Nid: 1201 Post date: 02/25/2019 - 10:04 Title: Panama: Unions present joint proposal to AB InBev Teaser: The Union of Workers of the Brewing Industry of Panama (Sticp) and the Industrial Union of Workers of the Manufacturing and Commercialization of Refreshments, Beverages, Soft Drinks, Beers, Spirits and Similar (Sitrafgorebgascelis) will present to AB InBev a joint proposal for a collective agreement that aims, among other things, to reduce outsourcing. Type: Blog entry Body: The Union of Workers of the Brewing Industry of Panama (Sticp) and the Industrial Union of Workers of the Manufacturing and Commercialization of Refreshments, Beverages, Soft Drinks, Beers, Spirits and Similar (Sitrafgorebgascelis) will present to AB InBev a joint proposal for a collective agreement that aims, among other things, to reduce outsourcing. "As in 2015, we have agreed to sign a joint collective agreement with our sister union. We will present our proposal to the company in the coming days and then wait for a response to start the negotiations”, explained the General Secretary of the union, Jaime Acevedo, who anticipates that the first dialogue can begin at the end of February. "The draft collective agreement aims to improve wages and working conditions and advance social clauses, but mainly intends to stop the progress of outsourcing, which is a big problem we have been facing and one of our basic demands." There are around 300 jobs outsourced in AB InBev Panama, and both the Sticp and the Sitrafgorebgascelis will seek to negotiate the reduction of that figure and incorporate permanent positions. Acevedo pointed out that the relationship with the company is new, as AB InBev acquired SABMiller just two years ago. "We know that this company does not have a good reputation in terms of its treatment towards workers. For example, in the region, there are already serious problems due to non-compliance with the collective agreement in Honduras, which means that it will not be a simple negotiation here”, he warned. "But we are prepared, and we remain united in our efforts to achieve a positive result for all", he concluded. Please find in the following link the original Spanish story: http://www.rel-uita.org/sindicatos/sindicatos-presentan-propuesta-conjun... Nid: 1200 Post date: 02/21/2019 - 15:51 Title: Teamsters Ratify Anheuser-Busch Agreement Teaser: Job Security and Wage Increases Included in Five-Year Contract The IUF-affiliated Teamsters at Anheuser-Busch’s breweries in the United States have voted to ratify a new five-year agreement by a 88 percent to 12 percent margin with 63 percent of members voting. The contract covers more than 4,400 workers at 12 facilities across the U.S. Type: Blog entry Body: Job Security and Wage Increases Included in Five-Year Contract The IUF-affiliated Teamsters at Anheuser-Busch’s breweries in the United States have voted to ratify a new five-year agreement by a 88 percent to 12 percent margin with 63 percent of members voting. The contract covers more than 4,400 workers at 12 facilities across the U.S. “This contract provides our members at Anheuser-Busch with the solid wages, excellent benefits and job security they deserve,” said Jim Hoffa, Teamsters General President. “Our members work hard to make this company successful, and this contract recognizes their hard work.” The contract provides wage increases totaling $2.50 per hour; improvements to retirement security; and a $4,000 bonus. As with the previous agreements, it maintains excellent benefits and job security. “Our negotiating committee listened to the membership and negotiated a contract that provides job security and financial security for these hardworking men and women for the next five years,” said Greg Nowak, Director of the Teamsters Brewery and Soft Drink Workers Conference. “I’m proud of the work of the committee and look forward to implementing the new agreement.” All 12 Anheuser-Busch breweries in the U.S. employ members of the Teamsters who brew and bottle the brands produced by the company. The brewery locations are: Los Angeles; St. Louis; Jacksonville, Fla.; Newark, N.J.; Houston; Fort Collins, Colo.; Williamsburg, Va.; Cartersville, Ga.; Merrimack, N.H.; Fairfield, Calif.; Columbus, Ohio; and Baldwinsville, N.Y. Please see in the following news story more details of the ratified contract: https://teamster.org/news/2019/01/b-contract-proposal-raises-wages-provi... Please find in the following link the original story posted on Teamsters webpage: https://teamster.org/news/2019/01/teamsters-ratify-anheuser-busch-agreement Nid: 1199 Post date: 02/18/2019 - 17:06 Title: How did Heineken perform in 2018? - results data Teaser: 2018 sales climb 6.1% to EUR22.47bn (US$25.38bn) 12-month volumes increase by 4.2%, all regions post growth "Superior" sales growth performance expected in 2019, despite continued economic volatility Heineken is toasting a strong set of full-year results, with sales in 2018 rising by just over 6%. Type: Blog entry Body: 2018 sales climb 6.1% to EUR22.47bn (US$25.38bn) 12-month volumes increase by 4.2%, all regions post growth "Superior" sales growth performance expected in 2019, despite continued economic volatility Heineken is toasting a strong set of full-year results, with sales in 2018 rising by just over 6%. The increase in the top-line, which came in at EUR22.5bn, came on the back of a similar lift in the first six months of the year. The group said today it is expecting its performance in 2019 to remain healthy, with growth led by volumes, price and its ongoing premiumisation strategy. Heineken 2018 - Sales by Region - Reported: There was sales growth in all of Heineken's reporting regions, however sales in Europe, which account for just under half of Heineken's total, were the slowest, up 3%. Heineken's second biggest region, the Amercias, was up 8% in sales helped by volumes growth in Brazil and revenue initiatives. The US declined in volumes, as did volumes for craft brewer Lagunitas. Heineken 2018 - Volumes by Region - Reported: The brewer's beer volumes were up by just over 4% in 2018, although fourth-quarter growth slowed to +3.3%, compared to a 4.6% rise in the corresponding three-month period a year earlier. In Heineken's low- and no-alcohol catagory, European volumes were up high-single digits on the success of Heineken 0.0. Globally, volumes were up mid-single digits for the zero-abv beer. The introduction of Heineken 0.0 helped brand Heineken beer enjoy its strongest year in more than a decade, with volumes up 8%, Heineken said. Volumes for brand Heineken grew double digit in Brazil, South Africa, Russia, the UK, Nigeria, Mexico, Poland and Germany, and China returned to growth. CEO Jean-François van Boxmeer "In 2018 we delivered another year of superior top-line growth. The Heineken brand grew 7.7%, its best performance in over a decade, with Heineken 0.0 now available in 38 countries. Our premium portfolio grew double digits, led by our international brands, craft & variety and cider portfolios. All regions grew and Brazil recorded a strong performance following the successful integration of our two businesses. "Our strategic priorities are growth-oriented with an ever-increasing emphasis on the sustainability of this growth, both socially and environmentally. We focus on innovation ... whilst seeking productivity improvements and constantly reassessing our spending behaviour. Going into 2019, we expect the environment to remain uncertain and volatile." To read Heineken's official results announcement, click the following link: https://www.theheinekencompany.com/Media/Media-Releases/Press-releases/2... Nid: 1198 Post date: 02/14/2019 - 12:34 Title: Honduras: AB InBev does not respect collective bargaining agreement Teaser: The Union of Workers of the Beverage and Similar Industry (Stibys) mobilized to denounce the repeated violations of the collective bargaining agreement which was signed with Cervecería Hondureña (AB InBev) less than two years ago. "AB InBev has been violating the collective bargaining agreement and has not shown any interest in seeking a solution. The company is breaching the agreement on a daily basis, "he told La Rel Julio Flores, general secretary of Stibys. Type: Blog entry Body: The Union of Workers of the Beverage and Similar Industry (Stibys) mobilized to denounce the repeated violations of the collective bargaining agreement which was signed with Cervecería Hondureña (AB InBev) less than two years ago. "AB InBev has been violating the collective bargaining agreement and has not shown any interest in seeking a solution. The company is breaching the agreement on a daily basis, "he told La Rel Julio Flores, general secretary of Stibys. The main complaints refer to poor working conditions, lack of water in the production area and lack of parking, poor ergonomic conditions, as well as the violation of the ladder and retention of contributions for housing. In short, the work climate has become unbearable. "Imagine that the company has retained more than 30 million lempiras (1.2 million dollars) in contributions to the Housing Fund. This is making it impossible for workers to access new loans, "Flores explained. Faced with this situation, the Stibys requested an inspection to the Secretary of Labor. In addition, he filed a lawsuit for failure to comply with the issue of housing loans. "First the company used all kinds of tricks to delay the work of the inspector, then decided to challenge it and requested the suspension of the inspection. But what worries us most is that AB InBev seems to have the intention of getting rid of both the housing plan and everything that benefits the workers, "Flores said alarmed. The general secretary of Stibys said that they have already filed more than 40 complaints with the Ministry of Labor, 20 of which were after the signing of the new agreement (September 2017). Flores also recalled that Cervecería Hondureña continues to outsource the distribution of products through supermarkets. "In this way it forces the unionized crews to compete with private distributors, who buy the product at a lower price in supermarkets and resell it in the market." "In addition," Flores continued, "we have verified that the outsourced plant worker does not get the minimum wage, does not receive a vacation or thirteenth salary, does not get paid for rest days and has no right to social security." The union official explained that the Stibys will demand from Cervecería Hondureña (AB InBev) the fulfillment of all these points. To achieve this objective, Stibys will continue with the mobilizations and will ask the labor authorities to take action on the matter. Please find the original Spanish story posted on the IUF's Latin America region website: http://www.rel-uita.org/honduras/ab-inbev-incumple-convenio-colectivo/ Nid: 1197 Post date: 10/31/2018 - 16:03 Title: USA: Contract Negotiations With Anheuser-Busch Begin Teaser: Anheuser-Busch and International Brotherhood of Teamsters began national bargaining last week. Consistent with prior negotiations, the parties focused on non-economic issues. We are pleased with our progress this week. The discussions were productive and a number of issues were resolved. Negotiations will resume on November 12. Click the following link to see original statement: https://teamster.org/sites/default/files/absignedoct19.pdf Find the original story here: https://teamster.org/news/2018/10/contract-negotiations-anheuser-busch-b... Type: Blog entry Body: Anheuser-Busch and International Brotherhood of Teamsters began national bargaining last week. Consistent with prior negotiations, the parties focused on non-economic issues. We are pleased with our progress this week. The discussions were productive and a number of issues were resolved. Negotiations will resume on November 12. Click the following link to see original statement: https://teamster.org/sites/default/files/absignedoct19.pdf Find the original story here: https://teamster.org/news/2018/10/contract-negotiations-anheuser-busch-b... Nid: 1196 Post date: 10/16/2018 - 11:59 Title: Ukraine: AB InBev-Efes union leaders salute the struggle at AB InBev Sonepat India for union and bargaining rights Teaser: Chernihiv Branch of PJSC SUN InBev Ukraine union leaders and members posed for solidarity with their coworkers at AB InBev Sonepat facility in India who have been fighting for their union and collective bargaining rights for more than two years. They called on AB InBev to reinstate the unfairly dismissed Haryana Breweries Limited Mazdoor Union leaders and members in Sonepat India, to recognize the union and start good faith negotiations to sign a collective bargaining agreement. Type: Blog entry Body: Chernihiv Branch of PJSC SUN InBev Ukraine union leaders and members posed for solidarity with their coworkers at AB InBev Sonepat facility in India who have been fighting for their union and collective bargaining rights for more than two years. They called on AB InBev to reinstate the unfairly dismissed Haryana Breweries Limited Mazdoor Union leaders and members in Sonepat India, to recognize the union and start good faith negotiations to sign a collective bargaining agreement. Nid: 1195 Post date: 10/16/2018 - 09:44 Title: IUF affiliates in Ukraine, Turkey and Belgium call on AB InBev to remedy ongoing rights violations at Sonepat facility in India Teaser: Following a factory visit of AB InBev-EFES joint venture in Chernihiv-Ukraine, IUF members from Turkey, Ukraine and Belgium expressed deep concern about the failure of AB InBev to remedy now long-standing human rights abuses at AB InBev Sonepat India. AB InBev Sonepat workers and their families have continued their 24-hour protest that started on February 19, 2018 at the factory gate in support of union recognition and collective bargaining rights exercised free from harassment and victimization. Type: Blog entry Body: Following a factory visit of AB InBev-EFES joint venture in Chernihiv-Ukraine, IUF members from Turkey, Ukraine and Belgium expressed deep concern about the failure of AB InBev to remedy now long-standing human rights abuses at AB InBev Sonepat India. AB InBev Sonepat workers and their families have continued their 24-hour protest that started on February 19, 2018 at the factory gate in support of union recognition and collective bargaining rights exercised free from harassment and victimization. ACV-CSC that represents AB InBev workers in Belgium, Tekgıda-İş union that represents EFES workers in Turkey and AIWU that represents AB InBev-EFES workers in Ukraine called on AB InBev corporate management to act to remedy the escalating human rights abuses at AB InBev Somepat factory by reinstating all dismissed and suspended Haryana Breweries Limited Mazdoor Union (HBLM) leaders and members with full rights and by recognizing the independent, democratic HBLM and engaging in good faith collective bargaining with the union. Nid: 1194 Post date: 09/10/2018 - 16:20 Title: 200 days and still fighting! Brewery workers across India support struggle at AB InBev's Budweiser plant Teaser: September 6 marked the 200th day of continuous protest action in front of AB InBev's Budweiser plant in Sonepat, India. Brewery workers from other AB InBev sites and Carlsberg joined the protest action in solidarity with the independent union, Haryana Breweries Limited Mazdoor Union (HBMU). The unions joined the picket line on its 200th day to echo international calls (http://www.iuf.org/w/?q=node/6202) for AB Inbev to reinstate terminated and suspended union leaders and members and start collective bargaining negotiations with HBMU. Type: Blog entry Body: September 6 marked the 200th day of continuous protest action in front of AB InBev's Budweiser plant in Sonepat, India. Brewery workers from other AB InBev sites and Carlsberg joined the protest action in solidarity with the independent union, Haryana Breweries Limited Mazdoor Union (HBMU). The unions joined the picket line on its 200th day to echo international calls (http://www.iuf.org/w/?q=node/6202) for AB Inbev to reinstate terminated and suspended union leaders and members and start collective bargaining negotiations with HBMU. The unions from AB InBev and Carlsberg convened an IUF Brewery Division meeting in Sonepat to demonstrate their solidarity and to bring attention to the crisis facing brewery workers across India. The withdrawal of union recognition, refusal to bargain and increased hiring of fixed-term contract workers and use of third party labour hire agencies is threatening the jobs and livelihoods of workers across the industry. Union representatives declared that the fight at the Budweiser plant is everyone's fight and the campaign against AB InBev will continue. Nid: 1193 Post date: 09/03/2018 - 12:01 Title: IUF affiliate in Timor Leste in solidarity with victimized AB InBev Sonepat India union leaders and workers Teaser: IUF-affiliated General Workers Union of Timor Leste (SJT-TL) poses for a solidarity photo for AB InBev Sonepat-India workers and their union Haryana Breweries Limited Mazdoor Union (HBLM). For the past two years they have been fighting for their right to union recognition and collective bargaining free from harassment and victimization. Type: Blog entry Body: IUF-affiliated General Workers Union of Timor Leste (SJT-TL) poses for a solidarity photo for AB InBev Sonepat-India workers and their union Haryana Breweries Limited Mazdoor Union (HBLM). For the past two years they have been fighting for their right to union recognition and collective bargaining free from harassment and victimization. Nid: 1192 Post date: 08/30/2018 - 12:45 Title: Carlsberg Investing EUR 100 mln in Kronenbourg Brewery Teaser: Global brewer Carlsberg has announced it is investing EUR 100 million in its Kronenbourg brewery in Obernai, France. The investment plans for the brewery, the company’s largest in Europe, includes modernising and increasing capacity. According to company information demand for the Kronenbourg 1664 beers, in particular the 1664 Blanc, has increased in recent years growing an additional 55% in the first half of 2018 and surpassing 100 million litres. Type: Blog entry Body: Global brewer Carlsberg has announced it is investing EUR 100 million in its Kronenbourg brewery in Obernai, France. The investment plans for the brewery, the company’s largest in Europe, includes modernising and increasing capacity. According to company information demand for the Kronenbourg 1664 beers, in particular the 1664 Blanc, has increased in recent years growing an additional 55% in the first half of 2018 and surpassing 100 million litres. Carlsberg CEO, Cees ‘t Hart said, “We are proud of our position as the leading French brewer and of the impressive growth of Kronenbourg 1664 inside as well as outside of France. In order to continue to grow, we need to invest, and today’s announcement It is a testament to our shared values and promising growth opportunities”. Nid: 1191 Post date: 08/13/2018 - 11:18 Title: Heineken Considers Closing Brazilian Factories Due to Court Dispute Teaser: Heineken NV, the world's second-largest beer maker, is considering closing two factories in northeastern Brazil as "an extreme measure" after a court ordered the company to sell beer and soft drinks in the region at a money-losing price, the company said on Friday in a statement. “Heineken is in a court dispute with Grupo LGH referring to the prices to sell its portfolio in the states of Pernambuco and Paraiba," the statement said. A court decision mandates Heineken to sell beer and soft drinks below cost to a local distributor, the company said. Type: Blog entry Body: Heineken NV, the world's second-largest beer maker, is considering closing two factories in northeastern Brazil as "an extreme measure" after a court ordered the company to sell beer and soft drinks in the region at a money-losing price, the company said on Friday in a statement. “Heineken is in a court dispute with Grupo LGH referring to the prices to sell its portfolio in the states of Pernambuco and Paraiba," the statement said. A court decision mandates Heineken to sell beer and soft drinks below cost to a local distributor, the company said. "Due to these distortions, Heineken is reviewing its strategy in the northeast and considers extreme measures" such as the closure of the factories. Two factories that might close are in the state of Pernambuco, the statement said. It gave no details about the product mix at those factories. Since Heineken's $1.2 billion purchase last year of the money-losing Brazil operations of Japan's Kirin Holdings Co Ltd , the brewer operates 15 factories in the country. Heineken cut its full-year margin forecasts in the first half due to currency weakness in some more profitable markets and expansion in Brazil. Newspaper Valor Economico reported on Friday the closure was being considered because the court decision resulted in an accumulated loss of 90 million reais ($23.4 million) over the last year. ($1 = 3.84 reais). Source: Reuters Nid: 1190 Post date: 08/06/2018 - 15:26 Title: Cambodia: Food and Service Workers' Federation in solidarity with AB InBev Sonepat-India workers Teaser: IUF-affiliated Cambodian Food and Service Workers' Federation (CFSWF) that represents Carlsberg workers in Cambodia declares solidarity for AB InBev Sonepat-India workers and their union Haryana Breweries Limited Mazdoor Union (HBLM) fighting for their right to union recognition and collective bargaining free from harassment and victimization. Type: Blog entry Body: IUF-affiliated Cambodian Food and Service Workers' Federation (CFSWF) that represents Carlsberg workers in Cambodia declares solidarity for AB InBev Sonepat-India workers and their union Haryana Breweries Limited Mazdoor Union (HBLM) fighting for their right to union recognition and collective bargaining free from harassment and victimization. Nid: 1189 Post date: 08/06/2018 - 11:46 Title: UK: AB InBev Lancashire brewery workers take action over sacked colleague Teaser: Members of the GMB union at AB InBev's Samlesbury Brewery are set to take industrial action in solidarity with a sacked colleague. GMB members will take industrial action at the Budweiser brewery after a worker was reportedly sacked for raising health and safety concerns. Members will commence a continuous overtime ban on August 13 as part of the fight to have their colleague reinstated. Paul Morley, who was the site’s senior health and safety rep, was dismissed on June 13 for ‘refusing a reasonable management request’. Type: Blog entry Body: Members of the GMB union at AB InBev's Samlesbury Brewery are set to take industrial action in solidarity with a sacked colleague. GMB members will take industrial action at the Budweiser brewery after a worker was reportedly sacked for raising health and safety concerns. Members will commence a continuous overtime ban on August 13 as part of the fight to have their colleague reinstated. Paul Morley, who was the site’s senior health and safety rep, was dismissed on June 13 for ‘refusing a reasonable management request’. Mr Morley had raised concerns over a management initiative to speed up the brewing process. He said management had not conducted a proper assessment into fatigue caused by the new process. As a result, he was sacked. Shaun Buckley, GMB Regional Organizer, said: “GMB members at AB InBev are taking industrial action in solidarity with Paul Morley as they press for him to be reinstated. “For Paul to be dismissed when he was looking out for the health and safety of his colleagues is a scandal and our members are taking the fight for his job right to the company." An AB InBev spokesman said: "As a responsible brewer and business, health and safety is our number one priority. While we can’t go into detail on individual or ongoing employee cases, we want to emphasize that we did not dismiss the employee in question for raising health and safety concerns and would never dismiss any employee for such reason. “We take our commitment to health and safety seriously and ensure that all processes adhere to our high standards, as well as to legal requirements. The safety of our processes has been confirmed using a certified assessment tool from the UK body, the Health & Safety Executive (HSE). "As part of our usual approach and focus on the health, safety and well-being of our colleagues, we will continue to have a dialogue with trade union representatives." Read more at: https://www.lep.co.uk/news/lancashire-brewery-workers-take-action-over-s... Nid: 1188 Post date: 08/03/2018 - 15:19 Title: AB InBev Announces a New Organization Teaser: AB InBev has announced some principle changes to its business structure as follows: 1) Changing our zone structure Type: Blog entry Body: AB InBev has announced some principle changes to its business structure as follows: 1) Changing our zone structure We are simplifying our geographic structure, and will shift from 9 to 6 management zones. Our Zone Presidents will focus on driving growth opportunities and developing talent at the zone level. Together with their leadership teams, our Zone Presidents will own the commercial and external affairs agendas for their businesses. We are making these changes to more closely align with our consumers, make our company more agile in the zones, and proactively pursue growth opportunities. The key changes are: • The new Middle Americas zone will combine the current COPEC and Middle Americas zones and the BU Central America and Caribbean, with headquarters in Mexico City. • The new South America zone will combine the current Latin America South zone and the BU Brazil, with headquarters in Sao Paulo. • The new APAC zone will combine the current Asia Pacific North and Asia Pacific South zones, with headquarters in Shanghai. All changes will be reflected in our financial statements as of 1 January 2019; Europe and Africa will continue to be reported as a combined EMEA region. 2) Anticipating future market and consumer needs To further our objective of anticipating market and consumer trends, we will bring Marketing and ZX Ventures under a common global lead, which will allow us to adopt ZX Ventures’ innovative approach more broadly. ZX Ventures will maintain its current independence in order to remain ahead of the curve, stay agile and invest in new products and experiences to address emerging consumer needs. 3) Capturing growth opportunities We will create two new senior leadership positions to capture organic growth opportunities within our existing business. These two positions will report to the CEO and will bring focus to these areas at the leadership table. • Lucas Herscovici, currently Global Marketing VP of Strategic Functions, will become Chief Non-Alcohol Beverages Officer. He will focus on accelerating growth in our existing non-alcohol business, which represents more than 10% of our current volumes. • Pablo Panizza, currently BU President for BU Rio de la Plata, will become Chief Owned- Retail Officer. He will focus on managing our existing owned-retail business, including shaping its strategy, coordinating cross-market initiatives and sharing best practices. 4) Changes to our leadership team To reflect our new zone structure and enhanced focus on top-line growth and value creation, we are also announcing changes to the CEO’s leadership team. Key changes to the leadership team are highlighted below: - Bernardo Paiva, currently Zone President Latin America North, will become Zone President for South America. - Carlos Lisboa, currently Zone President Latin America South, will become Zone President for Middle Americas. - Jason Warner, currently BU President Northern Europe, will become Zone President for Europe. - Ricardo Moreira, currently Zone President COPEC, will become Zone President for Africa. - Jan Craps, currently Zone President Asia Pacific South, will become Zone President for APAC. - Ricardo Tadeu, currently Zone President Africa, will become Chief Sales Officer. I would like to thank David Almeida for taking on this additional responsibility on an interim basis over the past year. - Pedro Earp, currently Chief Disruptive Growth Officer, will now hold the dual role of Chief Marketing and ZX Ventures Officer. ZX Ventures will continue to be independent from our core business under the leadership of Bernardo Novick, currently VP Client Services Latin America North. - Miguel Patricio, currently Chief Marketing Officer, will become Chief Special Global Projects - Marketing, reporting to Carlos Brito. - Jean Jereissati, currently Zone President Asia Pacific North, will take on a new role that will be announced in the coming weeks. - Stuart MacFarlane, currently Zone President for Europe, has decided to leave our company to pursue other interests, effective 1 May 2019. Stuart started with us in 1992 and leaves a tremendous legacy. He demonstrated relentless commitment to our people in growing our talent pipeline and to our business, by driving strong results for Europe. We thank Stuart for his many contributions to our company’s success and wish him the best for his future. In order to enable the zones and business units to focus on top-line growth and increase execution agility, effective as from 1 January 2019, the Executive Board of Management (EBM) will evolve into an Executive Committee (ExCom). The ExCom members will be Chief Executive Officer – Carlos Brito, Chief Financial and Solutions Officer – Felipe Dutra, Chief External Affairs and Strategy Officer – David Kamenetzky and General Counsel and Company Secretary – John Blood. The ExCom will work with the Board on matters such as corporate governance, general management of our company and the implementation of corporate strategy as defined by our Board. The Senior Leadership Team (SLT) will drive the commercial and operational agenda. The SLT will be made up of the members of the ExCom, all other functional Chiefs and Zone Presidents and will continue to report to Carlos Brito. In Summary These changes will become effective on 1 January 2019. All changes will be implemented with due respect for applicable legal, regulatory and works council considerations, as well as consultation requirements. The company reported that they will use the coming months to guarantee a smooth transition into the new structure and ensure continuity for the future. Nid: 1187 Post date: 06/22/2018 - 11:11 Title: UK: Heineken Takes a Minority Stake in Beavertown Brewery Teaser: Dutch brewing company Heineken has invested GBP 40 million (USD 53M) in the North London-based Beavertown Brewery for an undisclosed stake in the business. Established in 2012 by Logan Plant, the company is known for its craft beer. Beavertown Brewery confirmed the Heineken investment in its news blog, saying, “In choosing Heineken, we’ve met the criteria we set ourselves and that were important to us as a company and a team. Type: Blog entry Body: Dutch brewing company Heineken has invested GBP 40 million (USD 53M) in the North London-based Beavertown Brewery for an undisclosed stake in the business. Established in 2012 by Logan Plant, the company is known for its craft beer. Beavertown Brewery confirmed the Heineken investment in its news blog, saying, “In choosing Heineken, we’ve met the criteria we set ourselves and that were important to us as a company and a team. The investment gives Beavertown the funding to expand and build a 450,000 hectolitre brewing facility, which the company says will increase its current brewing capacity by ten. The 125,000 sq ft facility called Beaverworld also includes a 7,000 sq ft visitor centre. Logan Plant will remain founder and CEO of the brewery. Nid: 1186 Post date: 06/20/2018 - 09:47 Title: Germany: Vast majority of Carlsberg Holsten Brewery workers vote for strikes Teaser: The conflict over the upcoming move of the Holsten Brewery and the job losses as a result of this move continues to pick up speed even as Carlsberg promotes itself at the World Cup. On Thursday, June 14, 2018, the IUF-affiliated NGG which represents workers in the Holsten brewery owned by Carlsberg held a ballot vote. 91.6% of the voting union members declared that they are in favor of further industrial action in the dispute over the social protection of employees. Now, longer, open-ended strikes can be expected during the World Cup. Type: Blog entry Body: The conflict over the upcoming move of the Holsten Brewery and the job losses as a result of this move continues to pick up speed even as Carlsberg promotes itself at the World Cup. On Thursday, June 14, 2018, the IUF-affiliated NGG which represents workers in the Holsten brewery owned by Carlsberg held a ballot vote. 91.6% of the voting union members declared that they are in favor of further industrial action in the dispute over the social protection of employees. Now, longer, open-ended strikes can be expected during the World Cup. Silke Kettner, NGG negotiator: "After the eighth round of negotiations ended without result, our patience is at an end. Since October of last year, we have been trying to find solutions to the problem at hand whilst showing great restraint. The employees, most of whom have been doing good work for the brewery for decades, do not deserve a deal like this!" NGG asks for compensation and other social plan benefits to be improved. "Management must finally understand the seriousness of the situation and must look for ways to resolve the conflict with us. Otherwise, further strikes cannot be prevented, that must be clear to everyone! "Kettner continues. The IUF has proposed a meeting with the Carlsberg corporate management to discuss the way the company has handled this restructuring in Germany but corporate management failed to respond to our meeting offer and stopped communication. The IUF will continue to insist that management at Carlsberg Germany and corporate management in Copenhagen to enter into good faith negotiations with NGG over all issues surrounding this restructuring and to mitigate the impact of the Carlsberg plan. Nid: 1185 Post date: 06/15/2018 - 10:47 Title: SEND A MESSAGE TO AB INBEV insisting the company act to remedy its escalating human rights abuses at Sonepat India Teaser: Management at global brewer AB InBev's plant in Sonepat, India is escalating its attacks on trade union rights. For the past two years local managers have refused to negotiate a collective bargaining agreement with the Haryana Breweries Limited Mazdoor Union (HBLM) and opted for repression, suspending active union members and dismissing four elected union leaders including the president and the general secretary. CLICK THE FOLLOWING LINK TO SEND A MESSAGE TO AB InBev! https://www.iufcampaigns.org/campaigns/show_campaign.cgi?c=1108 Type: Blog entry Body: Management at global brewer AB InBev's plant in Sonepat, India is escalating its attacks on trade union rights. For the past two years local managers have refused to negotiate a collective bargaining agreement with the Haryana Breweries Limited Mazdoor Union (HBLM) and opted for repression, suspending active union members and dismissing four elected union leaders including the president and the general secretary. CLICK THE FOLLOWING LINK TO SEND A MESSAGE TO AB InBev! https://www.iufcampaigns.org/campaigns/show_campaign.cgi?c=1108 Management reneged on a signed agreement signed in August last year to reinstate victimized union committee members and escalated its attack on rights by dismissing union president Anil Kumar Saini on March 8, 2018 following a manipulated enquiry. Saini had used compensatory leave to attend an IUF AB InBev unions meeting in India, leave he acquired after being compelled to work 16 hours continuously on a public holiday. When selective victimization failed to break the union's struggle for rights and recognition, management orchestrated a physical attack on a peaceful union protest on April 28 outside a Sonepat government office in which a union committee member was seriously injured. A false police complaint for alleged assault was then filed against union members which resulted in the arrest of the union leadership. The arrested leaders are currently free on bail. AB InBev Sonepat workers and their families continue their 24-hour protest at the factory gate in support of their right to union recognition and collective bargaining free from harassment and victimization. SEND A MESSAGE TO AB InBev, insisting the company act to remedy its escalating human rights abuses by reinstating with full rights all dismissed and suspended HBLM union leaders and members and withdrawing the false police charges against union leaders. Management at AB InBev's Sonepat facility must recognize the independent, democratic HBLM and engage in good faith collective bargaining with the union. Nid: 1184 Post date: 05/23/2018 - 11:49 Title: Heineken enters partnership with leading Belize Brewer Teaser: Heineken International announces that it has acquired a minority stake in Belize Brewing Company Ltd, Belize's market leader in beer and a subsidiary of Bowen & Bowen Ltd, which has been an importer and distributor of Heineken brands including Heineken, Amstel and Red Stripe in Belize since 2016. Financial terms are not disclosed. Source: Heineken Type: Blog entry Body: Heineken International announces that it has acquired a minority stake in Belize Brewing Company Ltd, Belize's market leader in beer and a subsidiary of Bowen & Bowen Ltd, which has been an importer and distributor of Heineken brands including Heineken, Amstel and Red Stripe in Belize since 2016. Financial terms are not disclosed. Source: Heineken Nid: 1183 Post date: 05/04/2018 - 14:34 Title: Lion XXXX brewery workers strike in Australia Teaser: IUF-affiliated United Voice members at XXXX brewery in Milton, Queensland went on strike on April 26 amid tense negotiations with Lion management over pay and contract labour hire. The union issued a media release declaring that 100 XXXX workers will vote to take industrial action after the brewer refused to guarantee jobs will be kept local. Type: Blog entry Body: IUF-affiliated United Voice members at XXXX brewery in Milton, Queensland went on strike on April 26 amid tense negotiations with Lion management over pay and contract labour hire. The union issued a media release declaring that 100 XXXX workers will vote to take industrial action after the brewer refused to guarantee jobs will be kept local. United Voice stated that the brewery’s management was trying to employ contractors to cover for full-time employees when they are on leave with contractor workers earning 25% less wages than the current workforce. United Voice spokesman Damien Davie said “We want everyone on the same rate of pay, on the same conditions. When employers bring workers on cheaper wages it’s only a matter of time before they get rid of the current workforce.” Other than resisting the push for more contract workers, Mr Davie said there were otherwise few complaints about pay and conditions for the 100 full-time brewery workers. Threats of the Lion management to shut down the Milton site if they don’t get their way on shipping in cheap labour from over the border is a blatant breach of the OECD guidelines. United Voice members plan to walk off the job a fifth time next Thursday to rally at the Lewis statue at Suncorp Stadium ahead of the Brisbane Broncos' NRL clash with the Bulldogs. Resources: https://www.redlandcitybulletin.com.au/story/5365009/wally-distances-him... https://www.brewsnews.com.au/2018/03/01/union-threatens-lion-industrial-... https://insidefmcg.com.au/2018/04/26/brisbanes-xxxx-brewery-workers-to-s... Nid: 1182 Post date: 04/10/2018 - 11:25 Title: Molson Coors Performance Trends 2013-2017 - results data Teaser: In February, Molson Coors released its full-year results for the 12 months of 2017, its first full year since taking control of the MillerCoors joint-venture in the US. The top-line came in flat on the corresponding period a year earlier, with the final quarter pulling up the rest of 2017. Here is the brewer's performance over the last five years. Type: Blog entry Body: In February, Molson Coors released its full-year results for the 12 months of 2017, its first full year since taking control of the MillerCoors joint-venture in the US. The top-line came in flat on the corresponding period a year earlier, with the final quarter pulling up the rest of 2017. Here is the brewer's performance over the last five years. When Molson Coors CEO Mark Hunter, following the completion of the US$12bn MillerCoors deal in 2016, warned that 2017 would be a year of "transition", his major competitors, analysts and industry observers would have anticipated nothing more adventurous than that. What they might not have expected to see was the business turn in a 379% increase in profit to US$1.4bn, on the back of sales of $11bn and cost savings of $200m, $80m ahead of expectations. Molson Coors, though, is a company that keeps on surprising - if not always surpassing - analyst and industry expectations. The brewer's last five-year trading performance has seen it sidle up to and overtake other brewing giants to become the third biggest player in value terms, and fifth largest by volume, in the world. Of course, this position has been achieved thanks to the deal in October 2016 to take on the remaining 58% of the MillerCoors joint venture in the US from SABMiller. The transaction was by far the biggest deal in the company's history and, crucially, also gave Molson Coors control of Miller's overall global brand portfolio. It has also put the business on a different footing, particularly in how it is being viewed and judged, not only its competitors, but also by investors and industry analysts. The latter had made it clear in the past that they felt Molson Coors has been under-performing the market compared to its rivals. Now, the group is well-placed to reverse that situation. Particular focus has been placed on the speed of global expansion and its mixed performance over the last five years in key growth markets such as Asia, China, Africa, and South America. In 2016, 40% of total sales still came from its Canadian operations. All of this doesn't compare favourably to the global strategy and international expansion of its two bigger rivals, Anheuser-Busch Inbev and Heineken. Stormy waters Along with other global brewers, Molson Coors has had to navigate its way through a number of stormy waters between 2014 and 2018. For a start, the company has had to re-evaluate its beer portfolio and look to tackle continued lower beer consumption, particularly in its core North America and Western Europe markets. This has seen the company introduce more premium brands, and rework existing ones to try to offset losing sales to wine and spirits. On the back of 2014 results, CEO Hunter set out the challenge facing the business when he said it had been hit by "weak consumer demand across our largest markets". That's a worrying place for a CEO to be. Noticeably, he countered the line by setting out the journey he has essentially been following for the three years since; targeting "good progress in building a stronger brand portfolio, delivering value-added innovation, strengthening our core brand positions, and increasing our share in above premium". Where Molson Coors has struggled to keep pace with its rivals is how it has faced up to the challenge from the craft beer segment. The group has built up a modest portfolio of only seven craft breweries - Saint Archer, Terrapin, Hop Valley, Revolver, Creemore, Granville Island and Trou du Diable - plus a minority position in Canada's Brasseur de Montréal, compared to the 16 craft brewery businesses that Anheuser-Busch InBev controls in North America. By comparison, then, Molson Coors has been much more risk-averse with its craft acquisitions. This approach has left the company's bigger brands even more exposed to the decline in beer drinking trends, particularly the performance of its flagship brands, Miller Lite and Coors Light in the US. Meanwhile, its share price has been as volatile as the global beer market, losing 21% of its value in 2017. How low can Molson Coors go? Molson Coors, along with its competitors, is also looking seriously at how to be an effective player in the burgeoning low- and no-alcohol beer category. The company already sells a number of low-alcohol and alcohol-free brands in some markets, and has stated it wants to be able to offer consumers a low- or no-alcohol option in all the markets it operates in by 2025. And, with the category now making up 14% of the overall beer market in major countries such as Germany and Spain, it is an offer the company has to get right. Much will rely on its confirmed plans to launch a new non-alcoholic beer in North America in 2018, with an initial launch expected in Canada, before rolling out across the US. Demand for low alcohol options in North America has been much lower but, being one of the first to market could prove crucial as the trend increases amongst health-conscious younger consumers. Discussing the segment in a recent interview with the Denver Post, chief growth officer Kandy Anand said: "We think conditions are right for what happened in the last five years in Europe to start happening in North America." The road ahead The company is currently trading at reasonable valuations, and 2018 could be the year that sees Molson Coors rewarded by the market for its management's sterling efforts to drive shareholder value. Shares have declined by more than 30% since its peak, and are currently trading at a significant discount, compared to Heineken and Anheuser-Busch InBev. This year, Molson Coors is targeting annual cost savings of around $210m, and has updated its initial cost savings forecast for 2017 to 2019 to a healthy $600m. This comes on the back of $255m-worth of saving in 2017, $80m higher than expectations. But, as per-capita beer consumption continues its inexorable slide, perhaps more radical action is required for the group as a whole. One area in which it is looking to lead is in its approach to sustainability, and the publication last summer of its first 'Our Beer Print Report'. In it, Molson Coors set out targets to achieve zero landfill waste at its major facilities by 2025. The group has already achieved that figure at 13 of its sites. The company also wants to improve water use efficiency by 22% across its breweries and achieve a 2.8hl/hl water-to-beer ratio, and reduce carbon emissions by 50% within its own business and by 20% across the subsequent distribution and after-sales service chain. In the company's latest full-year results, Molson Coors also acknowledged the threat - and opportunity - that has emerged as the result of the increased legalisation of cannabis in the US. How the brewer responds to this threat will have a major impact on how it performs over the next five years. Molson Coors' Full-Year Sales 2013-2017 Molson Coors' sales performance over the last five years reflects how the business was jump-started on the back of the MillerCoors deal in 2016. In 2014, group sales stood at $4.14bn, before sliding back alarmingly, by 14% in 2015 to $3.56bn, before climbing to US$4.88bn in 2016. The leap to $11bn in 2017 reflects the first year of trading to incorporate outright ownership of MillerCoors in the US. In real terms, however, sales were effectively flat, at 0.3% growth. The fact that 2017's performance was helped by a strong final quarter, where sales rose by almost 2.5%, helped put a better gloss on a year that had started with a 1% sales dip for the first nine months to September as it was hit in the first quarter by currency issues and difficulties in North America. In the fourth quarter, the top-line was strengthened by healthy European sales, while international markets also contributed in the three months. Sales in the US, however, were disappointing, sliding 2.4% on the corresponding period a year earlier. The brewer is not alone in having suffered a crisis in confidence between 2014 and 2015, when an over-reliance on power brands was a common problem across the sector, as declining beer consumption, particularly in the US, started to hit. Molson Coors was also struggling with the loss of a number of big brand distribution agreements between 2013 and 2015, which came home to roost in 2015's bottom line. Hunter attributed the 2017 performance to "demonstrating balance and progress against both our bottom-line and top-line goals". Molson Coors' volumes performance has also been on a rollercoaster for the last four years, in keeping with the beer drinking trends in its major markets. Prior to the MillerCoors deal, Molson Coors' volumes performance had been unremarkable, moving from 58.9m hectolitres in 2014 to 62.9m hectolitres in 2016. The decline in beer consumption in North America took its toll on volumes in 2017, when, despite growth in Europe and Canada, volumes fell 2.3%. Its best performing year volumes-wise came in 2016, with an 8.3% jump to 62.9m hectolitres, which came on the back of a 900,000 hectolitre decline between 2014 and 2015. With the Miller Coors deal now firmly under its belt, there's going to be increased expectations on volumes going forward, placing even more pressure on its global performance, developing sales in more countries and rolling out a better portfolio of premium and craft lines at one end, and low and no-alcohol brands at the other. Molson Coors' Full-Year Operating Profits 2013-2017 The movement of the group's operating profits has reflected the huge swings in the five-year trading performance. Starting out in 2014 with a 9.8% slide in operating profits to $726.5m, Molson Coors fell again in 2015 by a worrying 30% to $521.8m, the result of losses across all its non-US business. That was before the MillerCoors deal transformed the picture, taking operating profits in 2016 up to a giddy $3.31bn. These figures also demonstrate how important it is for Molson Coors to get its regional and international strategy right and ensure it isn't distracted by domestic markets in North America. Molson Coors' Full-Year Net Profits 2013-2017 Although the final acquisition of MillerCoors in the US had an instant impact on net profits, soaring to $1.98bn in 2016 from $359.5 in 2015, the trajectory wasn't sustained over the following 12 months. Last year saw a 30% drop in net profits to $1.41bn, as the company continues to "transition" its way through the deal. It's hard to compare the business before and after the MillerCoors deal by figures alone, but the last four years has returned a mixed net profit performance. Back in 2013, Molson Coors' net profits sat at US$567m, before dipping 9.4% to $514m in 2014 and then nosediving by an alarming 14% to $359m in 2015. There have been mitigating circumstances along the way. Net profits in 2015, for example, were skewed by a US$500m impairment charge in Canada, as well as an indirect tax provision in Europe. Molson Coors' Full-Year Sales by Region 2013-2017 Shining a light on Molson Coors' performance on a regional basis reveals in sharp focus where its strengths and weaknesses lie. Indeed, considering that its Canadian and European businesses saw sales in the five years to 2016 dip by 30% and 15%, respectively, and a major shake-up was clearly long overdue. Although the brewer's global performance lags behind its competitors, particularly in the M&A arena, there are signs it is moving in the right direction. In 2017, its overall international sales - $264m - were up on 2016 - $163.6m - which itself returned a 13.2% uplift on 2015. Of course, this must be framed against a small sales base. The international numbers were helped by factoring Puerto Rico into its sales mix, thanks to the MillerCoors deal. Also, Coors Light has been helping to push sales up in Latin America and Australia. Overall, however, Molson Coors will be expected to deliver a more aggressive approach to its international network in the coming years, now that it has the power of the MillerCoors brands and distribution networks to roll out. Analysts estimated, for example, that the deal gave Molson Coors an instant 25% extra volume distribution in Mexico, thanks to having the rights to Miller Lite and other Miller brands in the country. Indeed, as Hunter himself put it in late-2016, the transaction should help accelerate Molson Coors' growth strategy "by strengthening our international beer portfolio ... as well as expand our presence in high-growth markets". The Americas The US Molson Coors is not alone in having found the US market "challenging" over the last four years. And, having drawn a MillerCoors-shaped line in the sand in 2016, the country has become even more important to the group. Troubles in the US continued for the brewer in 2017, with a poor showing in the premium-light segment being blamed for the 2.4% sales dip, down from $7.6bn in 2016 to US$7.5bn. The declines in the US are an ongoing headache for all the major brands. Meanwhile. the craft and independent brewing sectors continue to be hard nuts to crack as they nibble away at the major brewer's market share. Molson Coors has been building its own craft beer platform in the country during 2016 and 2017 with the purchases of four craft beer businesses; Texas-based Revolver Brewing, Terrapin Beer Co in Georgia, Oregon's Hope Valley Brewing Co and Saint Archer Brewery in San Diego. At the same time, the company has moved to capitalise on the country's thirst for hard soda in recent years. Having set up the Henry's Hard Soda range in 2015, Molson Coors extended it to also scratch the low carb itch. The company is also looking to sweat its assets in the US by striking new distribution deals, such as the ten-year deal signed in mid-2017 to handle Heineken's Mexican beer brand Sol in the country. In this instance, Molson Coors has brought in a brand that also fills a gap in its portfolio, in light of the huge success of Mexican beer brands such as Corona Extra in the US. This year, Molson Coors expects its US sales to remain flat, but return to growth in 2019 as the full effects of its MillerCoors deal kick in. Canada The company enjoyed a more impressive performance in Canada last year, where Molson Coors overturned the downward sales trajectory of the past four years and turned in an increase of 7% in 2017, up from $1.42bn in 2016 to $1.45bn. The performance was still down on 2015, when its sales in the country reached US$1.51bn. Considering its growing global performance, it is still surprising that Molson Coors still relies so much on Canada for its sales. The percentage share might be coming down from its peak of 40%, but it's still significant and the pressure is on Molson Coors to kick-start its sales performance again in this key market. To be fair, the group has clearly been looking to develop its craft beer strategy in Canada over the last five years. This was strengthened even further with the acquisition in late-2017 of Quebec-based craft brewery Trou du Diable. As Molson Coors Canada chief executive Frederic Landtmeters said at the time: "Partnerships like this one ... demonstrate the importance that we place on the craft and speciality beer segment." There are some mitigating circumstances to the brewer's performance in its home market during the five-year period. Recall that, in 2014, the company had its distribution rights in the country for the Miller portfolio withdrawn by its then-owner, SABMiller. Then, there has been the issue of currency depreciation against the US dollar, which had a significant role to play throughout much of this reporting period. Europe The juxtaposition between having a mature set of markets, yet boasting healthy demand in growth categories like premium, craft and low- and no-alcohol beers, means Europe is increasingly being seen as a barometer of how diverse a major brewer's brand portfolio is. It's a challenge Molson Coors looks like getting increasingly right, if its 2017 figures can be built on: Sales last year were sent soaring by 29% from $336.8m to over $473m. Granted, a large part of this growth is attributed to the transfer of royalty and export brand volumes across Europe from Molson Coors' international business unit. But, growth has also come from the group's above-premium brands. This was a performance that surpassed most analysts' expectations, having come on the back of a lacklustre previous three years. In 2016, European sales fell 8% for Molson Coors on a 1.7% volumes dip. In craft, the group has looked to build on its presence in Europe, taking a stake in one of Spain's largest craft breweries, Cervezas La Sagra early last year. Eastern Europe Conditions in Eastern Europe have also proved challenging for Molson Coors, particularly in Romania, Bulgaria and Serbia. At the same time, these have been offset to some extent by stronger performances in the Czech Republic and Croatia. The UK Considering the amount of activity in the UK in recent years, this is clearly an important market for Molson Coors. Over the last five years, the country's off-premise channel has been working through a reset moment for beer. The four largest supermarket chains have been active in reducing the SKUs from major brands and brewers, replacing them either with their own brands or more regional and craft beers. Molson Coors was not exempt from the fall-out and has fought back by introducing more premium and craft beers and drive innovation, not just in beer but also in wine and spirits. In 2015, the group's UK division revamped its wholesale division to reflect the 2,000-plus product range it has across all category areas. The purchase of Sharp's Brewery way back in 2011 gave the group the opportunity to flex its creative muscle. Not only does Sharp's flagship Doom Bar brand continue to do well - it was the UK's best-selling bottled beer in the off-premise in 2015 - the buy also helped Molson Coors develop more premium and craft beer products. The brewer has also improved its UK position with a number of distribution deals. In mid-2015, it took over the distribution of the Staropramen from Carlsberg. Then, in towards the end of 2017, Molson Coors signed a strategically-important deal with China Resources Snow Breweries to bring the world's biggest selling beer brand, Snow, to the UK. What can the beer industry learn from Molson Coors? Without question one of the more interesting drinks companies to watch over the past few years has been Molson Coors. From the 14% drop in sales posted in 2015 to the boost provided by the acquisition of the 58% of MillerCoors it didn't already own in 2016, from the surprisingly-high cost savings of US$200m in 2017, to the loss in share price value of 21% during the same year, the past half-decade has been nothing short of a rollercoaster for the world's third-largest brewer by value and fifth-largest by volume. Not surprisingly, such tumult also makes the company one with many lessons to share. The logical and admittedly most obvious of these lessons relates to that MillerCoors purchase and is simply that a single strategic and significant deal can have a massive impact on the shape and fortunes of a company. When Molson Coors originally partnered with SABMiller to create MillerCoors, it was largely a defensive measure. After Anheuser-Busch was acquired by InBev in 2008, the number two and number three brewers in the US - respectively, SABMiller and Molson Coors – suddenly found themselves dwarfed by a powerhouse corporation, even more so than they had been when an independent A-B was top dog in the country. The merger of their US operations wasn't enough to topple the goliath from the number one spot, but at least it closed the gap somewhat. Fast-forward to 2016, as the goliath is seeking to grow even larger by consuming SAB, thereby alerting competition authorities who demanded divestment in the US, and Molson Coors was presented with a genuine once-in-a-lifetime opportunity, which they seized with both hands. The benefits have proved sizable. In 2016, 40% of Molson Coors' sales came from the Canadian market. A year later, sales leapt from $4.88bn to $11bn and the Canadian market grew correspondingly less consequential. Further, on the back of MillerCoors integration and costs savings $80m higher than expected by analysts, the company's profits increased by a startling 379% to $1.4bn. Of course, the deal also exposed what many thought had long been a problem with the Molson Coors make-up; too strong a reliance on a North American market, which, as has been well-documented, is at very best stagnant in overall sales year-to-year. Further, the part of the market that had been occupied by the sort of high-profile brands upon which Molson Coors tends to place a great deal of emphasis continues to lose ground year-to-year to the craft and imported segment. Herein resides the cautionary tale of just-drinks' five-year analysis of Molson Coors; specifically, about assembling the bulk of one's armoury upon a boat that appears to be, if not quite sinking, then at least taking on water. The company's key brands, Coors Light and Miller Lite most prominent among them, are heavily reliant upon the Canadian and US markets, which is what analysts are referring to when they question Molson Coors' excessive reliance on "power brands". This could change with growth for Miller in Mexico and a US market returning to growth in 2019, as the company projects - neither are guaranteed and the latter is a greater challenge than the former. Both will need to happen quickly if Molson Coors is going to assuage such