gas emissions
EC3
Coverage of the organization’s defined benefit plan obligations
20
EN19
Emissions of ozone-depleting substances
-
EC4
Significant financial assistance received from government
-
EN20
NOx, SOx, and other significant air emissions
-
Market presence
EC5
Range of ratios of standard entry level wage compared to local
-
minimum wage
EC6
Policy, practices, and proportion of spending on locally-based suppliers
EC7
Procedures for local hiring
-
EN21
Total water discharge
EN22
Total weight of waste by type and disposal method
29
31 and appendix
-
EN23
Significant spills
EN24
Transported waste
31
-
EN25
Identity and protected status of water bodies
-
18
Products and services
Indirect economic impacts
EC8
Development and impact of infrastructure investments
EN26
EN27
and services provided primarily for public benefit
EC9
Significant indirect economic impacts
Initiatives to mitigate environmental impacts of products
27
and services
40 to 42
Products and packaging materials that are reclaimed
-
31, 43
Compliance
ENVIRONMENTAL PERFORMANCE
EN28
Monetary value of significant fines
34
Materials
EN1
Materials used
EN2
Materials used that are recycled input materials
27
-
Energy
EN3
Direct energy consumption
28
EN4
Indirect energy consumption
28
EN5
Energy saved
28
Initiatives to provide products and services with
28
EN6
low power consumption
EN7
Initiatives to reduce indirect energy consumption
28
Water
EN8
Total water by source
30
EN9
Water sources significantly affected
30
EN10
Percentage and total volume of water recycled and reused
-
Biodiversity
EN11
Location and size of land owned
EN12
Impacts on biodiversity
EN13
Habitats protected or restored
EN14
Managing impacts on biodiversity
EN15
Number of species affected by operations, by level of extinction risk
33
33
33
Transport
EN29
Impacts of transporting products and other goods and materials
-
EN30
Total environmental protection expenditures and investments
-
Performance Indicators
Page
Page
SOCIAL PERFORMANCE
Security practices
LABOR PRACTICES AND DECENT WORK PERFORMANCE
HR9
Security personnel trained in aspects of human rights
-
Employment
LA1
Total workforce by employment type and contract, and region
LA2
Rate of employee turnover
LA3
Benefits provided to employees
16
19 to 20
Labor/management relations
LA4
Collective bargaining agreements
LA5
Minimum notice period(s) regarding operational changes
SOCIETY PERFORMANCE
Community
SO1
Manage the impacts of operations on communities
36 a 39, 41
Corruption
25
SO2
Analyzed for risks related to corruption
-
SO3
Trained in organization’s anti-corruption policies and procedures
-
SO4
Actions taken in response to incidents of corruption
-
Occupational health and safety
LA6
Represented in formal joint management–worker health
and safety committees
Public policy
-
SO5
Participation in public policy development and lobbying
21
SO6
Contributions to political parties
LA7
Rates of injury, occupational diseases, lost days, and absenteeism
LA8
Education and training
LA9
Health and safety topics covered in formal agreements with trade unions -
20 e 21
Anti-competitive behavior
SO7
Average hours of training
LA11
Programs for skills management and lifelong learning
LA12
Performance and career development reviews
Legal actions for anti-competitive behavior, anti-trust,
-
and monopoly practices
LA10
15
25
22
Compliance
SO8
Monetary value and non-monetary sanctions for noncompliance
-
with laws and regulations
Diversity and equal opportunity
LA13
Composition of governance bodies
LA14
Ratio of basic salary of men to women
19
PRODUCT RESPONSIBILITY PERFORMANCE
Customer health and safety
PR1
PR2
Investimentos e processos de compra
