ANHEUSER-BUSCH INBEV
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“ We cannot even begin to try and deliver these goals on our own ,” he says . “ We need to work with our suppliers , our private and public partners if we want to achieve them . They are extremely stretching goals and collaboration is crucial .”
With an increasing responsibility on the touch points throughout the supply chain , AB InBev is mapping opportunities across its supplier network . This exercise represents a journey towards defining those key metrics it ’ ll use to allow its current suppliers , and potential future suppliers , to see that AB InBev walks the walk and invests in future growth .
AB InBev truly sees sustainability as not simply related to its business , but as its business . As was the case for the environmental goals to which AB InBev committed in the 2012-2017 period , all its sustainability initiatives both inside and outside its walls will be comprehensively measured , tracked and benchmarked for improvement . White emphasises that the metrics behind each initiative are designed together with sustainable development experts and results are audited externally for validation . Sustainability is , in
essence , the ultimate guiding principle while carefully described performance indicators drive meaningful evaluation .
“ Inherently , as a brewer we need to make sure that what ’ s coming into the business is sourced sustainably ,” he says .
“ What goes in needs to be right and so too does what goes out to our consumer . We set a number of targets and our supply-relationship management programs have and will continue to speak very loudly to our commitment there .”
In any industry , the customer and the consumer are the real key driver and
AUGUST 2018