concerns. Of course, another way to counter an excessive reliance upon those 'power brands' would be to build up other brands, particularly those within the strong growth category of craft. Here, Molson Coors has two sides of the same story to tell. On the positive side, the company has long been proactive in acquiring what appear today as key brewers in Canada and the UK, and has benefitted greatly from their targeted, if cautious, approach. In Canada, the company bought Ontario's Creemore Springs Brewery as far back as 2005 for what seems today like a bargain price of CAD25m. Four years later, for an undisclosed price, but likely still in the neighbourhood of the Creemore price, it added to its Canadian craft portfolio by purchasing British Columbia's Granville Island Brewing. In the UK, meanwhile, having had some success with the Worthington family it acquired with the former Bass brewery in Burton-upon-Trent, Molson Coors bought the Cornwall brewer Sharp's in 2011 for GBP20m (then-US$32.4m), also a bargain when compared to some of the craft price tags seen since. With all three of these brands, Molson Coors has moved carefully but with great success, particularly so with Creemore and Sharp's. In the US, on the other hand, development of the company's four acquisitions has been agonisingly slow, particularly so when viewed in relation to the aggressive approach A-B InBev has taken with its ten properties in the country. Time will tell as to whether this ends up being a matter of 'slow and steady wins the race' or a cautionary tale of opportunity missed. What Molson Coors does with one of its few craft acquisitions in continental Europe, Spain's La Sagra, will be viewed very closely as an indicator of whether or not Molson Coors can 'do craft' in regions outside of North America and the UK. Finally, diversification - once a dirty word in the brewing game - seems to be a cornerstone of the future for Molson Coors, particularly so in the UK. With its recent purchase of cider-maker Aspall's, as well as its ownership of the distribution rights for Sweden's Rekorderlig line and development of a Carling line of ciders, the company has made a firm commitment to beverages outside of beer, even launching a gin brand through the Sharp's Brewery. It is likely still too early to tell if such product variety will prove beneficial or detrimental to Molson Coors, but it is certainly something well worth watching, as success will no doubt move the company to expand its diversification efforts. A lesson still very much in progress, one might say. Source: https://www.just-drinks.com/analysis/molson-coors-performance-trends-201... Nid: 1181 Post date: 03/27/2018 - 12:12 Title: AB InBev’s endless restructuring to complete SABMiller's integration Teaser: AB InBev’s 2017 non-recurring restructuring charges in relation to the merger with SABMiller was $468m, according to the company. AB InBev and SABMiller’s multimillion-dollar merger was completed in 2016. The non-recurring restructuring charges for the 2016 financial year was $323m. “These charges primarily relate to organisational alignments in Europe, Middle East, Africa (Emea) and Asia Pacific,” AB InBev said in its 2017 annual report. Type: Blog entry Body: AB InBev’s 2017 non-recurring restructuring charges in relation to the merger with SABMiller was $468m, according to the company. AB InBev and SABMiller’s multimillion-dollar merger was completed in 2016. The non-recurring restructuring charges for the 2016 financial year was $323m. “These charges primarily relate to organisational alignments in Europe, Middle East, Africa (Emea) and Asia Pacific,” AB InBev said in its 2017 annual report. It said the $468m was for the SABMiller integration. “These changes aim to eliminate overlapping organisations or duplicated processes, taking into account the right match of employee profiles with the new organisational requirements. AB InBev, which has more than 500 brands which include Budweiser, Corona, Stella Artois, Castle, Castle Lite, Hoegaarden and Leffe, has described 2017 as a transformative year following the multibillion-dollar merger between AB InBev and fellow brewer SABMiller. Following the purchase of SABMiller by AB InBev, the IUF warned that those who will pay the price for this merger deal would be the members who make up IUF's affiliated unions in AB InBev and SABMiller and workers who enrich the owners of AB InBev. Please notify the IUF Secretariat of any restructuring that took place and on where job cuts have been made. Resource: https://www.iol.co.za/business-report/international/ab-inbev-will-invest... Nid: 1180 Post date: 03/27/2018 - 12:09 Title: AB-InBev to Expand in Tanzania with New $100 Million Brewery Teaser: Global brewer Anheuser-Busch InBev (AB InBev) will invest $100million (R1.2billion) in a new beer plant in the Tanzanian city of Dodoma, as the world’s biggest beer maker steps up investment on the continent to meet booming demand. The plans for a facility in Dodoma, the East African nation’s capital, were agreed following a meeting between President John Magufuli and Ricardo Tadeu, AB-InBev’s head of Africa. The company is also building a brewery in Nigeria, and said earlier this month the continent was among its fastest-growing territories. Type: Blog entry Body: Global brewer Anheuser-Busch InBev (AB InBev) will invest $100million (R1.2billion) in a new beer plant in the Tanzanian city of Dodoma, as the world’s biggest beer maker steps up investment on the continent to meet booming demand. The plans for a facility in Dodoma, the East African nation’s capital, were agreed following a meeting between President John Magufuli and Ricardo Tadeu, AB-InBev’s head of Africa. The company is also building a brewery in Nigeria, and said earlier this month the continent was among its fastest-growing territories. In 2017, AB InBev increased revenue in the Emea region - which includes South Africa - by 6.3percent. “Drivers included growth of premium and global brands in Western Europe, which enabled us to gain market share in a majority of countries, as well as beer volume growth in Africa, and our global brands are now in South Africa,” the company said. AB InBev distributes beer to more than 100 countries. The company is expanding its global brands into new markets such as South Africa, Colombia and Australia. Resource: https://www.iol.co.za/business-report/international/ab-inbev-will-invest... Nid: 1179 Post date: 03/22/2018 - 18:29 Title: Heineken Italy: Agreement brings wage raises for all workers in recognition of new skills Teaser: A new agreement signed at Heineken Italy saw an increase of EUR 40 in monthly wages for all workers, regardless of their type of contract, in recognition of new skills acquired through the MTS Project (multi-tasking and skilling). Type: Blog entry Body: A new agreement signed at Heineken Italy saw an increase of EUR 40 in monthly wages for all workers, regardless of their type of contract, in recognition of new skills acquired through the MTS Project (multi-tasking and skilling). A FLAI-CGIL national officer commented, “This is an important agreement which marks the conclusion of the MTS Project (Multi-Tasking & Skilling) and adds 40 euros per month to workers’ earnings in recognition of their professional development, whilst at the same time valuing the cohesion and inclusion of all workers present in the establishment regardless of the employment relationship or contract ". This new collective bargaining agreement negotiated at enterprise level which supplements the national-level industry-wide collective agreement covers some 1000 workers at 4 sites and the head office. Nid: 1178 Post date: 03/22/2018 - 14:23 Title: India: protest action at Sonepat factory calls on AB InBev to address ongoing rights violations Teaser: A recent protest rally organized by workers and their families at AB InBev Sonepat factory gate demonstrates the determination of Haryana Breweries Mazdoor union members to access their basic human rights to join a union and engage in collective bargaining. Type: Blog entry Body: A recent protest rally organized by workers and their families at AB InBev Sonepat factory gate demonstrates the determination of Haryana Breweries Mazdoor union members to access their basic human rights to join a union and engage in collective bargaining. Workers continue their round the clock protest actions as AB InBev Sonepat management escalated its anti-union attacks and rights violations by dismissing the Union President Anil Kumar Saini on March 8, 2018 for using compensatory leave for union activity, which he earned when management made him work continuously for 16 hours on a public holiday day. Local management manipulated a domestic inquiry report to terminate the Union President. Local management has changed the shifts of some leading union activists to deny them access to this protest rally claiming that their presence was crucial for operational reasons. The IUF continues to urge AB InBev to ensure that management at its Sonepat factory, India reinstates the four victimized union leaders and members and enters into good faith negotiations for a new collective bargaining agreement with Haryana Breweries Limited Mazdoor Union. Nid: 1177 Post date: 03/12/2018 - 16:36 Title: Carlsberg Performance Trends 2013-2017 - results data Teaser: In early-February, Carlsberg released its full-year results for 2017. The brewer saw sales last year inch up by 1% despite a flat performance in the second half. Here is Carlsberg's performance over the last five years. Type: Blog entry Body: In early-February, Carlsberg released its full-year results for 2017. The brewer saw sales last year inch up by 1% despite a flat performance in the second half. Here is Carlsberg's performance over the last five years. When Carlsberg bought out the remaining 15% stake in the Russian Baltic Beverages Holding joint-venture in 2012, securing outright ownership, the group heralded the move as providing an immediate and enduring lift to its earnings. Fast-forward to February this year, and the Danish brewing giant revealed its financials for 2017, the end of a five-year span in which things in Russia not going according to plan has been a more persistent theme for the group. The country has been the main constituent of Carlsberg's global ambitions since its first buy-in to BBH, which owns the Baltika brand, in the early 1980s. Since then, serious economic headwinds and regulation of the alcohol industry have taken their toll, bringing China, India, the rest of Asia and the more beer-friendly markets of western Europe into sharper focus for the company. Even in these, Carlsberg's performance has increasingly been reliant on hacking away at costs and pruning spare brewing capacity as much as organic sales growth. Its efficiency strategy was formalised under the banner of the 'Funding the Journey' programme in 2015, with the aim of delivering between DKK1.5bn and DKK2bn of savings by the current calendar year. The programme has a broad sweep, from focusing attention on premium brands and delivering supply chain cost savings, through to spending better on professional services and executive travel. The strategy came on the back of Carlsberg's business standardisation programme that was already being rolled out at the start of the five-year period, aiming to remove duplication, share common processes, IT, supply chains and best practice across different territories. Funding the Journey reduced the number of SKUs in the business by 1,200 in 2016 as Carlsberg sought to strike what it calls the "golden triangle" - the trig points between market share, gross margin and earnings, effectively shifting revenue and volumes away from price-fighting markets to those with premium prices and higher margins. By the end of that year, Carlsberg had achieved a reduction in white-collar headcount of 2,280, including the outsourcing of shared service roles in India, reduced capacity at four Russian breweries and the closure of seven Chinese breweries. Calendar-2017 saw the company exceed its own expectations, delivering an extra DKK1.2bn in savings, and causing it to revise upwards its original goal to DKK2.3bn. The programme reaches the end of its formal period at the close of the current year, but has engendered an ongoing cultural shift, with CEO Cees 't Hart saying: "It is very important that we ensure that the governance structures and processes established are embedded in our daily routines and operations." Some of the savings have been reinvested in Sail 22, the other big Carlsberg project de jour, geared towards brand growth, prioritising craft and speciality beers and alcohol-free. Carlsberg's Full-Year Sales 2013-2017 The five-year picture reflects the focus on costs and margins, with sales down from DKK64.35bn in 2013 to DKK61.81bn in 2017, a fall of just shy of 4% over the full period after a sales peak of DKK65.35bn in 2015. Profit trends have also been downwards, from DKK9.72bn in 2013 to DKK8.24bn by 2016, though a 7.8% uplift to DKK8.88bn in 2017 may show that the efficiency drive is starting to pay off. Operating profit remains 8.6% off the pace since 2013. Carlsberg's Full-Year Operating Profits 2013-2017 At the end of 2013, Carlsberg had been forecasting high-single-digit operating profit growth for 2014. That increase turned out to be just 1% with sales up 2% at DKK64.5bn. The Eastern European storm clouds had already gathered with depressed sales in Russia and Ukraine holding back organic beer volumes, which were down 3%. In Ukraine, the group managed to ride the disruptions caused by military conflict, but the going was tough, in a beer market that dropped 8% overall and saw a 43% hike in excise tax. In 2015, Carlsberg posted 2% organic sales growth, driven by a strong Asian performance. Group beer volumes declined by 4% to 120.3m hectolitres, with continued poor performances in Russia and Ukraine, offset slightly by a positive acquisition impact from takeovers in Greece and China. In 2016, total beer volumes were down 3% impacted by brewery closures in China and a shift away from some high-quantity but low-margin beer supply contracts in the UK, Poland and Finland. Then, in 2017, organic sales inched up 1% and total beer volumes dropped 3%, impacted by legislation introduced at the start of the year to take big PET packs out of the market in Russia (which we'll come back to later). Sail 22's themes around premium brands were gaining traction, with craft and speciality volumes up 29%, while healthier consumption trends in Western Europe helped alcohol-free sales rise 15%. The performance of Svyturys Go in Lithuania and Kronenbourg 1664 Blanc San Alcool in France were especially notable. Carlsberg's Full-Year Sales by Region 2013-2017 Asia Carlsberg has steadily built on its strong position in Asia over the past five years. The brewer began the period already with Tuborg as the largest premium beer in India and the fastest-growing in China. The Carlsberg brand was also in strong growth in both markets. Acquisitions and closures have been a hallmark of Carlsberg's operations in the region throughout the period as it seeks to get a balance between generally positive beer drinking trends and production/supply chain efficiency. The purchase of an increased stake in China's Chongqing Brewery in 2013, along with new plants at Yunnan in China and in Myanmar, impacted cash flow in calendar-2013, a year when it also increased its stakes in Tibet's Lhasa and the Lao Brewery in Laos. In 2014, the company converted majority holdings in two Vietnamese breweries into outright ownership. As a result, volumes in the region rose 24% and sales jumped 38%, to stand at DKK12.5m, with the region accounting for a fifth of group operating profits. Yet, while acquisitions helped its top-line in China grow, its organic performance in the country showed a 7% volume decline in calendar-2014, with several provinces hit by poor summer weather. Carlsberg's strategy to focus on higher-margin, premium products took some unprofitable brands, and thus volume, out of the market. In 2015, Carlsberg bought out China's Wusu brewing group. Beer volumes rose 2% led by India, Cambodia - driven by the Angkar brand - and Nepal. Indian market share hit the 15%, led by sales in the states of West Bengal, Haryana and Bihar. The following year saw the disposal of Vung Tau in Vietnam, a 50% shareholding in Carlsberg Malawi (included in the Asia region) and Carlsberg Uzbekistan. Organic sales growth was at +4% in Asia, although organic volumes were down 3% as a result of brewery closures in China, where a cost-saving programme resulted in the closure of 17 sites in 2015 and 2016. By 2017, the depressed Chinese beer market - where Carlsberg was already routinely outperforming the market - had returned to a more or less flat position and the country turned in 8% growth in sales and a 3% uplift in volumes for Carlsberg. Local power brands like Changqing, Wusu, Dali and Xixia were supporting 12% combined growth for the international trio of Tuborg, Carlsberg and Kronenbourg 1664 Blanc. The year saw positive beer trends in India take a hit from the ban on highway sales of alcohol and the impact of the national goods and services tax on beer, though a drop of 2% in volumes still meant increased market share. The premium brands Tuborg, Carlsberg and Somersby cider brought a shine to sales in Laos. Malaysia, Singapore and Nepal all performed well across the five-year review period. Overall, Asia saw a 5% increase in Carlsberg's sales amid flat volumes in 2017, with the group reporting that premiumisation trends and supply chain cost-savings had had a positive impact. Margins in China have increased from around 5% three years ago to around 14%, and Carlsberg excepts that to move towards 15%-to-16% in 2018. Western Europe The region's beer volumes have long been in, at best, a docile state, with Carlsberg facing with a mainstream market that is increasingly under the spell of AB-Inbev and Heineken. Carlsberg's beer volumes took a 3% dip in 2013, though non-beer beverages and improved margins took sales in Western Europe up 3%. Beer volumes rallied in 2014 and sales from the region rose 1% in an overall flat beer market. Savings from cost efficiencies helped Carlsberg post a 7% increase in organic operating profits in the region. The company reported healthy sales trends in France, Denmark and Poland but volumes declined in the Balkans, Italy and the UK, where it chose to opt out of heavy price promotions to bolster margins. The year also brought the merger of its Mythos brewery with rival Olympic to create the number two player in the Greek market. In 2015, beer volumes and sales came in flat. Finland was a particularly tough area, with heavy promotional pressure and Carlsberg's volumes hit by its decision to withdraw from one major retailer to protect margins. The UK, meanwhile, was affected by the loss of some major customer contracts, most notably a brand cull by Tesco. Voluntary opt-outs from discount activity in Poland contributed to improved margins in 2016 but declines in sales (by 1%) and volumes (by 2%). Operating profits rose 3% as a consequence. France perhaps matched as closely in Western Europe as any country to the growth trends Carlsberg's Sail 22 strategy had identified. Volumes were building, driven by alcohol-free brands like Tourtel and speciality brands such as Grimbergn, Pietra and Brooklyn. In 2017, sales for the region were flat once more, with beer volumes down 1%. Reported sales performance was held back by the divestment of German wholesaler Nordic Getranke and negative currency impacts. Highlights in the year included growing volumes in a declining Polish beer market through brands in the upper-mainstream and premium segments such as Okocim, Kasztelan and Carlsberg. The UK, however, was down 6% due to another post-football slump, after Euro 2016 the year before. The roll-out of gluten-free Celia and San Miguel, a distribution tie-up with Brooklyn of the US, the acquisition of craft brewer London Fields, the launch of draught craft brand Shed Head and a rebrand for Carlsberg Export are all signs of Carlsberg's ambitions to tap into premium beer trends in the UK market. Eastern Europe No sooner had Carlsberg taken over full control of Baltic Beverages Holding in 2008 than the group was hit by rising barley prices, beer tax rises and alcohol advertising regulations. By 2012, the Russian beer market had fallen by a fifth. Things haven't got any easier since, with a 2013 ban on sales at street kiosks and transport hubs and the 2017 curb on sales of beer in PETs over 1.5 litres. The combined effects of a consumer squeeze brought about by high inflation and outlet restrictions took an 8% chunk out of Carlsberg's sales in the region in 2013. For 2014, regional beer volumes took a further 11% hit, and a fall in the Russian and Ukrainian currencies drove sales and operating profits down by double digits. January 2016 saw the closure of two Russian breweries in a bid to reduce costs, corresponding to 15% of its Russian capacity at the time. By 2015, Russia accounted for just 16% of group operating profits; the figure had once been as high as 40%. Regional beer volumes for the year declined by 14% from downward market share trends and distributors reducing inventory. A better price-mix ratio offset some of the volume decline, resulting in sales growth of 2%. In 2016, Carlsberg saw sales in the region rise by 8%, though extra sales volumes were largely being generated by non-beer brands, with beer flat across the region. Last year brought an 8% drop in organic beer volumes and a drop in sales of 1%. Russian volumes were down 14%, although Carlsberg reported that tight cost controls and a strong price mix were delivering increased margins and profits. The group responded to the government's PET downsizing policy by aiming for higher price points against competitor brands, sacrificing volume in the pursuit of value. At the end of 2016, Carlsberg claimed, it had been 2%-to-3% more expensive in PET than competitors. This had risen to 20%-to-30% by the end of 2017. Talking to analysts in February, CEO Cees 't Hart said the group remained "cautious" on the Russian market adding: "I don't want to predict if or when the market really turns. Our outlook will be flattish. On the positive side, there's no new regulation or tax increase for 2018 – the economy is improving. However, consumer sentiment remains depressed and consumers have become more price-cautious." Brand performance Carlsberg's premium brand, Tuborg, has enjoyed significant growth. Global sales were ahead by 10% in 2013 and by a further 24% in 2014, as it became a key brand in Asia for the group. Tuborg was again ahead by 15% in 2015, with China and India the main engines of growth, where sales were ahead by more than 50% in both markets. Overall brand growth was 9% in 2016, decelerating to +3% last year. For the more mature flagship Carlsberg brand, the performance has been understandably less spectacular. Value sales are holding up better in markets where it carries a premium cachet. In 2013, the brand succumbed to the sponsorship cycle of four-yearly football tournaments, with a 2% fall on the previous year when it backed Euro 2012. By 2014, it had seen a restorative 1% increase in sales, driven by more premium markets such as China, India and France, but down in the struggling big volume markets of Eastern Europe. Sales in the Far East responded particularly well to its English Premier League football tie-ins but, in 2015, the Carlsberg brand had another football hangover, this time from the previous year's FIFA World Cup, with declining trends in Western and Eastern Europe overriding another strong Asian performance. There was some bounce-back in 2016 with overall brand growth of 5%, followed by a further 1% rise in 2017, thanks to growth in Russia, Poland and China that offset decline in the UK. The rollout of Blanc wheat beer has been a highlight for the Kronenbourg 1664 brand franchise over the past five years, with especially strong growth reported in the early years of the period. Total 1664 sales were up 6% in 2013, with a further 9% increase in 2014. Blanc had a particularly impressive start in Asia, where it has super-premium positioning. Increasing interest in cider in many international markets spurred Carlsberg into the release of the Somersby brand in 2012. Initially launched into the more established cider territories of the US and UK, Somersby had landed in over 40 markets by 2013. Naturally, for a new brand, growth rates were high, reported as high double-digits for the next two years. It was particularly hot out of the blocks in the UK, Ukraine, Portugal, Canada, Australia and Switzerland, while 2017 saw Asia and Poland - where it has premium positioning - mentioned in dispatches as positive growth drivers for the brand. Grimbergen abbey beer has headed up Carlsberg's international drive to mine speciality beer trends. It launched in nine new markets in 2013, and France was singled out as an engine of brand growth in 2014, buoyed by flavour innovations and strong market activation. The last reported separate figures for the Grimbergen brand came in 2016, when organic volumes were up 11%. Source: https://www.just-drinks.com/analysis/carlsberg-performance-trends-2013-2... Nid: 1176 Post date: 03/09/2018 - 14:03 Title: World's Largest Beer Brewer Crafts AUS $15 mln Expansion in Australia Teaser: Australia Trade and Investment Commission reported that Pirate Life Brewing, an Australian subsidiary of Belgian-based beverage and brewing company Anheuser-Busch InBev (AB InBev), is creating more than 80 jobs with a A$15 million investment in a new brewery and bar venue in South Australia. Plans are underway to source all of the facility’s electricity from renewable energy by 2025. The South Australian Government is contributing A$2 million through its Economic Investment Fund for the site’s redevelopment. Type: Blog entry Body: Australia Trade and Investment Commission reported that Pirate Life Brewing, an Australian subsidiary of Belgian-based beverage and brewing company Anheuser-Busch InBev (AB InBev), is creating more than 80 jobs with a A$15 million investment in a new brewery and bar venue in South Australia. Plans are underway to source all of the facility’s electricity from renewable energy by 2025. The South Australian Government is contributing A$2 million through its Economic Investment Fund for the site’s redevelopment. Located in Port Adelaide’s historic wool-stores site, the high-tech plant is set to be one of the state’s largest craft breweries, aiming to quadruple Pirate Life’s annual beer production to over 11 million litres. The 80 new brewery jobs will take AB InBev’s total headcount in Australia to more than 2,000 employees. Pirate Life will transform its current Hindmarsh brewery into an innovation center focused on training, R&D and specialty beers. South Australian Premier Jay Weatherill says Pirate Life has quickly caught the attention of consumers nationally and internationally. ‘Pirate Life will be a tourism draw-card for the Port, and I look forward to seeing the company achieve their goal of becoming one of Australia’s largest craft breweries.’ Pirate Life Chief Executive John Phinney says the decision to expand the business in South Australia was reinforced by the support received from the state government. Founded in 2014 by father and son team Mick and Jack Cameron and Jared Proudfoot, Pirate Life has grown into a leading craft brewer, predominantly for the local market, with exports to New Zealand, the UK, Singapore and Hong Kong. AB InBev acquired Pirate Life in November 2017 and Pirate Life is ranked 54th on Forbes list of the world’s most innovative companies. AB InBev owns more than 500 beer brands, including Carlton & United Breweries. At the end of 2016 following six tough months on the picket line, with strong national and international support, IUF affiliates in Australia have defeated brutal union-busting by management of Australian brewer Carlton United Breweries owned by AB InBev. In July 2016, union maintenance workers at the company's Melbourne brewery were told their jobs would be outsourced to a new contractor but they could return to work as employees of the subcontractor - with a 65% pay cut! Unions and management have concluded an agreement providing for: all workers who wish to return to work to do on their original union pay and conditions; any new contractor must meet the existing conditions; and no involuntary redundancies. Source: Australia Trade and Investment Commission Nid: 1175 Post date: 03/08/2018 - 17:54 Title: Heineken Performance Trends 2013-2017 - results data Teaser: In mid-February, Heineken released its results for 2017. The brewer posted a 5% increase in sales for the 12 months, on a 3% lift in volumes. Here, drinks industry commentator Richard Siddle considers Heineken's performance over the last five years. Type: Blog entry Body: In mid-February, Heineken released its results for 2017. The brewer posted a 5% increase in sales for the 12 months, on a 3% lift in volumes. Here, drinks industry commentator Richard Siddle considers Heineken's performance over the last five years. Despite what it still sees as "volatility and uncertainty" in both the global economy and international beer market, Heineken continues to find a way through those choppy waters with a 5% rise in sales to EUR21.9bn (US$36.8bn) and a 9% rise in organic net profits to EUR2.2bn for 2017. This year's solid trading performance is the latest in a series of results that has long made Heineken one of the safest long-term bets in the brewing world. What is particularly impressive is that all its reporting regions around the world have again returned strong growth figures, with Africa, Middle East & Eastern Europe leading the way with 13.5% jump in sales. Sales across its emerging markets now account for 60% of total group sales, up from 57% in 2016. With brewing operations in 70 countries, the group has announced further expansion plans to increase production in Mexico, Cambodia, Vietnam, Ethiopia, Haiti and the Ivory Coast. It's certainly a time for chief executive Jean-François van Boxmeer and his team to reflect on a job well done, not just for the last 12 months, but, as this report shows, the last four years and more. The FY13 and FY17 comparisons show that sales have gone from EUR19.26bn to EUR21.9bn, volumes are up from 181.3m hectolitres in 2014 to 218m h/l, and operating profits have moved from EUR2.78 in FY14 to EUR3.8bn in FY17. Brewing credentials For all its size, scale and international power, Heineken, is still a part-family-owned, independent brewing business. In a world dominated by super-tanker-sized brewing giants, this places the Dutch company in a category very much of its own. It might have over 300 global and regional brands in its portfolio but, in Van Boxmeeer, it's still run by a former brewing operations manager. This is best encapsulated by the colourful, charismatic founder of US craft beer business the Lagunitas Brewing Co, Tony Magee, who says of all the global beer giants, Heineken was the only one he would have envisaged selling his business to. At heart, he says, they remain true family brewers. "There are many great international brewers but there is only one Heineken," wrote Magee when he initially sold Heineken 50% of the business in 2015 (before handing over the other half in May last year). "The other global 'brewers' are essentially holding companies, bankers by any measure. Heineken is still a brewer first." Admittedly, Heineken is a brewer that happens to have some 170 breweries around the world. Yet, the size of these facilities varies, from breweries producing over 13m barrels a year, down to just 20,000 barrels. Anheuser-Busch Inbev may still be the preferred 'Buy' stock of 65% of drinks analysts, compared to 50% for Heineken (Bloomberg), but it's the giant brewer that craft breweries most admire. Key brand development Heineken has a strong track record in developing category-changing brands. Over the last four years, the group has launched products designed to help re-position Heineken as a brewer of quality that makes discerning craft beer brands in their own right: Products ideally placed to work within a craft and speciality category that contributed to Heineken's double-digit volume growth in 2017. There have been launches of brands like H41, introduced in 2016, to bring new interest to the stalling ales category where the focus was on creating a stronger ale using a yeast strain from Patagonia, to create a 5.3% abv beer initially for the Italian market. Then, last year, there was Maltsmith's, a craft-style beer range made from a pilot brewery in Edinburgh. These beers have been introduced to appeal directly to what Heineken estimates are the 13m drinkers who are "beer curious" but are currently put off by the intimidating choice in craft beer. Here, it is the style of beer, be it a Pils or an IPA, that becomes the brand name, similar to how variety-led wines, like Sauvignon Blanc and Chardonnay, have become so popular within the wine category. Low and no-alcohol launches Perhaps most significant to its next four years of trading are the inroads Heineken has made over the last couple of years into the burgeoning low- and no-alcohol beer categories. The results for 2017 revealed its initial brands in this area now account for 12.5m h/l litres, with low single-digit-growth, up from 12.4 m h/l in 2016. These include Heineken Light, its 3.3% abv beer with lower calories and carbs that was first introduced in Australia in 2016. In 2017, the brand achieved high single-digit growth with launches in Mexico, Indonesia, Poland, Greece and Switzerland. This was followed by Heineken 0.0 in May 2017 which has now been rolled out into 16 countries. The brand plays a big part in Heineken's sponsorship of Formula 1 and its global 'When you drive, never drink' campaign. Other highlights Heineken continues to transform itself from what was traditionally a European-focused brewer into one of the world's biggest and most influential players. During his 12 years in charge, chief executive Jean-François van Boxmeer has led the company through 65 acquisitions totalling US$30bn, many of them in emerging markets. The group's emerging markets footprint now accounts for 55% of total operating profits. Heineken looks set to continue its strategy of running its own operations and joint ventures with local players. The performance of those emerging markets outperformed the group in 2017, with a 9.8% rise in sales and an 8% increase in operating profits. Vietnam and Mexico now account for more than a quarter of the group's bottom line. The last four years have seen Heineken increase its mix of premium brands and, thanks to its growing international business, introduce more world beers to new markets. According to Bernstein Research, the company is thought to be responsible for 10% of the world's beer profits. Currency movements continue to have a big impact on the company's reported performance. In 2017, ForEx was to Heineken's disadvantage - mainly because of the Nigerian Naira - wiping EUR817m off its sales and EUR188m off operating profits. Van Boxmeer has said he expects currency to have a similar negative impact in 2018. Back in 2015, however, the strength of the US dollar helped increase sales by EUR109m in the Americas. In 2017, the company helped raise US$1.75bn through two sets of debt notes totaling $1.1bn and $650m. These funds could potentially help with future acquisitions. Heineken also claims to have "surpassed" its 2020 CO2 emissions target and wants to be using 70% renewable energy in its production processes by 2030, down from 14% now. Last year saw the launch into 11 markets of The Blade, a countertop draught system for small outlets. Drinks analyst and investor reactions to Heineken's global strategy are mostly positive, recognising the scale of its global business, the rise of growing emerging markets, strong and varied product mix and innovation across growth categories such as premium, craft and low alcohol, as well as the clear leadership under Jean-François van Boxmeer. The main criticism has been that there is too much emphasis on conservative forecasting, amid a desire to under-promise and over-deliver. Heineken will look back on 2015 as the year when its international development strategy really started to pay dividends. Building on what had been virtually a flat performance between 2013 (EUR19.2bn) and 2014 (EUR19.26bn), sales climbed 6.5% to EUR20.51bn in 2015 and then enjoyed a further 4.8% lift in 2016 to EUR20.79bn. By this point, 60% of group sales were coming from emerging markets. This was the year that Van Boxmeer said had best demonstrated "the successful execution of our strategy"; namely, to build international growth and diversity and achieve "top- and bottom-line growth, supported by increased investment in our brands, sustained innovation, and cost efficiencies". Based on this foundation, Heineken was able to increase sales again in 2017 across all its main reporting countries and regions. Sales were up last year by 5% to EUR21.9bn - a long way forward from its EUR18.38bn performance in 2012. Heineken's Full-Year Beer Volumes 2013-2017 Consolidated beer volume grew 3.0% organically in 2017, with 2.6% growth in the first half and 3.5% growth in the second half. Beer volume in the fourth quarter was up 4.6%, an acceleration versus the 2.5% volume growth delivered in the third quarter due to positive volume growth in Europe and accelerated growth in the Americas. As sales have climbed, so have Heineken's beer volumes, moving through the 200m hectolitre mark in 2016 (200.1m h/l) and up to 218m h/l in 2017. Again, this performance signifies how important the steps to build its premium business in key beer consumption markets like Brazil and across Africa has been. This is also significant growth on the 181.3m h/l volumes in 2014. What's even more impressive is the backdrop of global beer volumes declines year-on-year. Heineken's Full-Year Net Profits 2013-2017 Heineken's global expansion strategy might be good for long-term growth and financial health, but it has resulted in a stop-start performance when it comes to net profits. After a period of stable profit movement between 2012 and 2014 (EUR1.66bn to EUR1.71bn), net profits jumped up to EUR2.14bn in 2014, before falling back to similar previous levels of EUR1.74bn in 2016. We must, however, factor in a EUR286m asset impairment in the Democratic Republic of Congo in 2016. Last year saw another swing in the positive direction with organic net profit growth of 9.3% to EUR2.24bn, and a 25.6% increase in reported net profits to EUR1.93bn. Heineken has been quick to lower profit expectations for the year ahead after reporting a 40 basis point jump in operating margins in 2017. The group has stressed that this is likely to fall to 25 basis points due to costs involved in taking over the loss-making Kirin facility in Brazil. Heineken's Full-Year Operating Profits 2013-2017 The increase in sales over the last year, coupled with improved cost efficiencies, helped Heineken's operating profits - before exceptional items and amortisation - increase 6% to EUR3.8bn, and rise on an organic basis by 9.3%. Operating profit margin was 17.2%. This will be some comfort to the Heineken board, which has seen operating profits, like net profits, fluctuate over the five-year trading period in step with its commercial expansion plans around the world. Starting out at EUR2.78bn in 2014, operating profits rose to a three-year high of EUR3.08bn in 2015 before falling back 10.4% to EUR2.76 in 2016. Heineken's Full-Year Sales by Region 2013-2017 Africa, Middle East & Eastern Europe Heineken remains firmly committed to building its presence and growth in this strategically-vital trading area. That said, its five-year performance in AMEEE has been steady rather than eye-catching, with reported sales actually down from 2015's high of EUR3.26bn to last year's EUR3.06bn. Still, the group will be pleased to see such a strong performance over the last 12 months, with organic sales up 13.5% and a 34% increase in operating profits across the area. Volume growth in 2017 was at 5%. Again, it was 2015 that saw Heineken's achieve its best results in the trading area with sales up 2.3% to EUR3.26bn. Heineken has come a long way since it was returning sales of EUR2.55bn in 2013 and is in these emerging markets for long-term growth rather than immediate, high-impact gains. The company will have been pleased to see double-digit volume growth in Russia last year, where it continues to work hard to ward off what it called "tough trading conditions" in 2015 and 2016 with "effective management, innovation and premiumisation". • Africa Africa is where Heineken has its biggest ambitions in this trading area. In 2011, van Boxmeer told just-drinks that Africa would become "the cornerstone" of its future business as it has such growth potential for both branded mainstream and premium beers. "What Brazil is for Anheuser-Busch InBev," he said at the time, "Africa is for Heineken." The continent hasn't completely lived up to his expectations when he anticipated back in 2011 to be "multiplying the profits from our operations in Africa by five in around eight years". Heineken has to navigate its way around local economic and consumer difficulties in many of its key African markets, noticeably DRC, Nigeria and Egypt, which saw double-digit volume declines in 2017. It's also proving harder than expected to gain traction for premium brands in these countries, with Nigeria, for example, still driven by growth in value brands, including Heineken's Life, The Goldberg and 33 Export brands. The group is making good headway in South Africa, meanwhile, reflected in double-digit volume increases last year, including a double-digit rise in cider sales. It also added to its craft beer portfolio with the purchase in March 2017 of South Africa's Stellenbrau craft brewery business. Ethiopia and Rwanda have shown good volume growth over the last four years, with the Walla brand performing well in Ethiopia. Heineken is also expanding its production capacity in Africa, noticeably in Ethiopia and Haiti, and built new breweries in the Ivory Coast and Mozambique during 2016 and 2017. The Americas All Heineken's key markets across the Americas have seen good volume growth over the five-year period, buoyed by higher revenue-per-hectolitre and a better mix of brands across mid- to premium-price tiers. Overall sales sit at EUR6.25bn for 2017, compared to EUR4.63bn in 2014, with 6% growth in the last 12 months. Mexico and Brazil, in particular, have grown since 2014 and seen solid growth with brands such as Dos Equis and Tecate in Mexico and Heineken, Desperados and Sol Premium in Brazil. The group's performance in the Americas is very much linked to the strength of the US dollar, which helped increase sales by EUR109m in 2015, for example. • The US One of the more colourful events in Heineken's five-year US performance has been the purchase in 2015 of an initial 50% stake in California's Lagunitas Brewing Co, one of the fastest-growing and most charismatic craft players in the market, for a reported US$500m. The company was said to have paid 20 times Lagunitas' EBITDA, a price Heineken clearly believed worth paying, not just to build its US sales, but also to introduce Lagunitas' craft beers to international markets for the first time. Indeed, van Boxmeer said the hook-up would help Heineken "reach parts of the world that other craft beer brands have not." For some, it was inevitable that Heineken would eventually move to take full control of Lagunitas, which it did in May 2017. The takeover would, according to Lagunitas' former owner, Tony Magee, allow Heineken and Lagunitas to serve "the world craft beer 24 hours a day". • South America • Brazil Last year was another busy year for Heineken in South America. In February, the company came to Kirin Holdings' rescue when it bought its beer and soft drink assets in Brazil for US$706m. Crucially, the purchase elevated Heineken to number two in Brazil, the world's third-biggest beer market behind only China and the US, with a 20% share up from 7%. And, in 2017, the country returned double-digit volume growth for Heineken. Previously, Kirin Brasil had been making a loss, so expect Heineken's turnaround strategy to have an impact on the bottom line in the coming years. Heineken now owns five breweries in the country - two in São Paulo state and one each in Paraná, Rio Grande do Sul and Ceará. The brewer has been building its premium beer position in Brazil over the last four years. According to Euromonitor International, brand Heineken was Brazil's fastest-growing premium lager brand in 2015, with another double-digit jump. "Heineken's focus in Brazil is on value rather than volume," said Anna Ward, research associate at Euromonitor. "The increasing premium focus of its offer is so far proving successful." • Mexico Heineken's already-strong Mexico business was strengthened further in 2017 with a double-digit rise in volumes. Its performance in the country is very much linked to Mexican conglomerate FEMSA, which in 2010 took a 20% stake in Heineken in return for FEMSA's beer business. In 2017, FEMSA reduced its holding in Heineken to 15%, in a sell-off that raised US$3bn. The FEMSA deal also saw Heineken take on separate packaging business, Empaque, which it sold in 2016 to Crown Holding, raising US$1.3bn in the process. The divestment prompted the group to launch a EUR750m share buyback programme. Meanwhile, Heineken continues to build its production capacity in the country. Asia-Pacific With 54% of the population aged under 35, it's understandable why Asia-Pacific is such a vital market for Heineken and other major brewers. All the main countries in the region continue to show strong demand for beer, both for domestic and international brands. Heineken claims to have market leadership in more countries in the region than any of its rivals: A claim backed up by 6% year-on-year volume growth between 2014 and 2016. Sales in value terms also grew, by 10% on average, with EBIT up 14% over the same period. In 2015, the region accounted for 21% of Heineken's operating profits, up from 18% in 2013. In 2016, the group had 15 first-and second-positions by volume in Asia-Pacific's markets, compared to seven for Carlsberg and five for Kirin. The year also saw a step change in Heineken's sales in the region, climbing to EUR2.89bn from the EUR2.48bn posted in 2015. The region brought in EUR2.99bn last year, up 6.2% in sales, 9% in volume and 9.5% in operating profits. Vietnam is Heineken's biggest performer in the region and again saw double-digit volume growth in 2017, driven by the Tiger brand, premium cider and greater production capacity. Heineken's 5% stake in what was one of the countries' biggest state-owned breweries, Sabeco (Saigon Beer Alcohol & Beverage Corp) is now worth considerably more following ThaiBev's purchase of 54% of the business in December 2017 for US$4.8bn. The move is likely to strengthen Heineken's Van Boxmeer's view that Vietnam is the "poster child" for international beer brands. In China, the grey, or parallel, market is said to be a growing issue for Heineken and other major brewers, with Van Boxmeer directly blaming the channel for a drop in volumes in 2017. By its own admission, though, Heineken still only has a "small niche position in the super-premium segment" in China. This is a position it surely needs to rectify soon, particularly as Budweiser's performance in China is said to have been responsible for the AB InBev brand's international sales-by-volume overtaking Heineken for the first time in 30 years, according to consultancy Plato Logic. Finally, Heineken's performance in Indonesia, where there have been increased clampdowns on the sale of alcohol, has been mixed over the last five years, although the group enjoyed a better 2017. Europe For all its international expansion, Europe is by far Heineken's biggest trading area. With so many mature markets, however, it is here where the overall decline in beer drinking volumes is being most felt. There is also an inability to further push up sales from value brands to premium brands: Europe has plenty of premium offerings. In 2012, Heineken's European sales were at EUR11.07bn. Six years later, and annual sales from the region totaled EUR10.23bn. In fact, this is a recovery from the company's lowest position in Europe: In 2014, sales were EUR9.76bn, with 2015 performing similarly. Europe's overall share of Heineken's business is in decline, from a 2012 high when it accounted for 60% of group business, to 49% in 2015. To grow at all in Europe, Heineken has to work even harder at cost management, innovation and brand investment, like its continued high-profile backing of the UEFA Champions League, which it has just renewed for another three years. The brewer's international expansion also means it now has more world beers to offer demanding European markets. Indonesia's Bintang, for example, was rolled out across Europe in 2017, through the European arm of United Breweries, in which Heineken holds a 43.7% stake. Brand extensions into cider have helped Heineken's premium volumes, which delivered a low single-digit volume increase last year to 4.9m h/l (2016: 4.8m h/l). This was helped particularly by double-digit growth in Poland and Romania. Heineken's performance in the UK has been hit by some major delistings, noticeably in Tesco, which replaced a number of the group's brands with its own craft beers in 2017. Meanwhile, France, driven by the Desperados and Affligem brands, Italy and Spain saw good volume growth in 2017, with all three responding well to the roll-out of Heineken 0.0. What can the beer industry learn from Heineken? - Comment Heineken has released its 2017 results and, despite the generally-depressed state of the global beer market today, the group reported some very positive trends. It therefore merits consideration with an eye towards what others in the brewing business and, indeed, the drinks industry, in general, can learn from the world's number two brewer. The principle lesson to be learned from Heineken is 'don't panic' At the risk of sounding trite and clichéd, perhaps the principle lesson to be learned from the brewing giant is 'don't panic', even when your two biggest competitors, the world's largest and second largest brewing companies at the time, merge to become as one. Make no mistake; there was plenty of room for panic when Anheuser-Busch InBev absorbed most of SABMiller in 2016, thus creating an entity over twice the size of Heineken by volume. The company could have immediately launched upon a frenzied buying spree, acquiring or attempting to acquire a number of smaller breweries or one or two of its closer-in-size competitors, simply to bulk up and stay nearer in volume and revenue the new AB InBev. But it did not. Instead, Heineken stayed the course it had been following for the previous decade, continuing with modest but strategic acquisitions, introducing key brands where appropriate and gradually transforming itself from a largely European-centric brewer into a truly global player. Let's look at the acquisitions side first. Slow and steady may not have yet won the race, with AB InBev still the preferred darling of a majority of drinks analysts, but in 2017 the strategy resulted in impressive growth of 5% in sales and 9% in organic net profits for Heineken. One key aspect of this approach has been to buy where necessary, but not necessarily buy. Compared to its larger and acquisition-mad competitor, the total value of the 65 brewery purchases Heineken has made over the past dozen years is only US$30bn - not even one-third of the amount AB InBev paid for SAB. While the US craft brewer Lagunitas was unquestionably the highest profile of these buys, the majority have taken place in emerging markets, which now account for a full 55% of the company's operating profits. Heineken's strategy has evidently been to keep its activities in the acquisitions marketplace as quiet and discreet as possible. And, in contrast to the much-discussed and -debated brewery purchases of its larger competitor, most of Heineken's brewery acquisitions have flown largely under the radar of public criticism, dating all the way back to the little-discussed purchase of half of the Belgian family brewer Affligem in 2000 and the almost-unnoticed purchase of the remainder in 2010. With the exception of the high-profile, two-step purchase of Lagunitas, Heineken's strategy has evidently been to keep its activities in the acquisitions marketplace as quiet and discreet as possible. Key brand development has also been pivotal to Heineken's performance over the years, and here, again, the company stands in contrast to AB InBev. While the latter appears at times to favour a scattergun approach, developing and introducing brands at such a rapid pace that at times it seems willy-nilly, Heineken appears to take a more considered approach to the matter, strategically launching brands that reflect and strengthen its image as a brewer of premium, quality beers. One such case in point was H41, developed for the Italian market in early-2016 to highlight both the stalled ale segment and the company's commitment to innovation in brewing, the latter via its use of an historic Patagonian yeast. With a majority of Heineken's profits now coming from emerging markets, an obvious two-pronged lesson would be to embrace change - witnessed here in the company's transformation from a European-focused operation to a truly global one - and fearlessly approach developing markets. Particularly impressive has been Heineken's performance in Mexico, through its FEMSA subsidiary, and Vietnam. Further, it is entirely possible that the Mexican success story is poised to be replicated in Brazil through the properties Heineken acquired from Kirin in 2017, with positive signs already appearing for brands like Devassa and Eisenbahn. There is another lesson to be learned from Heineken's emerging markets, as well, and that is to neither be cowed in existing markets nor afraid to act boldly in others. In Africa, for example, where Heineken has traditionally been one of four dominant companies - along with Diageo, SAB and Castel - the group was suddenly faced with massive power in the form of the combined might of SAB and AB InBev. Rather than react defensively, however, the company doubled down on its activities on the continent with an expansion in production capacity in Ethiopia, new brewery builds in Mozambique and the Ivory Coast and double-digit volume growth plus a craft brewery purchase in South Africa. In Brazil, meanwhile, the company acted proactively by purchasing an underperforming set of breweries from Kirin and using them to make a bold foray into AB InBev's backyard, the largest beer market in South America. While it is still early days, the move already appears to be paying dividends. It could nonetheless be argued that the company has not done enough to address declining volumes and sales in Europe Still, irrespective of these positive lessons, it could nonetheless be argued that the company has not done enough to address declining volumes and sales in Europe, which for all its international expansion remains Heineken's largest continental marketplace, with sales down 7.5% from 2012, although still up from the nadir of 2014 and 2015. For this to see a more convincing reversal, Heineken will need to follow the lead of its larger competitor and address cost-cutting across the board, while pursuing an aggressive programme of innovation and brand development. Lagunitas will help in this regard, if the company decides to actively promote the American craft brand across Western Europe, as will Heineken's now sizable stable of international brands, which could easily be marketed in Europe to satisfy the rising demand for the new and unusual. Resource: https://www.just-drinks.com/analysis/heineken-performance-trends-2013-20... Heineken 2017 full year results : http://www.theheinekencompany.com/media/media-releases/press-releases/20... Nid: 1174 Post date: 03/08/2018 - 12:34 Title: Rights violations escalate at AB InBev India Teaser: AB InBev management at Sonepat factory in India has been refusing to negotiate a collective bargaining agreement with the newly elected committee of Haryana Breweries Limited Mazdoor Union since February 2016 and suspended 5 union leaders and members between March and July 2016. Type: Blog entry Body: AB InBev management at Sonepat factory in India has been refusing to negotiate a collective bargaining agreement with the newly elected committee of Haryana Breweries Limited Mazdoor Union since February 2016 and suspended 5 union leaders and members between March and July 2016. Local management violated the locally signed agreement with the union dated August 4 2016 that committed the company to reinstate four union committee members when the Union President was again suspended on September 11, 2017 for joining an IUF coordination meeting of AB InBev unions in India. Another committee member was again suspended on November 7 2017. Currently workers continue their round the clock peaceful protest at the Sonepat factory gate. Local management held the first labor welfare committee meeting on November 8 2017. The union refuses to accept the role of this committee unilaterally formed by the management. AB InBev India management has engaged in, and continues to pursue, a deliberate and concerted effort to undermine the rights of workers at its Sonepat facility to impede workers access to freedom of association and collective bargaining rights. The IUF urges AB InBev to exert whatever pressure is necessary on local management at Sonepat factory to ensure they reinstate the suspended and terminated union committee members. Local managements at AB InBev India facilities must be instructed to stop harassing union members for engaging in legitimate union activities and must enter into good faith negotiations with the unions to reach collective bargaining agreements. Nid: 1173 Post date: 02/12/2018 - 17:10 Title: Heineken Organic Revenue up 5% Teaser: Organic revenue (beia) +5.0% with revenue (beia) per hectolitre +2.1% - Consolidated beer volume +3.0% with growth in all regions - Heineken® volume +4.5% - Operating profit (beia) organic growth of +9.3%; operating margin (beia) expansion of +40 bps excluding the Brasil Kirin, Punch and Lagunitas acquisitions - Net profit (beia) of Euro 2,247 million, +9.3% organically - Diluted EPS (beia) +7.0% to Euro 3.94 - Proposed 2017 total dividend +9.7% at Euro 1.47 per share Africa, Middle East & Eastern Europe - Sales on organic basis +13.5 Type: Blog entry Body: Organic revenue (beia) +5.0% with revenue (beia) per hectolitre +2.1% - Consolidated beer volume +3.0% with growth in all regions - Heineken® volume +4.5% - Operating profit (beia) organic growth of +9.3%; operating margin (beia) expansion of +40 bps excluding the Brasil Kirin, Punch and Lagunitas acquisitions - Net profit (beia) of Euro 2,247 million, +9.3% organically - Diluted EPS (beia) +7.0% to Euro 3.94 - Proposed 2017 total dividend +9.7% at Euro 1.47 per share Africa, Middle East & Eastern Europe - Sales on organic basis +13.5 The impact of currency fluctuations may have hit reported sales but, on an organic basis, the AME&EE reporting region enjoyed a strong 2017. Volumes picked up in the second half, Heineken said, coming in for the full year up by almost 5%. Nigeria gave the brewer a headache, with low consumer confidence in the country hitting performance. Heineken's premiumising efforts aren't cutting through in Nigeria, where "value brands continued to outperform the rest of the portfolio". In Russia, South Africa and Ethiopia, volumes rose by double digits, with brand Heineken leading the way in the former two markets and the Walia brand warranting special mention in the latter. Egypt was down for Heineken in 2017 by double digits in volume terms as a result of a VAT increase and the local currency devaluation at the end of the year. Americas - Sales +6% The 20% sales jump in reported terms translated to a more reasonable rise of 6% on an organic basis. Volumes across the region were up in the year by 3.3%. In Brazil, where the company has spent the year integrating the Kirin assets it acquired in the first half, Heineken saw volumes from existing operations come in flat while its newer operations were up by mid-single-digits. "The integration of Brasil Kirin has exceeded our expectations," the group said today. In 2017, the Devassa and Eisenbahn brands both became 1m-hectolitre brands. While Mexico posted a mid-single-digit volumes increase, of concern will be the US, where volumes were down by low-single-digits. Brand Heineken held its own in the country in the year, although Heineken Light "continued to decline". Asia Pacific - Sales +6.2% Reported sales growth from Asia Pacific in 2017 was 3.5%. Volumes, meanwhile, increased by just under 9%, thanks primarily to Vietnam and Cambodia. In the former, a "slower start" to the year - as a result of the earlier timing of the Tet festive period - didn't stop full-year volumes climb by double digits. The extension of the Tiger beer brand to "secondary cities and rural areas" drove performance. Cambodia performed similarly in volume terms, with mainstream brand Anchor leading the way. "In China," Heineken said, "beer volumes were under pressure mainly in the first half of the year". The market provided a volumes dip for the group, who did not provide further detail. Europe - Sales +1.4% In Heineken's heartland, which remains its biggest reporting region by some considerable distance, volume movements were all in the low-to-mid-single-digit range, with one exception. Providing volume growth were France and Spain, while the UK, Poland and the Netherlands were all down. Italy, however, enjoyed a high-single-digit increase in volumes, thanks to "positive market dynamics" for Heineken, which is working through its "premium brands and innovation strategy" in the country. Please find the 2017 full year results of Heineken here : http://www.theheinekencompany.com/media/media-releases/press-releases/20... Nid: 1172 Post date: 01/31/2018 - 18:03 Title: Germany: NGG organizes a 24 hour strike as Carlsberg axes jobs at Hamburg factory Teaser: Carlsberg sold the Holsten Brewery site in Altona, Hamburg, one of the largest brewery sites in Europe and an industrial site since 1879. Carlsberg has bought a new site in Hamburg and aims to move its production site to this Hamburg-Hausbruch site in 2018. But not all employees will be offered jobs there. Carlsberg plans to axe 74 jobs in production and logistics which means about 1/3 of the current workforce in production and logistics will lose their jobs. Type: Blog entry Body: Carlsberg sold the Holsten Brewery site in Altona, Hamburg, one of the largest brewery sites in Europe and an industrial site since 1879. Carlsberg has bought a new site in Hamburg and aims to move its production site to this Hamburg-Hausbruch site in 2018. But not all employees will be offered jobs there. Carlsberg plans to axe 74 jobs in production and logistics which means about 1/3 of the current workforce in production and logistics will lose their jobs. The IUF-affiliated NGG represents workers at Holsten Hamburg site and the union is currently trying to negotiate to mitigate the impact of the Carlsberg plan. NGG and its members has criticized Carlsberg's demands for an agreement with the plant works council even though the works council has no legal authority to sign agreements involving a social plan arising from any redundancies. Carlsberg's proposal to the works council was also well below the level of previous social plans. NGG fears more job losses and outsourcing at the new site particularly since the company has failed to meet its obligations to provide clear and timely information about the proposed changes. Carlsberg has already stated that the new factory will have reduced capacity, shorter delivery routes and new technology. Following failed negotiations and little confidence in management plans, NGG organized its first strike in December 2017 and organized a second 24 hours warning strike on January 31, 2018. The IUF calls on management at Carlsberg Germany and corporate management in Copenhagen to provide the necessary information about any plans for the new factory and to enter into good faith negotiations with NGG over all issues surrounding this assault on employment. Nid: 1171 Post date: 01/25/2018 - 09:48 Title: Carlsberg starts production at eighth Indian brewery Teaser: Carlsberg has opened its eighth brewery in India as it targets growth in the world's second most populous country. The brewer confirmed that production has started at the Nanjangud site, near Mysuru in the south-west state of Karnataka. The brewery has an 80m-litre capacity and will brew all of the brands in Carlsberg's Indian portfolio, including Carlsberg and Tuborg lagers. Type: Blog entry Body: Carlsberg has opened its eighth brewery in India as it targets growth in the world's second most populous country. The brewer confirmed that production has started at the Nanjangud site, near Mysuru in the south-west state of Karnataka. The brewery has an 80m-litre capacity and will brew all of the brands in Carlsberg's Indian portfolio, including Carlsberg and Tuborg lagers. According to Carlsberg, the Indian beer market has grown at a 3.3% compound annual rate over the past five years. The brewer accounts for 17% of the market, however in its most recent results, nine-month figures released in November, its volumes in India slipped as a result of a highway liquor ban. Carlsberg is hoping that India's demographics can propel further growth in the beer market. According to UN data, the country has 411m Millennials, accounting for 31% of the country's population. https://www.just-drinks.com/news/carlsberg-starts-production-at-eighth-i... Nid: 1170 Post date: 01/16/2018 - 10:29 Title: Asahi Holdings brings Italy-brewed Super Dry to UK market Teaser: Asahi Holdings has relaunched its core beer Asahi Super Dry in the UK as it looks to Europe to make up for weak domestic sales. The new Asahi Super Dry, brewed in-house for the first time, will be available in the UK on- and off-premise from today, Asahi said. Previously, Super Dry was produced in the UK by third-party brewer Shepherd Neame but the new version comes from the Padua factory Italy, one of the brewing assets Asahi acquired from SABMiller in 2016. Type: Blog entry Body: Asahi Holdings has relaunched its core beer Asahi Super Dry in the UK as it looks to Europe to make up for weak domestic sales. The new Asahi Super Dry, brewed in-house for the first time, will be available in the UK on- and off-premise from today, Asahi said. Previously, Super Dry was produced in the UK by third-party brewer Shepherd Neame but the new version comes from the Padua factory Italy, one of the brewing assets Asahi acquired from SABMiller in 2016. The move is part of a new focus on Europe announced in September that will also see the Padua-brewed Super Dry roll out to European markets including the UK, Ireland, Italy, the Netherlands and France. According to Asahi, investment in the Padua factory, which also makes Birra Moretti, has allowed it to brew Super Dry to the same Japanese recipe that delivers karakuchi - the Japanese word for a dry crisp taste with a clean finish. "It was incredibly important for us to ensure we brought that same authentic taste to the UK market, therefore significant investment and comprehensive taste testing have taken place in collaboration with our Japanese colleagues," said Asahi UK head Tim Clay. The UK is Asahi's biggest European market and Super Dry will be available in cans, bottles and on draught, a spokesperson told. It went on sale in Waitrose supermarkets on January 15, 2018. Super Dry launches in Europe after a tough 2017 for Japanese brewers at home. According to Suntory last week, overall industry beer volumes dropped 2%, with blame going to Japan's ageing population and an increased demand for spirits and cocktails. Suntory said the market is expected to shrink another 2% this year, however its own volumes estimates are for a 1% increase, helped by increased non-alcoholic sales. Meanwhile, the Nikkei Asian Review reported last week that domestic sales of Asahi Super Dry dropped below 100m cases in 2017 for the first time in 29 years. https://www.just-drinks.com/news/asahi-holdings-brings-italy-brewed-supe... Nid: 1169 Post date: 12/05/2017 - 12:11 Title: NUW success converting casual to permanent jobs at Asahi Australia Teaser: The IUF-affiliated National Union of Workers has signed an agreement at the Asahi-owned bottled water factory in Albury-Wodonga following a long campaign to bring the company to negotiate the creation of permanent jobs for the many workers stuck in casual employment. Type: Blog entry Body: The IUF-affiliated National Union of Workers has signed an agreement at the Asahi-owned bottled water factory in Albury-Wodonga following a long campaign to bring the company to negotiate the creation of permanent jobs for the many workers stuck in casual employment. The agreement, which runs through May 2020, creates fourteen new positions in the warehouse and six in production; provides a 7.5% wage increase over the life of the contract; establishes a mechanism for monitoring casual employment at the plant; and provides paid training leave for union delegates, with up to 14 days annually for new delegates. The union has expressed its warm appreciation for the many supporters who sent messages to the company in response to the IUF's international call for solidarity in June. Nid: 1168 Post date: 12/04/2017 - 18:12 Title: Anheuser-Busch InBev's AmBev to up Cervecería Nacional Dominicana stake Teaser: Anheuser-Busch InBev's Brazilian unit is to increase its share in the Dominican Republic's beer market leader, Cervecería Nacional Dominicana. AmBev said that it would pay its partner in the venture, E León Jimenes, US$926.5m for an additional 30% of the brewer. The move will take AmBev's total shareholding in CND to 85%, with the remaining 15% held by E León Jimenes. Type: Blog entry Body: Anheuser-Busch InBev's Brazilian unit is to increase its share in the Dominican Republic's beer market leader, Cervecería Nacional Dominicana. AmBev said that it would pay its partner in the venture, E León Jimenes, US$926.5m for an additional 30% of the brewer. The move will take AmBev's total shareholding in CND to 85%, with the remaining 15% held by E León Jimenes. The transaction is expected to close early next year In 2012, A-B InBev confirmed a US$1.24bn spend to combine its operations in the Dominican Republic with those belonging to E León Jimenes. The original story is here: https://www.just-drinks.com/news/anheuser-busch-inbevs-ambev-to-up-cerve... Nid: 1167 Post date: 12/04/2017 - 16:58 Title: AB InBev buys Aussie craft brewery Pirate Life Teaser: AB InBev said it was done buying out craft breweries in September. Today news broke that the large beer conglomerate has acquired Australian craft brewery Pirate Life for $7.6 million. This is AB InBev’s second acquisition of an Australian craft brewery since September, when it purchased Sydney’s 4 Pines. (Since it’s not an American craft brewery, it looks like AB InBev has kept its promise, kind of.) Type: Blog entry Body: AB InBev said it was done buying out craft breweries in September. Today news broke that the large beer conglomerate has acquired Australian craft brewery Pirate Life for $7.6 million. This is AB InBev’s second acquisition of an Australian craft brewery since September, when it purchased Sydney’s 4 Pines. (Since it’s not an American craft brewery, it looks like AB InBev has kept its promise, kind of.) AB InBev has also invested AU$10 million in a new brewery that will increase its brewing capacity. Carlton & United Breweries, a subsidiary of AB InBev, stated that Pirate Life was “set to continue its unprecedented growth path after being acquired by AB InBev”. The creation of the new brewery will mean Pirate Life’s current site in Hindmarsh will be dedicated to creating “new beers including sours, seasonal barrel-aged products”. In September, AB InBev laid off 400 employees from its High End division – the section responsible for its craft beer acquisitions and ‘super-premium’ imports – in a bid to concentrate on its existing portfolio of 10 US craft breweries, however this move has not appeared to affect its acquisitions outside of America. Nid: 1166 Post date: 12/04/2017 - 16:42 Title: Heineken invests $100m in Mozambique brewery Teaser: Heineken has laid the foundation stone of its first brewery in Mozambique, identifying 'promising long-term economic perspectives' in the African country. The brewer said that the new site, in the province of Maputo, represents a US$100m investment. The brewery, which has a capacity of 0.8m hectolitres, is expected to come online in the first half of 2019. Type: Blog entry Body: Heineken has laid the foundation stone of its first brewery in Mozambique, identifying 'promising long-term economic perspectives' in the African country. The brewer said that the new site, in the province of Maputo, represents a US$100m investment. The brewery, which has a capacity of 0.8m hectolitres, is expected to come online in the first half of 2019. Heineken has had a sales and marketing office in Mozambique since 2016. The unit imports international beers including Heineken, Amstel, Amstel Lite and Sagres. The new site will produce beers for the domestic market. Heineken aims to source raw materials locally - in line with plans to source 60% of its agricultural raw materials in Africa by 2020. Nid: 1165 Post date: 12/04/2017 - 16:39 Title: Anheuser-Busch InBev lines up US$800m brewery in Mexico Teaser: Anheuser-Busch InBev's Mexican unit has announced plans to build an eighth brewery in the country. Grupo Modelo said yesterday that construction of the US$800m facility, in Apan, Hidalgo, will begin at the start of next year. The initial capacity at the new Cerveceria Modelo del Centro will be 12m hectolitres, with the potential to expand to 24m. Type: Blog entry Body: Anheuser-Busch InBev's Mexican unit has announced plans to build an eighth brewery in the country. Grupo Modelo said yesterday that construction of the US$800m facility, in Apan, Hidalgo, will begin at the start of next year. The initial capacity at the new Cerveceria Modelo del Centro will be 12m hectolitres, with the potential to expand to 24m. "Through this investment, Grupo Modelo reiterates its commitment and long-term vision for Mexico," said Mauricio Leyva, president of AB InBev's Middle Americas Zone & CEO of Grupo Modelo. "It fills us with pride to say we will continue brewing all of Grupo Modelo's beers here in Mexico. "We are very happy to invest and to grow in the state of Hidalgo." Leyva said the need to expand responds to both domestic and export demand for Corona and "the entire Mexican portfolio". The investment will generate around 3,000 jobs during the construction phase as well as "more than 1,200 direct permanent jobs during the operation phase", the company said. The plant is expected to being operations during the first quarter of 2019. Last week, AB InBev announced plans to build a $250m brewery in Nigeria. Nid: 1164 Post date: 12/04/2017 - 16:32 Title: Heineken buys 49% stake in Brixton Brewery Teaser: Heineken has purchased a 49% share in London-based craft brewer Brixton Brewery. Brixton Brewery said yesterday, via a blog post, that a partnership with Heineken would allow the business to expand. The move comes as the brewery, which launched in 2013, prepares to move to a larger site. Brixton Brewery said the new site, still within Brixton, would take brewing capacity from 12,000 pints per week to 60,000. Brewing equipment is expected to be installed in spring 2018. Type: Blog entry Body: Heineken has purchased a 49% share in London-based craft brewer Brixton Brewery. Brixton Brewery said yesterday, via a blog post, that a partnership with Heineken would allow the business to expand. The move comes as the brewery, which launched in 2013, prepares to move to a larger site. Brixton Brewery said the new site, still within Brixton, would take brewing capacity from 12,000 pints per week to 60,000. Brewing equipment is expected to be installed in spring 2018. The craft brewer's founders - Jez and Libby Galaun, Mike Ross and Xochitl Benjamin - will remain majority shareholders and continue to manage the business. "The brewery is already known for beautiful beers, brewed in the heart of Brixton," said Jochen Van Esch, brewing and operations director at Heineken. "Our partnership allows them to stay rooted in the community while building a new brewery to meet the huge demand for their beers. We believe in the founders and their vision for the business. By investing in a minority stake we provide the investment they require to grow, while ensuring they retain full control, running Brixton Brewery as an independent business. Over time, our partnership will help Brixton Brewery bring their great beers to more people across London and beyond while complementing Heineken's existing portfolio." Brixton Brewery's portfolio includes Low Voltage IPA, Atlantic APA and Effra Ale. Financial details behind the deal were not disclosed. Smaller London breweries continue to be targets for multinationals. In late 2015, Anheuser-Busch InBev purchased Camden Town Brewery, with Asahi taking control of Meantime - via SABMiller - in April 2016. Carlsberg followed suit in July 2017, with the acquisition of London Fields. Earlier this year, Heineken took full control of US craft brewer Lagunitas, 19 months after an initial 50/50 partnership. the original news is here: https://www.just-drinks.com/news/heineken-buys-49-stake-in-brixton-brewe... Nid: 1163 Post date: 12/01/2017 - 18:11 Title: Anheuser-Busch InBev silent as EU anti-trust probe heats up Teaser: Anheuser-Busch InBev has declined to comment after the European Commission took the next step in an anti-trust battle with the brewer. Type: Blog entry Body: Anheuser-Busch InBev has declined to comment after the European Commission took the next step in an anti-trust battle with the brewer. On November 30, 2017 EU authorities released a preliminary view in an ongoing investigation that states AB InBev abused its dominant position by hindering cheaper imports of two of its brands into Belgium from neighboring countries. The preliminary view, part of the commission's Statement of Objections in a case that was first launched in June last year, states that AB InBev deliberately tried to prevent wholesalers and retailers from buying Jupiler and Leffe at lower prices in the Netherlands and France and selling them in Belgium. Margrethe Vestager, the commissioner in charge of competition policy, said the practise would be in breach of EU rules. Asked to respond, a spokesperson for AB InBev said it "would not be appropriate for us to comment". The spokesperson said EU's announcement was a "procedural step" and not a final decision on the outcome of the case. "We have been working constructively with the EC since the investigation was announced in June 2016," the spokesperson added. Nid: 1162 Post date: 11/23/2017 - 18:24 Title: Asahi Group lines up China launch for Pilsner Urquell, Peroni Nastro Azzurro Teaser: Asahi Group is to launch two of SABMiller's European beers in China as the brewer continues to expand its footprint, according to a report. Czech brand Pilsner Urquell and Italy's Peroni Nastro Azzurro will roll out in Shanghai and other major Chinese cities next spring, Nikkei Asian Review said today. Prices are set to be higher than for Asahi's Super Dry brand, the newspaper said without giving details. Super Dry costs three times as much as local brands in China, where the premium beer market is growing faster than lower tiers. Type: Blog entry Body: Asahi Group is to launch two of SABMiller's European beers in China as the brewer continues to expand its footprint, according to a report. Czech brand Pilsner Urquell and Italy's Peroni Nastro Azzurro will roll out in Shanghai and other major Chinese cities next spring, Nikkei Asian Review said today. Prices are set to be higher than for Asahi's Super Dry brand, the newspaper said without giving details. Super Dry costs three times as much as local brands in China, where the premium beer market is growing faster than lower tiers. Asahi's takeover of SAB's former beer assets, including Grolsch, Peroni Nastro Azzuro and Pilsner Urquell, has enabled it to expand outside of Japan. The brewer last year set up a European headquarters, Asahi Europe, with units in the UK, France, Italy and the Netherlands. As well as launching the European brands in new markets, Asahi has also been able to prepare for Super Dry production in Europe through the brewing assets bought from SABMiller. The company will start selling Super Dry in Italy and the UK from January, Asahi's president Akiyoshi Koji told Bloomberg in an interview in September. https://www.just-drinks.com/news/asahi-group-lines-up-china-launch-for-p... Nid: 1161 Post date: 11/23/2017 - 18:21 Title: Anheuser-Busch InBev lines up US$250m brewery in Nigeria Teaser: Anheuser-Busch InBev has started building a new brewery in Nigeria, as it looks to become the biggest player in the market. A spokesperson for the brewer confirmed that the construction of a US$250m greenfield facility is under way. The brewery, which is outside Lagos, is expected to be online in May 2018. Type: Blog entry Body: Anheuser-Busch InBev has started building a new brewery in Nigeria, as it looks to become the biggest player in the market. A spokesperson for the brewer confirmed that the construction of a US$250m greenfield facility is under way. The brewery, which is outside Lagos, is expected to be online in May 2018. "Capacity expansion is key to realizing the Nigerian dream of becoming the biggest brewer in Nigeria by 2020," the spokesperson said. "Nigeria is Africa's most populous country with long-term population and GDP growth forecast. We have built a good business in Nigeria in recent years and we remain confident of its future prospects." According to local news reports, the new brewery will be AB InBev's second-largest in Africa. Earlier this year, AB InBev proposed a merger of the three Nigerian beer companies in which it holds majority control - International Breweries, Intafact Beverages and Pabod Breweries. Original news: https://www.just-drinks.com/news/anheuser-busch-inbev-lines-up-us250m-br... Nid: 1160 Post date: 11/09/2017 - 12:16 Title: AB InBev EWC members raise rights violations in India with AB InBev European management Teaser: AB InBev European Works Council(EWC) members who are representatives of IUF affiliates in Germany, Luxemburg, the UK, Belgium, Spain, France and the Netherlands invited an IUF Secretariat representative to present the IUF's brewery division work and successes in organizing transnational companies. Type: Blog entry Body: AB InBev European Works Council(EWC) members who are representatives of IUF affiliates in Germany, Luxemburg, the UK, Belgium, Spain, France and the Netherlands invited an IUF Secretariat representative to present the IUF's brewery division work and successes in organizing transnational companies. IUF affiliates were updated about the rights violations at AB InBev India operations and were presented with the letter addressed to Carlos Brito urging AB InBev to exert whatever pressure is necessary on local management at Sonepat factory to ensure they reinstate the suspended union President, two union activists as well as the terminated General Secretary. EWC members presented the letter to the Europe Zone President of AB InBev, Stuart Macfarlane. The letter will be shared with the Asia Pacific South Zone President, Jan Craps. The IUF expects AB InBev corporate management to use its good offices to ensure that AB InBev India respects the fundamental union and bargaining rights of its employees. Unions representing AB InBev workers in India thank the AB InBev EWC members for their solidarity. Nid: 1159 Post date: 11/06/2017 - 16:59 Title: Anheuser-Busch InBev's YTD 2017 by region - results data Teaser: Anheuser-Busch InBev reported an increase in nine-month sales thanks to a strong global performance from its Corona brand. Here,take a closer look at the company's performance by region in the year so far. North America: Q3 volumes -6%, YTD volumes -4% Type: Blog entry Body: Anheuser-Busch InBev reported an increase in nine-month sales thanks to a strong global performance from its Corona brand. Here,take a closer look at the company's performance by region in the year so far. North America: Q3 volumes -6%, YTD volumes -4% Problems persisted for AB InBev in the US, where its core Budwesier and Bud Light brands continued to lose market share, down half a percentage point and a full percentage point in the quarter respectively. Sales were also hampered by recent hurricanes in Texas and Florida, driving sales to wholesalers (STWs) down 6% in Q3 and 4% in YTD. Above-premium was better, as AB InBev's Michelob Ultra continued to perform strongly. The brand's volumes were up double-digits in Q3 and it was the top share gainer in the US for the tenth consecutive quarter. AB InBev also said it was driving momentum behind its Spiked Seltzer and Teavana brands in the US as the company looked to expand beyond its traditional beer portfolio. Latin America West: Q3 volumes +3%, YTD volumes +2% Sales in Mexico were up double-digits in the quarter and year-so-far despite a negative effect from the 7.1 magnitude earthquake that hit the country at the end of September, AB InBev said. Corona Extra and Victoria brands took share, while the brewer said it continued to "sharpen" Budweiser's premium positioning. Colombian sales rebounded, up 6% in Q3, after a decline in H1. AB InBev said sales were "enhanced" by a successful national promotion of Pony Malta. Beer volumes were down 1% in the quarter, however, with AB InBev blaming ongoing pressures on consumer confidence and disposable incomes. Latin America North: Q3 volumes -4%, YTD volumes -2% In Brazil, a recovery appeared to be underway, as Q3 sales lifted by 9%, driving a 2% increase for the YTD. The increases came despite a fall in volumes, as AB InBev focussed on its premium portfolio. The brewer flagged "strong" growth for all three of its global brands, especially Budweiser. Local premium brands including Brahma Extra and Bohemia also performed well, with volumes up double-digits in the quarter. The company said it believed that the sales increase in the quarter signalled "a return to sustainable growth" for Brazil following months of pressure caused by low consumer demand and a struggling economy. "We remain cautiously optimistic about the Brazilian economy, and are confident in our commercial plans," AB InBev said. The brewer flagged "strong" growth for all three of its global brands, especially Budweiser. Local premium brands including Brahma Extra and Bohemia also performed well, with volumes up double-digits in the quarter. Latin America South: Q3 volumes +5%, YTD volumes +6% There was double-digit Q3 beer volumes growth in Argentina, and AB InBev said it gained share of total alcohol in the quarter by targetting the home-consumption occasion. Europe, Middle East & Africa: Q3 volumes -1%, YTD volumes flat AB InBev praised a "solid" quarter in Western Europe, with market share gains in most regions. The UK posted double-digit sales growth in the year-to-date. In Eastern Europe, sales were down low single digits partly because of the large PET ban in Russia, AB InBev said. Beer sales in South Africa were up 4% in Q3 despite a 3% beer volumes decline caused by phasing. YTD beer sales climbed by 8% on beer volumes growth of 2%. In Africa excluding South Africa, AB InBev's own-beer volumes grew in the mid-teens, fuelled by good growth in Nigeria, Tanzania, Uganda, Mozambique and Zambia, the company said. Asia-Pacific: Q3 volumes flat, YTD volumes +1% China sales were strong, up 5% in Q3 despite flat volumes. AB InBev said Budweiser "continued to excel in all brand health metrics", growing preference and penetration. The brewer's super-premium portfolio, which includes Corona, Hoegaarden and Franziskaner, grew by "high" double-digits in the quarter, it said. "These brands, with their unique brand characteristics and positioning, continue to exhibit strong growth among LDA mixed gender consumers in high end outlets and premium occasions," AB InBev said. "They are also driving further margin expansion, with gross margins of approximately ten times those of core brands in China." Nid: 1158 Post date: 11/06/2017 - 16:57 Title: Anheuser-Busch InBev's Q3 2017 results - Preview Teaser: For Anheuser-Busch InBev's third-quarter 2017 results, here's a look at the events that shaped the three months to the end of September for the company. At the start of July, a number of Anheuser-Busch InBev's US breweries accused craft trade body the Brewers Association of starting a "civil war" in the country's beer industry through the launch of an independent seal. Type: Blog entry Body: For Anheuser-Busch InBev's third-quarter 2017 results, here's a look at the events that shaped the three months to the end of September for the company. At the start of July, a number of Anheuser-Busch InBev's US breweries accused craft trade body the Brewers Association of starting a "civil war" in the country's beer industry through the launch of an independent seal. Later in the month, the group's South African unit said it had invested ZAR2.8bn (US$206.7m) in expansions at its Alrode and Rosslyn breweries. In the same quarter, the unit said a new entrepreneurship campaign would help create 10,000 jobs in South Africa by 2021. On 20 July, AB InBev acquired two US energy drinks and sparkling water brands as it looked to increase its presence in non-alcoholic beverages. More non-alcoholic activity was announced in August, when AB InBev said it was helping to develop a range of soft drinks made from the leftovers of the beer brewing process. In September, the UK arm of AB InBev unveiled plans to bring a US beer brand, created by global media group Vice, to the country. Also in September, the brewer confirmed it had reduced the number of sales positions in its craft and imported beer brands unit, The High End, in the US. At the end of the month, The High End said it had taken full control of Michigan cider maker Virtue Cider. H1 results highlights H1 net sales up 6% to US$27.1bn against 2016 reference base Organic sales climbed 4% Net profits jumped 30% to $3.3bn Operating profits (EBIT) increased 9% to $8.1bn against 2016 reference base Nid: 1157 Post date: 10/05/2017 - 16:12 Title: AB InBev completes deal to sell interest in Coca-Cola Beverages Africa Teaser: Anheuser-Busch InBev (AB InBev) said on October 5, 2017 it had completed a deal to sell its 54.5% in Coca-Cola Beverages Africa. The controlling stake was sold to Coca-Cola, the world’s largest soft-drink maker, for $3.15bn. AB InBev said the two parties were finalizing the terms of the deal, in which Coca-Cola will acquire AB InBev’s interest in, or the bottling operations of, its businesses in Zambia, Zimbabwe,Botswana, Swaziland, and Lesotho, as well as in El Salvador and Honduras. Type: Blog entry Body: Anheuser-Busch InBev (AB InBev) said on October 5, 2017 it had completed a deal to sell its 54.5% in Coca-Cola Beverages Africa. The controlling stake was sold to Coca-Cola, the world’s largest soft-drink maker, for $3.15bn. AB InBev said the two parties were finalizing the terms of the deal, in which Coca-Cola will acquire AB InBev’s interest in, or the bottling operations of, its businesses in Zambia, Zimbabwe,Botswana, Swaziland, and Lesotho, as well as in El Salvador and Honduras. AB InBev’s share price was up 0.92% at R1,651 in early trade on the JSE, valuing the company at R2.8-trillion. Nid: 1156 Post date: 10/05/2017 - 11:00 Title: Soft drinks step-back continues for Asahi Group Holdings, with Indonesia JV divestments Teaser: Asahi Group Holdings is keener on beer than soft drinks Asahi Group Holdings is set to continue its withdrawal from the soft drinks category through its intention to offload stakes in two joint-ventures in Indonesia. The Japanese multi-category group, best-known for its namesake beer brand, announced at the beginning of October that it has signed a letter of intent to sell off its holdings in Asahi Indofood Beverage Makmur (AIBM) and Indofood Asahi Sukses Beverage (IASB). Negotiations have begun with Asahi's JV partner, Indofood CBP Sukses Makmur about securing a deal. Type: Blog entry Body: Asahi Group Holdings is keener on beer than soft drinks Asahi Group Holdings is set to continue its withdrawal from the soft drinks category through its intention to offload stakes in two joint-ventures in Indonesia. The Japanese multi-category group, best-known for its namesake beer brand, announced at the beginning of October that it has signed a letter of intent to sell off its holdings in Asahi Indofood Beverage Makmur (AIBM) and Indofood Asahi Sukses Beverage (IASB). Negotiations have begun with Asahi's JV partner, Indofood CBP Sukses Makmur about securing a deal. The two JVs were initially set up in mid-2012 and were responsible for marketing and distributing non-alcoholic drinks across Indonesia. The pair have a combined capital value of JPY21bn (US$185.9m), according to the Japanese conglomerate. "Asahi has established a long-term vision (as) a comprehensive beverage and food business group with the alcoholic beverage at its core," the company said. "The group will be a domestic industry leader focused on high-value additions, while establishing a unique position as a global player that leverages strengths originating in Japan. "At the same time, the company has also sought to continuously enhance corporate value through business portfolio restructuring. To this end, Asahi has examined its investment in the Indonesia beverage business and decided to start the negotiation process to sell its entire equity stake." The news follows Asahi's agreement in June to sell its holding in Chinese soft drinks unit Tingyi-Asahi Beverages. The group has been active in the global beer arena, spending US$2.9bn on the Peroni Nastro Azzuro, Grolsch and Meantime brands last April, adding SABMiller's former Central & European beer assets to its portfolio for $7.7bn earlier this year. Last month, the head of the company's brewing division said the unit is capable of "billions of dollars" of M&A spend on bolt-on beer acquisitions in Europe. Nid: 1155 Post date: 09/26/2017 - 13:32 Title: Heineken 3 grabs market share in Australia - figures Teaser: The 3.3%-abv Heineken 3 has captured almost a third of the Australian premium mid-strength beer market since its launch last year, Heineken has said. The beer, which is the focus of a new marketing campaign in Australia, accounted for 31% of July sales in the premium mid-strength category, according to scanner data cited by Heineken today. The brand also has a 21% awareness level with 18-65-year-old consumers and a 79% repurchase rate. Type: Blog entry Body: The 3.3%-abv Heineken 3 has captured almost a third of the Australian premium mid-strength beer market since its launch last year, Heineken has said. The beer, which is the focus of a new marketing campaign in Australia, accounted for 31% of July sales in the premium mid-strength category, according to scanner data cited by Heineken today. The brand also has a 21% awareness level with 18-65-year-old consumers and a 79% repurchase rate. Heineken said the performance "exceeded our expectations", adding that the awareness levels were "great for a product that has only been in the Australian market for 12 months". Heineken 3 was launched exclusively in Australia in August last year and is a low-carb and calorie beer that aims to recruit female drinkers with a more health-conscious message. According to Heineken, the international premium mid-strength segment grew by 60% in Australia in 2016. Today, Heineken unveiled a new marketing drive for the brand, designed to highlight the ideal occasions to enjoy the product. It will include an integrated three-month multi-channel campaign through TV, radio, outdoor, PR, social media, experiential and in-store activations, as well as an influencer engagement programme. "We recognised trends around health-conscious consumers and offering a choice that complements their lifestyle," said Nada Steel, marketing manager for Heineken Lion. "We want to reach new drinkers to demonstrate how consumers can enjoy Heineken 3 in the right way, at the right time including those spontaneous moments." Nid: 1154 Post date: 09/26/2017 - 11:24 Title: US craft beer approaching "SKU rationalisation" - figures Teaser: The US craft beer segment may have peaked, a new report suggests, as figures show stock keeping unit (SKUs) going into decline. Overall beer SKUs in the US have more than doubled in the past six years, according to figures collated by Consumer Edge Research. The increase, from 6,388 in 2011 to 13,238 at the end of last year, was driven by a rise in the number of independent brewers alongside the growing demand for craft beer. However, since the start of this year, SKUs have dropped to 12,786, a decrease of almost 4%. Type: Blog entry Body: The US craft beer segment may have peaked, a new report suggests, as figures show stock keeping unit (SKUs) going into decline. Overall beer SKUs in the US have more than doubled in the past six years, according to figures collated by Consumer Edge Research. The increase, from 6,388 in 2011 to 13,238 at the end of last year, was driven by a rise in the number of independent brewers alongside the growing demand for craft beer. However, since the start of this year, SKUs have dropped to 12,786, a decrease of almost 4%. In a report on the US beer industry released last week, Consumer Edge Research said the drop was driven by a reduction in the craft category, "which indicates that we may be [entering] a period of SKU rationalisation". Analysts and beer trade groups have previously warned that the high levels of growth for craft beer over the past few years were not sustainable, and that the growing numbers of players in the segment will find it increasingly difficult to compete in the market. Craft beer growth in the US has slowed in the past year, despite the continuing levels of new entrants that have seen brewery numbers in the country hit a record high. Meanwhile, Consumer Edge Research has predicted that US brewers will look to easier-drinking beers to help kick-start stuttering volumes. The report said a trend for more flavourful options driven by interest in craft beer will end and that producers will aim to emulate the success of lighter beers such as Anheuser-Busch InBev's Michelob Ultra and Constellation Brand's portfolio of beer. The new-style beers will appear at both the high- and low-value end of the market, claimed Consumer Edge Research, which cited the release next year of MillerCoors' Two Hats, a fruit-flavoured beer, as an example. Nid: 1153 Post date: 09/26/2017 - 09:45 Title: Asahi readies European production for Super Dry - report Teaser: Asahi is to start producing its Super Dry beer brand in Europe, the brewer's president has told reporters. Super Dry will begin production at Asahi's Padua factory in the north of Italy, one of the brewing assets it acquired from SABMiller last year, Akiyoshi Koji told Bloomberg in an interview last week. The company will start selling Super Dry in Italy and the UK from January, Koji said. "I tried the beer there before production began, and the taste was the same as in Japan," Koji said in Tokyo. Type: Blog entry Body: Asahi is to start producing its Super Dry beer brand in Europe, the brewer's president has told reporters. Super Dry will begin production at Asahi's Padua factory in the north of Italy, one of the brewing assets it acquired from SABMiller last year, Akiyoshi Koji told Bloomberg in an interview last week. The company will start selling Super Dry in Italy and the UK from January, Koji said. "I tried the beer there before production began, and the taste was the same as in Japan," Koji said in Tokyo. Asahi's takeover of SAB's former beer assets, including Grolsch, Peroni Nastro Azzuro and Pilsner Urquell, has enabled it to expand in Europe. The brewer last year set up a European headquarters, Asahi Europe, with units in the UK, France, Italy and the Netherlands. The expansion looks set to continue, with Koji telling Reuters reporters that Asahi is ready to follow the US$11bn it has spent on acquisitions in the past year with billions of dollars" more. Speaking to Bloomberg, Koji said Asahi wants to double sales of Super Dry outside of Japan, China and the US to 11m cases in the next five years. He also said Peroni and Pilsner Urquell will launch in Japan next year. Nid: 1152 Post date: 09/25/2017 - 15:49 Title: AB InBev buys Australian craft brewer 4 Pines Teaser: AB InBev is buying Sydney craft brewer 4 Pines, in a deal that 4 Pines says will enable its plans for national and global expansion. Read here for the full article: http://www.beveragedaily.com/Manufacturers/AB-InBev-buys-Australian-craf... Type: Blog entry Body: AB InBev is buying Sydney craft brewer 4 Pines, in a deal that 4 Pines says will enable its plans for national and global expansion. Read here for the full article: http://www.beveragedaily.com/Manufacturers/AB-InBev-buys-Australian-craf... Nid: 1151 Post date: 09/21/2017 - 15:39 Title: Japanese Brewer Asahi Ready to Spend "Billions" on Deals Teaser: Asahi Group Holdings, Japan's largest brewer, is ready to spend "billions of dollars" on acquisitions, having spent $11 billion over the past year to acquire beer brands across Europe from Anheuser-Busch InBev . Asahi president Akiyoshi Koji said "bolt-on" acquisitions in Europe, including beer makers and distributors, were a priority, as the company carves out a larger slice of the overseas market to compensate for slow growth at home. He did not specify how much he would spend and did not name potential targets. Type: Blog entry Body: Asahi Group Holdings, Japan's largest brewer, is ready to spend "billions of dollars" on acquisitions, having spent $11 billion over the past year to acquire beer brands across Europe from Anheuser-Busch InBev . Asahi president Akiyoshi Koji said "bolt-on" acquisitions in Europe, including beer makers and distributors, were a priority, as the company carves out a larger slice of the overseas market to compensate for slow growth at home. He did not specify how much he would spend and did not name potential targets. "If there are big investment opportunities, we can make big investments," he told Reuters in an interview on September 21, 2017. Asahi, maker of Japan's best-selling beer, Asahi Super Dry, seized a chunk of the European market thanks to back-to-back deals with InBev that completed earlier this year. The deals handed it brands including Peroni, Grolsch and Pilsner Urquell. Any sizeable deal would likely rely on debt, given a cash pile that stands at just under $740 million. But Koji said the company's leverage was under control, indicating it could tap lenders for more - net debt to core earnings will fall to 3 in 2020, after rising to 4.8 after the European deals. "That's a normal level," he said. Expansion will also be organic, as the company prepares to sell Asahi Super Dry draft beer in Britain and Italy from January next year, hoping to carve out a niche as premium beer brand in Europe, and prepares for zero-alcohol sales and to sell canned cocktails, hugely popular in Japan for some time. In Asia, global beer companies are closely watching Vietnam's plan to sell a majority stake in beer makers Sabeco and Habeco, potentially offering a lucrative portion of the market in a young, beer-loving nation. Koji said Asahi has been studying Sabeco but declined to comment further: "As a growth market, Vietnam is attractive, but our judgement will be based on whether the market fits our premium beer strategy," he said. Vietnam's privatisation has been protracted, putting off some of the international investors who initially flocked to it. But it's not all about acquisitions. The 65-year-old career insider who took the top job last year has also been reviewing the company's asset portfolio, and he said minority investments remained under scrutiny. In June, Asahi said it would sell its 20 percent stake in Chinese brewer Tingyi-Asahi Beverages Holding Co for $612 million. Asahi also has a 20 percent stake in China's second-largest brewer Tsingtao Brewery Co . Koji said he could not comment on the Tsingtao stake, noting he plans to make some announcement on the portfolio review by the year end. Asahi, which commands nearly 40 percent share in Japan's beer market, has been battling changing tastes and a sluggish economy at home, with the beer market shrinking around 1 percent a year in volume terms. The trend is not changing yet, Koji said, despite some indicators of a strengthening economy - but the company will tap Japan's knack for 'selective spending' on premium or highly popular products. "Given this trend, we have to be doing more targeted product development and marketing for different generations and regions," Koji said. Nid: 1150 Post date: 09/20/2017 - 15:21 Title: FEMSA makes 163% killing from Heineken stake sale Teaser: Mexican group FEMSA has sold off just over 5% of the 20% stake it holds in Heineken, bringing in almost US$3bn. Seven years ago, Heineken acquired FEMSA's beer business, FEMSA Cerveza, in return for the 20% stake. The deal at the time valued the 20% holding at around EUR3.8bn. FEMSA Cerveza is the number two brewer in Mexico. Type: Blog entry Body: Mexican group FEMSA has sold off just over 5% of the 20% stake it holds in Heineken, bringing in almost US$3bn. Seven years ago, Heineken acquired FEMSA's beer business, FEMSA Cerveza, in return for the 20% stake. The deal at the time valued the 20% holding at around EUR3.8bn. FEMSA Cerveza is the number two brewer in Mexico. Late yesterday, FEMSA confirmed its intention to offload 5.24% of the interest in Heineken, for a total value of EUR2.5bn (US$2.99m). The transaction comprises 22.5m shares in Heineken – at EUR84.5 per share – and 7.7m shares in Heineken Holding – at EUR78 per share. Heineken Holding is a 50.005% shareholder in Heineken. In a filing to the Mexican stock exchange, FEMSA CEO Carlos Salazar Lomelín said: "The equity offering will allow us to partially monetise our position while retaining our existing governance rights in Heineken, taking advantage of the favourable tax treatment afforded by the Repatriation Decree issued (in January) by the Mexican Government. "In accordance with the decree, we plan to invest the proceeds of the equity offering to support our growth initiatives in Mexico in the coming years." FEMSA's total stake in Heineken has subsequently dropped from 20% to 14.76%, although the Mexican group will retain its one seat on Heineken Holding's board and the two seats on the supervisory board of Heineken. Also yesterday, the company through which the Heineken family exercises control of Heineken Holding, L'Arche Green, said it would buy just over 2.5m shares in Heineken Holding from FEMSA, for EUR200m. Here is the maths: In January 2010, when the purchase of FEMSA Cerveza was announced, Heineken's share price stood at EUR32.925. This valued FEMSA's 20% stake in Heineken at EUR3.8bn at the time. Yesterday's sale was for EUR84.5 per share – well over double the price seven years ago. The value of FEMSA's stake in Heineken, then, has increased from EUR3.8bn to around EUR10bn in seven years - a rise of 163%. Nid: 1149 Post date: 09/15/2017 - 13:45 Title: AB InBev unions in India meet and unite to fight rights violations Teaser: The IUF organized a meeting of unions representing AB InBev workers in five different factories in India which was held on September 9-10, 2017. Unions reported an increase in unfair labour practices following the company’s acquisition of SAB Miller. Practices include company interference in union activities and intimidating attempts to avoid unions meeting together to share experiences and to forge solidarity links across India. Type: Blog entry Body: The IUF organized a meeting of unions representing AB InBev workers in five different factories in India which was held on September 9-10, 2017. Unions reported an increase in unfair labour practices following the company’s acquisition of SAB Miller. Practices include company interference in union activities and intimidating attempts to avoid unions meeting together to share experiences and to forge solidarity links across India. Issues discussed included the refusal by the company to enter into collective bargaining with the union at Paradeep factory and the refusal to negotiate the implementation of environmental laws with the union in Sonepat factory, a failure to act which led to the temporary closure of the factory by government authorities. AB Inbev has also threatened suspension of the union president of the Sonepat factory for attending the IUF meeting. Local AB InBev unions resolved to vigorously defend their rights and have joined with the IUF to call on the company to ensure that management in India respects the rights of workers and negotiates with unions in good faith. Nid: 1148 Post date: 09/14/2017 - 15:41 Title: Anheuser-Busch InBev cuts 300 craft staff in US Teaser: Anheuser-Busch InBev has confirmed that it has reduced the number of sales positions in its craft and imported beer brands unit, The High End, in the US. Late last week, Beer Street Journal reported that around 360 jobs were going at the division. A spokesperson for A-B InBev admitted that the brewer's structure in the country had become "overly complex", and that the cuts would affect around 300 employees. In a letter sent on Friday to its wholesalers, A-B InBev detailed moves that would result in a reduction in the number of sales staff. Type: Blog entry Body: Anheuser-Busch InBev has confirmed that it has reduced the number of sales positions in its craft and imported beer brands unit, The High End, in the US. Late last week, Beer Street Journal reported that around 360 jobs were going at the division. A spokesperson for A-B InBev admitted that the brewer's structure in the country had become "overly complex", and that the cuts would affect around 300 employees. In a letter sent on Friday to its wholesalers, A-B InBev detailed moves that would result in a reduction in the number of sales staff. Included in the plan was the move from two district managers - one for "core" brands, the other for The High End portfolio - to one, as well as the removal of sales representatives for The High End. "We have made considerable efforts to find new roles within our business for people affected by this restructuring," Medicis continued. "These are difficult decisions to make and ones we take very seriously. However, they are vital to ensure we are structured in the best way possible to better connect within an evolving industry." The A-B InBev spokesperson flagged that the company employs around 18,000 people in the US. "Over the last few years," the spokesperson said, "we have entered into a series of new partnerships, and as our business has grown, we have added more than 2,000 new employees, particularly sales team members in the field. "As a result, our organizational structure has become overly complex in places." The spokesperson noted that the "role and mission of The High End is unchanged". Created three years ago, the unit comprises the US craft brewers that A-B InBev has acquired in recent years, including Elysian, Wicked Weed, 10 Barrel, Four Peaks and Devils Backbone. Nid: 1147 Post date: 09/13/2017 - 13:44 Title: Korea Oriental Brewery Workers Unions reach agreement with AB InBev following one week of strike Teaser: Two IUF-affiliated Oriental Brewery (OB) workers’ unions organized a strike that lasted for a week across 3 plants in Korea in support of difficult negotiations which ultimately led to a collective agreement signed with Oriental Brewery that is owned by the brewery giant, AB InBev. The Agreement follows countless rounds of negotiations with OB and included various mediation processes with state authorities, warning strikes, and a refusal by the company to implement the previously signed collective bargaining agreements. Type: Blog entry Body: Two IUF-affiliated Oriental Brewery (OB) workers’ unions organized a strike that lasted for a week across 3 plants in Korea in support of difficult negotiations which ultimately led to a collective agreement signed with Oriental Brewery that is owned by the brewery giant, AB InBev. The Agreement follows countless rounds of negotiations with OB and included various mediation processes with state authorities, warning strikes, and a refusal by the company to implement the previously signed collective bargaining agreements. The CBA includes a wage increase, employs an additional 15 permanent workers and establishes a team from both parties to ensure implementation of the earlier collective bargaining agreements by December 2017. The IUF will continue to closely monitor these ongoing negotiations to implement the previous agreements and has made it clear that our members throughout AB InBev internationally expect the company to now fully respect the rights of workers by fully implementing all negotiated agreements. Nid: 1146 Post date: 09/13/2017 - 13:30 Title: AB InBev Honduras: STIBYS reaches successful agreement securing hundreds of permanent jobs for outsourced workers Teaser: Following three years of long and difficult negotiations, the IUF-affiliated Beverage and Related Industry Workers’ Union (STIBYS) and Cervecería Hondureña SA, owned by AB InBev, signed a new collective agreement that will be in force for the next three years. Members of STIBYS voted unanimously in favour of a new collective bargaining agreement with AB InBev during an Extraordinary STIBYS Congress at the end of August. Type: Blog entry Body: Following three years of long and difficult negotiations, the IUF-affiliated Beverage and Related Industry Workers’ Union (STIBYS) and Cervecería Hondureña SA, owned by AB InBev, signed a new collective agreement that will be in force for the next three years. Members of STIBYS voted unanimously in favour of a new collective bargaining agreement with AB InBev during an Extraordinary STIBYS Congress at the end of August. STIBYS won permanent employment for 400 outsourced workers through this successful agreement. With the end of years of precarious employment hundreds of workers will not only enjoy job security for the first time, but will also be able to fully exercise their trade union rights. The agreement also brings a pay increase of 16 to 30% per hour for different departments that will be retroactive going back 20 months. "In Honduras, outsourcing and job insecurity have been strongly promoted. All this is part of a model that we reject strongly. Securing hundreds of permanent jobs sets a very important precedent for the country, “reported Julio Flores, the general secretary of STIBYS. The IUF had called on AB InBev and The Coca-Cola Company (TCCC) to act to resolve the protracted negotiations in Honduras. The plant bottles Coca-Cola and TCCC is likely to acquire AB InBev operations in 17 countries including Honduras. The union thanked the IUF, the Latin America region and affiliates in both Coca-Cola and ABInBev for the concrete solidarity shown and for assisting the union raise issues with corporate Coca-Cola management in Atlanta. Nid: 1145 Post date: 09/06/2017 - 16:12 Title: SAB to create 10,000 jobs in South Africa through entrepreneurship campaign Teaser: The South African Breweries (SAB) has announced it will help create 10,000 jobs in South Africa by 2021 through its entrepreneurship programs. Please read more here: http://www.beveragedaily.com/Manufacturers/SAB-to-create-10-000-South-Af... Type: Blog entry Body: The South African Breweries (SAB) has announced it will help create 10,000 jobs in South Africa by 2021 through its entrepreneurship programs. Please read more here: http://www.beveragedaily.com/Manufacturers/SAB-to-create-10-000-South-Af... Nid: 1144 Post date: 08/17/2017 - 08:49 Title: Carlsberg H1 2017 by region - results data Teaser: In mid-August, Carlsberg reported a 2% rise in first-half sales, with profits up by 23%. Here`s a breakdown of the brewer's figures in the period by region. Carlsberg Half-Year 2017 - Net Sales by Region • Western Europe - Sales -1%, operating profits +14%, volumes -1% Type: Blog entry Body: In mid-August, Carlsberg reported a 2% rise in first-half sales, with profits up by 23%. Here`s a breakdown of the brewer's figures in the period by region. Carlsberg Half-Year 2017 - Net Sales by Region • Western Europe - Sales -1%, operating profits +14%, volumes -1% Carlsberg delivered a healthy jump in profits in the region despite volumes and sales declines, thanks to an impressive 1.6 percentage points margin expansion. Volumes were impacted by the comparable with Euro 2016 last year, however costs were also lower because of last year's investment in the month-long football tournament. Volumes in the UK were down 7% because of Euro 2016, but organic sales were flat as Carlsberg chased a new premium strategy in the country, it said. • Eastern Europe - Sales +16%, operating profits +39%, volumes -9% Volumes were down in the region because of the introduction at the start of the year of a ban on large PET bottles in Russia - according to Carlsberg, volumes in the overall Russian beer market were down an estimated 5% for the six months. Cold weather and a challenged Russian economy also contributed to the brewer's performance in the country. However, a 3.2 percentage point rise in Eastern Europe operating margins, helped by cost-cutting measures, drove impressive increases in profits for the region. There was also volumes growth in Ukraine, Kazakhstan and Belarus. • Asia - Sales +1%, operating profits +13%, volumes -5% There was a similar story in Asia - strong margin expansion (2 percentage points) lifting profits, despite weak volumes. China net sales grew organically by 8%, driven by 5% price mix and 3% organic volumes growth. The growth follows the closure of 18 breweries in the country since 2015. In India, Carlsberg said it had been affected by the highway liquor ban but noted that it outperformed the overall beer market. "We expect India to remain volatile for the remainder of the year," the company said. Source: just-drinks Nid: 1143 Post date: 08/16/2017 - 15:04 Title: Carlsberg H1 Revenue Increases 2% Teaser: HIGHLIGHTS Organic and reported net revenue growth of 2% to DKK 31,765m. Solid price/mix improvement of +4% with good progress across all regions. Total organic volume down 2%, impacted by PET downsizing in Russia. Tuborg volume +3% driven by Asia, Carlsberg -1% impacted by tough EURO 2016 comparables. Craft & speciality volume +25%, alcohol-free beer volume in Western Europe +13%. Funding the Journey in good shape, delivering according to plan across all regions. Type: Blog entry Body: HIGHLIGHTS Organic and reported net revenue growth of 2% to DKK 31,765m. Solid price/mix improvement of +4% with good progress across all regions. Total organic volume down 2%, impacted by PET downsizing in Russia. Tuborg volume +3% driven by Asia, Carlsberg -1% impacted by tough EURO 2016 comparables. Craft & speciality volume +25%, alcohol-free beer volume in Western Europe +13%. Funding the Journey in good shape, delivering according to plan across all regions. Gross margin up 110bp; operating margin improvement of 200bp to 13.0% with strong contribution in all three regions. Strong organic operating profit growth of 15%; reported growth of 20% to DKK 4,125m, supported by a DKK 0.2bn positive currency impact. Reported net profit of DKK 2,304m (+23%) and adjusted net profit of DKK 2,286m (+63%). Continued improvement of free cash flow to DKK 5.9bn (+12%) despite last year being impacted by proceeds from disposals. Free operating cash flow increase of 37%. Net debt reduction of DKK 3.7bn to DKK 21.9bn; net interest-bearing debt/EBITDA reduced to 1.57x. 2017 EARNINGS EXPECTATION MAINTAINED Mid-single-digit percentage growth in organic operating profit. Financial leverage reduction. Positive translation impact of around DKK 50m now expected (previously DKK +300m). Financial expenses, excluding currency losses or gains and fair value adjustments, are now expected to be around DKK 1bn (previously DKK 1.0-1.1bn). Commenting on the results, CEO Cees ’t Hart says: “We delivered a strong set of results for the first half-year, improving earnings and cash flow and reducing leverage. The results show that we’re well on track to deliver on our key priorities for this year: achieving a substantial proportion of the remaining Funding the Journey benefits, enabling investments in SAIL’22-related activities to grow the top-line in the future. “Funding the Journey is now well established and being embedded as normal procedure across our markets and functions. “Our strong financial results enable us to accelerate our investments in the SAIL’22 priorities to drive sustainable long-term growth of the Carlsberg Group. The growth of Tuborg in Asia, the expansion of Grimbergen and the further development of our fruitful cooperation with Brooklyn serve as excellent examples of SAIL’22 at this point in time.” Click the link to view the full report : http://www.flex-news-food.com/files/carlsberg160817.pdf Source: Carlsberg Nid: 1142 Post date: 08/14/2017 - 13:10 Title: Anheuser-Busch InBev, Anadolu Efes to challenge Carlsberg with Russia merger Teaser: Anheuser-Busch InBev is to create Russia's second-largest beer producer by combining its operations in the country with those of Turkey's Anadolu Efes. The merger, which also includes the brewers' Ukraine businesses, will give the joint-venture a near-20% share of the Russian market by volume, according to figures from market research provider Euromonitor. Carlsberg is Russia's biggest beer producer, with a 32% volume share through its Baltic Beverages Holding division. Type: Blog entry Body: Anheuser-Busch InBev is to create Russia's second-largest beer producer by combining its operations in the country with those of Turkey's Anadolu Efes. The merger, which also includes the brewers' Ukraine businesses, will give the joint-venture a