HR1
Investment agreements that include human rights clauses
-
HR2
Suppliers and contractors that have undergone screening
-
on human rights and actions taken
Training on human rights
Incidents of discrimination and actions taken
Operations in which the right to exercise freedom of association
-
PR3
Type of product and service information required by procedures
PR4
Non-compliance concerning product and service information
39
-
and labeling
-
PR5
Practices related to customer satisfaction
39
Marketing communications
-
PR6
and collective bargaining may be at significant risk
Adherence to laws, standards, and voluntary codes related
39
to marketing communications
PR7
Non-compliance with regulations and voluntary codes
-
concerning marketing communications
Child labor
HR6
-
Product and service labeling
Freedom of association and collective bargaining
HR5
Incidents of non-compliance with regulations and voluntary
codes concerning health and safety
Non-discrimination
HR4
36 a 39
of products and services are assessed for improvemen
HUMAN RIGHTS
HR3
Life cycle stages in which health and safety impacts
Operations identified as having significant risk for incidents of child labor 15
Customer privacy
Forced and compulsory labor
HR7
Operations identified as having significant risk for incidents
PR8
Complaints regarding breaches of customer privacy and losses
-
of customer data
15
of forced or compulsory labor
Compliance
Security practices
HR8
Security personnel trained in aspects of human rights
PR9
-
Non-compliance with laws and regulations concerning
the provision and use of products and services
-
APPENDIX
DISCHARGE OF EFFLUENTS
Plant
Country
Destination of Discharge
1
Viamão (RS)
Brazil
Lagoa dos Patos
2
Agudos (SP)
Brazil
Lençóis River
3
Camaçari (BA)
Brazil
Concessionária Cetrel
4
Anápolis (GO)
Brazil
Córrego das Antas
5
Contagem (MG)
Brazil
Córrego São João
6
Cuiabá (MT)
Brazil
AndCuiabá River
7
Almirante Tamandaré (PR)
Brazil
Iguaçu River
8
Goiânia (GO)
Brazil
Meia Ponte River
9
Guarulhos (SP)
Brazil
Guaracau River
10
Jacareí (SP)
Brazil
JaguarI River
11
Jaguariúna (SP)
Brazil
JaguarI River
12
João Pessoa (PB)
Brazil
Riacho Mussuré
13
Jundiaí (SP)
Brazil
Concessionária DAE
14
Juatuba (MG)
Brazil
Ribeirão Serra Azul
15
Cabo (PE)
Brazil
Pirapama River
16
Sapucaia do Sul (RS)
Brazil
Arroio José Joaquim
17
Lages (SC)
Brazil
Cahará River
18
Huachipa
Peru
Huaycoloro River
19
Teculután
Guatemala
Quebrada Barranca Seca
20
Guayaquil
Ecuador
Daule River
21
Sullana
Peru
Dren Troncal Cieneguillo
22
Aquiraz (CE)
Brazil
Pacoti River
23
Teresina (PI)
Brazil
Parnaíba River
24
Curitiba (PR)
Brazil
Concessionária Sanepar
25
Barquisimeto
Venezuela
Rede Cloacal Industrial
26
Estância (SE)
Brazil
Fundo River
27
San Martin
Dominican Republic
Haina River
28
Manaus (AM)*
Brazil
Córrego dos Franceses e Igarapé do 40
29
Mogi Mirim (SP)
Brazil
Mogi Mirim River
30
São Gonçalo do Amarante (RN)
Brazil
Concessionária Sitel
31
Piraí (RJ)
Brazil
Piraí River
32
Rio Janeiro (RJ)
Brazil
Guandu River
33
Brasília (DF)
Brazil
Concessionária CAESB
34
São Luis (MA)
Brazil
Ribeirão Pedrinhas
36
Porto Alegre (RS)**
Brazil
Lake Guaíba
37
Puan**
Argentina
Laguna de Brizola
38
Paysandú**
Uruguay
Uruguay River
39
Nueva Palmira**
Uruguay
Uruguay River
* There are three production units located in Manaus.. Two of these – the beverage factory and a metal Factory – use the same river for the
discharge of effluents (Córrego dos Franceses).
** These facilities are malt factories.
Credits
Text
Editora Contadino
Graphic design
fmcom
Photos
AmBev

AmBev Citizenship Report 07

Transcription

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