Our approach to sustainable development is to set out an overall framework but to give our operations the flexibility to implement programmes that best meet their local circumstances.
View the case studies below to see how we implement our 10 sustainable priorities locally.
Africa: Leadership programme in Africa
In Africa, we have implemented an Accelerated Leadership Programme for our potential future leaders in the region. This is modelled on our wider Global Action Learning Programme, but has been specifically tailored for employees working in Africa. The aim was to expose 28 potential leaders from across the region to a range of real-life business challenges to help them develop themselves, while also making a valuable contribution to business growth. Five projects were undertaken for local businesses in Botswana, Ghana, Malawi, Mozambique and Uganda. The findings of this work were then presented to senior management in the Africa region and management from each participating country.
On completion of the programme, 96% of participants said that they would recommend the programme to others. Importantly, it has provided a mechanism for sharing learning across the region, with 90% of participants saying they had used the network developed during the programme and 88% have shared the skills and knowledge they learnt with others. 88% also said that the programme had made them more effective in their job.
South Africa: Negotiating with employees at ABI
During 2009 workers at ABI, the soft drinks division of SAB, opted to take strike action to support demands for better wages and working conditions. The management of the business was quick to act to minimise the impact of the strike on operations and to continue talking with the Food and Allied Workers’ Union (FAWU) to work towards a mutually beneficial agreement.
At the majority of sites, the strike was conducted in a professional and congenial manner. Unfortunately, some union members at a small number of sites engaged in the illegal and sometimes violent intimidation of non-striking employees. In response, ABI increased its security to ensure that all employees were safe and free to enjoy their right to work and to support their families.
Despite these incidents, talks continued. After lengthy negotiations, ABI and FAWU reached an agreement that will see wages and benefits increase by a total of 8.3% – comparing favourably with packages offered by other companies in the industry. All permanent employees were welcomed back to ABI and an independent third party was brought in to chair all disciplinary enquiries relating to the strike.
USA: Promoting diversity and inclusion
MillerCoors employs a diverse range of people from different backgrounds and cultures. The business supports an inclusive environment that promotes employees working together, while listening to the concerns and opinions of minority groups.
MillerCoors has a number of Employee Affinity Groups (EAGs) at its breweries and corporate offices that work together to celebrate different cultures, network and help employees gain leadership experience. These include AAEN (African American Employee Network), BREW (Building Relationships and Empowering People) and CHEN (Coors Hispanic Employees Network).
EAGs work with community leaders to organise volunteer events and help make a difference within their local communities.
Respecting human rights 00:06:07
Respecting human rights. Why it's a priority for us and the action we're taking in Colombia and Honduras.