Bringing People Together
For a Better World
Health and Safety
Our colleagues and their families are at the heart of our success.
They are the reason we have built a safety culture focused on openness and effective reporting to encourage appropriate behavior, practices and procedures that avoid incidents and injuries. Led by our managers, every AB InBev employee has a personal responsibility to observe and promote our global health and safety policies.
World Safety Day
Although safety is a year-round focus, we take extra time to celebrate safety during our safety days and during the International Labor Organization's World Safety Day on April 28. In 2014, we continued our focus usinging the S.A.F.E. program (Survey the area, Assess the risk, Find a solution, Every time).
Putting Safety First in Mexico
Following the AB InBev Grupo Modelo combination in June 2013. our teams immediately put a “Safety First” focus on our Mexican operations, and the results have been very successful. In Mexico, the implementation of our VPO safety pillar resulted in a 62% reduction of lost-time injuries (LTIs) compared to 2013 within our Supply operations.
In 2014 in Mexico, we recorded 178 total recordable injuries, a decrease of 62% compared to the previous year, and the number of lost days for Mexico also decreased 31% compared to 2013.
In addition within our Second-Tier and Sales operations, our Mexico team reduced LTIs (own + contractor) by 52% against 2013.
In 2014, we regret to report that one contractor truck fatality occurred within our Supply First-Tier logistics operations in Mexico and two within our Second- Tier/Sales operations. That compares to 13 fatalities in 2013, seven of which occurred before AB InBev took operational control with the companies’ combination.
We will continue to put an emphasis on “Safety First” as we work to drive progress within our Mexico Zone.
Our Safety organization covers our entire worldwide operation, including our Supply brewing operations, as well as our Second-Tier Logistics and Sales groups. Teams are made up of Global Safety Directors, Zone and facility-specific safety support personnel. The teams are responsible for supporting our facilities as they implement safety policies and play an important role in improving our overall safety performance and ensuring compliance with local legal requirements.
Safety committees are mandatory in all our facilities to ensure compliance and formalize an ongoing dialogue between the company and employee representatives. These committees concentrate on eliminating unsafe conditions, identifying improvements, reviewing incidents and accidents and ensuring effective communication. Within each of our Supply facilities and main distribution centers, a designated safety manager works directly with the leadership to support the management and workforce in running operations safely.
Using a rewards system based on annual safety targets, our global excellence programs and auditing systems link safety performance and program implementation to the annual performance evaluations of individual employees, departments, facilities, regions and Zones. These safety requirements are also embedded within each of our excellence programs for the different functional areas.
Under our Voyager Plant Optimization (VPO) for Supply and the Distribution Process Optimization (DPO) systems for our second tier logistic operations, our safety pillar is composed of essential guidelines that help leadership establish a sustainable management system in their organization.
In 2014, we continued to implement and refine the VPO safety pillar system at a global level. We added boiler safety as a specific process safety focus area. The focus within the second tier logistic operations was separating vehicles and pedestrians, reporting/investigating all incidents and manual material handling practices.
In 2014, we started a safety benchmarking project with a number of global companies outside our industry in order to open new gaps. This will allow us to further improve our safety management system, and as a consequence, reduce the number of employees who suffer from injuries.
In 2014, no AB InBev employees suffered fatal injuries on the job. However, we regret to report five fatal accidents among our contractors in 2014. Four fatalities occurred within our facilities, and two fatalities occurred in truck accidents outside our facilities.
In 2014, we regret to report 11 fatalities among our second-tier employees and contractors, four of whom were employees, and seven of whom were contractors. Nine of the 11 fatalities involved truck accidents while delivering product.
In 2011, we started to track employee injuries while commuting between work and home, not including the North America Zone due to data privacy. In 2011, we reported 16 commuting fatalities, four fatalities in 2012, two in 2013, and three in 2014. We believe strong efforts to educate our employees on safe driving and seatbelt and helmet usage are having a positive impact, mainly on the severity of the accidents.
Lost-Time Injuries (LTI)/Frequency Rate
Thanks to our VPO safety protocols and other initiatives, the number of LTIs has decreased 67 percent since 2012 and 41 percent from 2014 to 2013, including temporary and seasonal workers, due in large part to a strong safety focus in Mexico.
During 2014, 120 AB InBev facilities recorded no LTIs.
In 2014, 32 contractors suffered LTIs at our facilities, a 45 percent decrease compared to 2013 and our best result ever. This result strengthens our work to eliminate contractor incidents in our facilities.
Second Tier and Sales
Efforts in our delivery and sales processes continued to improve in 2014. LTIs reduced an additional 20 percent even with the addition of multiple delivery operations in Brazil and North America. We continue to implement the DPO Safety Pillar in all of our facilities. The areas that are improving the most are our Latin America South and Mexico Zones, with 53 percent and 52 percent reductions in LTTs, respectively.
In 2014, we recorded 527 commuting LTIs (not including the North American Zone due to data privacy). This is higher than previous years, despite the many awareness campaigns in all Zones. This can be explained by: the addition of our Mexico Zone data; improved reporting in comparison with previous years across other zones; increased traffic in developing markets; and increased purchasing power in developing markets, allowing employees to commute with their own motorcycles or cars rather than by company buses.
Total Recordable Injuries
We recorded 687 TRIs, which is a sum of the LTIs, modified duty injuries (MDI) and medical treatment injuries (MTI). This is a decrease of 36 percent in comparison with 2013.
Lost Days/Severity Rate
The number of lost days is a measure of the severity of injuries. The number of days lost due to injuries and the severity rate (number of lost days per 1,000,000 hours worked) stayed nearly the same in 2014 as compared to 2013.
Hazard and Incident Reporting
Prevention is key, and, therefore, we focus on hazard and incident reporting and risk assessments, not just accident reporting. The global system for reporting incidents and accidents that was launched in 2013 is now operational in all zones, and in 2014, we placed significant emphasis on reporting potential causes of serious injuries or fatalities in order to help prevent incidents from occurring.