near-20% share of the Russian market by volume, according to figures from market research provider Euromonitor. Carlsberg is Russia's biggest beer producer, with a 32% volume share through its Baltic Beverages Holding division. Announcing the move on August 9, AB InBev and Anadolu Efes said the deal will strengthen their position in both markets, "with the potential for further growth". The ambition going forward is to "lead the Russian and Ukrainian markets". The 50/50 partnership is not a complete surprise. AB InBev inherited a 24% stake in Anadolu Efes when it completed its purchase of SABMiller last year. SAB secured the stake in 2011, when it agreed to hand its Russian and Ukrainian beer operations to Anadolu Efes. In November last year, a Russian government minister said the two brewers were in negotiations over a move. Neither company would comment on the speculation at the time. Top Five Beer Companies in Russia - 2016 Company 2016 Carlsberg - Baltic Beverages Holding 31.8% Anheuser-Busch InBev 11.8 Heineken 11.1% Anadolu Group 8.5 Obolon ZAT 3.6 Source: Euromonitor International The combined company will be called AB InBev-Efes and both AB InBev and Anadolu Efes will have equal representation on its board. Dmitry Shpakov, the current president of the AB InBev Russia and Ukraine businesses, is expected to take over as CEO, while Roy Cornish, MD of Efes-Rus, has been nominated as CFO. Tuncay Özilhan, current chairman of the Anadolu Group and Anadolu Efes, is to serve as chairman and the deal is expected to complete before the end of June next year. Financial details have not been disclosed. Brewers in Russia have been hard hit from a decline in consumption caused by government anti-alcohol measures and international sanctions. According to Euromonitor figures, in 2016, Russians consumed 7.68bn litres of beer, down from 10.3bn in 2011. Because of its leading position, Carlsberg has been most affected. However, in 2016, volumes for the Danish brewer were up slightly against a drop in the overall market. Top Five Beer Companies in Ukraine - 2016 Company 2016 Carlsberg 28.6% Anheuser-Busch InBev 27.5% Obolon ZAT 18.7% Persha Pryvatna Brovamya 16.4% Molson Coors 2.6% https://www.just-drinks.com/news/anheuser-busch-inbev-anadolu-efes-to-ch... Nid: 1141 Post date: 08/04/2017 - 14:10 Title: AB InBev Oriental Brewery Workers on Strike in Korea Teaser: The IUF-affiliated KCTWU OB Union Chapter and OB Labor Union organized at Oriental Brewery owned by AB InBev in Korea held a warning strike today to protest against the failure of the company to engage in good faith bargaining and company violations of the existing collective bargaining agreement. Type: Blog entry Body: The IUF-affiliated KCTWU OB Union Chapter and OB Labor Union organized at Oriental Brewery owned by AB InBev in Korea held a warning strike today to protest against the failure of the company to engage in good faith bargaining and company violations of the existing collective bargaining agreement. Previously OB Labor Union had stopped the production line at Icheon plant from July 27 to 30. Industrial action will escalate unless AB InBev makes concrete efforts to ensure Oriental Brewery Korea implements the existing agreement in full and enters into good faith negotiations to resolve a number of long-standing issues. Nid: 1140 Post date: 08/03/2017 - 10:05 Title: Heineken Seeks Further Cost Savings Teaser: Heineken NV, the Dutch brewer, is targeting further savings from its zero-based budgeting effort and a push to automate certain processes across the organization. The company reported a 49% jump in profit for the first half of 2017, fueled by strong sales in Europe. Heineken applies zero-based budgeting, an accounting tool developed in the 1970s, in varying degrees in the countries that it operates in. The process requires managers to plan each year’s budget as if starting from scratch, rather than extrapolating from the previous year’s spending patterns. The technique forces them to justify their costs and to evaluate benefits every 12 months. Type: Blog entry Body: Heineken NV, the Dutch brewer, is targeting further savings from its zero-based budgeting effort and a push to automate certain processes across the organization. The company reported a 49% jump in profit for the first half of 2017, fueled by strong sales in Europe. Heineken applies zero-based budgeting, an accounting tool developed in the 1970s, in varying degrees in the countries that it operates in. The process requires managers to plan each year’s budget as if starting from scratch, rather than extrapolating from the previous year’s spending patterns. The technique forces them to justify their costs and to evaluate benefits every 12 months. Heineken has around 80 operating companies globally and and procurement is one of the areas in which the company sees room for maneuver. Consumer preference for smaller bottles presents Heineken with challenges, as bottling lines and packaging need to be adjusted. Simpler packaging is one way to save costs. Contrary to competitors like Diageo PLC, Heineken does not provide guidance on cost savings. Diageo last week said it will increase savings from £500 million ($660.5 million) to £700 million in its 2019 financial year. Like Heineken, Diageo applies zero-based budgeting, as do other European consumer goods companies like Anheuser-Busch Inbev SA and Unilever PLC. The company reported that automation in the front and back office will provide additional savings. Heineken is also experimenting with different solutions in the area of revenue management, predictive maintenance and production planning. The company is also exploring applications for artificial intelligence. However, it is too early to tell how these technologies will impact headcount. Heineken currently has around 3,500 people working in its finance function. https://blogs.wsj.com/cfo/2017/08/01/heineken-seeks-further-cost-savings/ Nid: 1139 Post date: 08/01/2017 - 10:34 Title: Heineken volumes accelerate to drive H1 2017 sales - results Teaser: H1 reported sales up 4% to EUR10.5bn (US$12.3bn) Organic sales lift 6% Net profits surge 49% to EUR980m Operating profits climb 31% to EUR1.6bn Volumes edge up 3% Brand Heineken volumes increase 4% Heineken delivered volumes growth in all four of its reporting regions Heineken delivered volumes growth in all four of its reporting regions Heineken has posted a solid lift in H1 sales as volumes increased in all of its regions. Africa, Middle East & Eastern Europe - Organic sales +12%, Beer volumes +2% Type: Blog entry Body: H1 reported sales up 4% to EUR10.5bn (US$12.3bn) Organic sales lift 6% Net profits surge 49% to EUR980m Operating profits climb 31% to EUR1.6bn Volumes edge up 3% Brand Heineken volumes increase 4% Heineken delivered volumes growth in all four of its reporting regions Heineken delivered volumes growth in all four of its reporting regions Heineken has posted a solid lift in H1 sales as volumes increased in all of its regions. Africa, Middle East & Eastern Europe - Organic sales +12%, Beer volumes +2% Beer volumes were down in Nigeria, Heineken's core African market, amid an economic recession. However, the brewer said declines were "more than offset" by strong growth in Ethiopia and South Africa. Sales per hectolitre growth of 12% drove sales, the company, said but analysts warned that inflation in Africa played a part in the growth. In Russia, volumes declined low single digit. Americas - Organic sales +6%, Beer volumes +3% Volumes growth in Mexico drove performance as Brazil, Panama and the US declined. Mexico's strong economy was behind the country's growth, Heineken said, whereas Brazil's economic woes were to blame for its decline. The brewer said that its acquisition of Brasil Kirin, completed on 31 May, should boost potential for further premiumisation. Heineken's US Mexican beer portfolio showed weakness after a spate of strong growth - both Tecate and Dos Equis were down in volumes. Asia Pacific - Organic sales +5%, Beer volumes +6% Beer volumes were strong in the region, but brand Heineken results were disappointing. The premium lager's volumes dropped 7% in Asia-Pacific because of weakness in China and Vietnam, Heineken said. Vietnam was hampered by an earlier Tet festival. Europe - Organic sales +4%, Beer volumes +2% Volume growth was driven by France, Italy, Spain and Portugal amid declines in Poland and Greece. In the UK, beer volumes declined low single digit in the wake of listing changes in Tesco supermarkets. The brewer said that reported sales climbed by 4% in the first six months of the year. Growth was fueled by ongoing cost savings as well as volumes increases that accelerated in the second quarter. Profits also surged, helped by the sales jump and cost savings, however EUR233m (US$273m) of a EUR285m net profits increase was down to an H1 2016 asset impairment in the Democratic Republic of Congo. Heineken CEO Jean-François van Boxmeer said: "We delivered strong results in the first half year, with all four regions contributing positively to organic growth in volume, revenue and operating profit. Whilst economic conditions are likely to remain volatile, our expectations for the full year are unchanged." Consolidated beer volumes jumped 3% with growth in all regions, including a 6% increase in Asia-Pacific. Performance was stronger in the second quarter with volumes up 4%, benefiting from Easter timing, good weather particularly in Europe and easier comparatives than in the first quarter, Heineken said. The company's premiumisation efforts also continued, with brand Heineken volumes ahead of overall volume trends at +4%. The brewer warned, however, that lower volumes for its namesake lager in China and Vietnam "weighed negatively" on Asia-Pacific. Bernstein analyst Trevor Stirling said the results were an "impressive set of numbers" despite organic sales receiving a boost from inflation in Africa. "All of the reporting regions delivered positive organic volume, revenue, and operating profit growth, despite headwinds in a number of key individual markets, illustrating the benefits of Heineken's diversified geographic exposure," Stirling said. Despite Stirling's support, the market appeared luke-warm on Heineken's results, with shares relatively flat in morning trading. To read Heineken's official results, click here: http://www.theheinekencompany.com/media/media-releases/press-releases/20... https://www.just-drinks.com/news/heineken-volumes-accelerate-to-drive-h1... Nid: 1138 Post date: 07/28/2017 - 09:22 Title: Anheuser-Busch InBev's H1 2017 by region - results data Teaser: Anheuser-Busch InBev reported an increase in H1 net sales as it gained from last year's SABMiller acquisition. Take a closer look at the company's performance by region in the first six months of 2017. North America: sales flat, volumes -3% Type: Blog entry Body: Anheuser-Busch InBev reported an increase in H1 net sales as it gained from last year's SABMiller acquisition. Take a closer look at the company's performance by region in the first six months of 2017. North America: sales flat, volumes -3% In the US, AB InBev's market leading Budweiser and Bud Light declined further as pressure on premium beer remained. The two brands lost 40 bps and 90 bps of share in Q2, respectively, AB InBev said, as consumers traded up. The US beer market as a whole saw sales to retailers decline. However, with a 3% fall in both Q2 and H1, AB InBev's drops underperformed in both periods. The company said it continued to perform well in Canada as it gained market share. "Bud Light continues to gain momentum and we are seeing strength in the high end of the market, with both our craft portfolio and Stella Artois gaining share," AB InBev said. Latin America West: sales +3, volumes +1% Mexico sales jumped by high-single digits in the first half as volumes climbed by mid-single digits. AB InBev said growth was driven by the Victoria brand, which grew by double-digits in Q2. Colombian sales were down 1% in H1 as volumes dropped 5%. AB InBev said it continued to roll out its high-end strategy in the country to boost global brands, which were up about 100% in Q2. Ecuador had a strong Q2 (sales +9%, volumes +6%) as it cycled weak comparisons after the April 2016 earthquake. Latin America North: US: sales +14%, volumes -1% Brazil continued to struggle, with sales per hectolitre down 1% and sales down 2%. Beer volumes slipped 1% in the second quarter after a 3% jump in Q1. Non-beer was also under pressure, and AB InBev's volumes in the category dropped by 14% in Q2, underperforming the market. However, H1 volume declines of 7% outpaced market drops. Latin America South: sales +24%, volumes +7% Argentina boosted beer volumes by 20% in Q2 along with high-single digit volume growth for soft drinks. Europe, Middle East & Africa: sales +24%, volumes +1% AB InBev said Western Europe had a "great" Q2 with double-digit sales growth. There was double-digit sales growth in the quarter for the UK, however Eastern Europe delivered sales and volumes declines. "We continue to face a difficult macroeconomic environment in both Russia and Ukraine as well as a large PET ban in Russia, although we did see good growth from our premium portfolio in these markets," AB InBev said. Asia-Pacific: sales +5%, volumes +1% The company praised a "strong" Q2 for Australia with high-single-digit sales grow and mid-single-digit volumes growth. https://www.just-drinks.com/analysis/anheuser-busch-inbevs-h1-2017-by-re... Nid: 1137 Post date: 07/26/2017 - 11:16 Title: Recognition of Haitian Heineken union leads to improvement in rights and working conditions Teaser: SYTBRANA, the Haitian union that the IUF and particularly our Brewery Division and IUF affiliates at Heineken and beyond have supported through a lengthy struggle in Haiti has seen a significant improvement locally with full recognition for the union, an agreement in principle to reinstate dismissed union representatives and a change in local management attitude and personnel. Type: Blog entry Body: SYTBRANA, the Haitian union that the IUF and particularly our Brewery Division and IUF affiliates at Heineken and beyond have supported through a lengthy struggle in Haiti has seen a significant improvement locally with full recognition for the union, an agreement in principle to reinstate dismissed union representatives and a change in local management attitude and personnel. As a result of recent negotiations with the new local management, the union succeeded in changing 12 hours shifts to 8 hour shifts resulting in 3 shifts a day for production lines and avoiding the dismissal of 45 workers of a closed line and achieving their reassignment to other production lines. The union and the Heineken-Haiti Management (BRANA) also agreed on wage adjustments for the vast majority of employees. The adjustment compensated for the overtime income loss as a result of less working hours daily. The IUF Secretariat received confirmation of these successes from the union and also a statement of appreciation to IUF members who supported this struggle. In the union's own words, "We thank the IUF for always standing by our side in order to improve the respect of the BRANA workers". Nid: 1136 Post date: 07/26/2017 - 09:26 Title: Anheuser-Busch InBev's Q2 2017 results Teaser: Ahead of the release on July 27 of Anheuser-Busch InBev's second-quarter 2017 results, here's a look at the events that shaped the three months to the end of June for the company. - At the beginning of April, Anheuser-Busch InBev was moved to hit back at comments from Boston Beer Co founder Jim Koch, who accused them, among others, of stifling the US craft beer market -Also in April, AB InBev completed the sale of its indirect interest in South Africa's Distell Group - Towards the end of the month, the company promoted its US general counsel to lead its global legal team Type: Blog entry Body: Ahead of the release on July 27 of Anheuser-Busch InBev's second-quarter 2017 results, here's a look at the events that shaped the three months to the end of June for the company. - At the beginning of April, Anheuser-Busch InBev was moved to hit back at comments from Boston Beer Co founder Jim Koch, who accused them, among others, of stifling the US craft beer market -Also in April, AB InBev completed the sale of its indirect interest in South Africa's Distell Group - Towards the end of the month, the company promoted its US general counsel to lead its global legal team -Next, the firm announced plans for its own craft-style brewery in Miami -At the start of May, AB InBev expanded distribution of SpikedSeltzer nation-wide in the US. The company bought the brand in September last year -At the same time, the firm announced plans to snap up another craft brewery in the US after agreeing to acquire North Carolina's Wicked Weed Brewing -In mid-May, the brewer confirmed that software supplier SAP was seeking US$600m for alleged licence breaches -A few days later, the brewer named Ben Verhaert as its new president of India and South Asia operations -Next, AB InBev announced plans to spend in the region of US$2bn on updating its footprint in the US -In June, the company sparked anger in the craft beer industry after its incubator unit, ZX Ventures, bought a minority stake in beer ratings website RateBeer -Also in June, AB InBev proposed a merger of the three Nigerian beer companies in which it holds majority control -At the same time, the company announced the planned opening of a Goose Island brewhouse in Canada -Towards the end of the quarter, AB InBev confirmed it is in discussions over German beer brands Diebels and Hasseröder, amid reports the two are up for sale. Q1 results highlights Q1 underlying net profits were up 73% to US$844m Net sales increased 4% to $12.9bn Underlying operating profits (EBITDA) rose 6% to $4.8bn Global beer brands grew sales by 12% https://www.just-drinks.com/news/anheuser-busch-inbevs-q2-2017-results-p... Nid: 1135 Post date: 07/26/2017 - 08:50 Title: Heineken ends distribution tie-in with Coca-Cola Femsa in Brazil Teaser: Heineken will end its distribution partnership with Coca-Cola Femsa in Brazil, following its €665 million acquisition of Kirin’s struggling Brazilian business. The Dutch brewer said that it would review its future routes to market when it announced the acquisition in February. It has now confirmed that it will abandon its tie-in with Coca-Cola Femsa in favour of leveraging Brasil Kirin’s existing routes to market for the Heineken portfolio. Type: Blog entry Body: Heineken will end its distribution partnership with Coca-Cola Femsa in Brazil, following its €665 million acquisition of Kirin’s struggling Brazilian business. The Dutch brewer said that it would review its future routes to market when it announced the acquisition in February. It has now confirmed that it will abandon its tie-in with Coca-Cola Femsa in favour of leveraging Brasil Kirin’s existing routes to market for the Heineken portfolio. The partnership had been due to last at least until 2022, but Coca-Cola Femsa chief financial officer Hector Treviño suggested that this was now thrown into doubt. “The idea is just to continue our normal operation. So we don’t have a specific date on [the] termination,” Treviño told investors in a conference call. “What we can share is the public information we have out there… revenues for beer in Brazil accounted for MXN 7.8 billion ($415 million) and are close to 18% of the revenue we have in Brazil. Given this situation, perhaps it’s much better not to continue commenting on this until we assess the next steps and, as I’ve mentioned, possible actions.” Treviño said that Coca-Cola Femsa was also evaluating whether Heineken would incur fees for terminating the contract early. Heineken agreed to acquire Kirin’s struggling Brazilian business in February. At the time, it said that the acquisition will make it the second largest beer company in Brazil with a stronger commercial platform from which to capture future growth. The brewer first entered the Brazilian market with the acquisition of Femsa Cerveza in 2010, including all of Femsa’s Mexican beer operations as well as its US and other export businesses, in a deal that valued the company at €3.8 billion. http://www.foodbev.com/news/heineken-ends-distribution-tie-in-with-coca-... Nid: 1134 Post date: 07/24/2017 - 14:21 Title: AB InBev to Buy Energy-Drinks Maker Hiball for Undisclosed Terms Teaser: Just as the soda giants are going after startups making healthy, non-alcoholic fizz, so too is Anheuser-Busch InBev BUD -0.49% NV. After signing a deal last year with Starbucks Corp. SBUX -0.03% to sell ready-to-drink tea, the world’s largest brewer said it is acquiring Hiball Inc., a San Francisco-based company making organic energy drinks and carbonated juices and water. Terms of the deal weren’t disclosed. Type: Blog entry Body: Just as the soda giants are going after startups making healthy, non-alcoholic fizz, so too is Anheuser-Busch InBev BUD -0.49% NV. After signing a deal last year with Starbucks Corp. SBUX -0.03% to sell ready-to-drink tea, the world’s largest brewer said it is acquiring Hiball Inc., a San Francisco-based company making organic energy drinks and carbonated juices and water. Terms of the deal weren’t disclosed. João Castro Neves, chief executive of AB InBev’s U.S. subsidiary Anheuser-Busch, said the company and its U.S. wholesaler network were looking for new opportunities in non-alcoholic beverages. “We’re looking for high growth, high margins,” he said. Energy drinks and sparkling water fit the bill, he said. Hiball was a “natural place to go.” AB InBev in Latin America sells a range of energy drinks, soft drinks and teas. Its latest step toward a similar expansion in the U.S. is a modest one. Hiball, founded in 2005, has 20 employees. It had retail sales of about $40 million over the last 12 months, according to a person familiar with the matter. Its products include Hiball Energy, a line of caffeinated drinks with ingredients such as guarana and ginseng, and Alta Palla, a line of sparkling juices with organic and fair-trade ingredients. AB InBev has been broadening its U.S. portfolio as consumers shift away from American lagers, including its Budweiser and Bud Light brands, toward craft beers, Mexican imports, wine and spirits. Nonalcoholic drinks represent about 13% of AB InBev’s global volume. In the U.S., the percentage is negligible, a spokeswoman said. Meanwhile, as Americans drink less soda, Coca-Cola Co. , PepsiCo Inc. and other beverage companies have been expanding into fast-growing categories such as sparkling water and health and wellness beverages. Dr Pepper Snapple Group Inc. in November agreed to pay $1.7 billion for Bai Brands LLC, which makes low-calorie, coffee-fruit drinks. At the same time, PepsiCo bought KeVita Inc., a maker of fermented probiotic and kombucha beverages. https://www.wsj.com/articles/ab-inbev-to-buy-energy-drinks-maker-hiball-... Nid: 1133 Post date: 07/24/2017 - 10:04 Title: Clare Rose union workers accept new contract in vote Teaser: Union delivery drivers and warehouse workers for beer distributor Clare Rose returned to work on Sunday July 16 after approving a new contract overwhelmingly, union and company officials said. Teamsters Local 812 workers voted 83-12 Saturday to ratify the contract. The union members, who went on strike against the East Yaphank distributor on April 23, reached a tentative agreement with the company through a private mediator on Thursday July 13. Type: Blog entry Body: Union delivery drivers and warehouse workers for beer distributor Clare Rose returned to work on Sunday July 16 after approving a new contract overwhelmingly, union and company officials said. Teamsters Local 812 workers voted 83-12 Saturday to ratify the contract. The union members, who went on strike against the East Yaphank distributor on April 23, reached a tentative agreement with the company through a private mediator on Thursday July 13. Workers and labor leaders gathered Saturday outside Clare Rose’s Melville distribution facility to celebrate what Roger Clayman, executive director of the Long Island Federation of Labor, called a “a great win for labor.” “There was a lot of relief today,” said Mark Pooler, a 26-year delivery driver. Pooler said the 82-day strike took a toll on his home life. “The time away from my family was the biggest issue,” he said. Union members went on strike after the company proposed eliminating a sales function drivers provided, resulting in what the union said would be a 30 percent wage cut. Members also objected to a planned conversion from a pension to a 401(k). Under the new agreement, the company will continue to contribute to the workers’ pensions. The drivers’ sales function will be eliminated, but pay remains above industry standards, the union said. Still, both parties said it will take time for emotions to settle down. “We were put with our backs up against the wall, and it did cause some tensions to get high and harsh words to be said,” said Louis Chiarelli, a warehouse worker and shop steward at Clare Rose. “We all have to find a way to let that go on both sides so that we can get back to work.” Rose said there will be “a healing process, but I have all the confidence in the world that we’ll get back to the business at hand.” Clare Rose is the exclusive Long Island distributor of Anheuser-Busch InBev products, such as Budweiser and Bud Light, serving 5,000 businesses in Nassau and Suffolk counties. http://www.newsday.com/business/clare-rose-union-workers-accept-new-cont... Nid: 1132 Post date: 07/24/2017 - 09:26 Title: Cambrew case against worker reps partly dismissed Teaser: A $60,000 complaint against worker representatives by a local brewery partly owned by Carlsberg was largely dismissed on Friday by the Sihanoukville Provincial Court, though one of the defendants was still ordered to pay compensation to the company. In a five-minute court hearing, Judge Keo Mony announced that “the court orders Mr Khem Mao to pay $3,000 to the beer company Cambrew, referring to the president of the local Democratic Workers Union of Angkor Beer Company. Mony, however, rejected the complaint against Cambodian Food and Service Workers Federation leader Sar Mora, without elaborating on the reasons. Type: Blog entry Body: A $60,000 complaint against worker representatives by a local brewery partly owned by Carlsberg was largely dismissed on Friday by the Sihanoukville Provincial Court, though one of the defendants was still ordered to pay compensation to the company. In a five-minute court hearing, Judge Keo Mony announced that “the court orders Mr Khem Mao to pay $3,000 to the beer company Cambrew, referring to the president of the local Democratic Workers Union of Angkor Beer Company. Mony, however, rejected the complaint against Cambodian Food and Service Workers Federation leader Sar Mora, without elaborating on the reasons. Cambrew, which is partially owned by brewing giant Carlsberg, had lodged a $60,000 complaint against Mora and Mao after a strike last August. About 100 workers went on strike for five days to protest the sacking of a warehouse manager. The company produces Angkor, Carlsberg, Bayon, Klang and Black Panther beers. Cambrew could not be reached, and Carlsberg did not respond to a request for comment. After the hearing, Mora said they would appeal the decision. “Cambrew doesn’t want to lose face,” he said. “But they also don’t want CFSWF to exist, so they pressure local leaders.” The director of labour rights group Central, Moeun Tola, said that the ruling against Mao was part of a pattern of silencing unions, adding that “everyone understands that the court system is not independent and it’s used as a political tool”. http://m.phnompenhpost.com/national/breaking-cambrew-case-against-food-u... Nid: 1131 Post date: 07/19/2017 - 09:16 Title: Teamsters Win 82 Day Strike at Clare Rose, Long Island’s Largest Beer Distributor Teaser: Teamsters Local 812 and Clare Rose, the Anheuser-Busch distributor for Long Island, announced a tentative contract late Thursday, covering drivers and warehouse workers who have been on strike since April 23. The contract guarantees that Clare Rose will continue contributions to the workers’ pension plan, reversing the company’s withdrawal from the pension that precipitated the strike. It also maintains wages that are well above industry standards and Clare Rose’s April offer. The agreement ends the strike after 82 days in which none of the 130 union members crossed the picket line. Members will vote to ratify the agreement Saturday. Type: Blog entry Body: Teamsters Local 812 and Clare Rose, the Anheuser-Busch distributor for Long Island, announced a tentative contract late Thursday, covering drivers and warehouse workers who have been on strike since April 23. The contract guarantees that Clare Rose will continue contributions to the workers’ pension plan, reversing the company’s withdrawal from the pension that precipitated the strike. It also maintains wages that are well above industry standards and Clare Rose’s April offer. The agreement ends the strike after 82 days in which none of the 130 union members crossed the picket line. Members will vote to ratify the agreement Saturday. “We are all thrilled,” said Mark Pooler, who has been a driver at Clare Rose for 26 years. “We won and we saved our pensions. Now we are ready to get back to work.” The workers received an outpouring of support from their Long Island neighbors over the nearly three month strike. Over three dozen local bars, stores, and restaurants boycotted Clare Rose, including Belmont Park and Anthony’s Coal Fired Pizza. Thousands of Long Islanders signed petitions, posted their support on Facebook, and put boycott signs on their lawns. “This strike captured the imagination of Long Island workers who want to see a win for working people,” said Ed Weber, President of Teamsters Local 812. “We don’t have to make concessions every time a company wants higher profits. I hope this is a sign of things to come. We can fight back and we can win.” “We are pleased to reach this agreement with Clare Rose that preserves our pension, provides fair wages under a new sales model, and gets our members back to work,” Weber said. In April, after months of negotiations, the highly-profitable company imposed the huge wage and benefits cuts, causing the strike. After workers had been on strike less than one day, the company sent letters saying workers were being permanently replaced and directing them to the National Right to Work Defense Fund for assistance quitting the union. The Teamsters put forward a multifaceted campaign to win the strike. The union made a six-figure ad buy in key Long Island news outlets, promoting the boycott and linking Anheuser-Busch to the abuses at Clare Rose. It also promoted Long Island businesses that supported the boycott and knocked those that continued to buy from Clare Rose. "I know every Teamster in New York is cheering the Clare Rose workers and their big win today," said George Miranda, President of Teamsters Joint Council 16, which represents 120,000 Teamsters in Greater New York. "When working families are under attack at the federal level, we showed that nothing can beat a united labor movement. Employers shouldn't underestimate what workers are capable of." In May, the union succeed in getting the Brookhaven Industrial Development Agency to audit Clare Rose, which could have cost the company millions of dollars in past and future tax credits. Teamster allies ensured that the strike followed Clare Rose beyond Long Island. While Clare Rose and its partners participated in industry conventions and parties in DC, union activists protested outside and shined the light on the company’s unlawful activities. The union also took advantage of holidays, from Mother’s Day and Memorial Day to Pride Month and the 4th of July, to advance the strike. Strikers received widespread support from elected officials as they called for Clare Rose to return to the table and bargain with the union, including from Congressman Tom Suozzi and State Senator Todd Kaminsky. The entire Long Island labor movement also closed ranks behind the Teamsters, with daily visits to the picket line and donations from members of numerous other unions. Teamsters Local 812 represents more than 3,500 Teamster families working in the beverage industry. Its members produce, haul, deliver, merchandise, and sell soda, water, beer and sports drinks throughout the New York metropolitan area. Nid: 1130 Post date: 05/01/2017 - 20:31 Title: URGENT ACTION: Cambodia: Brewery giant Carlsberg seeks to punish union for defending workers' rights Teaser: Global brewery giant Carlsberg is using the courts to bully and intimidate the IUF-affiliated Cambodian Food and Service Workers Federation (CFSWF), the union representing workers at its Cambodian joint venture Cambrew. The union has been seeking reinstatement of the beer promotion women who were dismissed last year for contesting the unilateral worsening of their terms of employment. Now Cambrew is demanding punitive financial 'compensation' from the union following a strike by warehouse workers which the CFSWF neither organized nor officially endorsed. Type: Blog entry Body: Global brewery giant Carlsberg is using the courts to bully and intimidate the IUF-affiliated Cambodian Food and Service Workers Federation (CFSWF), the union representing workers at its Cambodian joint venture Cambrew. The union has been seeking reinstatement of the beer promotion women who were dismissed last year for contesting the unilateral worsening of their terms of employment. Now Cambrew is demanding punitive financial 'compensation' from the union following a strike by warehouse workers which the CFSWF neither organized nor officially endorsed. Cambrew employs beer promotion women to market and serve Angkor beer at restaurants, where they compete with promoters from other breweries working in the same restaurants. A 'Beer Promoter's Code of Conduct' signed by Carlsberg and other brewers in 2006 was ostensibly to have led to improvements in their working conditions following international exposure of the hazardous, exploitative nature of the work. This did not prevent Cambrew from unilaterally replacing existing employment contracts in early 2016 which extended working hours (exposing the women to even greater risk) and abolished training and maternity leave. Workers have been put on short-term contracts to evade the legal obligation to offer permanent contracts after two years of service. Determined to defend their rights, the women went on strike, but when an arbitration tribunal ordered a return to work pending a resolution of the dispute, 12 of the women were terminated. On December 25, 2016 25 more beer promoters were effectively terminated when their contracts were not renewed. Thirteen of them were CFSWF members who had participated in the strike. In August 2016, workers at the Cambrew warehouse in Sihanoukville spontaneously struck in response to what was widely perceived as a discriminatory dismissal. Cambrew has now taken the union to court to demand 'compensation' for the strike. CLICK THE FOLLOWING LINK TO SEND A MESSAGE TO CARLSBERG (https://www.iufcampaigns.org/campaigns/show_campaign.cgi?c=1070), calling on the company to drop the court case against the CFSWF, reinstate the beer promoters dismissed for defending their rights and enter into good faith negotiations to resolve long-standing issues. Nid: 1129 Post date: 10/14/2016 - 12:22 Title: Peru: Great uncertainty after the acquisition of SABMiller by AB InBev Teaser: The approved acquisition of SABMiller by AB Inbev on October 10,2016 will affect Inbev Ambev and Backus workers in Peru. News about the possible loss of between 5,500 and 6,000 jobs globally is a big concern for SABMiller and AB InBev workers. Cristian Pari, the general secretary of the National Union of Ambev Peru (SUNTAMBEV) workers expressed concerns about the changes that will occur as a result of the acquisition of SABMiller by AB InBev. Type: Blog entry Body: The approved acquisition of SABMiller by AB Inbev on October 10,2016 will affect Inbev Ambev and Backus workers in Peru. News about the possible loss of between 5,500 and 6,000 jobs globally is a big concern for SABMiller and AB InBev workers. Cristian Pari, the general secretary of the National Union of Ambev Peru (SUNTAMBEV) workers expressed concerns about the changes that will occur as a result of the acquisition of SABMiller by AB InBev. "There is a great uncertainty about this merger, changes will start from October 10, the day on which the AB InBev group is approved to have the ownership of Backus company. Workers asked one of the managers if those changes would be good for working conditions and he said he hoped they would be good. His statement was limited to this, "said the leader. However, some workers are being invited to resign, a situation that has generated great anxiety among the workers, who are also concerned about the delay of the company to react to the list of issues and demands submitted by the union in June, 2016. "We have offered an overall increase of $ 0.41 and a bonus of about $ 104. They have increased the school assignment by 4,45 dollar which is currently 94.95 dollars. These proposals do not cover the rising cost of living. We have another meeting to discuss the financial clauses, and if we cannot reach an agreement we will apply to the Ministry of Labour, "said Pari. Towards the monopolistic production, plant closures and operations with fewer workers are foreseen Julio Falla, the President of the National Federation of the Food, Beverage and Allied Workers of the General Confederation of Workers of Peru (FNT CGTP-ABA) said that this acquisition will bring consequences to workers who do not know which company will experience the hardest hit. In Peru the Backus and Johnston breweries, leaders of the beer market, were owned by SABMiller and they are now owned by AB Inbev. "The new owner will make decisions about workers. Those who have medical and unexcused absences have been invited to the retreat breaks", Falla said. "Unfortunately Peruvian unions are disunited and unable to cope with the new situations. It is time for workers to reflect on our future and strengthen the Federation before hard times come", she added. Nid: 1128 Post date: 10/12/2016 - 17:21 Title: Molson Coors signs Miller deal with Coca-Cola Amatil Teaser: Molson Coors has handed Australian distribution for its newly-acquired Miller beer brands to Coca-Cola Amatil (CCA). The North American brewer said on October 12, 2016 that CCA will have exclusive rights to Miller Genuine Draft and Miller Chill. The move is part of a new long-term sales and distribution agreement between CCA and Molson Coors International, which acquired the global rights to the Miller brands after Anheuser-Busch InBev completed its takeover of SABMiller on October 10, 2016. Type: Blog entry Body: Molson Coors has handed Australian distribution for its newly-acquired Miller beer brands to Coca-Cola Amatil (CCA). The North American brewer said on October 12, 2016 that CCA will have exclusive rights to Miller Genuine Draft and Miller Chill. The move is part of a new long-term sales and distribution agreement between CCA and Molson Coors International, which acquired the global rights to the Miller brands after Anheuser-Busch InBev completed its takeover of SABMiller on October 10, 2016. CCA already distributes Molson Coors brands Coors and Blue Moon in a partnership that has been in place since the Australian bottler returned to the alcohol market in 2013 following a two-year hiatus. The new agreement adds Miller Genuine Draft and Miller Chill to CCA's premium beer portfolio. The two brands were previously distributed in Australia by SABMiller's Carlton United Breweries (CUB). CUB is now part of AB InBev's global network following completion of the Budweiser owner's SABMiller takeover on October 10. The US$103bn transaction handed SABMiller's MillerCoors JV to co-owner Molson Coors, and with it the global rights to the Miller beer brands. CCA said the addition of the Miller brands to its alcohol & coffee unit was "hugely significant". Nid: 1127 Post date: 10/12/2016 - 17:17 Title: Molson Coors takes control at MillerCoors, becomes world's number three Teaser: Molson Coors has completed its previously-announced purchase of SABMiller's stake in their US joint-venture, MillerCoors. The deal, initially secured late last year, closed the day after Anheuser-Busch InBev finalised its acquisition of SAB. The transaction is one of a raft that went through on October 11, 2016, most of which were initiated by AB InBev to clear anti-competition hurdles. The purchase, which is valued at US$12bn, makes Molson Coors the world's third-largest brewer in value terms, behind AB InBev and Heineken. Type: Blog entry Body: Molson Coors has completed its previously-announced purchase of SABMiller's stake in their US joint-venture, MillerCoors. The deal, initially secured late last year, closed the day after Anheuser-Busch InBev finalised its acquisition of SAB. The transaction is one of a raft that went through on October 11, 2016, most of which were initiated by AB InBev to clear anti-competition hurdles. The purchase, which is valued at US$12bn, makes Molson Coors the world's third-largest brewer in value terms, behind AB InBev and Heineken. As well as the shared portfolio of brands in the US, headed up by Miller Lite, Molson Coors will also take ownership of the Miller brand in all global markets, as well as the US rights to Peroni Nastro Azzuro and Pilsner Urquell, the former of which is now owned outside the US by Asahi. Pilsner Urquell is part of SAB's Central and Eastern European portfolio, which is still for sale. MillerCoors will continue to operate as a separate business unit and will retain its name and headquarters in Chicago. Nid: 1126 Post date: 10/12/2016 - 17:13 Title: Heineken to close Kaliningrad brewery in Russia Teaser: Heineken has confirmed its intention to cease production at its brewery in the Russian province of Kaliningrad. Brewing at what is one of the group's oldest facilities in the country will come to an end at the start of next year, Heineken said. The decision is due to falling demand in the region, as well as growing administration costs imposed on businesses by the Russian Government, the company said in a statement. Type: Blog entry Body: Heineken has confirmed its intention to cease production at its brewery in the Russian province of Kaliningrad. Brewing at what is one of the group's oldest facilities in the country will come to an end at the start of next year, Heineken said. The decision is due to falling demand in the region, as well as growing administration costs imposed on businesses by the Russian Government, the company said in a statement. Some production equipment will be moved from Kaliningrad, which is separated from the rest of Russia, to other Heineken breweries and bottling plants in the country. The premises will then be used for warehousing. A spokesman for Heineken Russia said: "Since 2008, the volume of the Russian beer market has been steadily declining, which resulted in a significant underutilisation of production capacity of the entire brewery industry in Russia, and in particular the Kaliningrad brewery." Founded in 1910, the brewery came under Heineken's control in 2005, when it bought Ivan Taranov Breweries. It has a capacity of around 1m hectolitres per year. In 2015, Heineken's sales in Russia fell by 8% year-on-year. Nid: 1125 Post date: 10/12/2016 - 17:10 Title: Asahi makes European bet with launch of new division as SABMiller buy closes Teaser: Japanese brewer Asahi has set up a European unit as it takes control of former SABMiller brands Peroni, Groslch and Meantime. Asahi Europe, based in Woking, near London, started operations on October 11 and is helmed by former SABMiller executive Hector Gorosabel. Gorosabel oversees six units including Asahi UK, Asahi France, Meantime UK, Italy's Birra Peroni and Koninklijke Grolsch in the Netherlands. Grolsch Canada is also part of the European set-up as control of Peroni and Groslch in the US has passed to Molson Coors. Type: Blog entry Body: Japanese brewer Asahi has set up a European unit as it takes control of former SABMiller brands Peroni, Groslch and Meantime. Asahi Europe, based in Woking, near London, started operations on October 11 and is helmed by former SABMiller executive Hector Gorosabel. Gorosabel oversees six units including Asahi UK, Asahi France, Meantime UK, Italy's Birra Peroni and Koninklijke Grolsch in the Netherlands. Grolsch Canada is also part of the European set-up as control of Peroni and Groslch in the US has passed to Molson Coors. Asahi Europe also takes over distribution in its markets of other former SABMiller brands such as Pilsner Urquell and Kozel until new owner Anheuser-Busch InBev finds a buyer for them. AB InBev acquired the brands as part of its takeover of SABMiller but is to divest them all to appease regulators. According to Bernstein analyst Trevor Stirling, the only SAB European business to be retained by AB InBev will be Compañia Cervecera de Canarias on the Canary Islands. A spokesperson for Asahi UK told today that the unit takes over the responsibilities of Miller Brands UK, SABMiller's former UK hub. Asahi will continue to distribute Pilsner Urquell, Kozel and the nine other brands in the Miller Brands UK portfolio. Grolsch, however, will continue to be distributed by Molson Coors in the UK as part of an existing agreement. Asahi still owns the rights to the brand. Asahi Europe will only distribute SABMiller's former Central and Eastern Europe beer brands in the markets it operates in. In other European markets, they are part of so-called "hold-separate" companies, which see new owner AB InBev hold economic rights to the brands but have no control over them. The formation of a hold-separate company is a standard process for this type of situation and avoids giving a new owner the chance to run down brands that are slated to become competitive rivals. Nid: 1124 Post date: 10/12/2016 - 12:58 Title: Kirin Holdings to Take 20% Stake in Brooklyn Brewery Teaser: Deal marks one of the first forays by a Japanese company into American craft beer. Kirin Holdings of Japan has agreed to take a minority stake in Brooklyn Brewery in one of the first investments by a Japanese company in a U.S. craft brewer. The investment will give Kirin a roughly 20% interest in Brooklyn Brewery, the U.S.’s 12th-largest craft brewer by volume. With the investment, Kirin joins a host of Japanese companies that are using acquisitions to expand beyond traditional markets. Rival Asahi Group Holdings Ltd. , on October 11 closed a $3.5 billion acquisition of several former SABMiller brands, including Peroni and Grolsch. Type: Blog entry Body: Deal marks one of the first forays by a Japanese company into American craft beer. Kirin Holdings of Japan has agreed to take a minority stake in Brooklyn Brewery in one of the first investments by a Japanese company in a U.S. craft brewer. The investment will give Kirin a roughly 20% interest in Brooklyn Brewery, the U.S.’s 12th-largest craft brewer by volume. With the investment, Kirin joins a host of Japanese companies that are using acquisitions to expand beyond traditional markets. Rival Asahi Group Holdings Ltd. , on October 11 closed a $3.5 billion acquisition of several former SABMiller brands, including Peroni and Grolsch. Brooklyn Brewery, based in the borough’s neighborhood of Williamsburg, is one of the most established independent brewers in the U.S. It dates its history to the late 1980s, and growth has accelerated in recent years as the borough where it was born has gained prominence and cultural influence world-wide. The brewery produced 277,000 barrels of beer last year, up from 169,000 barrels produced in 2010, according to industry tracker Beer Marketer’s Insights. Financial terms of the Kirin investment weren’t immediately available. Brooklyn Brewery is one of the few American craft brewers that has worked to build an international business. It has been shipping its beer to Japan since 2003 and has a sizable business in Scandinavia. In 2014, the brewery and Carlsberg A/S opened a joint venture brewery in Stockholm. It struck an agreement earlier this year for a similar partnership in Japan with Kirin. Kirin’s investment in the growing U.S. craft beer market comes amid a prolonged downturn in Japanese beer sales. Shipments of beer and related brews fell to about 425 million cases in 2015, compared with a peak of 573 million cases in 1994, according to the Brewers Association of Japan. The investment will help Brooklyn Brewery as it gears up for a major expansion. The company this year signed a 40-year lease for 75,000 square feet at Brooklyn’s Navy Yard where it plans to have offices, a beer garden and brewery operations. It also is planning an expansion site in Staten Island to increase beer production. The U.S. craft beer market has slowed lately, decreasing to 8% growth in the first half of 2016 after six years of double-digit growth. Large craft brewers like Sierra Nevada and Boston Beer Co. , which makes Samuel Adams Boston Lager, have seen volumes decline as more small breweries open across the country. Nid: 1123 Post date: 09/30/2016 - 11:06 Title: AB InBev-SABMiller deal leaves Japanese rivals flat Teaser: Assuming the acquisition is approved, Kirin Holdings will be dethroned as the top seller in Australia. Kirin, owner of local brewer Lion, has a licensing agreement with AB InBev under which its sells popular brands, including Corona. The rights to those brands in Australia is likely to go to an SABMiller unit once the deal is complete. Lion is Kirin's cash cow, generating over 60 billion yen ($593 million) in profit in 2015, half the group's total. Lion's strong earnings last year helped offset weak performance in Brazil. Type: Blog entry Body: Assuming the acquisition is approved, Kirin Holdings will be dethroned as the top seller in Australia. Kirin, owner of local brewer Lion, has a licensing agreement with AB InBev under which its sells popular brands, including Corona. The rights to those brands in Australia is likely to go to an SABMiller unit once the deal is complete. Lion is Kirin's cash cow, generating over 60 billion yen ($593 million) in profit in 2015, half the group's total. Lion's strong earnings last year helped offset weak performance in Brazil. A Kirin executive downplayed the impact of the merger, pointing out that the Japanese brewer will receive compensation for the cancellation of the licensing deal. But Kirin's loss of market share in Australia will nevertheless be a blow. Meanwhile, Asahi has agreed to buy venerable European beer brands Peroni and Grolsch from AB InBev for more than 300 billion yen. A senior Asahi executive calls it a good purchase, but it is undoubtedly a risky bet for the company, which earns only 20% of its sales overseas. The original news is here: http://asia.nikkei.com/Business/Deals/AB-InBev-SABMiller-deal-leaves-Jap... Nid: 1122 Post date: 09/28/2016 - 15:16 Title: SABMiller Shareholders Approve Anheuser-Busch InBev Takeover Teaser: SABMiller shareholders backed the brewer’s $100-billion-plus takeover by rival Anheuser-Busch InBev by a large majority on September 27,2016 paving the way for the third-largest merger in corporate history which will see combined group sell one in four beers globally. Type: Blog entry Body: SABMiller shareholders backed the brewer’s $100-billion-plus takeover by rival Anheuser-Busch InBev by a large majority on September 27,2016 paving the way for the third-largest merger in corporate history which will see combined group sell one in four beers globally. The vote came after AB InBev shareholders voted in favour of the deal at an earlier meeting in Brussels, where it was announced that the combined group will retain the AB InBev name. There was some disappointment among SABMiller’s rank and file at the meeting that AB InBev had decided to retain its name for the enlarged company without any concession to the SABMiller corporate moniker. The approval of SAB shareholders was widely expected, but not a given. Criticism of the takeover offer grew over the summer, after a steep fall in sterling following Britain’s vote to leave the European Union made AB InBev’s cash offer less appealing. Activist shareholders pressured SAB to seek a higher offer, prompting AB InBev BUD 0.38% to sweeten its bid in July. SAB backed the higher offer, though some prominent shareholders, including Aberdeen Asset Management, continued to oppose it. The takeover is expected to be completed on Oct. 10, nearly a year after AB InBev first approached SABMiller about the acquisition, which required a succession of sweetened bids to win over SAB and asset disposals to satisfy regulators around the world. The shares of the new company will begin trading on Oct. 11 in Brussels, with secondary listings in Johannesburg and Mexico City and American Depositary Shares in New York. AB InBev has lined up $16.5bn in disposals of SAB assets in the US, China and Europe to secure approval from antitrust regulators in more than 20 countries. The company is expected to kick off a sale process for SAB’s central and eastern European brands, estimated to be worth up to 7 billion euros. After selling off SAB’s joint venture stakes in China and the United States and its businesses across Europe, the combined company will have a 27 percent share of the global beer market, according to Euromonitor International. AB InBev was already the world’s biggest brewer but the takeover of SAB will see it sell one in four beers and reap 45 per cent of the industry’s profits. It will give AB InBev access to growing beer markets in Africa, where it barely has a presence and in parts of Latin America where it was not already dominant. Still, competition in individual markets will remain relatively unchanged, since the two companies have very little geographic overlap. The acquisition is the most ambitious in a series of audacious takeovers spearheaded by Jorge Paulo Lemann, the Brazilian billionaire who is AB InBev’s single largest individual shareholder. It will also mark the end of the former South African Breweries’ 120-year history as an independent company. Nid: 1120 Post date: 09/27/2016 - 11:48 Title: Strike in AB InBev Korea ends with collective bargaining success Teaser: The collective bargaining agreement (CBA) negotiations which started last December between the IUF-affiliated KCTWU Oriental Brewery (OB) Union Chapter and the Oriental Brewery, owned by AB InBev reached an agreement. After a 10-month struggle involving two warning strikes in June and July and a strike action on August 16, (http://www.beerworkers.org/blog/workers-strike-ab-inbev-factory-korea), more than the majority of union members approved the revised proposal of the company and the new CBA was signed on September 19. Under the agreement the company withdrew its planned restructuring of the workforce. Type: Blog entry Body: The collective bargaining agreement (CBA) negotiations which started last December between the IUF-affiliated KCTWU Oriental Brewery (OB) Union Chapter and the Oriental Brewery, owned by AB InBev reached an agreement. After a 10-month struggle involving two warning strikes in June and July and a strike action on August 16, (http://www.beerworkers.org/blog/workers-strike-ab-inbev-factory-korea), more than the majority of union members approved the revised proposal of the company and the new CBA was signed on September 19. Under the agreement the company withdrew its planned restructuring of the workforce. The joint fight of regular workers and irregular workers unions tackled the decreased disposable income as the company continues to focus on a global Zero-Based Budgeting (ZBB) policy. The new CBA provides for improved wages, an extra bonus and a better adjustment for allowances and benefits. The unions and the management also agreed to form a special team for communication to resolve any problems in the process of merger and to develop better industrial relations and prevent any conflicts in the future. Nid: 1119 Post date: 09/23/2016 - 15:54 Title: Unite the Union in solidarity with Australia’s sacked CUB/SABMiller workers Teaser: The IUF-affiliated Unite the Union organized a protest action at the UK headquarters of SABMiller, the owner of Carlton United Breweries, in solidarity with the unfairly dismissed 55 workers at Abbotsford plant in Australia on September 22, 2016. Carlton United Breweries (CUB) brutally and unilaterally attacked the employment conditions of 55 loyal and highly skilled machine maintenance workers at its Melbourne brewery on June 17 by terminating a machine maintenance contract with labour hire company Quant. Type: Blog entry Body: The IUF-affiliated Unite the Union organized a protest action at the UK headquarters of SABMiller, the owner of Carlton United Breweries, in solidarity with the unfairly dismissed 55 workers at Abbotsford plant in Australia on September 22, 2016. Carlton United Breweries (CUB) brutally and unilaterally attacked the employment conditions of 55 loyal and highly skilled machine maintenance workers at its Melbourne brewery on June 17 by terminating a machine maintenance contract with labour hire company Quant. The 55 fitters and electricians employed under the contact were made redundant and then invited to reapply for 42 roles with another contractor, Programmer – with a 65% pay cut! The IUF affiliates will continue to support the Australian Manufacturing Workers Union and the Electrical Trades Union in their fight together with their members until the dismissed workers are reinstated on existing pay and conditions. Failure to take swift action to remedy this attack on workers’ rights will undoubtedly tarnish the image of SABMiller and AB InBev following the planned merger of CUB's parent company SABMiller with AB InBev. Nid: 1118 Post date: 09/01/2016 - 11:15 Title: AB InBev Lauds SAB's Partnership with Castel Group Teaser: Following AB InBev`s takeover of rival SABMiller, it plans to continue developing SAB's partnership with France's Castel Group. AB InBev, maker of Budweiser, Stella Artois and Corona, has traditionally operated fewer joint ventures and partnerships than SABMiller, which it set to acquire for nearly 79 billion pounds ($104 billion). SABMiller and privately owned Castel have an alliance whereby SAB owns 20 percent of Castel and Castel owns 38 percent of SAB's African business, excluding South Africa. Type: Blog entry Body: Following AB InBev`s takeover of rival SABMiller, it plans to continue developing SAB's partnership with France's Castel Group. AB InBev, maker of Budweiser, Stella Artois and Corona, has traditionally operated fewer joint ventures and partnerships than SABMiller, which it set to acquire for nearly 79 billion pounds ($104 billion). SABMiller and privately owned Castel have an alliance whereby SAB owns 20 percent of Castel and Castel owns 38 percent of SAB's African business, excluding South Africa. Nid: 1117 Post date: 08/31/2016 - 17:22 Title: Heineken increases focus on Southeast Asia with purchase of Carlsberg brewery in Vietnam Teaser: Heineken has acquired a brewery in Vietnam from competitor Carlsberg in order to capitalize on growth expected in the Southeast Asian beer market. http://www.beveragedaily.com/Markets/Heineken-focuses-on-Southeast-Asia-... Type: Blog entry Body: Heineken has acquired a brewery in Vietnam from competitor Carlsberg in order to capitalize on growth expected in the Southeast Asian beer market. http://www.beveragedaily.com/Markets/Heineken-focuses-on-Southeast-Asia-... Nid: 1116 Post date: 08/26/2016 - 16:33 Title: AB InBev expects thousands of job cuts after SABMiller merger deal Teaser: AB Inbev expects thousands of job cuts after SABMiller merger deal The world's largest brewer, AB InBev, says it expects to cut about 3 percent of its total workforce -- equivalent to thousands of jobs -- once it completes its huge merger with its closest rival, SABMiller. The company headquartered in Leuven, Belgium, says it has about 150,000 workers while London-based SABMiller claims to have around 70,000. Type: Blog entry Body: AB Inbev expects thousands of job cuts after SABMiller merger deal The world's largest brewer, AB InBev, says it expects to cut about 3 percent of its total workforce -- equivalent to thousands of jobs -- once it completes its huge merger with its closest rival, SABMiller. The company headquartered in Leuven, Belgium, says it has about 150,000 workers while London-based SABMiller claims to have around 70,000. That would put the estimated job losses at around 6,600. However, AB InBev said Friday the estimate doesn't include its sales and front-office supply departments, for which integration plans are not completed. It expects losses at SABMiller's current headquarters as the new company will be based in Leuven and New York. The 79 billion-pound ($104 billion) merger deal has received backing from SAB Miller's board but awaits approval from the company's shareholders. Those who will pay the price for this merger deal are the members who make up IUF's affiliated unions in AB InBev and SABMiller and workers who enrich the owners of AB InBev. Please notify the IUF Secretariat of any restructuring plans with information on where job cuts are being made to enable a coordinated response to any announced cuts and changes. Nid: 1115 Post date: 08/25/2016 - 16:39 Title: AB InBev Company Quilmes Pledges USD 1.75 Bln. Investment in Argentina Teaser: Cerveceria y Malteria Quilmes, part of AB InBev group, has announced that it will be investing upwards of ARS 26 billion (USD 1.75 billion) in Argentina through 2020. Type: Blog entry Body: Cerveceria y Malteria Quilmes, part of AB InBev group, has announced that it will be investing upwards of ARS 26 billion (USD 1.75 billion) in Argentina through 2020. According to a communiqué from the office of Argentina’s president, who was present at the announcement, the investments will focus on modernizing and expanding both alcohol and soft drink plants. The Acheral brewery in Tucuman will see its production double thanks to an investment of ARS 650 million (USD 43.8 million), and the Quilmes and Zarate plants in the province of Buenos Aires will also be expanded, among other improvements. The company also touted its commitment to locally produced and fully recyclable glass bottles, a priority in which it will be investing over ARS 7.3 billion (USD 492 million). Economic difficulties have led to weak consumption in Argentina in recent quarters; though AB InBev does not separate out the company specifically, it is said to have contributed to a high single digit fall in beer volume sales in southern Latin America in Q2. However, AB InBev saw volume growth in Argentina over the whole of FY15, which it credited to growth in Stella Artois and Corona, as well as a new malt product known as MixxTail. Nid: 1114 Post date: 08/22/2016 - 12:10 Title: Carlsberg's H1 results by region Teaser: Carlsberg reported its first-half results, posting a 25% boost in net profits. Here, we look at the company's performance during the six-month period by region. All figures are organic, unless otherwise stated. Western Europe H1 net sales up 2%, volumes down 1% Carlsberg said a new value management approach contributed to a positive price/mix in the region. Volumes were negatively impacted by the reduction of margin-dilutive volumes in H2 2015 in the UK and Finland in Q1 2016 in Poland. Type: Blog entry Body: Carlsberg reported its first-half results, posting a 25% boost in net profits. Here, we look at the company's performance during the six-month period by region. All figures are organic, unless otherwise stated. Western Europe H1 net sales up 2%, volumes down 1% Carlsberg said a new value management approach contributed to a positive price/mix in the region. Volumes were negatively impacted by the reduction of margin-dilutive volumes in H2 2015 in the UK and Finland in Q1 2016 in Poland. Volumes growth in Norway, Denmark and Sweden failed to offset overall declines of 2% in the Nordics. Volumes growth in France was driven by the Carlsberg, Tourtel, Skøll by Tuborg and Grimbergen brands. The company said its UEFA Euro 2016 activity was an opportunity to engage with consumers. Carlsberg reported share gains in the on-trade but a loss in the off-trade due to competition. Poland saw volumes declines of 10%, mainly due to the brewer's decision to pull out of certain low-priced volumes. Carlsberg saw volumes decline in the UK as it lost market share. Looking forward, the company pointed to its focus on brand development in the market, including draught craft beer Shed Head. Eastern Europe Net sales up 8%, volumes flat Net sales in reported terms were down 15% due to currency headwinds from all currencies in the region, Carlsberg said. A challenging macroeconomic environment, especially in Russia and Ukraine continues to hamper performance. The Russian beer market declined by an estimated 2% in H1, the company said. Carlsberg volumes were flat for the six months as the brewer saw a deterioration in Q2 of -3% compared to +6% in Q1, when the impact of last year's destocking among wholesalers and distributors in the country was more pronounced. Meanwhile, Carlsberg saw market share improvement driven by the modern trade channel. The Zhigulevskoe, Carlsberg, Baltika 0 and Baltika 9 brands posted a good performance, while Baltika 3 and Tuborg declined. The Ukrainian market declined by an estimated 6%. Carlsberg said its business in the country performed strongly, achieving market share growth and margin improvements. The brewer saw market share improvement driven by Lvivske and Carlsberg, along with the launch of the Garage brand. Asia Net sales up 4%, volumes down 3% Volumes growth in India, Nepal and Laos failed to offset declines in China. Volumes in the country declined 8%, slightly ahead of the beer market, Carlsberg said. The firm's decision to close breweries in China resulted in a volumes decline of around 25% in affected provinces. However, brewery closures helped boost organic operating profits in Asia by 6%. The beer market in India grew 5%, despite an alcohol ban in the state of Bihar, Carlsberg said. The company saw volumes growth of 17%, driven by Carlsberg Elephant and Tuborg. Carlsberg's volumes declined in Vietnam due to stocking in Q4 ahead of the Tet festival season. Volumes in Malaysia were impacted by excise tax increases while beer volumes increased in Laos. Nepal delivered a "very strong performance" due to market growth and price increases in addition to cycling easy comparables because of last year's earthquake, Carlsberg said. Nid: 1113 Post date: 08/17/2016 - 17:59 Title: Workers strike at AB InBev factory, Korea Teaser: The IUF-affiliated KCTWU Oriental Brewery (OB) Union Chapter has been in collectively bargaining with the Oriental Brewery, owned by AB InBev, since December 2015. The company has shown no willingness to respond seriously to the union’s demands to recognize that OB’s success delivering continuous growth despite the global and local economic recession is in large part due to the effort of the OB workers that the union represents. On August 16, members of the KCTWU OB Union Chapter went on strike following a break down in collective bargaining. Type: Blog entry Body: The IUF-affiliated KCTWU Oriental Brewery (OB) Union Chapter has been in collectively bargaining with the Oriental Brewery, owned by AB InBev, since December 2015. The company has shown no willingness to respond seriously to the union’s demands to recognize that OB’s success delivering continuous growth despite the global and local economic recession is in large part due to the effort of the OB workers that the union represents. On August 16, members of the KCTWU OB Union Chapter went on strike following a break down in collective bargaining. All union members came together at Cheongju Plant and have been staying at the factory to continue their round the clock strike. OB Labor Union (FKTU-Chemical) representing production workers at both Icheon and Gwangju plants also took joint strike action. Workers of OB face decreased disposable income as the company continues to focus on a Zero- Based Budgeting (ZBB) policy that leaves workers deeply frustrated and de-motivated. This frustration led to a first warning strike on June 24, 2016. Since then, the company has continued to refuse to recognize the workers’ contribution to the growth of the company in Korea. Faced with this situation, the union engaged in a second warning strike on July 20 and also notified the company of potential full-fledged strike action in the second week of August. In addition the CBA negotiations in 2014 allowed both parties in OB to build a consensus on the improvement of in-house irregular workers’ conditions based on the judgement by Cheongju Regional Labor Relations Commission under the Ministry of Employment and Labor stating that both parties in OB shall make efforts to improve the working conditions of irregular workers and on mutual growth with OB's business partners. Since then, the union has been demanding the implementation of this declaration which would mean securing those irregular workers’ jobs, improving their working conditions, and ceasing multilevel subcontracting that has such an adverse impact on those workers and on local business operations. The IUF supports the union’s assertion that ending the exploitative use of multilevel subcontracting and agreeing direct contracts with truck drivers for logistics as well as insourcing the outsourced forklift drivers will have a positive impact on the company’s Korean business. The IUF wrote to the AB InBev CEO and urged the company to exert whatever pressure is necessary on local management to ensure they enter into good faith negotiations with the union and make every effort to reach an agreement guaranteeing workers’ disposable income, stopping multilevel subcontracting practice and improving the security of irregular workers. Nid: 1112 Post date: 08/16/2016 - 12:02 Title: IUF Brewery Division Logo Teaser: Type: Blog entry Body: Nid: 1111 Post date: 08/10/2016 - 15:13 Title: Restructuring and outsourcing at Uruguay Heineken Teaser: The company Milotur SA, owned by Heineken Holding, presented in late May a restructuring plan in the distribution sector which lays off 46 workers. According to the transnational this measure was taken because the current distribution system is inefficient. However the company failed to provide any documentation proving this claim. Type: Blog entry Body: The company Milotur SA, owned by Heineken Holding, presented in late May a restructuring plan in the distribution sector which lays off 46 workers. According to the transnational this measure was taken because the current distribution system is inefficient. However the company failed to provide any documentation proving this claim. The Employees' Union Nix Native (SENNA) is negotiating the least possible impact and trying to protect all jobs. Emilio Borges, President of the Union, explained to the IUF Latin America region that what is negotiated at this moment is that the new companies/businesses that will do the distribution of Nix, Nativa, Heineken and Shneider products are absorbing the workers that Milotur SA will get rid of at its plant. "On June 28, the union organized a meeting with the company along with the Federation of Employees of the Drink (FOEB) to try to relocate all the comrades who will be laid off to the outsourced new distributors for Milotur "said Borges. In Montevideo logistics distribution is divided into two groups: a traditional route serving to stores and small supermarkets and another one dealing with large customers. Milotur currently has six distributors, five in Montevideo. The other companies in the industry have one or two major distributors. For the reinstatement of workers, we will continue to negotiate several possibilities The Union has some proposals to relocate the workers to the distribution system of Nix-Native. One of them is to bring unionized workers to the new logistics operator to stay with the distribution for large customers and another proposal is to evaluate the possibility of forming a workers' cooperative to serve to small neighborhood supermarkets and department stores, "he said. According to the leader there are great possibilities in the negotiation between the company and new distribution service providers to take into account the Union’s proposals in order to reintegrate the workers. Asked about the conditions in which these workers would work, Borges said that it is still being negotiated but that the SENNA asks for both working conditions and wages be maintained. "We are negotiating on all the seniority be maintained. For now the company proposes to pay appropriate compensation and that workers start from scratch in the new distributors, but we will work to maintain this because the loss of seniority bonuses and benefits affects licenses not to mention job security, "said the leader. What worries workers is that it is still not defined which company will take care of logistics. Please find the following link for the original Spanish story : http://informes.rel-uita.org/index.php/sindicatos/item/reestructuras-y-t... Nid: 1110 Post date: 08/10/2016 - 11:37 Title: Honduras: SABMiller wants to outsource more Teaser: It has been almost two years since the start of negotiations for a new collective agreement between the IUF-affiliated Union of Beverage Industry (STIBYS) and Honduran Brewery S.A., owned by SABMiller, recently acquired by AB InBev. The whole process has been marked by the dilatory and uncompromising attitude of the British-South African transnational. In August last year, STIBYS decided to terminate the direct settlement stage and requested mediation. During this stage 30 clauses of a total of 45 were agreed. Three of the most sensitive clauses were already past the stage of conciliation agreement. "The remaining clauses are the most delicate issues for workers' rights. The most important is the outsourcing, "said Carlos H. Reyes, President of STIBYS. Type: Blog entry Body: It has been almost two years since the start of negotiations for a new collective agreement between the IUF-affiliated Union of Beverage Industry (STIBYS) and Honduran Brewery S.A., owned by SABMiller, recently acquired by AB InBev. The whole process has been marked by the dilatory and uncompromising attitude of the British-South African transnational. In August last year, STIBYS decided to terminate the direct settlement stage and requested mediation. During this stage 30 clauses of a total of 45 were agreed. Three of the most sensitive clauses were already past the stage of conciliation agreement. "The remaining clauses are the most delicate issues for workers' rights. The most important is the outsourcing, "said Carlos H. Reyes, President of STIBYS. "The company has transferred a lot of customers to the third parties throughout the country. For permanent routes that has meant the loss of some 7.5 million cases of soft drinks and beer and some 25 million lempiras ($ 1.1 million), "he specified. The President explained that STIBYS never accepted that this practice is acknowledged in the new agreement. "Allowing it would mean accepting that the company follows outsourcing and introducing more precarious jobs further in sales department," he said. For him, the attitude shown by SABMiller, which in Honduras also has the franchise to bottle Coca Cola products, is part of a strategy that international capital is driving worldwide, to generate a change in the power balance between employers and workers . In this situation, the STIBYS has begun to mobilize. "We have conducted meetings at the entrances of the plants nationwide, and soon we will start a new stage of demonstrations throughout the country. In addition, we are entering the election process in all sectional branches to reinforce our organizational structure, "said Carlos H. Reyes. A new union project of joint branches STIBYS President also said that several organizations have entered the stage of formation of a new union project. "We are building the Union of Workers of Food and Beverage by bringing together a wide range of organizations, and we seek the support of IUF Latin America region," said Reyes. The aim is to encourage unions by branches to counter the fierce anti-union campaign launched by the current government and national and transnational companies. The original story in Spanish is here: http://informes.rel-uita.org/index.php/sindicatos/item/el-tortuguismo-de... Nid: 1109 Post date: 08/04/2016 - 17:24 Title: Anheuser-Busch InBev sweeps away SABMiller in new-look leadership team Teaser: Anheuser-Busch InBev's executive committee will retain only one SABMiller employee as it prepares a clear-out of the takeover target's staff and global offices. In a new-look leadership team unveiled today, current CEO of SAB South Africa Mauricio Leyva is the sole SABMiller representative on an 18-strong board. Leyva will become zone president for Middle Americas at AB InBev. Type: Blog entry Body: Anheuser-Busch InBev's executive committee will retain only one SABMiller employee as it prepares a clear-out of the takeover target's staff and global offices. In a new-look leadership team unveiled today, current CEO of SAB South Africa Mauricio Leyva is the sole SABMiller representative on an 18-strong board. Leyva will become zone president for Middle Americas at AB InBev. Three current SABMiller executive committee members - general counsel John Davidson, human resources head Johann Nel and Africa MD Mark Bowman - will stay on for a six-month transitional period only, AB InBev said. The rest of SABMiller's leadership team, including CEO Alan Clark and CFO Domenic De Lorenzo, will leave on or around the date of the company's acquisition by AB InBev, which is expected to take place on 10 October. Meanwhile, AB InBev will close SABMiller's regional offices in Miami, Hong Kong and Beijing, which employ a combined 145 people, mostly in the US. The future of the European hub in Zug, and its 26 staff, will be decided as part of the divestment of SABMiller's central & eastern European beer brands. The brands have been put up for sale and are likely to be sold after AB InBev completes its acquisition of SABMiller. A presence will be retained in SABMiller's UK office in Woking for a transitional period, AB InBev said, though its global HQ in London's Stanhope Gate will close. About 570 people are employed by SABMiller in the UK, including 51 at Stanhope Gate. Meanwhile, the office in Johannesburg will continue operations as AB InBev's Africa hub. As part of South African regulator's consent to the SABMiller takeover, there must be no involuntary job losses in the country at any point in the future. Yokesh Maharaj, currently sales and distribution director for SAB, will become president for the South African business unit, succeeding Leyva. Company statement on August 4, which comes less than a week after SABMiller's board backed a revised offer from AB InBev, effectively sealing the GBP79bn (US$103bn) deal, the Budweiser brewer said its official global headquarters will remain in Leuven, Belgium, but that most of the global leadership team will be based in New York. The group will be structured into nine geographical regions, with AB InBev's Asia-Pacific zone now spilt into two. The regions are: North America, headquartered in St Louis Middle Americas, headquartered in Mexico City Latin America North, headquartered in São Paulo Latin America South, headquartered in Buenos Aires Latin America COPEC, headquartered in Bogotá Europe, headquartered in Leuven Asia Pacific North (China, South Korea and Japan), headquartered in Shanghai Asia Pacific South (Australia, New Zealand, India, Vietnam and other South and Southeast Asian countries), headquartered in Melbourne Africa, headquartered in Johannesburg Nid: 1108 Post date: 08/04/2016 - 13:35 Title: Belgium headquarters for combined AB InBev / SABMiller entity Teaser: AB InBev has announced that the new group, created by the combination of AB InBev and SABMiller, will be based in Belgium. Meanwhile, other details of the combined group – such as top jobs and organizational structure – have been announced. Read more here: http://www.beveragedaily.com/Manufacturers/Belgium-headquarters-for-comb... Type: Blog entry Body: AB InBev has announced that the new group, created by the combination of AB InBev and SABMiller, will be based in Belgium. Meanwhile, other details of the combined group – such as top jobs and organizational structure – have been announced. Read more here: http://www.beveragedaily.com/Manufacturers/Belgium-headquarters-for-comb... Nid: 1107 Post date: 08/04/2016 - 09:23 Title: Molson Coors' Q2 performance by region Teaser: Molson Coors reported a dip in second-quarter net profits, blaming charges in connection with its MillerCoors acquisition as well as prohibition in parts of India and planned brewery closures. Take a closer look at the brewer's Q2 performance by region: US (MillerCoors) MillerCoors blamed shipment timings for a weak Q2 that dragged down the first-half, but praised its light beer performance. Net profits slipped 3% to US$764.8m in the six months to the end of June, the company said. Net sales were down 1% to $3.94bn while operating profits fell 4% to $772.2m. Type: Blog entry Body: Molson Coors reported a dip in second-quarter net profits, blaming charges in connection with its MillerCoors acquisition as well as prohibition in parts of India and planned brewery closures. Take a closer look at the brewer's Q2 performance by region: US (MillerCoors) MillerCoors blamed shipment timings for a weak Q2 that dragged down the first-half, but praised its light beer performance. Net profits slipped 3% to US$764.8m in the six months to the end of June, the company said. Net sales were down 1% to $3.94bn while operating profits fell 4% to $772.2m. MillerCoors' light beer brands, Miller Lite and Coors Light, continued their turnaround to post a second consecutive quarter of flat sales-to-retail volumes. Canada Molson Coors Canada sales volumes decreased 0.8% in the second quarter. Net sales per hectolitre increased 1.2% in local currency, driven primarily by positive pricing, the company said. Operating profits before income tax were down 16.6% to $88.5m in the second quarter of 2016 compared to the prior year, due to higher brand investments. Underlying pretax profits decreased 21.3% to $89.9m, driven by higher brand investment. Europe Sales volumes increased 1.6%, driven by the addition of the Staropramen and Rekorderlig brands in the UK, Molson Coors said. Net sales per hectolitre in the region were up 1.3% in local currency. Operating profits before income tax in Europe were up 20.4% to $59m in Q2, driven by $16.8m of lower "special charges" related to decreased net contract termination charges and brewery closure costs, the company said. Underlying pretax profits decreased 10% to $61.3m due to higher brand investments and amortisation expenses, lower net pension benefit, the termination of the Heineken contract brewing arrangement in the UK, and unfavourable foreign currency movements, the company said. International Total sales volumes decreased 9.3%, driven by prohibition measures in Bihar, India, the transfer of Staropramen in the UK to the European unit and restructuring in China. Gains came from double-digit volumes increases for Coors Light, led by Latin America, including the brand's launch in Colombia, as well as volumes growth in Japan. Net sales per hectolitre increased 42.5%, driven by lower price promotion expense in China and favourable sales mix changes, the company said. The International unit reported an operating loss, before income taxes, of $33.4m in Q2, compared to $12.2m in the year prior. Molson Coors said this was primarily down to prohibition in Bihar. The International unit recorded a pretax loss of $2.6m, versus a $5.8m loss in the same period the year prior. Improvement was driven by volume growth Latin America and Japan and favourable sales mix, as well as lower price promotion and overhead expenses due to the restructuring of its China business. Nid: 1106 Post date: 08/04/2016 - 09:07 Title: MillerCoors buy drags on Molson Coors profits - results Teaser: Half-year net profits lift 6.8% to US$331m Net sales in six months to end of June down 3.7% to $1.64bn H1 operating profits up 16% to $511m Q2 net profits slide 24.8% to $172.3m Net sales in three months to end of June fall 2% to $986.2m Operating profits in Q2 dip 14.8% to $267.8m Molson Coors has reported a dip in second-quarter net profits, blaming charges in connection with its MillerCoors acquisition as well as prohibition in parts of India and planned brewery closures. Type: Blog entry Body: Half-year net profits lift 6.8% to US$331m Net sales in six months to end of June down 3.7% to $1.64bn H1 operating profits up 16% to $511m Q2 net profits slide 24.8% to $172.3m Net sales in three months to end of June fall 2% to $986.2m Operating profits in Q2 dip 14.8% to $267.8m Molson Coors has reported a dip in second-quarter net profits, blaming charges in connection with its MillerCoors acquisition as well as prohibition in parts of India and planned brewery closures. Net profits fell 24.8% to $172.3m in the three months to the end of June. The company also said it experienced "significantly higher" sales and marketing expenses in the period. However, net profits in the first-half of the year were up 6.8% to US$331m. The brewer also reported ForEx headwinds in the quarter. Negative currency impacts were $2.2m in Europe, $1.9m in Canada, $1.2m in Corporate and $300,000 in International. "Progress in the quarter included net sales revenue per hectolitre growth on a constant currency basis in all of our businesses, strong Coors Light growth globally, improved core brand momentum, fast-growing innovations in key markets, and strong above-premium growth globally," said CEO Mark Hunter. "We significantly increased investments behind our brands, although the timing of shipments and other short-term factors held back bottom-line performance in the quarter." Hunter said Coors Light grew global volumes by around 4%, driven by Europe, Latin America and the US. The CEO also took the opportunity to update on the acquisition of MillerCoors. "In the past few months, we have also made substantial progress on the pending MillerCoors transaction, including integration planning and completing the necessary financing at very attractive rates," he said. "Investor demand for our recent debt offering was very strong, and we achieved record and near-record low interest rates on our debt issue." Molson Coors expects to close the deal before the end of 2016. The transaction remains subject to Anheuser-Busch InBev's acquisition of SABMiller, which is scheduled to complete on 10 October. Molson Coors' share price was flat as of 9:49 EDT. To read the company's official release, click here: http://www.molsoncoors.com/~/media/molson%20us/en/pdfs/financial/tap%20q... Nid: 1105 Post date: 08/02/2016 - 17:26 Title: Heineken's H1 Performance by Region - Focus Teaser: Heineken reported a rise in H1 sales and volumes. Takes a closer look at the group's performance by region and brand: After a strong first quarter, boosted by Easter timing and a strong Vietnamese and Chinese New Year, overall volume growth in the second quarter was more subdued. In Africa Middle East & Eastern Europe following growth in the first three months of the year, volumes declined in the second quarter, due to tougher comparatives and a challenging economic backdrop. Type: Blog entry Body: Heineken reported a rise in H1 sales and volumes. Takes a closer look at the group's performance by region and brand: After a strong first quarter, boosted by Easter timing and a strong Vietnamese and Chinese New Year, overall volume growth in the second quarter was more subdued. In Africa Middle East & Eastern Europe following growth in the first three months of the year, volumes declined in the second quarter, due to tougher comparatives and a challenging economic backdrop. Brand Heineken volumes in the premium segment grew 2.6% in the first half of the year, with positive momentum in all regions apart from Africa Middle East & Eastern Europe. In particular, the brand grew double digits in Brazil, the UK, Mexico, New Zealand, Cambodia and Romania. Brand growth was also strong in China, France and Ireland, Heineken said. Favourable performance across these markets more than offset weaker volumes in Russia, Vietnam and Algeria. Other brand volumes In other brands, Belgian abbey beer Affligem grew double-digits, and was particularly strong in France, Heineken said. Sol Premium grew double-digits, driven by Brazil and Compañia Cervecerías Unidas markets in Latin America. Desperados, the Tequila-flavoured beer, saw high single-digit volumes growth, with "strong" performance in Poland, France and Spain. Cider volumes increased double-digit, with accelerating momentum in the second quarter, Heineken said. Strongbow Dark Fruit as well as Strongbow Cloudy Apple and Old Mout, underpinned volumes growth in the UK. In Europe, Romania, Ireland and Czech Republic delivered "particularly strong growth", with volumes double the level of the prior year, according to the brewer. In Americas, cider volume grew double-digit in Mexico and Canada, and Heineken said it grew in the US ahead of the category. Nid: 1104 Post date: 08/02/2016 - 17:15 Title: Anheuser-Busch InBev's SABMiller acquisition - What happens next? Teaser: On 29 July, Anheuser-Busch InBev's intended acquisition of SABMiller overcame two major hurdles - clearance from the Chinese authorities and confirmation that SABMiller's board would recommend the new offer of GBP45 per share. Completion of the deal is still subject to conditions - including the approval of both SABMiller and AB InBev's shareholders. But the path to MegaBrew is much clearer and the companies have set out a timetable to outline what happens between now and the intended completion of the deal - set for 10 October: 2 August: Publication of merger terms Type: Blog entry Body: On 29 July, Anheuser-Busch InBev's intended acquisition of SABMiller overcame two major hurdles - clearance from the Chinese authorities and confirmation that SABMiller's board would recommend the new offer of GBP45 per share. Completion of the deal is still subject to conditions - including the approval of both SABMiller and AB InBev's shareholders. But the path to MegaBrew is much clearer and the companies have set out a timetable to outline what happens between now and the intended completion of the deal - set for 10 October: 2 August: Publication of merger terms 22 August: UK scheme directions hearing. At this hearing, SABMiller will determine with the UK court whether Altria and/or BevCo should be treated as one class along with all the other SABMiller shareholders or as part of a separate class - the latter a condition that SABMiller's board called for on Friday 26 August: Publication of other transaction documents to AB InBev, SABMiller and shareholders of holding company Newbelco. 28 September: AB InBev general meeting, SABMiller UK scheme court meeting, SABMiller general meeting and Newbelco general meeting 5 October: UK scheme court sanction hearing and last day of dealings in SABMiller shares 7 October: Belgian offer opens and closes. Latest time for making or revising elections for the cash consideration or partial share alternative 10 October: Belgian merger becomes effective and combination completes 11 October: New listing of the combined group on Euronext Brussels, and secondary listings on the Johannesburg Stock Exchange, the Mexico Stock Exchange and the listing of Newbelco ADSs on the New York Stock Exchange. Nid: 1103 Post date: 08/02/2016 - 13:29 Title: SABMiller Backs AB InBev Offer for Biggest-Ever Consumer Takeover Teaser: The board of brewer SABMiller will recommend its shareholders approve a sweetened takeover offer by Anheuser-Busch InBev, the company said on Friday, capping a week of high drama about the fate of the consumer industry's biggest-ever merger. The deal, worth 79 billion pounds ($104.9 billion), remains to be voted on by shareholders - a hurdle that could become harder to clear since the board intends to request that shareholders be divided into two classes, with each needing to approve the terms. Type: Blog entry Body: The board of brewer SABMiller will recommend its shareholders approve a sweetened takeover offer by Anheuser-Busch InBev, the company said on Friday, capping a week of high drama about the fate of the consumer industry's biggest-ever merger. The deal, worth 79 billion pounds ($104.9 billion), remains to be voted on by shareholders - a hurdle that could become harder to clear since the board intends to request that shareholders be divided into two classes, with each needing to approve the terms. One prominent investor - Aberdeen Asset Management - voiced opposition to the revised offer, saying it still undervalued the maker of beers including Castle Lager and Pilsner Urquell, which has a strong footprint in fast-growing markets of Latin America and Africa. AB InBev added a pound-per-share to its cash bid on Tuesday to quash investor dissent over what would be the largest-ever takeover of a British company. Its earlier offer had been made less attractive by a sharp fall in sterling following Britain's vote in June to leave the European Union. "The board's decision was difficult given changes in circumstances since the board originally recommended £44 per share in cash last November," said SAB Chairman Jan du Plessis. "We believe the final cash consideration of £45 per share to be at the lower end of the range of values considered recommendable." "In reaching its decision, SAB's board considered the best interests of the company as a whole, taking into account all salient facts and circumstances," du Plessis said, adding that it had received extensive shareholder feedback. Bernstein Research analyst Trevor Stirling said that at current exchange rates, he expects the deal to get approved. "It's better than walking away," he said. "But if sterling falls another 5-10 percent then all bets are off." TWO CLASSES AB InBev, the Belgium-based maker of Budweiser and Stella Artois, also raised by 88 pence a special cash-and-stock alternative aimed at SAB's two largest shareholders, Altria and Bevco. That alternative had been at a discount to the cash offer last year, but given current exchange rates, is now at a premium. The board said it plans to ask the UK court overseeing the process to treat Altria and Bevco as a separate class of shareholders. Under that scenario, three-quarters of both classes of voting shareholders would be needed to pass the deal. If treated as a single class, the hurdle would be lower since Altria and Bevco have already pledged to vote in favour. Together they control about 41 percent of the company. Societe Generale analyst Andrew Holland said SAB had effectively upped the requirement on backing for the deal to a potential 85 percent. "They appear to be cooperating but they're doing it in a way that is somewhat unhelpful to ABI." AB InBev said it believes the proposed combination "represents a compelling opportunity for all SABMiller and AB InBev shareholders". AB InBev has secured conditional regulatory approval in China, its final pre-condition for the deal. Aberdeen reiterated on Friday that it would vote against the deal but said it welcomed the decision to treat the shareholders as different classes. The vote is likely to take place in October or November, and if the offer is approved, this would allow AB InBev to meet its target of closing the deal this year. ($1 = 0.7532 pounds) Nid: 1102 Post date: 07/29/2016 - 16:35 Title: AB InBev's Takeover of SABMiller Gets Chinese Approval Teaser: SABMiller has been informed by Anheuser-Busch InBev SA/NV ("AB InBev") that China's Ministry of Commerce has given conditional approval of the recommended combination with SABMiller. To achieve the Ministry of Commerce's conditional approval and consistent with AB InBev's approach to proactively addressing potential regulatory concerns, AB InBev agreed to sell SABMiller's 49% stake in China Resources Snow Breweries Ltd. ("CR Snow") to China Resources Beer (Holdings) Co. Ltd, which currently owns 51% of CR Snow. Type: Blog entry Body: SABMiller has been informed by Anheuser-Busch InBev SA/NV ("AB InBev") that China's Ministry of Commerce has given conditional approval of the recommended combination with SABMiller. To achieve the Ministry of Commerce's conditional approval and consistent with AB InBev's approach to proactively addressing potential regulatory concerns, AB InBev agreed to sell SABMiller's 49% stake in China Resources Snow Breweries Ltd. ("CR Snow") to China Resources Beer (Holdings) Co. Ltd, which currently owns 51% of CR Snow. This divestment, which was previously announced between AB InBev and China Resources Beer (Holdings) Co. Ltd., is conditional on the successful closing of the combination of AB InBev with SABMiller. Following previously announced clearances in the EU, South Africa and the United States, all of the pre-conditions to the proposed combination have now been satisfied. AB InBev has now obtained approval in 23 jurisdictions. Clearance decisions, with or without conditions, have now been obtained: in North America (US and Canada); Asia-Pacific (Australia, India, South Korea and China); in Africa (Botswana, Kenya, Namibia, Swaziland, Zambia, Zimbabwe, and South Africa); in Europe (the EU, Albania, Moldova, Turkey and Ukraine); and in Latin America (Chile, Colombia, Ecuador, Mexico and Uruguay). In the remaining jurisdictions where regulatory clearance is still pending, AB InBev will continue to engage proactively with the relevant authorities to address their concerns in order to obtain the necessary clearances as quickly as possible. Nid: 1101 Post date: 07/26/2016 - 17:19 Title: Anheuser-Busch InBev seeks single buyer for Eastern European beers Teaser: Anheuser-Busch InBev wants to offload SABMiller's Eastern European beer assets as one package rather than piecemeal, according to a report. The brewer, which is on the verge of completing its takeover of SABMiller, wants to avoid a break-up of the beer brands, Reuters has reported today. Private-equity funds that are examining the prospect of a sale may have to team up to afford the expected EUR7bn (US$7.7bn) price tag, the report said, citing sources familiar with the matter. Type: Blog entry Body: Anheuser-Busch InBev wants to offload SABMiller's Eastern European beer assets as one package rather than piecemeal, according to a report. The brewer, which is on the verge of completing its takeover of SABMiller, wants to avoid a break-up of the beer brands, Reuters has reported today. Private-equity funds that are examining the prospect of a sale may have to team up to afford the expected EUR7bn (US$7.7bn) price tag, the report said, citing sources familiar with the matter. The report said the sale is expected to take place in September after AB InBev completes the SAB deal. US and European private-equity funds are reportedly poised to bid on the assets, which include Czech market leader Pilsner Urquell. According to Reuters, European private-equity fund Advent is one of the most determined to win the auction and has enough money to bid alone. AB InBev announced the intended sale of SAB's total presence in Central and Eastern Europe in April. As well as Pilsner Urquell, the assets include fellow Czech beer Gambrinus, Hungary's Dreher and Slovakia's Topvar. Nid: 1100 Post date: 07/26/2016 - 15:34 Title: Brewer AB InBev Boosts Offer for Rival SABMiller Teaser: Brewer Anheuser-Busch InBev has sweetened the terms of its $100 billion-plus takeover offer for SABMiller after a fall in sterling since Britain's vote to leave the European Union and a rise in AB InBev's shares reduced the attractiveness of the original terms for SABMiller shareholders. AB InBev will now offer 45 pounds a share, an increase from the 44 pounds announced in November last year. The offer values SABMiller at around 79 billion pounds ($104 billion). In November, it was worth around 70 billion pounds, or $106 billion by the exchange rates at the time. Type: Blog entry Body: Brewer Anheuser-Busch InBev has sweetened the terms of its $100 billion-plus takeover offer for SABMiller after a fall in sterling since Britain's vote to leave the European Union and a rise in AB InBev's shares reduced the attractiveness of the original terms for SABMiller shareholders. AB InBev will now offer 45 pounds a share, an increase from the 44 pounds announced in November last year. The offer values SABMiller at around 79 billion pounds ($104 billion). In November, it was worth around 70 billion pounds, or $106 billion by the exchange rates at the time. AB InBev also tweaked the terms of a share-and-cash structure targeted at SABMiller's two biggest shareholders, increasing the cash element to 4.66 pounds from 3.78 pounds in November. AB InBev said its revised terms were final. The changes come after a number of activist investors bought stakes in SABMiller. ($1 = 0.7631 pounds) Nid: 1099 Post date: 07/25/2016 - 19:09 Title: Molson Coors looks forward to Miller boost in Latin America Teaser: Late last year, Molson Coors confirmed its intention to buy out SABMiller from their MillerCoors US joint venture for US$12bn. As part of the deal, Molson Coors will take control of the Miller brand portfolio globally. Type: Blog entry Body: Late last year, Molson Coors confirmed its intention to buy out SABMiller from their MillerCoors US joint venture for US$12bn. As part of the deal, Molson Coors will take control of the Miller brand portfolio globally. At the time, Molson Coors CEO Mark Hunter said the buyout would help accelerate Molson Coors' growth strategy "by strengthening our international beer portfolio ... as well as expand our presence in high-growth markets". Last month, Hunter even described the Miller Lite brand as providing a "great backbone" - along with its already-owned Coors Light and Staropramen brands - in international terms. Last week, analysts agreed that the integration of the Miller brand would prove "transformative" - particularly in Latin America. In a note following a management meeting, Cowen & Co's Vivien Azer said the company is poised to show strength in numbers. "Post the MillerCoors deal," Azer writes, "integration of the Miller brands should prove transformative to the segment, especially in Latin America as the brand will complement Molson Coors' footprint across the region and facilitate broader global expansion into additional markets such as Africa and Asia." Delving further into Latin America, Stifel analyst Mark Swartzberg said that, once completed, the transaction will see Mexico provide scope for growth. "In Mexico, the new rights to Miller Lite and the rest of the Miller International portfolio represent at least a 25% increase in region volume and the opportunity for joint marketing and in-market merchandising of Coors Light and Miller Lite, at a time when industry volume growth is at or above population growth and Bud Light is rapidly growing region share," he says. Molson Coors' acquisition of SAB's 58% stake in MillerCoors is conditional on Anheuser-Busch InBev completing its purchase of SAB. Both are expected to complete in the second half of the year. Nid: 1098 Post date: 07/22/2016 - 16:45 Title: Elliott attacks £71bn SABMiller takeover by AB InBev Teaser: US activist hedge fund Elliott Management has written to the board of SABMiller, the world’s second-biggest brewer, to raise concerns about the structure of its proposed £71bn takeover by larger US rival Anheuser-Busch InBev. Elliott will add to growing unrest among investors about the choice between being paid either in cash or mostly stock after a plunge in the value of sterling following the result of a UK referendum caused a widening gap in the respective values of the options. Type: Blog entry Body: US activist hedge fund Elliott Management has written to the board of SABMiller, the world’s second-biggest brewer, to raise concerns about the structure of its proposed £71bn takeover by larger US rival Anheuser-Busch InBev. Elliott will add to growing unrest among investors about the choice between being paid either in cash or mostly stock after a plunge in the value of sterling following the result of a UK referendum caused a widening gap in the respective values of the options. Elliott, which has built a 1.46 per cent stake in SABMiller through its UK arm, wrote to the board of the South African brewer about its concerns on the payment structure in the past few days, according to people with knowledge of the letter. Hedge fund managers TCI, run by the British investor Sir Chris Hohn, and Davidson Kempner have also taken stakes in the brewer, and are understood to be pushing for a higher cash offer. Elliott and SABMiller declined to comment. Investors have been arguing that the mostly stock alternative, which will consist of shares in AB InBev’s that will not trade publicly five years, is not tenable and was designed to appeal to SABMiller’s major shareholders Altria, the US tobacco company, and BevCo, the investment vehicle of the Santo Domingo brewing family. Meanwhile, the cash option is now 13 per cent lower in value for shareholders after the fall in sterling extended the difference between AB InBev’s £44 a share cash offer for 59 per cent of the company, and the mostly-stock alternative for the remainder. Shares in SABMiller closed slightly higher on Thursday at £44.30. AB InBev’s stock is listed on Euronext and trades in euros. The euro has gained 8.2 per cent against sterling since Britain voted on June 23 to leave the EU. Altria and BevCo own about 40 per cent of SABMiller, and the share alternative was designed to encourage them to support a deal as it would minimise their tax liability from an AB InBev takeover. Jan du Plessis, SABMiller chairman, told investors on Thursday that the South African brewer would review the terms of AB InBev’s bid and “take into consideration all relevant facts and circumstances” — but only after the proposed takeover was cleared by Chinese authorities. Speaking at the company’s annual shareholder meeting in London, Mr du Plessis said that SABMiller was “still waiting for the precondition in relation to China” and would “look at the transaction as a whole” once those approvals were received. Mr du Plessis rejected one investor’s characterisation of the partial share offer as discriminatory. “The option is clearly available to all shareholders,” Mr du Plessis said, adding: “I accept that many shareholders may not want to, or may not be able, to accept the partial share alternative.” “These are the only circumstances the two major shareholders will support a takeover of the company,” he added. “That allowed the public shareholders in practical terms to take up the £44 offer.” Elliott has frequently bought shares of companies that are in the process of being acquired with the aim of pushing for a higher price from the buyer. AB InBev’s takeover of SABMiller has already obtained approval in more than 20 jurisdictions, including the EU, which cleared the merger in May but stipulated that AB InBev sell SABMiller’s entire beer business in Europe. Earlier this week, US antitrust regulators also approved the deal, after AB InBev agreed to divest SABMiller’s entire US business, including its stake in MillerCoors. Nid: 1097 Post date: 07/22/2016 - 16:42 Title: SABMiller's Quarterly Net Revenue Grows 2% Teaser: SABMiller's Q1 sales performance by region SABMiller released a trading update, with sales in the three months to the end of June rising by 2% year-on-year. Here is the company's top-line performance by region. All results are on an organic basis. Latin America - Q1 sales +5%, volumes +1% Type: Blog entry Body: SABMiller's Q1 sales performance by region SABMiller released a trading update, with sales in the three months to the end of June rising by 2% year-on-year. Here is the company's top-line performance by region. All results are on an organic basis. Latin America - Q1 sales +5%, volumes +1% Sales in Colombia rose by 7% thanks in part to price increases that took effect in the second half of the previous fiscal year. Volumes were up by 4%, despite a national transport strike late in the quarter. Mainstream brand Poker and upper mainstream brand Aguila Light performed well, while local premium brand Club Colombia leapt by double digits. Soft drinks volumes in the country fell by 20% as malt beverage Pony Malta continued to struggle with "unfounded social media rumour in October". Peru posted a sales lift of 6% on a 3% volumes increase. Lager volumes in the country were up by 4% thanks to the roll-out of "affordable" bulk packs for the Cristal mainstream brand. Ecuador, meanwhile, struggled in the period, following earthquakes in April, a 66% excise increase in May and a VAT rise in June. General volumes fell by 19%, while soft drinks volumes, in particular, were down by 32%. Africa - Q1 sales +6, volumes flat Some African markets are suffering from "challenging trading and macroeconomic conditions and consumer pricing effects", SAB said today. Consequently, local currencies are the subject of "ongoing material depreciation". Lager volumes in Africa dipped by 1%, with soft drinks rising by 3%. Volumes of other alcoholic beverages fell by 11%. South Africa grew sales by 6% despite a weak economy. Volumes in the country were up by 2%, with lager inching up by 1% and soft drinks increasing by 6%. Sales in Nigeria leapt by 36% thanks to healthy volume rises. Tanzania, however, saw sales fall by 13% as "aggressive pricing by competitors" had an effect. SAB's subsidiaries across the rest of Africa posted a 9% sales lift, with volumes struggling with a slowdown in consumer demand. Castel, with whom SAB operates in several markets in the continent, has scaled back its Angola operations due to "weak economic fundamentals". The company saw sales inch up by 1%. Asia Pacific - Q1 sales -2%, volumes -3% Asia Pacific was a tale of two markets for SAB. Sales in Australia increased by 7% as the company focused its efforts on its premium and contemporary brands. The mainstream Victoria Bitter and Carlton Draught brands remain in decline in the country. Over in China, meanwhile, sales and volumes both slipped by 4%. The group, which jointly owns the market-leading Snow beer brand in the country, continues to battle with "challenging industry and macroeconomic conditions". Europe - Q1 sales +6%, volumes +8% Europe was the star performer of the quarter for SAB, with sales rising in most markets. Czech and Slovakia were up by 12%, although a benefit was felt from a "softer prior-year quarter". The Kozel and Pilsner Urquell brands did well enough to offset a subdued performance from Gambrinus in the markets. Poland saw sales lift by 14% on a 22% jump in volumes, thanks in part to a relisting of SAB brands in "a key account". A revised pricing strategy by SAB resulted in lower-mainstream Zubr outpacing the growth of premium Lech and upper-mainstream Tyskie. The UK posted a 13% sales rise as Peroni Nastro Azzuro picked up in the on-premise and benefited from pack innovations in the off-premise. Sales were up across all of SAB's subsidiaries across Europe, particularly in Romania and Hungary. North America - Q1 sales -3%, volumes -4% SAB's MillerCoors North American JV, which will be sold to Molson Coors once Anheuser-Busch InBev completes its SAB takeover, posted a 4% fall in domestic sales to wholesalers, while US domestic sales to retailers (STRs) were down 2%. STRs for the premium light stable slipped slightly, with Miller Lite in line with Q1 last year and Coors Light down by low single-digits. The above-premium segment for MillerCoors saw volumes dip by low single-digits, although Henry's Hard Soda grew. The below-premium portfolio was down by mid single-digits. Nid: 1096 Post date: 07/22/2016 - 13:37 Title: US gives Anheuser-Busch InBev, SABMiller takeover conditional green light Teaser: US anti-trust authorities have sought to rein in Anheuser-Busch InBev's distribution clout in the country, as they gave conditional approval to the brewer's SABMiller takeover. In a judgement released late yesterday, the Department of Justice issued a number of rulings that would limit distribution for AB InBev brands once the takeover of SAB completes. The rulings come after the Budweiser owner came in for criticism, including from a US senator last month, about its distribution strength. Type: Blog entry Body: US anti-trust authorities have sought to rein in Anheuser-Busch InBev's distribution clout in the country, as they gave conditional approval to the brewer's SABMiller takeover. In a judgement released late yesterday, the Department of Justice issued a number of rulings that would limit distribution for AB InBev brands once the takeover of SAB completes. The rulings come after the Budweiser owner came in for criticism, including from a US senator last month, about its distribution strength. Craft brewer trade body the Brewers Association alleges AB InBev attempts to stifle competition by incentivising distributors to carry mainly AB InBev brands. The judgement said that once the SAB deal clears, AB InBev would be prohibited from: Buying a distributor if the acquisition pushes the percentage of AB InBev beer sold through its AB InBev-owned distributors above 10%. Providing incentives or rewards to a distributor based on the percentage of AB InBev beer it sells compared to sales of AB InBev's rivals Not providing US authorities with "advance notice" of any acquisitions of beer brewers "including craft brewers". The Budweiser brewer will also have to follow through on its planned divestment of SAB's US JV, MillerCoors, to co-owner Molson Coors. AB InBev said it welcomed the ruling, adding that it still expects the transaction to complete in the second half of the year. The brewer now has the green light in 21 global jurisdictions. It is unclear how many jurisdictions are outstanding. The National Beer Wholesalers Association said: "The DOJ's actions go toward ensuring that the US market can remain a 'consumer pull' market through independent distribution, where consumer demand is what determines product choice and variety, and to prevent a 'supplier push' model where consumer choice is reduced." Of the four countries that AB InBev deemed the most critical to the deal when it was announced, only China remains outstanding. South Africa and the European Union have both recently signed off on the deal. Molson Coors said it welcomed the DoJ's approval to acquire SABMiller's 58% stake in MillerCoors, as well as the Miller brand portfolio outside of the US. "This represents a critical milestone on our journey to take full control of MillerCoors upon the closure of the AB InBev-SABMiller merger," said Molson Coors CEO Mark Hunter. Read the original news here: http://www.just-drinks.com/news/us-gives-anheuser-busch-inbev-sabmiller-... Nid: 1095 Post date: 07/22/2016 - 10:59 Title: Teamsters: DOJ Antitrust Enforcers Miss Opportunity in Mega Beer Deal Teaser: Teamsters Warn Failure to Address Capacity Concerns Will Hurt Consumers, Workers and Competition in the U.S. Without addressing capacity concerns that Teamsters warned will contract supply, increase prices, and harm competition in the U.S. beer market, the U.S. Department of Justice today provided antitrust approval for the megamerger of the world’s two largest brewers, Anheuser Busch InBev (NYSE: ABI) and SABMiller (LON: SAB), along with the related $12 billion divestiture of SAB’s stake in the MillerCoors Joint Venture to partner Molson Coors (NYSE: TAP). Type: Blog entry Body: Teamsters Warn Failure to Address Capacity Concerns Will Hurt Consumers, Workers and Competition in the U.S. Without addressing capacity concerns that Teamsters warned will contract supply, increase prices, and harm competition in the U.S. beer market, the U.S. Department of Justice today provided antitrust approval for the megamerger of the world’s two largest brewers, Anheuser Busch InBev (NYSE: ABI) and SABMiller (LON: SAB), along with the related $12 billion divestiture of SAB’s stake in the MillerCoors Joint Venture to partner Molson Coors (NYSE: TAP). On Sept. 14, 2015, two days before merger talks between ABI and SAB were disclosed to the public, MillerCoors announced plans to shut its modernized and profitable brewery in Eden, N.C.—eliminating 12.5 percent of MillerCoors’ production capacity and 4 percent of total U.S. production capacity. In a meeting with Teamsters a month later, MillerCoors informed the union that management will close the facility, but not sell it as they “do not want it to get in the hands of a competitor.” “By allowing MillerCoors to mothball a world-class brewery rather than order it divested to a competitor who will keep it operational, the Antitrust Division missed an opportunity to protect the interests of workers, consumers and competition in the United States,” said James P. Hoffa, General President of the International Brotherhood of Teamsters.“Unlike antitrust enforcers around the world who secured meaningful concessions from the merging parties to protect competition and the interests of workers and consumers, DOJ appears to have rolled over for big corporate interests.” “MillerCoors simply can’t absorb Eden’s total production at its other facilities,” said David Laughton, Director of the Teamsters’ Brewery Conference. “Closing the Eden brewery will introduce significant inefficiencies at the remaining breweries which will force MillerCoors either to reduce the variety of product offerings, jack-up prices, or both.” “The Department of Justice may be done with its investigation, but I’m proud that N.C. Attorney General Cooper will proceed with the State’s investigation into anticompetitive effects of the brewery closure,” said Vernon Gammon, a former Eden brewery worker and Secretary-Treasurer of Teamsters Local 391 which represents the facility’s workforce. “In addition to destroying more than 500 good paying jobs in North Carolina and devastating our local economy, the brewery closure will no doubt hurt customers.” In a lawsuit filed against MillerCoors, Pabst Blue Ribbon alleges that around the same time the Eden closure was announced, MillerCoors told Pabst it would no longer have the capacity to brew Pabst products and that their manufacturing contract would end without renewal unless Pabst paid nearly three times as much per barrel of beer. Pabst was the second-highest brand by barrels run at Eden last year behind Miller Lite, at more than 700,000 barrels. “The effects of the closure are already being felt in North Carolina,” Hoffa said. “Soon they’ll be felt throughout the industry.” See the original story here : https://teamster.org/news/2016/07/teamsters-doj-antitrust-enforcers-miss... Nid: 1094 Post date: 07/13/2016 - 18:10 Title: EU Commission to investigate if ‘AB InBev has abused its position’ on Belgian beer market Teaser: The European Commission has opened an investigation to assess whether AB InBev has abused its ‘dominant position on the Belgian beer market’ by hindering imports of its beer from neighboring countries, in breach of EU antitrust rules. Type: Blog entry Body: The European Commission has opened an investigation to assess whether AB InBev has abused its ‘dominant position on the Belgian beer market’ by hindering imports of its beer from neighboring countries, in breach of EU antitrust rules. Please read more here: http://www.beveragedaily.com/Regulation-Safety/EU-Commission-to-investig... Nid: 1093 Post date: 06/24/2016 - 18:33 Title: Panama: IUF affiliate signs a collective agreement with SABMiller Teaser: After a long negotiation process where the Union of the Brewing Industry of Panama (STICP) had to call a strike and get to arbitration, finally last April, STICP won its fight for collective agreement which will be valid for three years. The negotiation process also involved the IUF-affiliated Industrial Workers Union of Manufacturing and Marketing of Refreshments Drinks, Sodas, Beers, Spirits & Related products (Sintrafcorebgacelis). Type: Blog entry Body: After a long negotiation process where the Union of the Brewing Industry of Panama (STICP) had to call a strike and get to arbitration, finally last April, STICP won its fight for collective agreement which will be valid for three years. The negotiation process also involved the IUF-affiliated Industrial Workers Union of Manufacturing and Marketing of Refreshments Drinks, Sodas, Beers, Spirits & Related products (Sintrafcorebgacelis). In an interview with the IUF Latin America region, Jaime Acevedo, Secretary of Defense of the Union, highlighted the main achievements as payment of minimum wage to workers in distribution and a wage increase of 3 percent for other departments as well as improvements in social benefits. The leader also emphasized on the union`s recent affiliation to the IUF and the importance it had on the negotiation process. Please find the original Spanish story here: http://informes.rel-uita.org/index.php/sindicatos/item/cuando-la-lucha-p... Nid: 1092 Post date: 06/02/2016 - 18:09 Title: Heineken signs JV deal with Asia Brewery in Philippines Teaser: Heineken International has signed a joint venture agreement with Philippines-based Asia Brewery as it looks to drive premiumisation in the region. Asia Brewery is owned by LT Group. Under the JV agreement, a new company - AB Heineken Philippines - will be formed. Financial details were not disclosed. Type: Blog entry Body: Heineken International has signed a joint venture agreement with Philippines-based Asia Brewery as it looks to drive premiumisation in the region. Asia Brewery is owned by LT Group. Under the JV agreement, a new company - AB Heineken Philippines - will be formed. Financial details were not disclosed. Heineken said on May 27, 2016 that it will be "driving further premiumisation of the brand portfolio". Asia Brewery's two sites in Cabuyao and El Salvador will be upgraded so that they can brew Heineken brands, the company said. Meanwhile, Asia Brewery will start to distribute brand Heineken and Tiger in the Philippines. Frans Eusman, president of Heineken Asia Pacific, said the deal was a good business opportunity for Heineken: "It increases our exposure to another market in the region with strong growth potential," he said. "Our local knowledge and distribution network combined with the brewing and marketing expertise of Heineken will be able to deliver quality beer brands and an exceptional experience for our consumers," added Lucio Tan, chairman & CEO at LT Group. Operations are expected to start in Q4 2016. Nid: 1091 Post date: 06/01/2016 - 17:15 Title: Canada okays Anheuser-Busch InBev’s SABMiller buy, Molson Coors’ MillerCoors move Teaser: Canada is the latest country to approve Anheuser-Busch InBev's takeover of SABMiller, as well as Molson Coors' proposed buyout of SAB's stake in the MillerCoors joint-venture in North America. The country's Competition Bureau said on May 31, 2016 that it has issued a "No-Action Letter" to AB InBev and Molson Coors. Once complete, AB InBev will take ownership of SAB's Foster's Lager and Castle Lager brands in Canada, with Molson Coors set to purchase the rights to various Miller brands, including Miller Genuine Draft and Miller Lite. Type: Blog entry Body: Canada is the latest country to approve Anheuser-Busch InBev's takeover of SABMiller, as well as Molson Coors' proposed buyout of SAB's stake in the MillerCoors joint-venture in North America. The country's Competition Bureau said on May 31, 2016 that it has issued a "No-Action Letter" to AB InBev and Molson Coors. Once complete, AB InBev will take ownership of SAB's Foster's Lager and Castle Lager brands in Canada, with Molson Coors set to purchase the rights to various Miller brands, including Miller Genuine Draft and Miller Lite. AB InBev already owns Labatt in Canada, through its AmBev unit. Labatt and Molson Coors are the country's two largest brewers. "The Bureau concluded that the proposed acquisition of SABMiller by AB InBev, with the immediate divesture of certain Miller brands to Molson Coors were not likely to substantially lessen or prevent competition in any relevant market in Canada," the Competition Bureau said. Yesterday's announcement coincided with confirmation out of South Africa that the Competition Commission has approved Anheuser-Busch InBev's takeover of SABMiller, provided the merged entity sells SAB's stake in Distell. AB InBev hopes to complete the US$107bn purchase of SAB by the end of 2016. Nid: 1090 Post date: 06/01/2016 - 17:13 Title: Anheuser-Busch InBev must sell SABMiller's Distell stake as completion edges closer Teaser: South Africa's Competition Commission has approved Anheuser-Busch InBev's takeover of SABMiller, provided the merged entity sells SAB's stake in Distell. In recommending the merger to the country's Competition Tribunal, the commission attached several conditions to the acquisition. As well as the divestment of the 30% stake in Distell, AB InBev will be required to keep SAB's Coca-Cola bottling operations in South Africa separate from its Pepsi bottling footprint in other markets. Type: Blog entry Body: South Africa's Competition Commission has approved Anheuser-Busch InBev's takeover of SABMiller, provided the merged entity sells SAB's stake in Distell. In recommending the merger to the country's Competition Tribunal, the commission attached several conditions to the acquisition. As well as the divestment of the 30% stake in Distell, AB InBev will be required to keep SAB's Coca-Cola bottling operations in South Africa separate from its Pepsi bottling footprint in other markets. "Upon implementation of the merger," the Commission said today, "AB InBev will be entitled to appoint a certain number of directors to the board of Distell, its direct competitor. The Commission is of the view that this relationship creates a platform for the exchange of commercially sensitive information between AB InBev and Distell." The Commission also flagged competition issues, with Distell being the country's cider market leader, followed by SAB. "In order to address the above concerns, AB InBev will divest (i.e. sell off) the Distell shareholding within three years after closing date of the transaction," the Commission added. On SAB's Coca-Cola operations, the Commission said: "AB InBev bottles soft drinks for Pepsi in other jurisdictions and will post-merger also bottle soft drinks in South Africa for Coca-Cola. The Commission is concerned that these bottling arrangements for the two global leading soft drinks manufacturers could be a platform for coordination. "In order to address this concern, AB InBev has undertaken to ensure that its employees who are involved in bottling operations for Coca-Cola will not also be involved in its bottling operations for Pepsi, and there will be no sharing of commercially sensitive information between the two." SAB is in the process of merging its Coca-Cola operations in South Africa with The Coca-Cola Co and Gutsche Family Investments, the majority shareholder in Coca-Cola Sabco. In the recommendation, the Commission recognised AB InBev's raft of concessions it agreed with the South African Government last month. As part of the package, AB InBev pledged to ensure there will be no "involuntary job losses" in the country at any point in the future. The company will also maintain the current permanent employment levels in SA for five years after the purchase completes. Competition Commissioner, Tembinkosi Bonakele said: "These conditions address issues that were raised by various stakeholders since the announcement of the acquisition of SABMiller by AB InBev, including the South African Government, which ultimately reached an agreement with the merging parties on its concerns, trade unions, market participants as well as the Commission's own investigation. "We are confident that these comprehensive conditions address the competition and public interest concerns emanating from the merger." AB InBev subsequently said: "The next and final stage of the merger consideration process in South Africa is for the Competition Tribunal to consider the proposed combination and make its clearance decision." Today's announcement from the Commission follows last week's green light from the European Union for AB InBev's US$107bn purchase of SAB. AB InBev hopes to complete the transaction before the end of this year. In South Africa, SAB owns a hop production company (SAB Hop Farms), a barley farming company (SAB Barley), a barley malting company (SAB Maltings) and holds a significant interest in Coleus Packaging, a tin metal crown producer. Tthrough its ABI Bottling subsidiary, the company is also an authorised Coca-Cola bottler. For more details click the following link : http://www.beveragedaily.com/Manufacturers/South-Africa-conditions-for-A... Nid: 1089 Post date: 05/26/2016 - 12:11 Title: EC Approves AB InBev's SABMiller Buy, Subject to Significant Conditions Teaser: The European Commission has cleared under the EU Merger Regulation the proposed acquisition of SABMiller, the world's second largest brewer, by AB InBev, the world's largest brewer. The clearance is conditional on AB InBev selling practically the entire SABMiller beer business in Europe. Commissioner Margrethe Vestager, in charge of competition policy said: "Today's decision will ensure that competition is not weakened in these markets and that EU consumers are not worse off. Europeans buy around 125 billion euros of beer every year, so even a relatively small price increase could cause considerable harm to consumers. It was therefore very important to ensure that AB InBev's takeover of SABMiller did not reduce competition on European beer markets." Type: Blog entry Body: The European Commission has cleared under the EU Merger Regulation the proposed acquisition of SABMiller, the world's second largest brewer, by AB InBev, the world's largest brewer. The clearance is conditional on AB InBev selling practically the entire SABMiller beer business in Europe. Commissioner Margrethe Vestager, in charge of competition policy said: "Today's decision will ensure that competition is not weakened in these markets and that EU consumers are not worse off. Europeans buy around 125 billion euros of beer every year, so even a relatively small price increase could cause considerable harm to consumers. It was therefore very important to ensure that AB InBev's takeover of SABMiller did not reduce competition on European beer markets." The Commission had concerns that the transaction, as initially notified, could have led to higher beer prices in Member States where SABMiller is currently active, because it would have removed an important competitor and made tacit co-ordination between the leading international brewers more likely. By offering to divest practically all of SABMiller's beer business in Europe, AB InBev has addressed these concerns. The proposed transaction The proposed transaction would bring together AB InBev, the world's largest brewer, with SABMiller, the world's second largest brewer, creating a global market leader. AB Inbev's brands include Corona, Stella Artois and Budweiser. SABMiller owns brands such as Miller, Peroni, Pilsner Urquell and Grolsch. At global level the merged entity will sell twice as much beer and earn four times more profit than Heineken, currently the third largest brewer, and five times more beer and 12 times more profit than Carlsberg, currently the fourth largest brewer. In Europe, where Heineken and Carlsberg are the market leaders, the merger brings together the third and fourth largest brewers by volume. Currently, AB InBev holds strong market positions in Belgium and Luxembourg. AB InBev is also present in Eastern Europe through Molson Coors, AB InBev’s long term licensed bottler and distributor. SABMiller holds strong positions in particular in Poland, Czech Republic, Slovakia, Hungary and Romania. Commission investigation The Commission's preliminary investigation found that the transaction, as notified, risked leading to higher prices in essentially all the EU countries where SABMiller was previously active: In Italy, the Netherlands, the UK, Romania and Hungary the merger would have removed an important competitor either at the level of the overall national beer markets or in important market segments. In addition, this reduction of the number of competitors would have also increased the likelihood of tacit price coordination. The investigation revealed documents and country specific evidence in several Member States indicating that European brewers seek where possible to engage in coordinated "follow the leader" type pricing at national level. Under this approach, the market leader takes the initiative of price increases in the expectation that its rivals follow. If a rival deviates from those expectations, its competitors may then retaliate against it. Through this pattern of pricing, beer brewers may seek to achieve higher prices than would have otherwise prevailed. In the Czech Republic, Hungary, Romania and Slovakia, the transaction would have created a substantial link between Molson Coors and the market leader AB InBev/SABMiller.AB InBev is active in these countries through its licensed bottler and distributor, Molson Coors. As a result of the merger, Molson Coors would have therefore had fewer incentives to compete against SABMiller. In addition, the likelihood of tacit coordination would have been reinforced. The transaction as notified would have likely facilitated tacit price coordination among brewers in the European Economic Area (EEA) through an increase in the number of multimarket contacts. The merger of two of the four largest brewers in the EEA would have significantly increased the number of national markets where the merged entity and the two remaining major supranational brewers would encounter each other as competitors. Fewer players, encountering each other in a higher number of markets, would have found it easier to tacitly coordinate on prices at national level. The increase in the number of multimarket contacts could also have facilitated retaliation to any price reduction by a rival, including in a country other than the one where the price deviation took place. The Commission found specific evidence of brewers considering such multimarket retaliation options. Given this background and the oligopolistic structures of beer markets in Europe, the Commission had concerns that, absent a comprehensive remedy, the merger would have made price coordination easier and more sustainable. The proposed commitments AB InBev offered from the outset to divest the whole of SABMiller's business in France, Italy, the Netherlands and the UK to preempt possible concerns of the Commission in those countries. For this package of assets the company has already accepted an offer from the Japanese brewer Asahi. To dispel the additional concerns identified by the Commission during the preliminary investigation AB InBev also offered to divest SABMiller's business in the Czech Republic, Hungary, Poland, Romania and Slovakia. These commitments taken together address all the Commission's competition concerns, including those based on an increased number of multimarket contacts, as AB InBev has committed to divest essentially all the European businesses that it initially planned to acquire from SABMiller. The Commission's decision to approve the deal is conditional upon full compliance with the commitments. In view of the remedies proposed, the Commission concluded that the proposed transaction, as modified, would no longer raise competition concerns. Indeed, following the transaction, the intensity of competition in the European beer markets will remain unchanged. The transaction was notified to the Commission on 31 March 2016. Merger control rules and procedures The Commission has the duty to assess mergers and acquisitions involving companies with a turnover above certain thresholds (see Article 1 of the Merger Regulation) and to prevent concentrations that would significantly impede effective competition in the EEA or any substantial part of it. The vast majority of notified mergers do not pose competition problems and are cleared after a routine review. From the moment a transaction is notified, the Commission generally has a total of 25 working days to decide whether to grant approval (Phase I) or to start an in-depth investigation (Phase II). Read the original story here: http://www.flex-news-food.com/CONSOLE/PageViewer.aspx?page=62566 Nid: 1088 Post date: 05/25/2016 - 17:25 Title: European Union clears Anheuser-Busch InBev, SABMiller deal Teaser: The European Union has approved Anheuser-Busch InBev's US$107bn takeover of SABMiller. The two companies said on May 24 2016 that clearance from the EU's executive body, the European Commission, represents a "significant milestone" in the deal. The news moves AB InBev closer to its ambition to close the transaction in the second half of this year. Type: Blog entry Body: The European Union has approved Anheuser-Busch InBev's US$107bn takeover of SABMiller. The two companies said on May 24 2016 that clearance from the EU's executive body, the European Commission, represents a "significant milestone" in the deal. The news moves AB InBev closer to its ambition to close the transaction in the second half of this year. AB InBev has been proactive in warding off competition issues in the EU. In February, the company agreed to sell SAB's Peroni, Grolsch and Meantime brands to Asahi, conditional on the closing of the SAB deal. As well as the sale to Asahi, AB InBev proposed the divestment of SAB's Central & Eastern European businesses last month. Following EC clearance, the deal has now been approved in 14 jurisdictions. According to SAB, clearance decisions have now been obtained in: Asia-Pacific - Australia (both antitrust and foreign investment), India and South Korea; South America - Chile, Colombia, and Mexico; Africa - Botswana, Kenya, Namibia, Swaziland and Zambia; and Europe - the EU, Albania and Ukraine. Approval in Ecuador is subject to "certain conditions", the companies said. Nid: 1087 Post date: 05/20/2016 - 17:07 Title: The Asia-Pacific beer market and Heineken - Focus Teaser: Heineken's senior management team has been in Vietnam this week for the company's annual Financial Markets Conference. CEO Jean-François van Boxmeer called the country the "poster child" for international beer thanks to its strong demographics and growing demand. The company is also bullish about its prospects in Asia-Pacific. Here's a snapshot of Heineken's current position in the region and how the market is developing : Asia-Pacific stats More than half (54%) of the population is under 35. In Europe, the figure stands ar only 40% Type: Blog entry Body: Heineken's senior management team has been in Vietnam this week for the company's annual Financial Markets Conference. CEO Jean-François van Boxmeer called the country the "poster child" for international beer thanks to its strong demographics and growing demand. The company is also bullish about its prospects in Asia-Pacific. Here's a snapshot of Heineken's current position in the region and how the market is developing : Asia-Pacific stats More than half (54%) of the population is under 35. In Europe, the figure stands ar only 40% Some 54% is now middle-class compared to just 20% in 2009 Per capita beer consumption has plenty of headroom. Last year, the Asia-Pacific average was 29.3 litres compared to 70 litres in Europe Premium segment growth in Asia Pacific is significantly higher than the rest of world, accounting for 8.7% of total beer volumes, compared to a global average of 3.5% Heineken in Asia-Pacific Heineken's volumes in the region have grown an average of 6% a year over the past three years In the same period, sales have grown an average of 10% a year and EBIT by 14% The region accounted for 21% of Heineken's operating profits last year, compared to 18% in 2013 Heineken claims to have market leadership in the largest number of countries in the region The brewer has 15 first- and second-positions by volume in Asia-Pacific markets, compared to seven for Carlsberg and five for Kirin Tiger Heineken sees Tiger as its Asian beer. The brand grew international volumes by 24% last year compared to 3% growth for brand Heineken, according to Canadean data The brewer has launched new extensions for Tiger - Tiger Black (brewed with black rice), Tiger Ice (brewed at -1°C) and Tiger White (a wheat beer launched in Malaysia late last year) Market snapshots China Beer per-capita consumption (PCC) 40 litres 2015 beer market size 550m hectolitres Premium segment 6% of market and super premium segment 3% India Beer PCC slightly below 2 litres 2015 beer market size 26m hectolitres Strict regulations on the production, transportation, distribution, promotion, pricing and sale of alcohol Indonesia Beer PCC 0.7 litres 2015 beer market size 1.8m hectolitres Recent regulation restricting beer sales in mini-markets has adversely impacted beer sales Market and consumer behaviour is changing to adapt to the new regulations and due to an improving economic backdrop Malaysia Beer PCC 5.8 litres 2015 beer market size 1.8m hectolitres External environment is challenging in the near-term, given low consumer confidence as well as low oil and commodity prices Outlook remains positive in the medium- to long-term Cambodia Beer PCC 38.6 litres 2015 beer market size 6.1m hectolitres Growing economy - the sixth fastest-growing economy in the world Attractive demographics with young population and rising urbanisation Vietnam Beer PCC 41.4 litres 2015 beer market size 38m hectolitres Nid: 1086 Post date: 05/19/2016 - 16:29 Title: AB InBev to transfer SABMiller’s Panama business to Ambev Teaser: Anheuser-Busch InBev has agreed to transfer SABMiller’s Panamanian business to Ambev. In exchange, Ambev will transfer to AB InBev its business in Colombia, Peru and Ecuador. Read more here: http://www.beveragedaily.com/Manufacturers/AB-InBev-to-transfer-SABMille... Type: Blog entry Body: Anheuser-Busch InBev has agreed to transfer SABMiller’s Panamanian business to Ambev. In exchange, Ambev will transfer to AB InBev its business in Colombia, Peru and Ecuador. Read more here: http://www.beveragedaily.com/Manufacturers/AB-InBev-to-transfer-SABMille... Nid: 1085 Post date: 05/19/2016 - 16:23 Title: Japan Brewer Asahi Says it Won't Bid for SABMiller's East Europe Assets Teaser: To focus on SABMiller brands already agreed to buy * Looking for acquisition opportunities globally * Can take up to $2.7 bln new debt to fund future acquisitions Asahi Group Holdings Ltd will not bid for the Eastern European assets that SABMiller PLC is selling to appease anti-monopoly regulators, the president of Japan's biggest brewer said. Type: Blog entry Body: To focus on SABMiller brands already agreed to buy * Looking for acquisition opportunities globally * Can take up to $2.7 bln new debt to fund future acquisitions Asahi Group Holdings Ltd will not bid for the Eastern European assets that SABMiller PLC is selling to appease anti-monopoly regulators, the president of Japan's biggest brewer said. "We have been studying them but we won't raise our hand to buy," Akiyoshi Koji, who became president in March, said in an interview. Instead, he said Asahi will focus on raising sales of the Peroni, Grolsch and Meantime beer brands that it agreed to buy from SABMiller last month for 2.55 billion euros ($2.89 billion). Asahi is betting on those brands to significantly broaden its presence in Europe. Previously, Asahi's overseas expansion focused on Asia and Oceania, such as the purchase of New Zealand's Independent Liquor in 2011 for NZ$1.5 billion ($1.02 billion), and 19.9 percent of China's Tsingtao Brewery in 2009. Koji also said Asahi plans to eventually sell its Super Dry beer in Europe through its SABMiller acquisition. Super Dry is Asahi's and Japan's biggest-selling beer. The acquisition is conditional on Anheuser Busch InBev SA gaining the approval of anti-monopoly regulators to take over SABMiller. To gain approval, SABMiller is selling its businesses in Poland, the Czech Republic, Slovakia, Hungary and Romania, as well as brands including those destined for Asahi. While Asahi will not buy those businesses, it will still seek acquisition opportunities worldwide, Koji said. The brewer can take on additional debt of up to 300 billion yen ($2.74 billion) without hurting its credit rating, he said. "Also due to the negative interest rate policy (of Japan's central bank), we can issue bonds with low interest," he said. Asahi is unlikely to make major bets on emerging economies such as South America though they have growth potential, Koji said. "We are looking at the United States and Europe, where we may not see strong growth but we can count on steady growth," he said Koji said he did not feel threatened by AB InBev-SABMiller, which will command one-third of the world's beer market, as Asahi wants to focus on premium brands. Rather, he said he was concerned about AB InBev-SABMiller's purchasing power of main beer ingredients barley and hops. "We need to make sure we have sustainable access to ingredients," he said. Nid: 1084 Post date: 05/10/2016 - 18:40 Title: Carlsberg's Q1 2016 results Teaser: Carlsberg started the quarter by offloading a plot of land in Copenhagen for around US$90m. The sale, to Danish pension fund Danica, formed part of Carlsberg's plan to dispose of its non-core assets. Type: Blog entry Body: Carlsberg started the quarter by offloading a plot of land in Copenhagen for around US$90m. The sale, to Danish pension fund Danica, formed part of Carlsberg's plan to dispose of its non-core assets. Despite claims by analysts that it might be interested in buying SABMiller's Grolsch and Peroni Nastro Azzuro brands, Carlsberg's chairman calmed the speculation in January. Flemming Besenbacher was cited by Danish newspaper Berlingske saying that Carlsberg is no longer trying to grow through M&A, and preferred to be strong rather than big. Within a month, Asahi Group lined up its purchase of the brands, along with Meantime. Also in January, analysts at Nomura met with Carlsberg management and came away fearing that the company's recent troubles may not be fully behind it just yet. Nordic, Carlsberg's non-alcohol brand, posted healthy sales in the brewer's domestic market, with the company looking to add a wheat variant in the coming months. Could we see a broader roll-out of the brand, as Carlsberg chases growth? The company lined up the construction of an eighth brewery in India in February, with Tuborg rising to second place in the list of the country's top-selling beer brands. In Western Europe, Michiel Herkemij was confirmed as the brewer's SVP for the region, with Julian Momen set to replace him as CEO of Carlsberg's UK division. Finally, in March, the group launched its 'SAIL2022' strategy review, with the company identifying four global trends that "will shape the future beer category". In full-year results for 2015(http://www.just-drinks.com/news/2015-an-inflection-point-for-carlsberg-a...), reported in February: Losses came in at DKK2.93bn (US$441.2m) versus 2014 profits of DKK4.41bn Sales inched up by 1.3% to DKK65.35bn Operating profits slid by 8.4% to DKK8.46bn Nid: 1083 Post date: 05/02/2016 - 17:41 Title: Anheuser-Busch InBev and its SABMiller divestments – Focus Teaser: In late-2015, Anheuser-Busch InBev secured the takeover of SABMiller for US$107.3bn. Since then, the brewing giant has lined up several divestments of SAB assets. Here's a rolling list of the sell-offs A-B InBev has lined up to proceed once it closes the transaction, expected at some point in the second half of this year. Type: Blog entry Body: In late-2015, Anheuser-Busch InBev secured the takeover of SABMiller for US$107.3bn. Since then, the brewing giant has lined up several divestments of SAB assets. Here's a rolling list of the sell-offs A-B InBev has lined up to proceed once it closes the transaction, expected at some point in the second half of this year. Coinciding with November's announcement that SAB's board had accepted an improved offer, Molson Coors confirmed that it will buy out SAB from their MillerCoors joint venture in the US. Value - $12bn One month later, A-B InBev said it would consider offers for the Grolsch, Meantime and Peroni Nastro Azzuro brands. In February, Japan's Asahi Group made an offer for the three brands, with A-B InBev accepting the company's bid in April. Value - $2.87bn Next on the block was SABMiller's 49% stake in China Resources Snow Breweries. Partner China Resources Beer agreed in March to take full control of the brewer, which owns the world's largest beer brand by volume, Snow. Value - $1.6bn At the end of April, A-B InBev put the remainder of SAB's European footprint up for sale. All of SAB's assets and brands in Hungary, Romania, Czech, Slovakia and Poland are available for purchase. Estimated value - $5bn-$7bn Nid: 1082 Post date: 05/02/2016 - 17:37 Title: SABMiller in Central & Eastern Europe - What is up for sale? - The Facts Teaser: Anheuser-Busch InBev announced the intended sale of SABMiller's total presence in Central and Eastern Europe. Here's a breakdown of the brands and assets that are now available to purchase country by country: Type: Blog entry Body: Anheuser-Busch InBev announced the intended sale of SABMiller's total presence in Central and Eastern Europe. Here's a breakdown of the brands and assets that are now available to purchase country by country: Czech SABMiller boasts 49% market share in Czech, mainly through its Plzenský Prazdroj division. Sales volumes in the 12 months to the end of March 2015 totalled 6.8m hectolitres. The company operates three breweries in the country - Plzenský Prazdroj and Gambrinus in Plzen, Radegast in Nošovice and the Velké Popovice Brewery in central Bohemia. Brands include Pilsner Urquell, Gambrinus, Master and Frisco, Velkopopovicky Kozel, Radegast, Primus, Klasik, Birell, Fénix, Excelent and Kingswood. Pilsner Urquell is one of SABMiller's global brands, available in markets including the US, Europe and South Korea. Hungary Volumes in fiscal-2015 for SAB in Hungary hit 2.2m hectolitres, accounting for just over 35% of the country's beer market. The company owns Dreher Breweries, which operates one brewery, located in Kõbánya, Budapest. As well as the Dreher brand, SAB has Arany Ászok, Dreher, Kanizsai, Kobányai, Ritt and Rocky-Cellar. Poland In Poland, SABMiller owns market leader Kompania Piwowarska, which accounts for 36% share. It's volumes in the 12 months to the end of March 2015 hit 13.5m hectolitres. Piwowarska operates three breweries, in Tychy, Poznan and Bialystok. The Zubr, Tyskie and Lech Polish brands have found success in the UK with Poles that have moved to the country. Local brands include Debowe Mocne, Ksiazece, Wojak and Gingers as well as Redd's flavoured beer and Green Mill cider. Romania SAB's Timisoreana and Ursus Breweries are the largest and second-largest brewers, respectively, in Romania. The group's total footprint in the country accounts for 32% market share, with volumes in the previous fiscal year of 5.6m hectolitres. It operates three breweries in Brasov, Buzau and Timisoara and a mini production unit in Cluj-Napoca. As well as Timisoreana and Ursus, local brands include Azuga, Ciucas and Stejar. Slovakia In a total beer market of 3.8m hectolitres, SAB accounts for 39% share. Pivovary Topvar is the country's second largest brewer, with a brewery in Velky Saris in the east of the country. The portfolio comprises the namesake Topvar brand, as well as Šariš and Smädný Mních. Nid: 1081 Post date: 04/29/2016 - 12:31 Title: AB InBev Offers More SAB Europe Assets to Win EU Deal Approval Teaser: Anheuser-Busch InBev , the world's largest brewer, intends to sell the Eastern European brewing assets of SABMiller to secure regulatory approval for its $100 billion-plus takeover of its rival. AB InBev has already lined up Japan's Asahi Group Holdings to buy SABMiller's Grolsch, Peroni and Meantime brands for 2.55 billion euros ($2.90 billion) and said on Friday that it has put up for sale SABMiller's activities in the Czech Republic, Hungary, Poland, Romania and Slovakia. Type: Blog entry Body: Anheuser-Busch InBev , the world's largest brewer, intends to sell the Eastern European brewing assets of SABMiller to secure regulatory approval for its $100 billion-plus takeover of its rival. AB InBev has already lined up Japan's Asahi Group Holdings to buy SABMiller's Grolsch, Peroni and Meantime brands for 2.55 billion euros ($2.90 billion) and said on Friday that it has put up for sale SABMiller's activities in the Czech Republic, Hungary, Poland, Romania and Slovakia. It has notified the European Commission, the European Union's antitrust regulator, which is set to deliver its verdict by May 24. AB InBev said in a statement that the disposal includes a number of top brands in their markets, such as Pilsner Urquell in the Czech Republic and Dreher in Hungary. The company said it expects to attract considerable interest from potential buyers. The sale would be conditional on AB InBev concluding its purchase of SABMiller, expected in the second half of this year. The proposed divestment could ease regulatory approval, though eastern Europe has not been part of AB InBev's core business. After InBev's 2008 takeover of Anheuser-Busch, the company sold its operations in Hungary, Romania, the Czech Republic and a handful of smaller eastern European countries for $2.2 billion to CVC Capital Partners. The business, including Staropramen lager, is now owned by Molson Coors. AB InBev does have operations in Ukraine and Russia. Nid: 1080 Post date: 04/28/2016 - 10:58 Title: AB InBev Plays Down Talk of Move Beyond Beer Teaser: Anheuser-Busch InBev , the world's largest brewer which is set to buy nearest rival SABMiller, believes future acquisitions are more likely to be in beer rather than branching out into other beverages, its chief executive said. Analysts and investors are already speculating on AB InBev's next potential target -- with possibilities ranging from spirits company Diageo, unlisted French wine and beer group Castel, which has a large African presence, and Coca-Cola . Type: Blog entry Body: Anheuser-Busch InBev , the world's largest brewer which is set to buy nearest rival SABMiller, believes future acquisitions are more likely to be in beer rather than branching out into other beverages, its chief executive said. Analysts and investors are already speculating on AB InBev's next potential target -- with possibilities ranging from spirits company Diageo, unlisted French wine and beer group Castel, which has a large African presence, and Coca-Cola . "We've always done it within beer. We don't believe in going too much outside beer. That makes the likelihood of success in integration higher," CEO Carlos Brito told the company's annual meeting. The comments from Brito suggested that future deals were possible but that candidates were more likely to be drawn from closer to its core business. AB InBev, which makes Budweiser, Stella Artois and Corona, expects to seal its $100 billion-plus acquisition of SABMiller in the second half of the year. Speculation about AB InBev's next move has been strengthened by a six million share option plan for some 65 senior managers, below the executive board, which would be granted if the company's revenue hit $100 billion in 2020, 2021 or 2022. AB InBev's revenue last year was $43.6 billion. With SABMiller, that would be a pro-forma of $55-60 billion, including disposals, leaving a 70-80 percent hike required in a maximum of seven years. Without further acquisitions, this would be a giant leap, particularly with currency weakness versus the dollar making any expansion this year hard to achieve. Furthermore, with the creation of InBev in 2004 and its purchase of Anheuser-Busch in 2008, of the rest of Mexico's Modelo in 2012-2013 and SABMiller now, it has shown it tends to get the major merger bug every four years. Brito did talk about one clear area of growth in the coming years -- low and no alcohol beers. The company has a target that these should make up 20 percent of overall revenue by 2025. It does not say what that percentage is now. Brito said lower alcohol drinks were among the fastest growing parts of the market, such as in Germany and with the increasing popularity of Radler, typically a mix of beer and lemonade. "There are a lot of consumer trends going in that direction," Brito said. "And the margins are very good because you don't have the excise tax because it's non-alcohol. You charge sometimes the same price as beer or higher, depending on how you position the product." Nid: 1079 Post date: 04/20/2016 - 12:59 Title: Heineken Sees 7% Volume Growth in Q1 Teaser: Heineken N.V. announced its trading update for the first quarter of 2016. KEY HIGHLIGHTS Consolidated beer volume grew 7.0% organically, positive across all regions Heineken® volume in the premium segment grew 4.8% The first quarter is seasonally less significant in terms of both volume and profit to full year HEINEKEN group results. CEO STATEMENT Jean-François van Boxmeer, Chairman of the Executive Board & CEO, commented: Type: Blog entry Body: Heineken N.V. announced its trading update for the first quarter of 2016. KEY HIGHLIGHTS Consolidated beer volume grew 7.0% organically, positive across all regions Heineken® volume in the premium segment grew 4.8% The first quarter is seasonally less significant in terms of both volume and profit to full year HEINEKEN group results. CEO STATEMENT Jean-François van Boxmeer, Chairman of the Executive Board & CEO, commented: "This has been a good first quarter supported by a strong Vietnamese and Chinese New Year period and the earlier timing of Easter. There was good volume growth in Americas and Europe. In Africa Middle East & Eastern Europe, volume growth reflected easier comparatives in Nigeria, and the region remains challenging. Our full year expectations remain unchanged. Adverse currency development continues to weigh on results and foreign exchange markets remain volatile." Click the following link to review the full report : http://www.flex-news-food.com/files/Heineken%20NV%202016%20Q1%20Trading%... Nid: 1078 Post date: 04/19/2016 - 16:41 Title: AB InBev Accepts Asahi Offer to Buy Peroni, Grolsch, and Meantime Teaser: Anheuser-Busch InBev has accepted Asahi's offer to acquire SABMiller's European premium brands, as it moves closer to completing its acquisition of SAB. AB InBev, which put the SABMiller-owned brands up for sale last year after it secured the takeover of the UK-headquartered company, said on April 19 that it has agreed to Asahi's EUR2.55bn (US$2.87bn) offer for the Peroni, Grolsch and Meantime "brand families" and associated businesses in Italy, the Netherlands, the UK and internationally. The Japanese group's offer was first announced in February. Type: Blog entry Body: Anheuser-Busch InBev has accepted Asahi's offer to acquire SABMiller's European premium brands, as it moves closer to completing its acquisition of SAB. AB InBev, which put the SABMiller-owned brands up for sale last year after it secured the takeover of the UK-headquartered company, said on April 19 that it has agreed to Asahi's EUR2.55bn (US$2.87bn) offer for the Peroni, Grolsch and Meantime "brand families" and associated businesses in Italy, the Netherlands, the UK and internationally. The Japanese group's offer was first announced in February. The deal is conditional on the closing of AB InBev's acquisition of SAB, while the European Commission must also approve the Asahi transaction. AB InBev said the deal "excludes certain US rights" for the beer brands. Earlier this month, AB InBev took a major step towards securing South African clearance for its takeover of SAB. Following the extension by South Africa's competition commission of its review of the transaction, AB InBev received agreement from the Government for a package of commitments in the country. The agreement will hasten the commission's review, according to the brewer. Nid: 1077 Post date: 04/15/2016 - 11:27 Title: AB InBev Agrees Concessions with South Africa Over SAB Deal Teaser: Anheuser-Busch InBev will invest 1 billion rand ($69 million) to support small South African farmers as part of concessions agreed with the government to secure regulatory approval for its $100 billion-plus takeover of SABMiller. The world's biggest brewer said the concessions, which also include a five-year freeze on layoffs, were agreed with the South African Ministry of Economic Development. Type: Blog entry Body: Anheuser-Busch InBev will invest 1 billion rand ($69 million) to support small South African farmers as part of concessions agreed with the government to secure regulatory approval for its $100 billion-plus takeover of SABMiller. The world's biggest brewer said the concessions, which also include a five-year freeze on layoffs, were agreed with the South African Ministry of Economic Development. "It is expected that the agreement on terms between government and the merger parties will expedite the merger proceedings before the South African competition authorities," AB InBev said. "The commitments made by the company are the most extensive merger-specific undertakings made to date in a large merger. In our view, they meet the requirements of the competition legislation," Economic Development Minister Ebrahim Patel said. South African Competition Commission this week extended its scrutiny of the deal, saying it needed at another 15 days to complete its investigation. It has already extended the deadline four times. South Africa has a history of taking its time over approving takeovers partly because competition authorities have a public interest mandate to safeguard jobs, in addition to an anti-trust mandate to protect competition. In 2011, the regulator told U.S. retailer Wal-Mart Stores not to cut jobs for two years following its acquisition of South African retailer Massmart, delaying implementation of the $2.4 billion deal by at least two months. The Commission investigates deals for any anti-trust issues and submits its views to the Competition Tribunal, which makes a final ruling on whether a deal should go ahead AB InBev has already told European regulators of its plan to sell SABMiller's premium European brands to try to secure approval for its deal. ($1 = 14.5350 rand) Nid: 1076 Post date: 04/15/2016 - 10:51 Title: Panama: Workers expect labor court to fulfill its role on SABMiller conflict Teaser: A conflict at Cerveceria Nacional SA, owned by SABMiller in Panama led to a general strike that stopped the production and distribution at the British-South African transnational for 18 days in July 2015. The IUF affiliated Sitrafcorebgascelis requested an arbitration process at the local labour court and submitted its arguments before the court. Alejandro John, General Secretary of Sitrafcorebgascelis told that the union is still waiting for the arbitration tribunal to end and deliver the collective agreement. Type: Blog entry Body: A conflict at Cerveceria Nacional SA, owned by SABMiller in Panama led to a general strike that stopped the production and distribution at the British-South African transnational for 18 days in July 2015. The IUF affiliated Sitrafcorebgascelis requested an arbitration process at the local labour court and submitted its arguments before the court. Alejandro John, General Secretary of Sitrafcorebgascelis told that the union is still waiting for the arbitration tribunal to end and deliver the collective agreement. The negotiation table between Cervecería Nacional (SABMiller) and the two unions -STICP and Sitrafcorebgascelis - was installed on June 1 2015. The two unions, which together represent more than 80 percent of the workforce of Cerveceria Nacional decided to strengthen a strategic alliance to negotiate and sign the new agreement together. The decision was rejected by the transnational which held a closed and intransigent attitude throughout the negotiation process, violating both Panama's labor laws, which allow multiple unions to sign a single agreement with the company, and the ILO Conventions 87 and 98. In this situation, the unions terminated the conciliation process and proceeded with the declaration of a strike, which broke out on July 10 and passed with the support of more than 90 percent of workers and the solidarity of a vast range of organizations and national and international unions. After 18 days of strike, during which workers stoically endured the ravages of the transnational brewer and maintained their unity and mobilization capacity, the parties agreed to submit a formal request to the Ministry of Labor to initiate arbitration. After the submission of allegations clause by clause, the parties now await the decision of the employment tribunal to deliver the new collective agreement. "It has been a long and rather cumbersome process where the employer has enjoyed the support of the authorities and has sought to maintain the control of the arbitration. However, we are confident that the court feels a very important precedent, listening to the clamor of workers and forcing the company to sign the new agreement with two unions, "said John. Sitrafcorebgascelis General Secretary also warned about the threats expressed by SABMiller that the company plans massive dismissal of workers once the arbitration process is completed. "We consider this threat an act of retaliation and we will not allow it to happen. Workers are willing to go out on strike if necessary", added the union leader. Click the following link for the original Spanish story : http://informes.rel-uita.org/index.php/sindicatos/item/gran-expectativa-... Nid: 1075 Post date: 04/15/2016 - 10:17 Title: SABMiller Honduras Brewery champion in outsourcing Teaser: After almost 17 months of negotiations for a new collective agreement between the IUF-affiliated Union of Workers of the Beverage Industry (STIBYS) and Cervecería Hondureña SA, owned by SABMiller transnational, recently acquired by the Belgian-Brazilian AB InBev beer giant, workers reported a worrying upturn of outsourcing in the company. Type: Blog entry Body: After almost 17 months of negotiations for a new collective agreement between the IUF-affiliated Union of Workers of the Beverage Industry (STIBYS) and Cervecería Hondureña SA, owned by SABMiller transnational, recently acquired by the Belgian-Brazilian AB InBev beer giant, workers reported a worrying upturn of outsourcing in the company. In August last year, almost a year after looking for ways to unlock negotiations marked by the dilatory and uncompromising attitude of the company, STIBYS decided to terminate the direct settlement stage and requested mediation. "So far during the mediation stage we have signed 17 clauses of a total of 45. However, the remaining 28 clauses are those containing core issues for workers, such as outsourcing," said Rel Francisco Javier Oviedo, spokesman for the committee negotiating for the STIBYS. "Honduran Brewery knows what problems are occurring and what our demands are, however they still delay the negotiation process by asking for long breaks," he said. Oviedo said the British-South African transnational in Honduras also has the franchise to produce Coca Cola and has been promoting and implementing policies deepening outsourcing. "We are taking routes to higher volume customers and deliver them to third parties. This is not only causing unrest among the crews, but is generating more instability and job insecurity", he added. "At this point we will not retreat one millimeter, because it would mean legitimizing something that we have been fighting for many years," he added. Despite the difficulties, Francisco Oviedo said that workers are firm in their purposes. "The workers remain vigilant and encourage us to move forward and we will end the mediation stage due to the irresponsible attitude of the company", he said. Clink the following link for the original Spanish story : http://www.rel-uita.org/index.php/es/sindicatos/item/7301-cerveceria-hon... Nid: 1074 Post date: 04/13/2016 - 17:42 Title: Molson Coors sells Vancouver brewery, plans new British Columbia site Teaser: Molson Coors has completed the sale of its Vancouver Brewery, to real estate investment firm Concord Pacific. The CAD185m (US$144.5m) deal was finalized at the end of March. A spokesperson for Molson Coors told that a "major portion" of the proceeds would be re-invested in a new brewery in the country. "Molson Coors continues to pursue a location to build a new brewery in British Columbia," the spokesperson said. "Once a new site is found, Molson Coors expects to have a new brewery built and commissioned for operation by the end of 2018." Type: Blog entry Body: Molson Coors has completed the sale of its Vancouver Brewery, to real estate investment firm Concord Pacific. The CAD185m (US$144.5m) deal was finalized at the end of March. A spokesperson for Molson Coors told that a "major portion" of the proceeds would be re-invested in a new brewery in the country. "Molson Coors continues to pursue a location to build a new brewery in British Columbia," the spokesperson said. "Once a new site is found, Molson Coors expects to have a new brewery built and commissioned for operation by the end of 2018." In the meantime, Concord Pacific has agreed to lease back the Vancouver unit to Molson Coors. The brewer announced plans to sell the site last November. At the time, Canada CEO Stewart Gendinning told analysts that the Vancouver brewery "was going to consume a bunch of capital". He said a new site would provide the "best operating efficiencies" as well as offer more flexible brewing options. The IUF is concerned that best operating efficiencies and more flexible brewing options could mean more flexible work arrangements and working hours. Nid: 1073 Post date: 04/13/2016 - 09:35 Title: European Commission sets Anheuser-Busch InBev, SABMiller deadline Teaser: The European Commission (EC) has confirmed an initial deadline for its review of Anheuser-Busch InBev's proposed US$104.2bn takeover of SABMiller. The EC, which is the executive body of the European Union, has confirmed a "provisional deadline" of 24 May. In official documents, published late last week, the EC said it received notification of the deal on 30 March. Type: Blog entry Body: The European Commission (EC) has confirmed an initial deadline for its review of Anheuser-Busch InBev's proposed US$104.2bn takeover of SABMiller. The EC, which is the executive body of the European Union, has confirmed a "provisional deadline" of 24 May. In official documents, published late last week, the EC said it received notification of the deal on 30 March. Interested third parties will have until 17 April to submit observations. AB InBev has already made several preparatory moves to appease competition regulators. "To the European Commission, we are proposing the sale of part of SABMiller's European business to Asahi Group Holdings," a spokesperson for AB InBev told just-drinks today: "This proposal concerns the European premium brand families of Peroni, Grolsch and Meantime and their associated businesses in Italy, the Netherlands, UK and internationally (excluding certain US rights)." AB InBev confirmed in February that it had received an offer from Asahi to buy the SAB brands for EUR2.55bn (US$2.87bn). Asahi was granted a "period of exclusivity" related to the purchase, which, AB InBev flagged, is "conditional on the successful closing of the recommended acquisition of SABMiller by AB InBev". Meanwhile, the brewer also confirmed to just-drinks that today's South Africa competition commission deadline would again be extended. A spokesperson for the commission said: "The merging parties have agreed to a 15-day extension. This extension expires on 5 May." Nid: 1072 Post date: 04/05/2016 - 11:20 Title: South Africa Still Wants More Time to Scrutinize SAB, AB InBev Deal Teaser: Agency can seek 15-day extension; this would be its 4th * ABI looking to close deal in second half of 2016 * Delay could have financial, operational consequences South Africa's competition watchdog wants to extend the deadline again for its investigation of Anheuser-Busch InBev's planned $106 billion takeover of SABMiller, raising the possibility of a delay for the beer industry's biggest-ever deal. Type: Blog entry Body: Agency can seek 15-day extension; this would be its 4th * ABI looking to close deal in second half of 2016 * Delay could have financial, operational consequences South Africa's competition watchdog wants to extend the deadline again for its investigation of Anheuser-Busch InBev's planned $106 billion takeover of SABMiller, raising the possibility of a delay for the beer industry's biggest-ever deal. "This transaction raises certain concerns which should be considered and addressed," Competition Commission spokesman Itumeleng Lesofe told Reuters on Monday. "It is for this reason that we need more time to evaluate the transaction." The watchdog had been due to finish its investigation on Tuesday but Lesofe said it can secure an extension of up to 15 days. It has already extended the deadline three times. Drawn-out scrutiny by the South African regulator could frustrate the Budweiser brewer's goal of completing the acquisition in the second half of 2016 and delay reaping the financial benefits of combining the world's No.1 and 2 brewers. Lesofe did not give any details on specific concerns. A spokeswoman for AB InBev, maker of Budweiser and Stella Artois, had no immediate comment. South Africa has a history of delaying takeovers or foisting onerous conditions, because competition authorities have a public interest mandate to safeguard jobs, in addition to an anti-trust mandate to protect competition. In 2011, the regulator told U.S. retailer Wal-Mart Stores not to cut jobs for two years following its acquisition of South African retailer Massmart, delaying implementation of the $2.4 billion deal by at least two months. Analysts believe AB InBev wants to close the deal as soon as possible. "The financial benefits of closing early are primarily earlier access to synergies, the absence of the pre-funding charge in 2016 and the possibility of not paying SAB's final dividend," Nomura analysts said in a research note. From an operational perspective, an earlier closing would reduce the risk of "business drift" in SAB's operations, they said. A 15-day extension is not significant, said Bernstein Research analyst Trevor Stirling, but he said a close eye was needed on events moving forward. "Does the Commission need more extensions? Does the Tribunal end up holding public hearings? Is there an appeal to the Competition Appeal Court? Those are all the things that would be significant," he said. The Commission investigates deals for any antitrust issues and submits its views to the Competition Tribunal, which makes a final ruling on whether a deal should go ahead. Since the deal was announced in November, AB InBev has completed a secondary listing on the Johannesburg Stock Exchange, lined up debt financing and addressed anti-trust concerns in the United States, Europe and China with proposed asset sales. Formal regulatory approval in those markets is still required. Nid: 1071 Post date: 04/01/2016 - 17:47 Title: MillerCoors' Plan to Close NC Brewery Faces State and Federal Antitrust Scrutiny Teaser: North Carolina Attorney General Roy Cooper spoke at a Teamsters rally outside of the MillerCoors brewery in Eden, N.C., yesterday. MillerCoors announced plans to close the Eden brewery in September 2015, just two days before merger talks between AB InBev (ABI) and SABMiller (SAB) became public. SAB and Molson Coors are co-owners of MillerCoors. Type: Blog entry Body: North Carolina Attorney General Roy Cooper spoke at a Teamsters rally outside of the MillerCoors brewery in Eden, N.C., yesterday. MillerCoors announced plans to close the Eden brewery in September 2015, just two days before merger talks between AB InBev (ABI) and SABMiller (SAB) became public. SAB and Molson Coors are co-owners of MillerCoors. The Eden brewery is a large and efficient facility that accounts for approximately 12.5 percent of MillerCoors’ beer production and nearly 4 percent of the entire U.S. beer market. The Teamsters believe that the timing of the closure announcement was not accidental, and the closure, if it takes place, may lead to higher beer prices. At the rally, Cooper indicated that North Carolina is investigating the decision to close the brewery. He stated that his office has sent investigative demands and set up meetings with the companies involved. He also indicated that the state is working with the U.S. Department of Justice, which is overseeing the antitrust investigation of the ABI/SAB merger. “This shutdown will be devastating for the brewery workers, their families and our whole community,” said Vernon Gammon, Secretary-Treasurer of Teamsters Local 391, which represents the Eden brewery employees. Cooper echoed the Teamsters’ concern about job losses. “This community and our entire state will suffer because of the loss of these good-paying jobs,” Cooper said. If MillerCoors does not want to operate the facility, both Cooper and Teamster officials encouraged the company to find a buyer willing to keep good jobs in North Carolina. MillerCoors alerted Eden employees today that it plans to begin layoffs in June. Original story is here : https://teamster.org/news/2016/03/millercoors-plan-close-nc-brewery-face... Nid: 1070 Post date: 04/01/2016 - 17:43 Title: Rally to keep MillerCoors brewery in Eden open Teaser: Bobby Burchell remembers when the MillerCoors plant in Eden first opened in 1978. "I was here when they opened the doors," Burchell said. "Looks like I’m going to be here when they close the doors." Burchell, who's worked in both packaging and brewing, rallied with dozens of other workers Wednesday to fight for his job. Type: Blog entry Body: Bobby Burchell remembers when the MillerCoors plant in Eden first opened in 1978. "I was here when they opened the doors," Burchell said. "Looks like I’m going to be here when they close the doors." Burchell, who's worked in both packaging and brewing, rallied with dozens of other workers Wednesday to fight for his job. "We are doing everything that we possibly can to keep this brewery open," he said. The protest comes just months before the brewery is set to close in September, cutting more than 500 jobs. "It's very heartbreaking," he said. "This company is throwing people out to the curb like a piece of trash," said Vernon Gammon, secretary-treasurer for Teamsters Local 391. Attorney General Roy Cooper, who is running for governor, spoke at the rally. Cooper said he's trying to find a way to keep the plant open or to get MillerCoors to sell to another company to keep the jobs from being cut. "They have worked hard,” Cooper said. “They have succeeded. This plant has been one of the best in America and to have the rug jerked out from under them is not fair." Cooper says he's sent investigative demands to MillerCoors to see if the state or U.S. Department of Justice can take any legal action. Burchell says as much as he wants to keep his job, he’s already making other plans. "When it does close, I will go into retirement," Burchell said. Gov. Pat McCrory also visited the plant and met with city and county leaders last September when the closure was first announced. Watch the rally video here: http://myfox8.com/2016/03/30/rally-to-keep-millercoors-brewery-in-eden-o... Nid: 1069 Post date: 03/29/2016 - 10:06 Title: Heineken's full-year performance by region Teaser: Heineken reported a near-7% lift in sales from 2015, with the brewer hailing a "strong performance" in the year. Below take a closer look at the group's performance by region for the 12-month period. Africa, Middle East & Eastern Europe FY15 sales up 2.3% to EUR3.26bn Operating profits down 14% to EUR579m Total volumes flat at 43m hl Beer volumes were impacted by negative volume development in Russia, the Democratic Republic of Congo, Nigeria and Egypt. This decline was partially offset by strong volume growth in Ethiopia, in exports and Rwanda. Adverse currency impacted sales growth by around 2%, the company said. Type: Blog entry Body: Heineken reported a near-7% lift in sales from 2015, with the brewer hailing a "strong performance" in the year. Below take a closer look at the group's performance by region for the 12-month period. Africa, Middle East & Eastern Europe FY15 sales up 2.3% to EUR3.26bn Operating profits down 14% to EUR579m Total volumes flat at 43m hl Beer volumes were impacted by negative volume development in Russia, the Democratic Republic of Congo, Nigeria and Egypt. This decline was partially offset by strong volume growth in Ethiopia, in exports and Rwanda. Adverse currency impacted sales growth by around 2%, the company said. Tough macroeconomic conditions in Nigeria and in the DRC hit operating profits, while weaker tourism trends in the Middle East and North Africa also had a negative impact, especially in Egypt. Heineken said this was partially offset by a strong performance in Russia and Ethiopia. In Nigeria, Heineken said trends improved in H2 to "slightly positive volume". The Goldberg, Life and 33 Export brands performed strongly, due to the outperformance of the value-for-money segment in comparision to mainstream and premium beer, the company said. Despite tough trading conditions in Russia, "effective management, innovation and premiumisation" contributed to both top- and bottom-line results. Growth in Ethiopia was driven by the Walla brand. Americas FY15 sales up 11% to EUR5.2bn Operating profits lift 16% to EUR904m Total volumes rise 5.4% 57.5m hl Heineken said all keymarkets within the Americas region contributed to volume growth. Sales growth was driven by higher volumes and higher revenue-per-hectolitre. Improved brand mix also contributed to top-line growth. Despite headwinds on emerging market currencies, currency positively impacted sales by EUR109m, largely on the strength of the US dollar. Operating profit growth was mainly driven by Mexico and Brazil. In Mexico, Tecate and Dos Equis volumes both grew by double digits during the second half of the year. In Brazil, brand Heineken saw double-digit volume growth, while the company reported a strong performance in the country from premium brands including Desperados and Sol Premium. In the US, Tecate and Dos Equis volumes were up mid single-digit, with Tecate Light up high double-digits, the company said. Strongbow volumes were up by double digits in the country, as the brewer continues to gain share in cider. Asia Pacific FY15 sales up 19% to EUR2.5bn Operating profits lift 28% to EUR702m Total volumes rise 8.4% 20.3m hl Beer volume growth was driven by Vietnam, Cambodia, Myanmar, Korea, and Sri Lanka. Economic headwinds in China and the regulatory restraints on the sale of alcohol in Indonesia adversely impacted overall volume. Despite sales growth in the region, revenue per hectolitre was down by 2.1% in organic terms, impacted by a negative country mix, Heineken added. Operating profits were driven by strong performances in Vietnam, Mongolia, Singapore, Sri Lanka, and Korea, which more than offset weaker results in China and Indonesia. The Tiger brand contributed to volume growth in Vietnam, while brand Heineken benefited from Vietnamese new year. Europe FY15 sales up 4.8% to EUR10.2bn Operating profits lift 7.8% to EUR1.2bn Total volumes rise 3.7% 95.2m hl Brand investment and innovation helped drive volumes in Europe, with Heineken and cider leading the way. Loss of export volumes in Portugal and Angola continued to impact overall volumes in the region. A strong Q3, helped by better weather, benefited sales, although deflationary and off-trade pricing pressures hit the brewer's revenue-per-hectolitre, which came in flat in organic terms. Cost management, innovation and premiumisation drove Europe's profits in the year. Higher profits were seen in Poland, Spain, UK and France, offsetting lower figures in Greece and Croatia. The UK saw beer volumes decline amid what the company called challenging market conditions. However, brand Heineken and cider innovations drove volumes at the premium end. In France, growth was driven by Desperados and Affligem. In Spain, Heineken reported improving economic conditions and more favourable consumer conditions, particularly in the country's on-trade. Beer volumes increased in Poland thanks to a re-listing by an "important modern trade customer", Heineken said. Nid: 1068 Post date: 03/29/2016 - 09:50 Title: Carlsberg's full-year performance by region Teaser: Carlsberg reported a 1.3% increase in sales in 2015, with operating profits in the year falling by just over 8%. Below breaks down the brewers results by region. Western Europe - FY sales +3.3%, operating profits -2.7%, volumes +0.9% Beer volumes grew in France, Norway, Italy and South East Europe, while the company reported volume declines in the UK, Finland, Germany and the Baltics. Away from beer, the company reported a 2% volume lift in organic terms, thanks to a healthy performance in the Nordics and the growth of Somersby cider. Type: Blog entry Body: Carlsberg reported a 1.3% increase in sales in 2015, with operating profits in the year falling by just over 8%. Below breaks down the brewers results by region. Western Europe - FY sales +3.3%, operating profits -2.7%, volumes +0.9% Beer volumes grew in France, Norway, Italy and South East Europe, while the company reported volume declines in the UK, Finland, Germany and the Baltics. Away from beer, the company reported a 2% volume lift in organic terms, thanks to a healthy performance in the Nordics and the growth of Somersby cider. The UK market saw volumes fall by 7% in the year, impacted by the loss of "major customer contracts". In October last year, supermarket giant Tesco announced it would pull "a number of" brand Carlsberg SKUs from its shelves in the country. Eastern Europe - FY sales -22.2%, operating profits -35.6%, volumes -13.9% Challenging macroeconomics, consumer price inflation and reduced consumer purchasing power put pressure on the overall beer category in Eastern Europe. Volumes were impacted by market share loss in Russia, as trade shifted to the modern on-trade, where the company said it has a below-average market share. Carlsberg saw a two-percentage-point market share gain in Ukraine, driven by its Lvivske brand in connection with the 300th anniversary of the Lviv brewery. Currency devaluations in both Ukraine and Russia also contributed to reported sales declines. Asia - FY sales +22.8%, operating profits +27.5%, volumes +7.5% Growth in Asia slowed in 2015, primarily due to a declining Chinese market. However, Carlsberg reported "good momentum" in the likes of India, Cambodia and Nepal, and in some provinces and segments in China. Away from beer, the company said other beverages grew organically by 4%, driven by its non-beer business in Laos. Increasing net sales was a result of favourable currency impact and the Eastern Assets acquisition in China, the company said. Despite an overall fall in volumes in China, the company said its Tuborg brand grew "more than 50%" in the country last year. Declines came from the mainstream category. Volume growth in Indochina was driven by the Angkor brand in Cambodia and a solid performance in Laos. The company also opened a brewery in Myanmar, last May. "Tight cost control" was credited with contributing to a 42% jump in Indian volumes. Carlsberg currently has seven breweries in the country, with approval having been granted to build an eighth. Tuborg, which grew nearly 50%, is now the second-largest beer brand in India. The company also reported "solid" performances in Malaysia and Singapore. Nid: 1067 Post date: 03/11/2016 - 18:07 Title: SABMiller restarts Chibuku plant after inspection shutdown Teaser: SABMiller has restarted production at a Chibuku production site in Malawi after government health inspectors closed it for what the company said were "minor issues". SABMiller's Malawian unit, Chibuku Products, suspended production and distribution of Chibuku Shake Shake last Wednesday at its Lilongwe brewery, one of four SABMiller Chibuku plants in Malawi. The closure followed an inspection by the Malawi Bureau of Standards. Local media reports last week quoted Malawian officials saying that the closure was due to non-compliance with hygiene standards. Type: Blog entry Body: SABMiller has restarted production at a Chibuku production site in Malawi after government health inspectors closed it for what the company said were "minor issues". SABMiller's Malawian unit, Chibuku Products, suspended production and distribution of Chibuku Shake Shake last Wednesday at its Lilongwe brewery, one of four SABMiller Chibuku plants in Malawi. The closure followed an inspection by the Malawi Bureau of Standards. Local media reports last week quoted Malawian officials saying that the closure was due to non-compliance with hygiene standards. Chibuku Shake Shake and fellow SABMiller brand Chibuku Super are variants on the opaque sorghum-based beer that is traditionally home-brewed in Africa. Chibuku Shake Shake continues to ferment on shelf and gets increasingly alcoholic over its five-day shelf-life while Chibuku Super has a fixed abv of 3.5%, and comes in PET packaging. Chibuku Super was described as a "game-changer" for SABMiller in Africa when it was launched in 2013. Clear and sorghum beer makes up around 20% of alcohol volumes sold in Africa, whereas the continent's "informal alcohol market" accounts for around 74% of all alcohol drunk. Nid: 1066 Post date: 03/07/2016 - 18:22 Title: Carlsberg/Cambrew dismisses striking beer promotion women in Cambodia! Teaser: Eleven members of the IUF-affiliated Cambodian Food and Service Workers' Federation (CFSWF) employed by transnational brewery giant Carlsberg’s joint venture local brewer Cambrew have been dismissed in retaliation for taking strike action on January 16. Workers are fighting the company's attempt to impose short-term employment contracts and late working hours. Type: Blog entry Body: Eleven members of the IUF-affiliated Cambodian Food and Service Workers' Federation (CFSWF) employed by transnational brewery giant Carlsberg’s joint venture local brewer Cambrew have been dismissed in retaliation for taking strike action on January 16. Workers are fighting the company's attempt to impose short-term employment contracts and late working hours. The beer promotion women are employed by Cambrew to market and serve Angkor beer at restaurants, where they compete with promoters from other breweries working in the same restaurants. After two years on the job, workers have a legal right to a permanent contract, which gives paid maternity live and other benefits. Carlsberg/Cambrew refuse to comply with the law. The company refused the union’s request for talks on the contracts and escalated the conflict on January 15 by extending working hours to 11:00 PM, which puts the women at greater risk of harassment from customers and transport difficulties at late hours. Determined to win their rights, the women struck on January 16. Management responded by claiming that current contracts had expired and that the striking workers had to accept new short-term contracts. The Labour Arbitration Council instructed workers to resume work while awaiting the outcome of a dispute resolution process. However workers returned to work on January 21 to learn that 11 prominent union members had been dismissed. USE THE FOLLOWING LINK TO SEND NOW A MESSAGE TO CARLSBERG, telling them to reinstate the dismissed workers, enter into good faith negotiations with CFSWF and ensure that Carlsberg/Cambrew respects its workers’ rights: http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=976 Nid: 1065 Post date: 03/07/2016 - 18:19 Title: Mars, Google executives set to join Heineken's board Teaser: Heineken has lined up two additions to its board, with a former chairman of Mars and a marketing executive at Google poised to become directors. Pamela Mars-Wright and Yonca Brunini will be proposed as new board members at next month's AGM, the brewer said earlier today. If approved, the move would bring the number of Heineken board members to 11. Type: Blog entry Body: Heineken has lined up two additions to its board, with a former chairman of Mars and a marketing executive at Google poised to become directors. Pamela Mars-Wright and Yonca Brunini will be proposed as new board members at next month's AGM, the brewer said earlier today. If approved, the move would bring the number of Heineken board members to 11. Mars-Wright,55, is a fourth-generation member of the Mars family, and sits on the board of Mars Inc. She served as chairman of the company between 2004 and 2008. Brunini, 46, is VP of marketing for EMEA at Google, having joined the company from Yahoo in 2006. Prior to Yahoo, she spent almost ten years in marketing roles at Unilever. Heineken's AGM is scheduled for 21 April. The original story is here : http://www.just-drinks.com/news/mars-google-executives-set-to-join-heine... Nid: 1064 Post date: 03/03/2016 - 18:38 Title: Four contract workers killed in accident at Heineken Brazil Teaser: Four contract workers at the Heineken plant in Sao Paulo, Brazil were killed and another injured when a boiler under repair exploded on January 28. Despite the fact that work at the plant resumed eight days after the accident, the IUF-affiliated National Confederation of Food and Allied Workers (CNTA) is still waiting to receive the company-commissioned report and the reports from the Ministry of Labor, the fire and police departments. Type: Blog entry Body: Four contract workers at the Heineken plant in Sao Paulo, Brazil were killed and another injured when a boiler under repair exploded on January 28. Despite the fact that work at the plant resumed eight days after the accident, the IUF-affiliated National Confederation of Food and Allied Workers (CNTA) is still waiting to receive the company-commissioned report and the reports from the Ministry of Labor, the fire and police departments. In 2014, Heineken reported 15 workplace fatalities - four company employees and 11 contract workers. This number and the recent fatal explosion in Brazil show that contract workers are exposed to higher risks of fatal accidents than permanent workers. Heineken reports that only starting from 2013, the company began auditing the collection of accident data from areas outside production and found that the process for collecting and reporting accidents and incidents was not as robust and embedded as within the production environment. Heineken published the Company-wide data for the first time in 2013, knowing it was under-reported but to show that more accidents happen outside of production than inside. During the course of 2014, the company completed the global roll-out of a dedicated Accident Reporting & Investigation Software system (ARISO). As this process was not fully in place at the start of 2014, the company admits that there could still be under-reporting outside of production for full-year data. The difference between the number of accidents for company employees which is 1297 and accidents of the contractors which is only 159 confirms the under reporting outside of production. Heineken should take actions for improving health and safety standards and reducing the risks of accidents particularly for more vulnerable groups such as contractors. Heineken should also recognize that indirect employment relationships heighten the human rights risks including accidents. Nid: 1063 Post date: 03/03/2016 - 18:31 Title: Heineken can face the music with Molson Coors takeover - Analysis Teaser: The first round of musical chairs sparked by Anheuser-Busch InBev's takeover of SABMiller is nearing its end. In the four months since the deal was first announced, AB InBev has hived off the MillerCoors stake to Molson Coors, promised the Grolsch and Peroni brands to Asahai and, this week, agreed to sell SABMiller's interest in Chinese beer Snow to China Resources Beer. All that is left is South Africa, where regulators may take as long as the next 18 months to grant approval to the takeover. Type: Blog entry Body: The first round of musical chairs sparked by Anheuser-Busch InBev's takeover of SABMiller is nearing its end. In the four months since the deal was first announced, AB InBev has hived off the MillerCoors stake to Molson Coors, promised the Grolsch and Peroni brands to Asahai and, this week, agreed to sell SABMiller's interest in Chinese beer Snow to China Resources Beer. All that is left is South Africa, where regulators may take as long as the next 18 months to grant approval to the takeover. Now is a good time, then, to look at the new world beverage map and ask what further changes might lie in store. Now that the initial rounds are almost over, will there be a secondary set of fun and games as the ever-acquisitive global drinks industry looks to fill newly-minted gaps? Analysts at SIG say yes, suggesting that Heineken is well-poised to make a bid for Molson Coors. The Dutch brewer will jump up from third to second in the global beer world, once SABMiller is subsumed into AB InBev. But, the gap between it and the top will have widened considerably. SIG says that a successful takeover of Molson Coors would bring Heineken's global volumes from 18bn litres to 28bn - still short of AB InBev's post-SABMiller volumes of 57bn litres, but certainly a short-term improvement. For Heineken, a takeover would be of main benefit in the US, where it lacks the distribution clout enjoyed by AB InBev. Molson Coors owns Coors Light, the US's second-biggest beer brand, and as such could help Heineken get its Mexican beer brand Tecate into more markets, SIG says. At the same time, Heineken's premium portfolio could balance Molson Coors' value-heavy offerings in the US and narrow the value gap with AB InBev, the analysts say. Elsewhere, a tie-up would help Molson Coors get its brands into Eastern Europe, where Heineken already has a substantial presence. The same would hold true in Latin America and Asia, although the companies' combined footprints in Western Europe could lead to regulatory issues, SIG says. So, how much would a deal cost? According to SIG, Heineken would pay about US$23bn for Molson Coors, a price tag the analysts say is "manageable". Any deal would probably also see the Molson and Coors families take a stake in Heineken. The question is, however, does Heineken have the appetite for such a deal? In November, management said it was in no mood to buy more craft brewers after acquiring a 50% stake in Lagunitas Brewing Co. Molson Coors, however, is no bolt-on acquisition and, with AB InBev well on its way to swallowing SABMiller, Heineken is under pressure to grab a seat at the global beer table - before the music stops. Nid: 1062 Post date: 03/02/2016 - 19:10 Title: Anheuser-Busch InBev sells SABMiller CR Snow stake to China Resources Beer Teaser: Anheuser-Busch InBev has agreed to sell SABMiller's 49% interest in China Resources Snow Breweries to China Resources Beer (CRB) for US$1.6bn. CRB currently owns 51% of the joint venture. The sale follows AB InBev's commitment to address potential regulatory clashes relating to its acquisition of SABMiller. The deal with CRB is conditional on the completion of AB InBev's acquisition of SAB, which is currently expected to close in the second half of 2016. Type: Blog entry Body: Anheuser-Busch InBev has agreed to sell SABMiller's 49% interest in China Resources Snow Breweries to China Resources Beer (CRB) for US$1.6bn. CRB currently owns 51% of the joint venture. The sale follows AB InBev's commitment to address potential regulatory clashes relating to its acquisition of SABMiller. The deal with CRB is conditional on the completion of AB InBev's acquisition of SAB, which is currently expected to close in the second half of 2016. In January, AB InBev was rumoured to be trying to hold on to the stake in CR Snow, although analysts had previously said this was unlikely, due to Chinese regulator MOFCOM's stipulations. Nid: 1061 Post date: 02/25/2016 - 18:23 Title: Anheuser-Busch InBev's Q4 & FY Performance by Region Teaser: Anheuser-Busch InBev reported a drop in volumes and net profits for its full year. Take a look at the brewer's performance in its global markets: US: Full-year volumes down 2.2%, sales slip 0.7% In the US, sales to retailers were down 0.3% in the full year but lifted marginally in the fourth quarter. Total market share is estimated to be down 65bps in FY15. Bud Light sales to retailers were down low-single digits. The company expects the brand to benefit from its Raise One to Right Now campaign in FY16. Budweiser STRs declined low-single digits. Type: Blog entry Body: Anheuser-Busch InBev reported a drop in volumes and net profits for its full year. Take a look at the brewer's performance in its global markets: US: Full-year volumes down 2.2%, sales slip 0.7% In the US, sales to retailers were down 0.3% in the full year but lifted marginally in the fourth quarter. Total market share is estimated to be down 65bps in FY15. Bud Light sales to retailers were down low-single digits. The company expects the brand to benefit from its Raise One to Right Now campaign in FY16. Budweiser STRs declined low-single digits. Above Premium Brands saw STRs rise mid-single digits, with strong performances from Michelob Ultra, Stella Artois and Goose Island. Their performance was partially offset by losses in the Flavoured Malt Beverages segment, due to pressure on volumes of the Rita's family. Mexico: Full-year volumes up 7.3%, sales lift 11.1% A "favourable macroeconomic environment" helped drive volumes growth in Mexico. Corona, Bud Light and Victoria performed well. Focus Brands, which represent 90% of total volumes, grew ahead of the total portfolio, at +9% in FY15. Market share is estimated to be at 58%, driven by Focus Brands. Sales growth was driven by Bud Light and sales management initiatives. Brazil: Full-year volumes down 2.7%, sales up 8% Beer volumes in Brazil declined 1.8%, while soft drinks volumes were down 5.2% in FY15. The company cited a challenging macroeconomic environment as well as unfavourable weather in Q4. Premium and Near-Beer, which account for 10% of volumes, saw growth, led by Budweiser, Stella Artois, Corona, Original and Skol Beats Senses. China: Full-year volumes inch up 0.4%, sales lift 9.8% AB InBev estimates market share to be at 18.6%, driven by the strategy to grow Premium and Super Premium brands nationally. The combined volumes of Core+, Premium and Super Premium Brands grew by double digits in the year, and now represent around 50% of AB InBev's total China volumes. Highlights from other markets Argentina saw beer volumes lift in the low-single digits in FY15, thanks to the performance of Stella Artois and Corona, as well as MixxTail. Canada also saw beer volumes increase by low-single digits in the full year, thanks to strong performances from Corona and Stella Artois. Beer volumes in Europe were down around 2% in FY15, though they were up around 3% in Western Europe. In South Korea, beer volumes were down mid-single digits in FY15, due to a "very competitive environment". Nid: 1060 Post date: 02/25/2016 - 17:03 Title: Beer Megadeal Faces a Tall Hurdle in South Africa Teaser: South Africa may well become the biggest roadblock for Anheuser-Busch InBev BUD -0.51 % NV’s proposed takeover of SABMiller SBMRY 0.43 % PLC, a $108 billion deal that would combine the word’s two biggest brewers. AB InBev’s takeover of SABMiller may take up to 18 months to be cleared as South African unions gear up to fight deal. Type: Blog entry Body: South Africa may well become the biggest roadblock for Anheuser-Busch InBev BUD -0.51 % NV’s proposed takeover of SABMiller SBMRY 0.43 % PLC, a $108 billion deal that would combine the word’s two biggest brewers. AB InBev’s takeover of SABMiller may take up to 18 months to be cleared as South African unions gear up to fight deal. A key challenge is coming from places like the farm owned by Annemarie Filmalter, which has supplied about 50 tons of hops a year to SABMiller for more than a decade. She said the takeover has unsettled her half-dozen employees, who this week are headed to the fields near the country’s southern coast to harvest hops. “People worry about jobs,” Ms. Filmalter said. Concerns like these have led the Congress of South African Trade Unions, which represents employees across the country, to oppose the AB InBev-SABMiller merger. Because of AB InBev’s reputation for cutting costs and shedding jobs, it is gearing up to fight the deal. That has sown doubts in some quarters about whether AB InBev will be able to secure South African regulatory approval and close the deal during the second half of the year, as planned. The deal will test a unique aspect of South Africa’s regulatory process that requires weighing a deal’s impact on so-called “public interest,” namely employment in a country where about one in four people are unemployed. Sanford C. Bernstein & Co. analyst Trevor Stirling believes it could be AB InBev’s biggest hurdle, taking a minimum of 12 months and possibly 18 months or longer—making it slower than the regulatory process in the U.S., Europe and China. South Africa’s public-interest clause has seriously hampered global mergers in the past, negating cost-cutting attempts and slowing deal approval. Wal-Mart Stores Inc. WMT 0.96 % ’s 2010 takeover of South African retailer Massmart, also opposed by trade unions, took roughly 18 months to close, about a year longer than hoped. It required a two-year moratorium on layoffs and funding for South African suppliers. Gutsche Family Investments, Coca-Cola Co. KO 0.50 % and SABMiller agreed to combine soft-drink bottling operations in Nov. 2014, but South Africa’s competition commission didn’t recommend the deal for more than a year, and did so only under the condition the merging parties lay off no more than 250 people. Coke expects it to close in the second quarter, about 16 to 18 months after its announcement. South Africa is important for AB InBev because it would give it a presence on a continent that is one of the world’s only growing beer markets. African volumes rose 2.6% last year while global volumes contracted 0.1%, according to Plato Logic. It also is a critical piece of the regulatory-approval puzzle. AB InBev told bond buyers it would close the merger by mid-November. It is divesting assets in the U.S. and Europe to appease regulators and has begun talks in China over SABMiller’s stake in China Resources Snow Breweries, which brews the world’s biggest beer by volume. India is the only one of nine key markets to approve the deal so far. Getting approvals quickly is crucial not only for AB InBev but also companies planning to buy some of its assets: Molson Coors Brewing Co. TAP.A 5.06 % , which has a deal for the U.S. brewer MillerCoors LLC, and Asahi Group Holdings ASBRY 14.93 % Group Ltd., which is negotiating for the Peroni and Grolsch brands. AB InBev is trying to expedite the process in South Africa. It submitted paperwork in December to South Africa’s competition commission and said the deal wouldn’t result in layoffs, an AB InBev spokeswoman said. In January, it listed shares on the Johannesburg Stock Exchange, fulfilling a deal promise. Chief Executive Carlos Brito also has visited South Africa twice this year and met with politicians, according to people familiar with his travels. The company also met with the Food and Allied Workers Union, an affiliate of the Congress of South African Trade Unions that represents many of SABMiller’s roughly 9,000 employees. “We are committed to making a positive contribution to South Africa through our proposed combination with SABMiller, and...are engaging proactively and positively with stakeholders in South Africa,” an AB InBev spokeswoman said. Still, the brewing giant is likely in for a fight. “This company was built on the back of the South African workers, and they can’t be discarded,” said Sizwe Pamla, spokesman for the Congress of South African Trade Unions. He said the union plans to employ a strategy similar to one used against Wal-Mart, mobilizing not just employees but also SABMiller suppliers. Heather Irvine, an antitrust attorney at Norton Rose Fulbright South Africa who isn’t involved in the deal, said South African regulators generally believe “that shareholder value should not trump the interest of people and employment.” South African investor Donald Rogan, who oversees Nedbank Private Wealth’s stockbroking business, said AB InBev’s stock listing in South Africa signals the government has “unofficially approved the deal.” He added the deal is expected to generate about $130 million in capital-gains taxes. But securing approval will require AB InBev giving “comfort to the government about anything that would result in job losses,” Mr. Rogan said. “It has to be positioned as a good story.” Nid: 1059 Post date: 01/28/2016 - 16:23 Title: Anheuser-Busch InBev faces 18-month wait in South Africa Teaser: South Africa may prove a bottleneck for Anheuser-Busch InBev as it awaits approval for its SABMiller takeover, an analyst has said. A broader public focus, including issues such as employment rights for black South Africans, could see AB InBev waiting as long as 18 months for the green light in the country, Bernstein's Trevor Stirling said today. The analyst cited as evidence Walmart's acquisition of Massmart in 2012, approval for which took the same amount of time after opposition from unions and government. Type: Blog entry Body: South Africa may prove a bottleneck for Anheuser-Busch InBev as it awaits approval for its SABMiller takeover, an analyst has said. A broader public focus, including issues such as employment rights for black South Africans, could see AB InBev waiting as long as 18 months for the green light in the country, Bernstein's Trevor Stirling said today. The analyst cited as evidence Walmart's acquisition of Massmart in 2012, approval for which took the same amount of time after opposition from unions and government. "This can be a political and not just an economic decision-making process, which can sometimes be extremely drawn-out," Stirling said. The analyst said the approval is expected to pass, but will "almost certainly" come with conditions attached. These may include an agreement not to close any breweries in South Africa, no compulsory redundancies and "even minimal reduction in net employment," Stirling said. When AB InBev agreed to buy SABMiller last year for more than US$100bn, it laid out four regulatory pre-conditions - in the US, the EU, China and South Africa. To appease regulators in these regions, the company has already put some of SABMiller's European beer brands up for sale and agreed to sell its share of the MillerCoors JV to Molson Coors. In South Africa, it started listing this month on the Johannesburg stock exchange. Stirling said SABMiller's 14-month-and-counting wait on approval for its African Coca-Cola bottler was further evidence of South Africa's slow regulatory process. SABMiller secured an agreement in late-2014 with The Coca-Cola Co and Coca-Cola Sabco to create Coca-Cola Beverages Africa, which will be the world's tenth largest Coca-Cola bottler. Wal-mart faced opposition from organised labour groups and South African government officials as it sought to buy local retailer Massmart Holdings four years ago. Before it approved the deal, South Africa's regulatory body called for a study to examine how to protect local producers from being undercut by cheap imports. Also, Wal-Mart and Massmart agreed to spend ZAR100m (then US$12m) over three years to help South African suppliers prepare to do business with Wal-Mart. An appeal court also called for 503 workers that were made redundant ahead of Wal-mart's bid to be reinstated. Nid: 1058 Post date: 01/12/2016 - 18:08 Title: The Coca-Cola Co to greenlight Anheuser-Busch InBev as Africa partner - analyst Teaser: The Coca-Cola Co is likely to accept Anheuser-Busch InBev as its African bottling partner after the brewer's takeover of SABMiller, an analyst has said. AB InBev is on course to inherit SABMiller's share in Coca-Cola Beverages Africa (CCBA), an Africa-wide bottler announced in late-2014, through its US$107bn takeover. However, Coca-Cola has change-of-control clauses that would allow it to buy back SABMiller's soft drinks assets or sell them to someone else. Type: Blog entry Body: The Coca-Cola Co is likely to accept Anheuser-Busch InBev as its African bottling partner after the brewer's takeover of SABMiller, an analyst has said. AB InBev is on course to inherit SABMiller's share in Coca-Cola Beverages Africa (CCBA), an Africa-wide bottler announced in late-2014, through its US$107bn takeover. However, Coca-Cola has change-of-control clauses that would allow it to buy back SABMiller's soft drinks assets or sell them to someone else. Stifel's Mark Swartzberg said today a buy back is unlikely to happen and Coca-Cola's CEO will "greenlight AB InBev as a major new bottling partner". Swartzberg said the move would be consistent with Coca-Cola's actions to reduce its "asset intensity" as opposed to buying SABMiller's CCBA stake for an estimated US$4bn. Coca-Cola is expected to announce its decision on the CCBA stake before the end of the second quarter, Swartzberg said. Coca-Cola has been reducing its bottler footprint over the past few years. In the US, it is re-franchising its bottler network, while in Germany it merged with Coca-Cola Enterprises and Coca-Cola Iberian Partners to form Coca-Cola European Partners. CCBA is still waiting to be formed, however it moved a step closer last month after South Africa's competition commission recommended the conditional approval of the merger in the country. Nid: 1057 Post date: 12/16/2015 - 18:03 Title: Teamsters Protest Closure of MillerCoors Plant in Eden Teaser: Teamsters from Local 391 rallied on December 15, 2015 in support of the more than 500 employees from the MillersCoors plant that will be losing their jobs in the new year. The plant in Eden is set to close in late 2016 because of what company officials say is "logistics." Facilities in Virgina and Florida will take over Eden's responsibilities. Teamsters say there is no reason for the plant to close. Type: Blog entry Body: Teamsters from Local 391 rallied on December 15, 2015 in support of the more than 500 employees from the MillersCoors plant that will be losing their jobs in the new year. The plant in Eden is set to close in late 2016 because of what company officials say is "logistics." Facilities in Virgina and Florida will take over Eden's responsibilities. Teamsters say there is no reason for the plant to close. "This company needs to know we're going away, that we are going to fight. We are going to fight for these jobs. These people deserve answers. And we are going to demand that we, demand that they get the answers they deserve," said Dernon Gammon. Earlier this month lawmakers met in Washington for a hearing where executives were grilled about their involvement with AB in Bev's proposed takeover of SAB Miller. As part of the $105 billion deal, SAB is selling its stake in MillerCoors to Molson Coors. The plant opened in 1978. Nid: 1056 Post date: 11/26/2015 - 12:38 Title: Heineken Building New Brazilian Brewery to add 3.5 Mln. HL of Capacity Teaser: Heineken Brazil will be constructing a new USD 171 million (BRL 350 million) brewery in Itumbiara (Goias) which is scheduled to open in early 2018. The new facility will have a capacity of 3.5 million hectoliters annually, producing Kaiser, Kaiser Radler, Sun Premium, Bavaria, Heineken and Desperados. Type: Blog entry Body: Heineken Brazil will be constructing a new USD 171 million (BRL 350 million) brewery in Itumbiara (Goias) which is scheduled to open in early 2018. The new facility will have a capacity of 3.5 million hectoliters annually, producing Kaiser, Kaiser Radler, Sun Premium, Bavaria, Heineken and Desperados. The move is part of the company’s commitment to expand Brazilian beer production from its current 19 million hectoliters to nearly 25 million hectoliters by 2018. The company allocated USD 40 million (BRL 150 million) for a high-tech production line in its Jacarei line last month to boost its capacity by 800,000 hectoliters, and the Ponta Grossa brewery will be subject to an expansion that will double its size and expand its capacity by 1.4 million hectoliters annually. Nid: 1055 Post date: 11/12/2015 - 19:28 Title: AB InBev’s SABMiller Deal Still Faces Hurdles Teaser: $108 billion brewing mega deal needs to be approved by U.S., EU and others Anheuser-Busch InBev NV’s formal agreement to buy SABMiller PLC for about $108 billion sets in motion a complicated, yearlong process of winning regulatory approval around the world. Type: Blog entry Body: $108 billion brewing mega deal needs to be approved by U.S., EU and others Anheuser-Busch InBev NV’s formal agreement to buy SABMiller PLC for about $108 billion sets in motion a complicated, yearlong process of winning regulatory approval around the world. The announcement on November 11, 2015 brings an end to two months of negotiations between the world’s two largest brewing companies, but many analysts think the hardest work is yet to come. Together, AB InBev and SABMiller sell more than 30% of the world’s beer including brands like Budweiser, Stella Artois, Grolsch and Pilsner Urquell. Exane BNP Paribas said the combined company would be the world’s largest consumer-staples maker by earnings before interest, taxes, depreciation and amortization and the third-largest by sales, behind Procter & Gamble Co. and Nestlé SA. To close the deal, AB InBev will have to win regulatory approval in many places including the U.S., the European Union, China, South Africa, Colombia, Australia and India. Should the acquisition fall apart, AB InBev would have to pay $3 billion to SABMiller. Just ahead of Wednesday’s announcement, AB InBev succeeded in clearing the most pressing regulatory hurdle with a side deal in the U.S. to sell SABMiller’s 58% stake in the MillerCoors LLC joint venture to Molson Coors Brewing Co. which holds the remaining stake as well as the Miller portfolio outside the U.S. for $12 billion. Advertisement The sale, contingent on the completion of the AB InBev-SABMiller deal, would catapult Molson into the position of the No. 2 brewer in the U.S., with a 25% market share, second to AB InBev’s 45% share. AB InBev Chief Executive Carlos Brito said the sale was a “proof point” that the company would be “very decisive and very prompt in dealing with any regulatory issues that arise.” That doesn’t necessarily mean smooth sailing, however. AB InBev took similar pre-emptive steps before it acquired Grupo Modelo, but the U.S. Justice Department still sued in 2013 and forced AB InBev to reshape the deal. SABMiller’s board has agreed on the key terms of a sweetened takeover offer by Anheuser-Busch InBev, valuing it at $104.2 billion. Another potentially big challenge is China, where the combined brewers have a sizable chunk of the market. Mr. Brito didn’t offer details on whether AB InBev would be forced to sell SABMiller’s stake in a joint venture that produces Snow, the world’s largest beer by volume, with China Resources Enterprise Ltd. In South Africa, a critical market, AB InBev will have to overcome opposition from several unions. A spokesman for the Congress of South African Trade Unions urged regulators to focus on the long-term impact of the merger, saying it would result in losses of jobs and revenue for the country. Evercore ISI analyst Robert Ottenstein said the acquisition faces other risks in Africa because AB InBev has little experience in the market—although these could be mitigated if the Belgium-based brewer can retain key executives like Mark Bowman, SABMiller’s longtime Africa managing director. Mr. Brito said keeping SABMiller staff in Africa “is very important” because “they know the markets, the people and customers.” He envisions a process similar to what followed AB InBev’s acquisition of Modelo. In that case, AB InBev sent a few of its executives to integrate the two companies, but “99% of the people” who remained were Modelo staff and they helped boost earnings before taxes in Mexico by more than 20% last year. “They’ve got a lot of work to do, but they should be able to get it done,” said Mark Swartzberg, an analyst with Stifel Nicolaus & Co. But integrating SABMiller is more complicated than any of AB InBev’s recent acquisitions. In the Modelo and Anheuser-Busch Cos. deals, it only had to bring on board a company operating in a single market—Mexico and the U.S., respectively. AB InBev now will have to bring together operations across multiple continents and a host of countries, something it hasn’t done since it was created through a combination of Belgium-based InterBrew and Brazil-based AmBev more than a decade ago. “These guys have never failed in the past but this is a lot more difficult, so we’ll see,” said Sanford C. Bernstein analyst Trevor Stirling. AB InBev said it expects to achieve at least $1.4 billion in pretax cost savings a year by the end of the fourth year after the deal is completed, coming from areas like sourcing, packaging and bottling, as well as eliminating overlapping headquarters. The company won’t cut consumer-facing investment in sales and marketing. AB InBev is paying £44 (about $66.50) a share for SABMiller, marking a 50% premium to its share price when deal talks began. For 41.6% of stock, AB InBev is offering a partial-share alternative, essentially a combination of cash and unlisted stock, translating into a lower per-share price of £41.85. The alternative was designed for SABMiller’s largest shareholders: cigarette giant Altria Group Inc., which has a 27% stake in the brewer, and the BevCo Ltd. investment vehicle of Colombia’s Santo Domingo family, which holds a 14% stake. Altria expects to get a 10.5% stake in the combined company and two board seats. The Santo Domingo family is expected to receive about a 6% stake and one board seat, provided no other shareholders opt for the partial-share alternative. AB InBev says it will keep a regional headquarters in Johannesburg and plans to seek to have its shares listed on the Johannesburg Stock Exchange as soon as possible. The combined company’s ordinary shares will be listed in Brussels, Johannesburg and Mexico. The American depositary shares will be listed in New York. Please find the original story here: http://www.wsj.com/articles/ab-inbev-sabmiller-formalize-106-billion-dea... Nid: 1054 Post date: 11/12/2015 - 13:26 Title: InBev's Brazil Unit Buys Canadian Beer, Cider Brands for $350 Mln Teaser: Ambev SA, the Brazilian unit of Belgium's Anheuser-Busch InBev SA, announced on November 10, 2015 it agreed to buy the Canadian rights to beer and cider brands owned by Canada's Mark Anthony Group for $350 million. Type: Blog entry Body: Ambev SA, the Brazilian unit of Belgium's Anheuser-Busch InBev SA, announced on November 10, 2015 it agreed to buy the Canadian rights to beer and cider brands owned by Canada's Mark Anthony Group for $350 million. Among the brands purchased by Ambev from the Mark Anthony Group are Palm Bay, Mike's Hard Lemonade and Okanagan Cider, Ambev said in a Brazilian securities filing. The deal also includes the purchase of British Colombia's Turning Point Brewery, which produces the Stanley Park beer brand. The acquisitions will be managed by Labatt Breweries of Canada, an Ambev subsidiary. Ambev's parent AB InBev is the world's largest brewer. The deal is expected to close in the coming months, the statement said. Mark Anthony, founded in 1972, produces and distributes wine and specialty beers. It is also the world's fourth-largest maker of "near beer" a type of low or alcohol-free beer. Nid: 1053 Post date: 11/12/2015 - 13:24 Title: Molson Coors Agrees to Purchase MillerCoors Stake for USD 12 Billion Teaser: On November 11 2015, Molson Coors Brewing Company announced that it has entered into a definitive agreement with Anheuser-Busch InBev SA/NV to purchase SABMiller plc's 58% stake in MillerCoors, the joint venture formed in the United States by SABMiller and Molson Coors in 2008. Type: Blog entry Body: On November 11 2015, Molson Coors Brewing Company announced that it has entered into a definitive agreement with Anheuser-Busch InBev SA/NV to purchase SABMiller plc's 58% stake in MillerCoors, the joint venture formed in the United States by SABMiller and Molson Coors in 2008. Molson Coors currently owns 42% of MillerCoors. Under the agreement, Molson Coors will also acquire full ownership of the Miller brand portfolio outside of the U.S. and retain the rights to all of the brands currently in the MillerCoors portfolio for the US market, including Redd's and import brands such as Peroni and Pilsner Urquell. The transaction is valued at $12.0 billion USD, and is conditioned upon the closing of AB InBev's acquisition of SABMiller, which is expected in the second half of 2016. The transaction will be financed through a combination of cash on hand and proceeds from issuance of new debt and equity. Molson Coors has received committed debt financing from Citigroup Global Markets, Bank of America Merrill Lynch and UBS Investment Bank. Molson Coors expects the transaction to add approximately $4.7 billion in incremental revenue and more than $1.0 billion in incremental EBITDA on a pro forma basis. The acquisition is expected to be more than 25% accretive to Molson Coors’ cash earnings in the first full year of operations before the benefit of synergies. Because this is an asset transaction for U.S. tax purposes, it is accompanied by immediate, substantial cash tax benefits that the Company estimates will exceed $250 million annually for the first 15 years after completion. The Company estimates a $2.4 billion net present value of these expected tax benefits. The Company also expects to realize annualized cost synergies of at least $200 million by the fourth full year following the transaction, primarily from procurement improvements, supply network optimization and operational efficiencies. Following the close, Molson Coors would have 2014 pro forma combined worldwide volume of approximately 106 million HL, revenues of $12.2 billion and EBITDA of $2.5 billion. About Molson Coors Molson Coors Brewing Company is a leading global brewer delivering extraordinary brands that delight the world's beer drinkers. It brews, markets and sells a portfolio of leading brands such as Coors Light, Molson Canadian, Carling, Staropramen and Blue Moon across The Americas, Europe and Asia. It operates in Canada through Molson Coors Canada; in the US through MillerCoors; across Europe through Molson Coors Europe; and outside these core markets through Molson Coors International. The Company is the only alcohol producer currently recognized for world class sustainability performance through the Dow Jones Sustainability Index. It was listed on the World Index for the past four years and named global Beverage Sector Leader in 2012 and 2013. Molson Coors is constantly looking for ways to improve its Beer Print. For more information on Molson Coors Brewing Company visit the company's website, www.molsoncoors.com or www.ourbeerprint.com. Nid: 1052 Post date: 11/11/2015 - 19:18 Title: AB InBev and SABMiller formalize terms of deal; with MillerCoors stake to be sold Teaser: AB InBev has formalized a £71bn / $107bn offer for SABMiller, which will see SABMiller’s stake in MillerCoors sold off to address regulatory issues. Read more here: http://www.beveragedaily.com/Manufacturers/AB-InBev-and-SABMiller-formal... Type: Blog entry Body: AB InBev has formalized a £71bn / $107bn offer for SABMiller, which will see SABMiller’s stake in MillerCoors sold off to address regulatory issues. Read more here: http://www.beveragedaily.com/Manufacturers/AB-InBev-and-SABMiller-formal... Nid: 1051 Post date: 11/11/2015 - 19:13 Title: The rocky road ahead for Anheuser-Busch InBev and SABMiller - analysis Teaser: The road ahead is not simple for AB InBev and SABMiller The biggest deal in the history of the drinks industry has been given the green light, as Anheuser-Busch InBev lines up the US$107.3bn takeover of SABMiller. But, the road ahead looks rocky, with competition issues, market tussles and potentially more divestment in the coming months. China Type: Blog entry Body: The road ahead is not simple for AB InBev and SABMiller The biggest deal in the history of the drinks industry has been given the green light, as Anheuser-Busch InBev lines up the US$107.3bn takeover of SABMiller. But, the road ahead looks rocky, with competition issues, market tussles and potentially more divestment in the coming months. China AB InBev’s CEO, Carlos Brito, was giving nothing away this morning on what will happen in China. SAB has a joint-venture with China Resources Enterprise called CR Snow, owner of the world’s biggest beer brand of the same name. During InBev’s purchase of Anheuser Busch in 2008, A-B InBev was banned by Chinese anti-trust body MOFCOM from ever owning any stake in CR Snow (or in domestically-owned Beijing Yanjing). A divestment of some kind, then, is definitely on the cards. Societe Generale analyst Laurence Whyatt believes the delay in announcing the future for A-B InBev and/or SABMiller’s holdings in the country is more likely to be due to the lack of an acquirer. “It makes sense to reach out to a few buyers and see if they can get a bit of competitive tension, and therefore a higher price,” Whyatt told. “Whereas, in the US, there was only one obvious buyer so there was no point running a process.” Anti-trust Due to the sheer size of the transaction, Whyatt believes the brewer will need to file with every anti-trust body. “Even if A-B InBev has no presence in a geography and SABMiller does,” he says, “they will still file. Authorities will want to run the numbers.” Between now and close, expected during the second half of next year, we can expect a lot of news stories on each legislature’s conclusions. The Netherlands As well as China and the US, Whyatt believes there could be anti-trust issues in the Netherlands, which may lead to the sale of SABMiller’s Grolsch brand. "SABMiller owns Grolsch and A-B InBev has [beer brand] Hertog Jan. It also imports many of its Belgian brands, such as Jupiler. Hertog Jan is quite small, so probably won’t appease the regulators but they could potentially sell Grolsch. Their combined market presence, we think, in the Netherlands is 26.9%, using Euromonitor data. Generally, the EU doesn't let you own more than 25%.” Synergies, job losses and cost savings Along with the deal, the company announced that it expects synergies of "at least" $1.4bn per year within four years of completion. Nomura’s Edward Mundy takes a closer look at the break down. He says key components include: Procurement and engineering savings (20%) Brewery and distribution efficiency gains (25%) Best practice sharing (20%) Corporate head office and overlapping regional headquarters (35%) Again, Brito didn’t give too much away when it came to discussing the savings aspect, only noting: “When any companies get together, there will be duplication at some level, mostly at headquarters level and regional level.” This is borne out by the 35% figure, above. Africa When the deal was first proposed, Brito described Africa as playing a “vital role in the future of the combined company”. He said: “That’s a continent with 1bn consumers and SABMiller has a very strong history and success in this region.” Soc Gen’s Whyatt adds: “The key reason for this deal was Africa, where there is effectively a duopoly between SABMiller and Castel. They've kind of split the countries up between them and they have an agreement not to compete in each others markets. The big thing, is if A-B InBev can inherit this deal with Castel. SABMiller has a right of first refusal to buy the Castel business. If that can be transferred over, that would be good for A-B InBev.” If not, Whyatt believes there are two options: either A-B InBev will look to keep the existing arrangement as is, or it will go up against Castel by entering the latter’s markets at a lower price. "Obviously, A-B InBev can compete on price for a lot longer than Castel,” says Whyatt. “That's a potential outcome". The presence of the new company by region (According to Euromonitor's senior alcoholic drinks analyst Jeremy Cunnington) Number three in Asia-Pacific, with 12% of the region’s 71bn litre annual volumes*; five percentage points less than the region’s market leader, China Resources Enterprise, and one percentage point behind Tsingtao Number one player in Australasia, with 40% of the region’s 2bn litre volumes; seven percentage points ahead of Kirin Number two in Eastern Europe, with 23% of the region’s 23bn litre volumes; one percentage point less than Carlsberg Top in Latin America, with 61% of the region’s 32bn litre volumes; 48 percentage points ahead of its nearest rival Heineken Top in the Middle East & Africa, with 41% of the region’s 13bn litre volumes, 22 percentage points ahead of second-placed Heineken Top in North America, with 45% of the region’s 27bn litre volumes; 17 percentage points ahead of the soon-to-be-enlarged Molson Coors Number two brewer in Western Europe, with 13% of the region’s 28bn litre market; three percentage points behind leader Heineken *assumption being that the enlarged brewer will have to divest SABMiller’s stake in China Resources Nid: 1050 Post date: 11/11/2015 - 16:15 Title: Welcome. If you have any questions or wish to add to any sections please contact burcu.ayan@iuf.org Teaser: Type: Blog entry Body: Nid: 1049 Post date: 11/11/2015 - 16:14 Title: Carlsberg cuts 2,000 jobs after big third quarter loss Teaser: Danish brewer Carlsberg announced to slash 2000 jobs or about 15 percent of its white-collar work force, after posting a 4.5 billion kronor ($650 million) loss in the third quarter due to poor performance in Russian, British and Chinese markets. Type: Blog entry Body: Danish brewer Carlsberg announced to slash 2000 jobs or about 15 percent of its white-collar work force, after posting a 4.5 billion kronor ($650 million) loss in the third quarter due to poor performance in Russian, British and Chinese markets. Carlsberg's global beer volumes fell 4% in the first nine months of 2015. In Russia the beer market has gone flat after the government took measures to tackle alcoholism, which have included a crackdown on marketing and banning the sale of beer in kiosks and late at night. Deliveries fell 18% year on year in the third quarter, in a context of destocking. The Danish brewer said inflation is also hitting sales hard in Russia. Restructuring charges and reductions in the value of its assets relating to Russia would amount to 5 billion Danish crowns, while those relating to the Chinese business would be 4 billion crowns and to the UK business would be 600 million crowns. In China, while the group is present mainly in the West, national brands sold in more urbanized east have not been as successful as expected, unlike Tuborg, Danish brand. In Britain, Carlsberg deplores the deterioration of its profitability "because of the difficulties of the market" and the breach of contract with Tesco distributor. The net loss amounted to 4.45 billion kronor (about 600 million), against a profit of 2.10 billion a year earlier. Despite the crisis of the Russian and Ukrainian markets, sales increased 1% to 18.30 billion kroner. This is due to the strong growth of Tuborg (17% of sales over a year), particularly in Asia, and the Belgian beer Grimbergen (16%), especially in France, while the Carlsberg brand was down (- 2%). The release of these results coincided with the confirmation of a $100-billion deal for market leader AB InBev to buy closest rival SAB Miller. Nid: 1048 Post date: 11/11/2015 - 10:02 Title: Anheuser-Busch InBev's SABMiller purchase is go Teaser: Anheuser-Busch InBev has lined up the long-expected purchase of SABMiller, with talks between the two finally securing a deal. The companies said in a joint statement on November 11, 2015 that a new Belgian company, called Newco, will acquire SABMiller. AB InBev will also merge into Newco. The transaction, comprising a cash offer of GBP44 per share and a 'partial share alternative', values SABMiller at around GBP71bn (US$107.3bn). Type: Blog entry Body: Anheuser-Busch InBev has lined up the long-expected purchase of SABMiller, with talks between the two finally securing a deal. The companies said in a joint statement on November 11, 2015 that a new Belgian company, called Newco, will acquire SABMiller. AB InBev will also merge into Newco. The transaction, comprising a cash offer of GBP44 per share and a 'partial share alternative', values SABMiller at around GBP71bn (US$107.3bn). SAB's largest shareholders, Altria Group and the Santo Domingo family's BevCo, have both agreed to take up the partial share alternative, comprising GBP3.78 in cash and 0.48 in restricted shares - equivalent to GBP41.85 per share. AB InBev also confirmed that it has agreed to the sale of SABMiller’s interest in MillerCoors to Molson Coors. A-B InBev is targeting combined synergies of "at least" $1.4bn per year within four years of completion of the deal. Today's news comes almost two months after AB InBev notified SAB of its intentions. A formal offer of GBP42.15 per share, tabled in early-October, was turned down by SAB's board on the same day. A week later, an improved GBP43.50 bid was bettered by the GBP44-per-share that was accepted by SAB's board on 13 October. Subsequent discussions between the brewers resulted in the UK's Panel on Takeover & Mergers granting two postponements to the deadline for formal agreement to be reached. The latest deadline was set to expire at UK close of trade today. The purchase is expected to complete in the second half of 2016. To read AB InBev's official statement, click the following link: http://www.ab-inbev.com/content/dam/universaltemplate/abinbev/pdf/invest... Nid: 1047 Post date: 11/09/2015 - 17:28 Title: The road to MegaBrew - How SABMiller and Anheuser-Busch InBev arrived at today's historic deal Teaser: Anheuser-Busch InBev has agreed in principle to acquire global rival SABMiller in the biggest ever deal in drinks history, and one of the top five in the corporate world. But it has been a long path to today's historic news. Below is a digest of the most significant moments in the creation of “MegaBrew”. May 2002: South African Breweries (SAB) buys Miller Brewing from tobacco giant Philip Morris to create what was, at that time, the world's second largest beer group behind Anheuser-Busch. Type: Blog entry Body: Anheuser-Busch InBev has agreed in principle to acquire global rival SABMiller in the biggest ever deal in drinks history, and one of the top five in the corporate world. But it has been a long path to today's historic news. Below is a digest of the most significant moments in the creation of “MegaBrew”. May 2002: South African Breweries (SAB) buys Miller Brewing from tobacco giant Philip Morris to create what was, at that time, the world's second largest beer group behind Anheuser-Busch. June 2003: SABMiller's first significant investment in Western Europe is a controlling stake in Italian brewer Birra Peroni. May 2004: Belgium brewer Interbrew, the owner of the Stella Artois brand, transforms itself with a merger with Brazil's Ambev. The deal creates InBev, the world's largest brewing entity by volume, and is described by one prophetic person in AmBev's boardroom as “a unique opportunity... to establish a truly global powerhouse”. July 2008: US brewer Anheuser-Busch enters the InBev universe after it accepts a US$52bn takeover bid to create the world's biggest brewer, Anheuser-Busch InBev. November 2008: Despite objections from many quarters, including US senators, mayors and would-be presidents - not to mention the 'Save our Bud' bumper stickers - the deal is eventually completed. February 2011: The first mention of a possible SABMiller/A-B InBev merger appears on just-drinks as an analyst from Credit Suisse floats the idea of a US$71bn “mega-merger”. September 2011: After a protracted courtship, SABMiller agrees a deal to buy Australia's Foster's Group. March 2012: SABMiller signs a partnership with Turkish brewer Anadolu Efes. June 2013: A-B InBev pays US$20bn for compete control of Grupo Modelo, nearly a year after the deal was first announced. September 2014: Heineken confirms a takeover approach from SABMiller but says it is not interested. A-B InBev then gives a no comment to a Wall Street Journal report it is in talks with banks about financing a US$122bn deal for SABMiller. September 2015: After months of speculation - and no outcome over rumours that A-B InBev shareholder 3G was planning a bid for Diageo - SABMiller confirms that it received notification from A-B InBev of a possible takeover. October 2015: SABMiller agrees in principal to a deal, effectively sealing a GBP71.24bn (US$109.3bn) takeover. But not before it rejects two informal and one formal offer, and fends off pressure from A-B InBev CEO Carlos Brito, who attempts to foment revolt among SABMiller's shareholders. And all ahead of a tight takeover deadline, leaving the prospect of the deal unraveling, open until almost the last minute. Nid: 1046 Post date: 10/28/2015 - 18:47 Title: Anheuser-Busch InBev/SABMiller deal deadline extended Teaser: SABMiller has been granted an extension on today's deadline for Anheuser-Busch InBev to make a firm takeover offer. The UK Panel on Takeovers & Mergers has given the brewers a new deadline of 1700 GMT on 4 November. On 13 October, SABMiller recommended a takeover offer from Anheuser-Busch InBev for GBP44 per share, valuing the company at around GBP68bn, with the initial deadline for agreement set for 1700 today. Type: Blog entry Body: SABMiller has been granted an extension on today's deadline for Anheuser-Busch InBev to make a firm takeover offer. The UK Panel on Takeovers & Mergers has given the brewers a new deadline of 1700 GMT on 4 November. On 13 October, SABMiller recommended a takeover offer from Anheuser-Busch InBev for GBP44 per share, valuing the company at around GBP68bn, with the initial deadline for agreement set for 1700 today. In a joint statement released today, the companies said: "AB InBev has now completed its confirmatory due diligence review of SABMiller and reconfirmed the financial and other terms of the possible offer. AB InBev has also confirmed that facilities which will allow AB InBev to provide certain funds in support of the cash components of the possible offer have been negotiated and can be executed at short notice." Next week's deadline is intended to allow both parties to "continue their discussions with respect to other aspects of the transaction..." For a full review of AB InBev's offer, click the following link: http://www.just-drinks.com/analysis/anheuser-busch-inbevs-approach-to-sa... Nid: 1045 Post date: 10/28/2015 - 18:43 Title: Heineken's Q3 performance by region Teaser: Heineken reported an 8% increase in Q3 sales on October 28, 2015. Below is a closer look at the group's performance by region in the three months to the end of September: Africa, Middle East & Eastern Europe Consolidated sales up 7.5% in organic terms. Volumes flat at 0.3%. Volume growth in Ethiopia, Nigeria, Algeria, Egypt and Rwanda was offset by lower volumes in Russia, Belarus, Democratic Republic of Congo and Burundi. Excluding Russia, consolidated beer volume would have increased mid single digit, the company said. Americas Type: Blog entry Body: Heineken reported an 8% increase in Q3 sales on October 28, 2015. Below is a closer look at the group's performance by region in the three months to the end of September: Africa, Middle East & Eastern Europe Consolidated sales up 7.5% in organic terms. Volumes flat at 0.3%. Volume growth in Ethiopia, Nigeria, Algeria, Egypt and Rwanda was offset by lower volumes in Russia, Belarus, Democratic Republic of Congo and Burundi. Excluding Russia, consolidated beer volume would have increased mid single digit, the company said. Americas Consolidated sales up 12% in organic terms. Volumes up 7.2%. In Mexico volumes were up high single digits. The company reported “continued strong volume growth” of Tecate and Dos Equis. In Brazil, volumes grew double digit, thanks to the premium brand portfolio. In the US sales to retailers were up in the quarter, outperforming the total beer market, according to Heineken. Brand Heineken, Strongbow and the Mexican beer portfolio all saw growth. Asia Pacific Consolidated sales up 2.8% in organic terms.Volumes up 6.1%. Strong volumes in Vietnam and Cambodia more than offset volume declines in China and Indonesia. Vietnam delivered volume growth, with the Tiger brand up double digits. Tiger volumes also continued to grow strongly in Cambodia and Malaysia, according to the company. Volumes in Indonesia were down double digit, impacted by the ban on the sale of alcoholic beverages in convenience stores. Europe Consolidated sales up 7% in organic terms. Volumes up 7%. The company said growth came from favourable weather conditions in key markets and easier prior year comparatives for Q3. Volumes in the UK increased mid-single digit driven by the off-trade. Favourable weather in France and Italy had a positive impact on volume. In Spain volumes grew in the low single digits led by Heineken and Desperados. Volumes in Poland benefited from the re-listing “by an important modern trade customer” as well as better weather. Nid: 1044 Post date: 10/13/2015 - 18:14 Title: AB-InBev and SAB Miller Agree to Terms Teaser: Anheuser-Busch InBev has agreed to buy its main rival SABMiller for £68 billion ($104 billion), creating a super brewery with sales of $55 billion. The combined firm will be the world's largest beermaker by far, with nine of the world's top 20 beers by volume. AB InBev (BUD) will offer most SABMiller (SBMRY) shareholders £44 ($67.59) per share for the maker of Miller Lite, Pilsner Urquell and Peroni, a premium of roughly 50% over the share price before acquisition rumors started flying Type: Blog entry Body: Anheuser-Busch InBev has agreed to buy its main rival SABMiller for £68 billion ($104 billion), creating a super brewery with sales of $55 billion. The combined firm will be the world's largest beermaker by far, with nine of the world's top 20 beers by volume. AB InBev (BUD) will offer most SABMiller (SBMRY) shareholders £44 ($67.59) per share for the maker of Miller Lite, Pilsner Urquell and Peroni, a premium of roughly 50% over the share price before acquisition rumors started flying . The two biggest shareholders -- Altria (MO) and Colombia's Santo Domingo family -- will have to opt for a cash and shares alternative worth £39.03 ($60) a share. Altria, a U.S.-based cigarette maker, had been pushing SABMiller's board to make a deal with AB InBev. The companies described the agreement, which must be approved by regulators, as a "possible deal." SABMiller's board members have indicated they will recommend the offer to shareholders. If the deal falls apart, AB InBev will pay a $3 billion penalty to SABMiller. If completed, it would be the biggest beer deal ever and among the top five acquisitions of all time. SABMiller had been playing hard to get. The brewer turned down at least four previous offers from AB InBev -- its first approach was worth £38 ($58) a share. SABMiller shares jumped 8.5% to £39.30, while AB InBev shares gained 1.8% to 100 euros. Antitrust regulators are likely to put the deal under a microscope. The concern is that the combined company would wield too much power in key markets, resulting in higher beer prices for consumers. In order to get the merger past the the U.S. Department of Justice, the firms could be forced to sell some of their assets in the country, including SABMiller's stake in the MillerCoors joint venture. Regulators similarly compelled AB InBev to shed some of its ventures following its bid for Grupo Modelo in 2013. Before that deal could be approved, Modelo's U.S. assets -- including Corona -- were sold to a smaller rival. Related: 'Bud-Miller' will own nearly half the world's top beers As younger drinkers turn in ever greater numbers to independent breweries, the global market leaders have been trying to defend their market share. AB InBev has swallowed Seattle's Elysian Brewing, Oregon's 10 Barrel Brewing and Chicago-based Goose Island in the last year or two. SABMiller has also tapped into the craft beer scene, buying one of the UK's most successful independents, London's Meantime Brewing Company. Nid: 1043 Post date: 10/12/2015 - 13:08 Title: AB Buys Another Craft Brewery Teaser: TORONTO -- The loyalties of craft beer aficionados were put to the test Friday when the owners of Mill Street Brewery, one of Canada's leading makers of craft beers, announced plans to be swallowed by Labatt Breweries in a takeover. Under the agreement, the privately held Toronto company will belong to the world's largest brewing group, owned by Belgian company Anheuser-Busch InBev. Those prospects didn't sit well with some of the company's longtime customers. Type: Blog entry Body: TORONTO -- The loyalties of craft beer aficionados were put to the test Friday when the owners of Mill Street Brewery, one of Canada's leading makers of craft beers, announced plans to be swallowed by Labatt Breweries in a takeover. Under the agreement, the privately held Toronto company will belong to the world's largest brewing group, owned by Belgian company Anheuser-Busch InBev. Those prospects didn't sit well with some of the company's longtime customers. This is Labatt's sixth acquisition of a North American craft brewer since 2011, and the deal immediately raised questions about how to define small craft breweries in a multinational industry that's purposely making the boundaries murkier than ever. Mill Street will continue to operate as a stand-alone company as it looks for ways to expand production and capacity, said Mill Street co-founder Steve Abrams. Over the past few years, the craft brewer has seen average sales growth of more than 15 per cent annually. "Many craft brewers in Ontario are experiencing this huge surge just to keep up with demand," Abrams said in an interview. "This immediate infusion of capital will assist us in getting tanks and more equipment." However, those aspirations may not sit well with craft beer drinkers, who pride themselves in supporting local products made in small batches. Some of them quickly took to Twitter to express dismay over the future of the Mill Street brand. "Goodbye to craft. Hello average," posted @Simmsation on Twitter shortly after the announcement was made. "Horrid news. I liked Tankhouse. Now I need a new beer," added @nfitz1, referring to one of the company's trademark brews. Nid: 1042 Post date: 10/09/2015 - 00:56 Title: AB InBev Slams SABMiller’s Rejection of Takeover Offer Teaser: Dispute increases uncertainty of an accepted deal by Wednesday’s U.K. deadline A public spat continued Thursday between Anheuser-Busch InBev NV and its would-be takeover target SABMiller PLC, increasing the uncertainty of an accepted deal by Wednesday’s U.K. deadline. AB InBev said SABMiller’s claim that its latest acquisition proposal undervalues the London-based brewer “lacks credibility.” The world’s largest brewer, based in Belgium, said SABMiller’s shareholders should “voice their views and should not allow the board of SABMiller to frustrate this process and let this opportunity slip away.” Type: Blog entry Body: Dispute increases uncertainty of an accepted deal by Wednesday’s U.K. deadline A public spat continued Thursday between Anheuser-Busch InBev NV and its would-be takeover target SABMiller PLC, increasing the uncertainty of an accepted deal by Wednesday’s U.K. deadline. AB InBev said SABMiller’s claim that its latest acquisition proposal undervalues the London-based brewer “lacks credibility.” The world’s largest brewer, based in Belgium, said SABMiller’s shareholders should “voice their views and should not allow the board of SABMiller to frustrate this process and let this opportunity slip away.” “We’ve noted their announcement—it contains nothing new,” an SABMiller spokeswoman responded. The maker of Pilsner Urquell and Peroni Nastro Azzurro previously accused AB InBev of making proposals that are “highly conditional,” with several regulatory and structural uncertainties, and said the latest proposal “very substantially undervalues” it. Over the past three weeks, second-ranked global brewer SABMiller has dug in, rejecting three proposals from AB InBev. On Wednesday, SABMiller took just six hours to reject AB InBev’s proposed offer of £42.15 ($64.80) a share in cash alongside a less valuable cash-and-stock deal available to 41% of SABMiller’s shareholders. Under U.K. takeover rules, AB InBev has until Oct. 14 to make a firm offer or walk away for at least six months. Despite the posturing on both sides, many analysts think a deal will be announced. “Both parties have a lot at stake,” said Berenberg analyst Javier Gonzalez Lastra. AB InBev, he said, “needs a sizable transaction for its next cycle of growth as profit growth becomes more difficult to come by in its two core markets of U.S. and Brazil.” Meanwhile, “the SABMiller board is increasingly under pressure” now that AB InBev’s proposal is public and Marlboro cigarette maker Altria Group Inc., SABMiller’s largest shareholder, has declared support. AB InBev and SABMiller Deal: What We Have Learned AB InBev went public with an offer on Wednesday to buy SABMiller that would value the London-based brewer at up to $104 billion. SABMiller has rejected the proposal, but the door remains open for a new offer. Saabira Chaudhuri explains. Photo: Bloomberg The sparring is “more as a form of public negotiation than serious marking of their respective territories,” said RBC analyst James Edwardes Jones. “Neither side can afford this deal to fall through.” SABMiller’s share price has weakened from a year ago, while AB InBev’s performance has worsened. Consumers in North America and Europe have been steadily shifting toward wine or spirits such as bourbon over two decades. When drinking beer, more are bypassing the mass-market lagers that are the mainstays of global beer giants in favor of craft beers and Mexican imports. Still, SABMiller’s shares closed at £36.41 in London on Thursday, implying that investors are baking in the likelihood that a deal might not go through—either due to antitrust issues or because SABMiller’s board won’t budge. AB InBev Chief Executive Carlos Brito on Wednesday said the cash-and-stock alternative was designed “with and for” SABMiller’s second-largest shareholder, the Santo Domingo family of Colombia. The family and Altria between them hold 41% of the company. The package comes with tax and accounting advantages for those holders that would balance out the lower nominal value. Altria has indicated it would accept a deal at or above AB InBev’s latest proposed price, but the Santo Domingos continue to hold out. Whether AB InBev can turn that around is a key issue. Referring to both Altria and the Santo Domingo family, Mr. Brito said: “There’s no transaction without both of these big shareholders supporting and taking the paper.” Alejandro Santo Domingo, one of the family’s representatives on the SABMiller board, declined to comment Thursday. Investors have been burned lately by a string of deals that have fallen through. Following the news that AbbVie Inc. could abandon a $54 billion takeover for Shire PLC last year, Shire’s share price sank 22% in a day. When Monsanto Co. in August dropped its $46 billion bid for Syngenta AG, the Swiss agribusiness giant’s shares fell 18%. Shares can also trade well below a likely offer price to account for the time it would take for a deal to be completed. Given the antitrust hurdles that would be tied to a merger between the world’s two largest brewers, some antitrust experts have estimated the deal could take as long as a year to close. Many in the industry think AB InBev will go higher than its latest offer. Sterne Agee analyst April Scee said AB InBev’s current offer undervalues SABMiller “given Africa is the last frontier in beer.” SABMiller has a long-standing presence in Africa, with operations in 38 African markets. “We expect a deal to be done at around £44 per share,” Mr. Edwardes Jones said, referring to the all-cash component. With the cash-and-stock alternative, the overall per-share deal price would come in lower. While AB InBev’s recent overtures have been far from friendly, many industry experts said they would be surprised if the brewer went hostile, or took an offer to shareholders without the blessing of the board. Roughly 30% of SABMiller’s earnings last year came from joint ventures and associates, a tangled web of relationships that AB InBev would need its cooperation to navigate. AB InBev is used to hard negotiating. The company’s $20.1 billion deal for Mexican brewer Grupo Modelo in 2012 was no walk in the park. The Justice Department in 2013 sued AB InBev, seeking to block its deal with the Corona brand owner. The suit eventually was settled after AB InBev agreed to sell Modelo’s entire U.S. business to Constellation Brands Inc. and acquire the 50% of Modelo it didn’t already own. By Saabira Chaudhuri Nid: 1041 Post date: 09/28/2015 - 17:23 Title: AB InBev and SABMiller: bid could be made on the week of September 28, 2015 Teaser: AB InBev could make its offer for SABMiller this week, with reports over the weekend suggesting a $106bn bid is on the cards. Type: Blog entry Body: AB InBev could make its offer for SABMiller this week, with reports over the weekend suggesting a $106bn bid is on the cards. http://www.beveragedaily.com/Manufacturers/AB-InBev-and-SABMiller-bid-co... Nid: 1040 Post date: 09/28/2015 - 17:17 Title: UK: Carlsberg workers organized by UNITE take industrial action Teaser: Nearly 200 Carlsberg engineers, brewers, processors and packers will take part in an a continuous ban on overtime and work-to-rule on Thursday (October 1), after the firm imposed what Unite the union described as a worldwide pay freeze. Type: Blog entry Body: Nearly 200 Carlsberg engineers, brewers, processors and packers will take part in an a continuous ban on overtime and work-to-rule on Thursday (October 1), after the firm imposed what Unite the union described as a worldwide pay freeze. Read more here: http://www.beveragedaily.com/Manufacturers/Unite-union-warns-of-Carlsber... Nid: 1039 Post date: 09/25/2015 - 11:28 Title: Heineken and CFAO in Ivory Coast JV Teaser: Heineken N.V. and CFAO announced on September 25, 2015 the formation of a joint venture in Ivory Coast under the name of "BRASSIVOIRE" to produce and market beer in the country. This new entity is owned 51% by HEINEKEN and 49% by CFAO. HEINEKEN and CFAO are also laying the foundation stone for their new beer production site the same day. Type: Blog entry Body: Heineken N.V. and CFAO announced on September 25, 2015 the formation of a joint venture in Ivory Coast under the name of "BRASSIVOIRE" to produce and market beer in the country. This new entity is owned 51% by HEINEKEN and 49% by CFAO. HEINEKEN and CFAO are also laying the foundation stone for their new beer production site the same day. This new brewery, incorporating the very latest technologies, will be the first occupant of the new PK24 industrial zone to the north of Abidjan. The two partners will invest 100 billion CFA francs, or around EUR150 million. The brewery will have a capacity of 1.6 million hectolitres per year. The site will brew Heineken® beer, as well as other brands, for the domestic market. The first bottle of beer is expected to come off the production line at the beginning of 2017. With this significant investment, the arrival of BRASSIVOIRE is expected to create around 700 direct jobs and support more than 40,000 indirect jobs, thereby contributing to the economic development of Ivory Coast. BRASSIVOIRE is also exploring the possibility of developing a local sourcing project for the agricultural raw materials it needs to produce its beers. The objective of this project will be to improve yields as well as the capabilities and living standards of local farmers. With the ambition of sourcing 60% of agricultural raw materials locally in Africa by 2020, HEINEKEN seeks to be a partner for growth on the African continent. Within the BRASSIVOIRE joint venture, HEINEKEN and CFAO are combining their strengths once again after 20 years of successful collaboration in the BRASCO company in Congo-Brazzaville. Nid: 1038 Post date: 09/21/2015 - 10:56 Title: Big beer merger could ripple across wider beverage sector Teaser: Anheuser-Busch InBev's (ABI.BR) prospective deal for SABMiller PLC (SAB.L) is expected to ripple across other consumer industries in the next few years, from soda makers and bottlers to snack manufacturers. If AB InBev's initial approach to SABMiller succeeds, the resulting brewer, with a $275 billion market capitalization, could eventually buy Coca-Cola Co (KO.N) or PepsiCo (PEP.N), analysts said. That would break down longstanding U.S. barriers between the manufacture and sale of alcohol and soft drinks. AB InBev is backed by private equity firm 3G Capital, known for a relentless focus on trimming corporate fat. Type: Blog entry Body: Anheuser-Busch InBev's (ABI.BR) prospective deal for SABMiller PLC (SAB.L) is expected to ripple across other consumer industries in the next few years, from soda makers and bottlers to snack manufacturers. If AB InBev's initial approach to SABMiller succeeds, the resulting brewer, with a $275 billion market capitalization, could eventually buy Coca-Cola Co (KO.N) or PepsiCo (PEP.N), analysts said. That would break down longstanding U.S. barriers between the manufacture and sale of alcohol and soft drinks. AB InBev is backed by private equity firm 3G Capital, known for a relentless focus on trimming corporate fat. Coke or Pepsi could represent a fresh source of corporate bloat for 3G and its Brazilian stewards to target while also opening up opportunities to combine distribution channels, analysts said. More consolidation within the packaged goods industry is already expected following the July merger of Kraft Foods Group Inc and ketchup maker H.J. Heinz Co, backed by Warren Buffett's Berkshire Hathaway Inc (BRKa.N) and 3G. While Coca-Cola, with a market value of $171 billion, is too big for AB InBev to buy, a larger, integrated combination of AB InBev and SABMiller could be well positioned to acquire Coca-Cola in three to four years, an industry banker said. Coke's size would become less of a hurdle to a potential deal over time, analysts said. "Because companies are getting bigger with this potential acquisition, they’re allowed to dream even bigger," said Ali Dibadj, an analyst at Sanford Bernstein in an interview. In an earlier research note, Dibadj also said the combined entity could buy Pepsi's beverage business, with Kraft-Heinz potentially buying its Frito-Lay snacks business. SEPARATE MARKETS? Such possibilities could put more pressure on the soft drink makers, already struggling with dwindling demand for traditional soft drinks, to cut costs and increase sales, or eventually risk getting acquired. Coke and Pepsi declined to comment. "Should a (beer) deal ultimately be successful, the pace of consolidation that it symbolizes across the broader industry might well pressure Coca-Cola and PepsiCo to accelerate their own focus on delivering increasing top-line growth and cash productivity," UBS analyst Stephen Powers said in a research note. While Coke has historically been averse to combining soda and beer because of a belief that they address separate markets, companies elsewhere in the world, such as Japan's Suntory Holdings, sell both categories as well as wine and spirits. In the immediate term, the AB Inbev buyout of SABMiller may force soda companies to decide what happens with their bottling and distribution agreements with the two beer companies in international markets. SABMiller handles bottling operations for Coke in seven markets including El Salvador and Honduras. In November, the companies agreed to combine bottling operations of their non-alcoholic, ready-to-drink beverage businesses in Southern and East Africa. Meanwhile, AB InBev has distribution agreements with PepsiCo in Latin America, including the exclusive right to bottle, sell and distribute certain Pepsi brands in Brazil. Analysts said that it is unlikely that the combined entity would bottle both Coke and Pepsi products. "They're competitors, Dibadj said. "Sharing of info and analysis and people across the bottlers isn't typically supported by Coke and Pepsi." A beer merger would also provide opportunity for Molson Coors Brewing Co (TAP.N) to gain increased exposure to the U.S. market. Antitrust regulators are widely expected to oblige the new colossus to divest its stake in the joint venture created by Molson Coors and SABMiller, MillerCoors, to dilute what would otherwise be a 70 percent market share in the United States. As stipulated by their joint venture agreement, Molson Coors has right of first and final refusal to acquire SABMiller’s holding. Market estimates value the remaining stake at approximately $7.4 billion. Find the original story here: http://www.reuters.com/article/2015/09/18/us-sabmiller-m-a-beverages-idU... Nid: 1037 Post date: 09/17/2015 - 14:14 Title: The reaction to AB InBev and SABMiller announcement Teaser: Yesterday AB InBev and SABMiller confirmed they are exploring a mega-brewer tie-up, which would create a force controlling an incredible 30% of global beer volumes. So what would this mean for the industry - and what are the challenges it could face? Here's your quick guide to the analysis and commentary surrounding the potential deal. http://www.beveragedaily.com/Markets/The-reaction-to-AB-InBev-and-SABMil... Type: Blog entry Body: Yesterday AB InBev and SABMiller confirmed they are exploring a mega-brewer tie-up, which would create a force controlling an incredible 30% of global beer volumes. So what would this mean for the industry - and what are the challenges it could face? Here's your quick guide to the analysis and commentary surrounding the potential deal. http://www.beveragedaily.com/Markets/The-reaction-to-AB-InBev-and-SABMil... Nid: 1036 Post date: 09/16/2015 - 13:14 Title: Anheuser-Busch InBev plans $250bn deal for SABMiller Teaser: Takeover could create one of world’s biggest drinks companies as popular beer brands such as Stella, Budweiser, Fosters and Peroni end up under one roof. SABMiller owns brands such as Miller, Peroni and Grolsch. Type: Blog entry Body: Takeover could create one of world’s biggest drinks companies as popular beer brands such as Stella, Budweiser, Fosters and Peroni end up under one roof. SABMiller owns brands such as Miller, Peroni and Grolsch. Anheuser-Busch InBev, the owner of Budweiser and Stella Artois, has approached rival SABMiller about a takeover that could create one of the world’s biggest companies. SABMiller revealed in a stock market statement that AB InBev had informed the drinks company it intends to make a takeover proposal, although no bid has yet been received. Shares in SABMiller soared by more than 22% following the announcement, while AB InBev rose 11%. The brewery industry has been awash with speculation about a major deal and City sources have long touted the prospect of AB InBev and SABMiller combining. A combination of the brewers would create a company with a market value of about $250bn (£162bn). It would bring together Stella Artois and Budweiser with SABMiller’s brands, including Peroni, Grolsch and British craft beer Meantime. SABMiller is listed in London and South Africa and employs 69,000 people around the world. AB InBev is listed in Brussels and New York. In a statement, SABMiller said: “The board of SABMiller notes the recent press speculation and confirms that Anheuser-Busch InBev has informed SABMiller that it intends to make a proposal to acquire SABMiller. “No proposal has yet been received and the Board of SABMiller has no further details about the terms of any such proposal. The board of SABMiller will review and respond as appropriate to any proposal which might be made.” In response, AB InBev confirmed it had made an approach and said it wanted to work with SABMiller on a deal. “AB InBev confirms that it has made an approach to SABMiller’s board of directors regarding a combination of the two companies,” it said. “AB InBev’s intention is to work with SABMiller’s board toward a recommended transaction.” AB InBev’s brands Stella Artois Budweiser Corona Brahma Boddingtons Leffe Hoegaarden Lowenbrau Bass SABMiller’s brands Grolsch Peroni FostersMillerMeantime Lech Blue Moon Castle Nid: 1035 Post date: 09/16/2015 - 12:34 Title: A-B InBev moves on SABMiller takeover Teaser: SABMiller has confirmed that it has received notification from Anheuser-Busch InBev of a possible takeover. The UK-headquartered brewer, which currently has a market capitalisation in the region of US$80bn, confirmed this morning that A-B InBev has been in contact regarding an intention to make an offer. A combined entity would have a market cap of around $256bn. Type: Blog entry Body: SABMiller has confirmed that it has received notification from Anheuser-Busch InBev of a possible takeover. The UK-headquartered brewer, which currently has a market capitalisation in the region of US$80bn, confirmed this morning that A-B InBev has been in contact regarding an intention to make an offer. A combined entity would have a market cap of around $256bn. In a statement released this morning, SABMiller said: "The board has been advised by Anheuser-Busch InBev that it intends to make a proposal to acquire SABMiller. No proposal has yet been received and the board of SAB has no further details about the terms of any such proposal." A-B InBev confirmed the development in a subsequent statement. " A-B InBev confirms that it has made an approach to SABMiller’s board of directors regarding a combination of the two companies," the firm said. "A-B InBev’s intention is to work with SABMiller’s board toward a recommended transaction." A-B InBev flagged, however, that neither an offer nor a subsequent agreement were a certainty at this point. According to the City Code on Takeovers & Mergers, A-B InBev must make its intentions clear by close of UK trade on 14 October. An extension of this deadline can only be granted by the UK Takeover Panel. Both brewers saw their share prices rise in trading following the news: A-B InBev was up by 7.4%, while SABMiller's shares soared, jumping 22.7% by 1034 BST. Today's news comes against a backdrop of speculation in recent years linking the two companies.(http://www.just-drinks.com/analysis/analysis-what-do-anheuser-busch-inbe...) To read A-B InBev's statement, click the following link:http://hugin.info/133959/R/1952423/710151.pdf Nid: 1034 Post date: 09/16/2015 - 12:15 Title: Panama SABMiller unions defend the right to bargain collectively Teaser: On 27 July, the workers of National Brewery (SABMiller) called off the strike after 18 days of protest, during which the unions stoically endured the ravages of the transnational brewer and maintained their unity and mobilization capacity. Type: Blog entry Body: On 27 July, the workers of National Brewery (SABMiller) called off the strike after 18 days of protest, during which the unions stoically endured the ravages of the transnational brewer and maintained their unity and mobilization capacity. A few hours after starting the arbitration process, leaders of the Industrial Union of the manufacture and sale of soft drinks, Beverages, Soda, Beer, Liquor and Similar (Sitrafcorebgascelis) and STICP traveled to Honduras, where they participated in the 15th Congress of Beverage Industry Workers Union of Honduras (STIBYS). "After completing the strike on 27 July, we presented a formal request to the Ministry of Labour to initiate arbitration. We are expecting to convene in order to integrate the process,” Jaime Acevedo, Secretary of the Brewing Industry Workers Union of Panama (STICP), told the IUF Latin America region. "Workers are very encouraged. For most of us it was the first time we went on strike and it was not easy. However, we understand that the unity and willingness to struggle is essential if we want to defend our rights and have better working conditions, "he added. Acevedo said the two unions remain united and stronger than ever. "We've learned that to achieve respect from these transnational companies, we must stick together. As in the following saying: 'Without struggle there is no victory,' and this is what we do, never give up," Acevedo said. International solidarity The overflow of solidarity with the workers on strike at SABMiller Panama was impressive. A number of organizations, both national and international, mostly affiliated with the IUF responded to the call of solidarity. The issue also attracted the support of broad Panamanian population. The international campaign promoted by the IUF triggered mass mailings sent to the company and government, demanding respect for freedom of association and collective bargaining. "The international mobilization to support the strike leaves us an important legacy. We must keep in constant contact with our partners that carry our issues into the international arena and update them on the challenges we face, "stressed Alexander John, general secretary of Sitrafcorebgascelis. On the eve of commencing arbitration, the union leader explained that the process will be accompanied by a constant social mobilization. "We will demand that the arbitration process strictly adhere to national labor legislation. It will not be something that will be settled only between the four walls of an office. We will accompany the process with a constant mobilization of National Brewery workers, "concluded John. The original Spanish news is here: http://www.rel-uita.org/index.php/es/sindicatos/item/6756-sera-un-arbitr... Nid: 1033 Post date: 09/16/2015 - 10:43 Title: US: MillerCoors to close Eden, North Carolina Brewery Teaser: MillerCoors announced plans to close its Eden, N.C., brewery, effective September, 2016. The decision to close the Eden Brewery was due to significant overlap in distribution between Eden and the Shenandoah, Va., brewery, which is approximately 200 miles away. Eden has been a strong performer over the years. However, Shenandoah is better suited geographically in relation to Northeast markets and is also the newest brewery in MillerCoors network. Type: Blog entry Body: MillerCoors announced plans to close its Eden, N.C., brewery, effective September, 2016. The decision to close the Eden Brewery was due to significant overlap in distribution between Eden and the Shenandoah, Va., brewery, which is approximately 200 miles away. Eden has been a strong performer over the years. However, Shenandoah is better suited geographically in relation to Northeast markets and is also the newest brewery in MillerCoors network. The Eden brewery employs approximately 520 employees whom are organized by the IUF-affiliated Teamsters. In 2014, Eden produced 7.1 million barrels of beer, which were shipped to 280 independently-owned distributors. Brands include Blue Moon seasonals, Coors Light, Miller Lite and Miller High Life. Over the next 12 months, products currently produced in Eden will be transitioned to other breweries, including Shenandoah, Va.; Trenton, Ohio; Fort Worth, Texas; Albany, Ga.; and Milwaukee, Wis. Out of these 7 breweries only Shenandoah plant is not organized. Since the creation of MillerCoors seven years ago, volume has declined by nearly 10 million barrels. This volume loss is due to a variety of factors, including economic challenges, an explosion of choice and fragmentation within the beer business, and a dramatic change in the way consumers engage with brands. As a result of declining volume, MillerCoors breweries are operating at an increasingly inefficient capacity. While MillerCoors is taking steps to strengthen its overall portfolio to drive long-term growth in volume and share, continued volume declines are expected each of the next few years. MillerCoors is a joint venture of SABMiller plc and Molson Coors Brewing Company. Nid: 1032 Post date: 09/02/2015 - 17:29 Title: Anheuser-Busch InBev's Global Presence Teaser: Here's a low-down on the company's global footprint and its core brands. - A-B InBev is the largest brewer in the world and one of the top five consumer products companies - It has operations in 25 countries and sells its products in almost 200 countries - In 2014, it sold about 400m hectolitres of beer and 47m hectolitres of other products. Sales were about US$47bn and EBITDA about $18bn - Last yeat, the Asia-Pacific zone, which includes China as well as South Korea, Vietnam and India, accounted for 18% of total volumes, 11% of sales and 6% of EBITDA Type: Blog entry Body: Here's a low-down on the company's global footprint and its core brands. - A-B InBev is the largest brewer in the world and one of the top five consumer products companies - It has operations in 25 countries and sells its products in almost 200 countries - In 2014, it sold about 400m hectolitres of beer and 47m hectolitres of other products. Sales were about US$47bn and EBITDA about $18bn - Last yeat, the Asia-Pacific zone, which includes China as well as South Korea, Vietnam and India, accounted for 18% of total volumes, 11% of sales and 6% of EBITDA - The company expects the region's contribution to global sales to grow to about 20% by 2020 - About two thirds of group volume and more than half of sales and EBITDA are generated in faster-growing, developing markets - The company is number one in four of the five largest profit pools in the world. Three markets - the US, Brazil and Mexico - represent about 40% of A-B InBev's global profit pool - The company's 20 “focus brands” account for about two-thirds of total volumes and sales - It's three “global brands” - Budweiser, Stella Artois and Corona - account for about 20% of sales, and in the first half of this year they increased volumes by a combined 5.6%, and sales by 10.7% - According to the 2015 BrandZ report, A-B InBev owns four of the top five - and seven of the top ten - most valuable beer brands in the world - BrandZ puts Budweiser as the only beer brand, across all categories, in the Top 100 list of most valuable brands overall, at number 33 Nid: 1031 Post date: 08/21/2015 - 14:24 Title: Honduras: SABMiller keeps its intransigent attitude delaying collective bargaining negotiations Teaser: Almost a year after the beginning of the collective bargaining process between the IUF-affiliated Union of Beverage Industry (STIBYS) and Honduran Brewery SA, owned by the transnational SABMiller, the combative Honduran union had no option but to terminate the direct settlement stage and start the mediation process. Type: Blog entry Body: Almost a year after the beginning of the collective bargaining process between the IUF-affiliated Union of Beverage Industry (STIBYS) and Honduran Brewery SA, owned by the transnational SABMiller, the combative Honduran union had no option but to terminate the direct settlement stage and start the mediation process. "From the beginning SABMiller would hinder negotiations. Without respecting due process, the company denounced 50 of the 72 provisions in the collective agreement, plus two new clauses, and stretched the first round of direct settlement stage for nearly 11 months," stated Francisco Javier Oviedo, spokesperson of STIBYS negotiating committee. "Negotiators had no decision-making power and requested full days of recess. Until they reached a point of wanting to adopt a clause, the employer, in fact, greatly limited the actions of our union. On top of this delay, we were accused of intransigence and not wanting to advance the negotiations. The employer wanted to wear out the union psychologically and economically," said Oviedo. As a result of the irresponsible attitude of SABMiller, mediation began. Given the negligent attitude of the British-South African transnational company in Honduras, which also has the franchise to produce Coca Cola, STIBYS decided to terminate the direct settlement stage and request mediation. "Since there were no conditions to continue negotiations in good faith and in accordance with the rules of debate, we decided to adhere to Article 792 of the Labour Code," declared the union official. That article requires the company to provide a specific answer to all requests of workers, at the latest within the start of ten days of talks. In addition, the union negotiating committee met with the Ministry of Labour, noting both the dilatory attitude of the company and the violation of due process committed when denouncing the 52 clauses. "Honduran Brewery answered us before the expiry of the term of ten days but by always pretending to question our list of demands. Finally the company decided to end the direct settlement stage," Oviedo said. It is expected that next week the parties will be back to the negotiation table, this time with the help of mediators. "We want the company to understand that we are not the enemies. We want to reach a satisfactory agreement for both parties in which workers' rights are respected," Oviedo added. STIBYS currently has 1,756 members in the Honduran Brewery nationwide. Nid: 1030 Post date: 08/20/2015 - 15:32 Title: Carlsberg's H1 Performance by Region Teaser: Carlsberg reported its first-half results, posting a near-12% slide in operating profits and a 4% drop in beer volumes. Here, we look at the company’s performance during the six-month period by region. Western Europe – H1 net sales +2%, operating profits -7% Type: Blog entry Body: Carlsberg reported its first-half results, posting a near-12% slide in operating profits and a 4% drop in beer volumes. Here, we look at the company’s performance during the six-month period by region. Western Europe – H1 net sales +2%, operating profits -7% Bad weather was blamed for a beer industry decline in Western Europe of about 2%. There was also a tough comparison against last year's FIFA World Cup, but Carlsberg said it gained market share "in the majority of our markets", with "particularly" strong performance in Denmark, Finland, France, Norway, Poland, Greece, Lithuania and Bulgaria. There were volume declines in Switzerland and Germany with the UK down 6%, but French volumes grew by 7% in a market that increased by an estimated 1%. Carlsberg said its operating profits drop was also affected by increased marketing spend. Eastern Europe – H1 net sales -26%, operating profit -45% Macroeconomic conditions that led to Carlsberg closing two if its Russian breweries continued to weigh on the region, with the beer market down a further 9% in the first half of the year. Strong pricing, however, saw the value of the beer market increase by a low-single-digit percentage, Carlsberg said. The Ukrainian market worsened even further, according to Carlsberg, and declined by an estimated 17% as a result of the deteriorating macroeconomic climate as well as significant price increases to cover inflation. Asia - H1 net sales +34%, operating profit up 29% The Asian region performed well for Carlsberg, although it accounts for less than a quarter of the brewer's total sales. The overall beer market grew for the six months and Carlsberg's beer volumes were up organically by 5%, helped by the acquisition of Chongqing Eastern Assets in October 2014. According to the company, the Carlsberg brand grew by 6% in its premium markets in Asia, primarily as a result of strong achievements in India driven by Carlsberg Elephant. The Tuborg brand increased volumes by 66% as it almost doubled its volumes in China and grew 50% in India. Nid: 1029 Post date: 08/09/2015 - 01:17 Title: Venezuelan Beer Shortage Teaser: CARACAS, Venezuela -- Venezuelans are facing the prospect of a heat wave without their favourite beer, the latest indignity in a country that has seen shortages of everything from disposable diapers to light bulbs. Cerveceria Polar, which distributes 80% of the beer in the socialist South American country, began shutting down breweries this week because of a lack of barley, hops, and other raw materials, and has halted deliveries to Caracas liquor stores. Type: Blog entry Body: CARACAS, Venezuela -- Venezuelans are facing the prospect of a heat wave without their favourite beer, the latest indignity in a country that has seen shortages of everything from disposable diapers to light bulbs. Cerveceria Polar, which distributes 80% of the beer in the socialist South American country, began shutting down breweries this week because of a lack of barley, hops, and other raw materials, and has halted deliveries to Caracas liquor stores. "This is never-never land," said Yefferson Ramirez, who navigated a rush of disgruntled customers Thursday behind the counter at a liquor store in posh eastern Caracas. The store has been out of milk and bottled water for months, but the beer shortfall is causing a new wave of irritation. "People more freaked out about losing beer than water -- it shows how distorted our priorities have become here," Ramirez said. Some of the customers walking away empty-handed headed a few blocks down to El Tigre, a prime showcase of the country's beer culture where people while away balmy nights with a steady stream of light beer that comes in undersized bottles to ensure it never gets warm. Waiters ran around the bar's outdoor plaza plopping down fresh bottles on plastic tables, some of which were otherwise covered with empty bottles. El Tigre has kept going during a heat wave that has seen temperatures soar as high as 30 C (86 F) in a month that averages 23 C (about 73 F) by buying up all the Polar beer its waiters can find at supermarkets and selling the bottles for 200 bolivars rather than the normal 150, in violation of government price controls. Angel Padra was arranging his empty bottles into concentric circles Thursday night, waxing about how Venezuela wouldn't be the same without the dark version of the popular beer, Polar negra. "I started drinking 'negra' when I was 13," he said. "This is our religion. Take away beer and things get risky." The shortage comes at a time Venezuelans could use a little relaxing. A wave of violence has struck food lines this week, and political tensions are running high ahead of an election that the ruling party is expected to lose badly. A supermarket looting last week left one man dead, and in July, the head of Venezuela's Liquor Store Association was arrested for unexplained reasons after denouncing the shortages of beer making materials. It's unclear when Polar beer might start flowing again. Industrial engineer Daniela Escobar explained outside one of the shuttered plants that production cannot resume until the government approves foreign currency to import raw materials. President Nicolas Maduro has so far kept quiet on the issue, but in the past has accused Polar owner Lorenzo Mendoza of hoarding goods to make it seem like Venezuela's economy is in chaos. In February he delivered the ultimatum, "help our country or get out!" As with every new wave of shortages that sweeps Venezuela, there's always an upside for someone. In this case, the liquor stores bearing the brunt of customers' anger could become a primary beneficiary as people switch from beer to whiskey or rum, which have higher profit margins. In poorer neighbourhoods, people are buying up the remaining cases of Polar beer at government-regulated prices, and illegally selling them at a steep markup. Venezuelans for now can buy one of the imported or locally-made artisanal beers still found in liquor stores. But with Heineken going for more than five times the price of Polar, it doesn't seem likely many will switch to a more expensive brew. "If they're only selling Heineken, they're not selling beer," said college student Jose Vera, who went home to drink rum after failing to find Polar at liquor stores on Thursday. Even though he kicked off the weekend beer-free, Vera didn't seem too worried. "Elections are coming and they'll figure it out. No one is going to risk their office over this," he said. Nid: 1028 Post date: 08/03/2015 - 12:31 Title: Second Quarter and Half Year 2015 Results of Anheuser-Busch InBev Teaser: Revenue: Revenue grew by 4.1% in 2Q15, with solid revenue per hl growth of 6.5%, driven by our revenue management and premiumization initiatives. On a constant geographic basis, revenue per hl grew by 7.1%. In HY15, revenue grew by 5.1% with revenue per hl growth of 7.0%, on both an organic and constant geographic basis Type: Blog entry Body: Revenue: Revenue grew by 4.1% in 2Q15, with solid revenue per hl growth of 6.5%, driven by our revenue management and premiumization initiatives. On a constant geographic basis, revenue per hl grew by 7.1%. In HY15, revenue grew by 5.1% with revenue per hl growth of 7.0%, on both an organic and constant geographic basis Volume: Total volumes declined by 2.2% in 2Q15, with beer volumes down 2.1%, and non-beer volumes down 2.9%. The decline in beer volumes was driven mainly by difficult FIFA World Cup comparables, especially in Brazil and Europe, and challenging trading conditions in several countries, partly offset by good volume growth in Mexico and Latin America South. In HY15, total volumes declined by 1.7%, with own beer volumes down by 1.6% and non-beer volumes down 3.0% Focus Brands: Volumes of our Focus Brands declined by 2.0% in 2Q15 and by 1.1% in HY15. Volumes of our three global brands grew by 6.4% in the quarter, with Budweiser up 6.0%, Corona up 7.8% and Stella Artois up 4.9%. Our global brands grew by 5.6% in HY15 Cost of Sales (CoS): CoS increased by 4.8% in 2Q15 and by 7.2% on a per hl basis. This increase was partly due to the impact of a one-time benefit of 57 million USD, reported in 2Q14, linked to the reversal of medical expense accruals in the US. On a constant geographic basis, CoS per hl increased by 7.4% in the quarter. In HY15 CoS grew 4.8% and by 6.6% on a per hl basis. On a constant geographic basis, CoS per hl increased by 6.4% in HY15 EBITDA grew by 4.6% in 2Q15 to 4 156 million USD with a margin expansion of 17 bps, driven mainly by top line growth and the timing of our sales and marketing investments. In HY15, EBITDA grew by 7.6% with EBITDA margin expansion of 88 bps Net finance results: Net finance costs (excluding non-recurring net finance results) were 554 million USD in 2Q15 compared to 382 million USD in 2Q14. This increase was driven primarily by other financial results which includes a negative mark-to-market adjustment of 139 million USD in 2Q15, linked to the hedging of our share-based payment programs, compared to a gain of 344 million USD in 2Q14, partially offset by positive currency results and lower interest expenses. Net finance costs were 463 million USD in HY15 compared to 1 248 million USD in HY14 Income taxes: Income tax in 2Q15 was 532 million USD with a normalized effective tax rate (ETR) of 17.2%, compared to an income tax expense of 647 million USD in 2Q14 and a normalized ETR of 18.1%. The normalized ETR was 17.6% in HY15 compared to 18.4% in HY14 Profit: Normalized profit attributable to equity holders of AB InBev was 1 984 million USD in 2Q15 compared to 2 614 million USD in 2Q14, with organic EBITDA growth being more than offset by unfavorable currency translation, the EBITDA scope adjustment described below, and higher net finance results. Normalized profit attributable to equity holders of AB InBev was 4 278 million USD in HY15, compared to 4 030 million USD in HY14 Earnings per share: Normalized earnings per share (EPS) decreased to 1.21 USD in 2Q15 from 1.60 USD in 2Q14, and increased to 2.61 USD in HY15 from 2.47 USD in HY14 EBITDA scope change: The 2Q14 results included a one-time positive accounting adjustment of 223 million USD, following an actuarial reassessment of future liabilities under our post-retirement healthcare benefit plans in the US. This adjustment was reported in the results of North America, as a positive scope change in other operating income, and therefore excluded from organic growth. Accordingly, a negative scope change of the same amount has been reported in 2Q15 Share Buyback Program: The one billion USD share buyback program announced on 26 February 2015 was completed on 22 June 2015. The shares acquired fulfill our immediate commitments under the stock ownership plan. Click the link to view the full report: http://www.flex-news-food.com/files/Anheuser-Busch%20InBev_300715.pdf Nid: 1027 Post date: 08/03/2015 - 12:16 Title: Heineken's H1 Revenue up 2% Teaser: Amsterdam, 3 August 2015 - Heineken N.V. announced: Group revenue +2.0% organically with group revenue per hectolitre up 1.1% Group beer volume +1.0% driven by Americas, Asia Pacific and Africa Middle East Heineken® volume in premium segment +4.7% with growth across most regions Innovation rate of 8.6%, contributing €854 million of revenues Group operating profit (beia) +4.7% organically Consolidated operating profit (beia) +3.4% organically Net profit (beia) of €915 million, up 14% organically Diluted EPS (beia) of €1.59 (2014:€1.34) Type: Blog entry Body: Amsterdam, 3 August 2015 - Heineken N.V. announced: Group revenue +2.0% organically with group revenue per hectolitre up 1.1% Group beer volume +1.0% driven by Americas, Asia Pacific and Africa Middle East Heineken® volume in premium segment +4.7% with growth across most regions Innovation rate of 8.6%, contributing €854 million of revenues Group operating profit (beia) +4.7% organically Consolidated operating profit (beia) +3.4% organically Net profit (beia) of €915 million, up 14% organically Diluted EPS (beia) of €1.59 (2014:€1.34) 1 Refer to the Glossary section for an explanation of non-IFRS measures and other terms used throughout this report 2 Includes acquisitions and excludes disposals on a 12 month pro-forma basis OUTLOOK STATEMENT (Based on consolidated reporting) Aside from an adjustment for capital expenditure guidance HEINEKEN reaffirms all elements of its 2015 outlook, as stated in its FY 2014 release dated 11 February 2015. In 2015 HEINEKEN expects a continued challenging external environment, however, delivering on strategic priorities is expected to drive further organic revenue and profit growth. Continued revenue growth: HEINEKEN expects positive organic revenue growth in 2015 with volume growth at a more moderate level than 2014, and weighted towards H2 (tougher comparatives in H1). Continued volume growth in developing markets will offset more subdued volume growth elsewhere. Revenue per hectolitre is expected to increase driven by revenue management. Pricing will be limited by deflationary and off premise pressure in some markets. Increased commercial investment: HEINEKEN will continue its targeted higher commercial investments across the regions, and expects a slight increase in marketing and selling (beia) spend as a percentage of revenue in 2015 (2014: 12.7%). Continued cost savings: HEINEKEN is committed to delivering further cost savings and will continue its focus on driving cost efficiencies across the company. These are an important driver of the medium term margin guidance. As a result of ongoing productivity initiatives, HEINEKEN expects an organic decline in the total number of employees in 2015. Input cost prices are expected to be slightly lower in 2015 (excluding a foreign currency transactional effect). Further margin expansion: HEINEKEN continues to target a year on year improvement in consolidated operating profit (beia) margin of around 40bps in the medium term. This will continue to be supported by tight cost management, effective revenue management and the anticipated faster growth of higher margin developing markets. In 2015 consolidated operating profit (beia) margin will be adversely impacted by approximately 25bps from the disposal of EMPAQUE, the Mexican packaging business, which completed in February. HEINEKEN expects to partially but not fully offset this, such that in 2015 consolidated operating profit (beia) margin expansion will be somewhat below the 40bps medium term level. Foreign currency movements: Assuming spot rates as of 29 July 2015 there is no material change in the calculated positive 2015 currency translational impact compared to prior guidance. As such consolidated operating profit (beia) impact is expected to be approximately €130 million, and €80 million at net profit (beia). However the foreign exchange markets remain very volatile. Improved financial flexibility: HEINEKEN remains focused on cash flow generation and disciplined working capital management, with a commitment to a long-term target net debt/EBITDA (beia) ratio of below 2.5x. In 2015, capital expenditure related to property, plant and equipment is now expected to be approximately €1.7 billion (2014: €1.5 billion), with the €100 million increase from the prior guidance due to foreign exchange. A cash conversion ratio of below 100% is expected in 2015 (2014: 79%). Effective tax rate: HEINEKEN expects the effective tax rate (beia) for 2015 to be broadly in line with 2014 (29.7%). Interest rate: HEINEKEN forecasts an average interest rate of c.3.7% in 2015. GROUP OPERATIONAL REVIEW The second quarter saw volume growth, although more moderate than in the prior year. This was in line with our expectations given the particularly strong comparatives in the same period last year. Revenue per hectolitre improved despite limited pricing particularly in Western Europe, and driven by a strong focus on revenue management. Innovation continued to play an important role in HEINEKEN's progress contributing revenues of €854 million in the first half. The organisational changes announced on 31 March 2015 will allow HEINEKEN to better focus on growth opportunities, to be more agile in responding to consumer needs in the marketplace, and to be more cost effective in doing so. HEINEKEN continues to invest in key developing growth markets. During the first half of the year the company announced capacity expansion plans in Mexico and Ethiopia, and opened a new brewery in Myanmar in July. Group revenue increased 2.0% organically, comprising of a 0.9% increase in group total volume and a 1.1% increase in group revenue per hectolitre. Adjusting for negative country mix, revenue per hectolitre would have been up 1.7%. In the second quarter group revenue grew 1.8% on an organic basis with revenue per hectolitre up 1.6%, and up 2.1% adjusting for negative country mix. Group beer volume grew 1.0% organically in the first half of the year. As expected group beer volume growth was more moderate in the second quarter, up 0.1%. Comparatives in the prior year period benefited from favourable weather, particularly in Western Europe, and the football World Cup. Volume in the second quarter also included a negative impact from the earlier timing of Easter. HEINEKEN saw market share gains in several of its key markets including Vietnam, the Netherlands, Poland, the US, and Brazil. Heineken® volume in the premium segment grew 4.7%, with positive performances in almost all regions. In particular, Heineken® volume saw double-digit volume growth in China, Brazil, Vietnam, Spain and Compañía Cervecerías Unidas S.A. (CCU) markets. The brand was also strong in key markets such as France, South Africa, the UK and Taiwan. These results more than offset weaker volume in Central and Eastern Europe driven by economic uncertainties in Greece and Russia. Heineken® benefited from the successful campaign to support the UEFA Champions League football sponsorship. This campaign was activated in 109 markets globally through digital innovation, special edition bottles, and the Global TV campaign combined with local winning top spins, both awarded at Cannes. The second half of the year has an exciting pipeline of campaigns to come including partnering the James Bond movie, sponsorship of the Rugby World Cup, the continuation of the Cities campaign, and Festive programmes. The first half of the year saw double digit volume growth of the global brands Desperados, Affligem and Sol Premium, reflecting the continued focus and success of the broader premium portfolio strategy. Desperados, the high margin tequila-flavoured beer, saw particularly strong performance in Poland, France and Spain. Affligem, the Belgian abbey beer brand, saw strong growth in Western Europe. CCU markets and Brazil were the key drivers of Sol Premium, the Mexican beer, volume growth. Cider volume declined slightly, with the positive volume growth seen in the first quarter offset by weaker volumes in the second quarter in mainstream cider in the UK. However, the second quarter saw particularly strong double digit volume growth in Americas, and positive encouraging volume growth in Ireland and 10 new markets in Central and Eastern Europe. In Americas, the US, Canada and Mexico were the key drivers of growth. Innovations in the UK including Strongbow Cloudy Apple and Bulmers Zesty Blood Orange underpinned our leading position in the home base of cider. HEINEKEN's focus on innovation delivered €854 million in revenue and the innovation rate increased to 8.6% (2014: 7.4%). The company continues to introduce both global and local brand and packaging innovations across multiple markets leveraging its worldwide scale. Key themes which remain a focus are addressing moderation, and improving the quality of the draft offer. 'Radler' beers continued their strong performance, and the 0.0% variant combined with new flavours continues to gain momentum with consumers. THE SUB®, the draught beer appliance, is showing positive signs and will be launched in China, its fifth market, this month. Brewlock, the on premise dispense system, is showing positive signs in the US. With a solid pipeline for the remainder of the year, further strong innovation momentum is expected. Group operating profit (beia) grew 4.7% organically, primarily reflecting higher revenues and improved cost efficiencies partly offset by higher planned marketing and selling expenses. INTERIM DIVIDEND In accordance with the existing dividend policy, HEINEKEN fixes its interim dividend at 40% of the total dividend of the previous year. As a result, an interim dividend of €0.44 per share of €1.60 nominal value will be paid on 12 August 2015. The shares will trade ex-dividend on 5 August 2015. The full results are here: http://www.flex-news-food.com/console/PageViewer.aspx?page=59539 Nid: 1026 Post date: 08/03/2015 - 10:32 Title: Anheuser-Busch InBev's Q2 & H1 Performance by Region Teaser: On July 30, 2015, Anheuser-Busch InBev reported a slight lift in half-year profits on disappointing sales and volumes. Here, just-drinks takes a look at the brewer's performance in its global markets: US - half-year sales -2.3%, volumes -3.5%: The brewer's sales-to-retailers fell by 1.9% in the half-year, while sales-to-wholesalers were down by 3.5%. Type: Blog entry Body: On July 30, 2015, Anheuser-Busch InBev reported a slight lift in half-year profits on disappointing sales and volumes. Here, just-drinks takes a look at the brewer's performance in its global markets: US - half-year sales -2.3%, volumes -3.5%: The brewer's sales-to-retailers fell by 1.9% in the half-year, while sales-to-wholesalers were down by 3.5%. Bud Light sales dipped by low single-digits, with the brand's market share staying flat. Budweiser, meanwhile, "delivered one of its best volume and market share results in recent years", A-B InBev said. In the quarter, however, the brand's sales-to-retailers were down by low single-digits. Michelob Ultra, Stella Artois and Goose Island were flagged as performing well, although the company's Rita portfolio has ahd to deal with strong competitive pressure. Mexico - half-year sales +8.0%, volumes +3.2% The company boasted a strong performance in Mexico, with Bud Light and Victoria both posting "particularly strong" volumes. Revenue management initiatives and positive brand mix from Bud Light drove sales growth. While cost synergies of US$30m were realised during Q2, the company said that synergies will be weighted in the latter six months of the year. "We remain committed to delivering our target of $1bn of savings by the end of 2016, with the vast majority expected to come by the end of 2015." Brazil - half-year sales +16.5%, volumes +3.9%: A-B InBev's AmBev division struggled with tough comparatives a year earlier (when Brazil hosted the FIFA World Cup ) and an "unfavourable macroeconomic environment" in the country. The premium and 'near-beer' brands did well in the half-year, however, led by Budweiser and Skol Beats Senses. Revenues-per-hectolitre grew strongly in Q2, by 15%, as promotional activity a year earlier saw revenue-per-hectolitre rise by just 3.8% in Q2 2014. In soft drinks, market share hit "an all-time high" of 19.6% in the quarter: "The macroeconomic environment is challenging and in this context, our commercial focus is to maintain a healthy balance between volume and revenue-per-hectolitre." China - half-year sales +11.8%, volumes +9% In volume terms, the overall beer market in China was down by 4.5% in the half-year. However, A-B InBev posted healthy growth, both in volumes and in sales value. The brewer holds around 18% market share in the country. Sales of the firm's three 'focus' brands - Budweiser, Harbin and Sedrin - increased by 3.5% in Q2, with Budweiser posting double-digit growth. Rest of the World: Good weather helped drive a double-digit volume increase in Argentina in the second quarter. Quilmes MixxTail Mojito, a "near-beer innovation", performed ahead of expectations in the period. Beer volumes in Belgium dipped by mid single-digits in the quarter, while Canada's numbers were described as being "very strong". Germany - whose national team won the FIFA World Cup last year - struggled against tough year-prior comparatives, with volumes slipping in Q2 by mid single digits. Quarterly volumes in South Korea decreased by high single digits, with A-B InBev highlighting a "very competitive environment". Finally, in the UK, sales were down by low single digits in the second quarter, again due to high comparatives. Nid: 1025 Post date: 08/03/2015 - 10:29 Title: World Cup, Ritas, South Korea impact Anheuser-Busch InBev's H1 - analysis Teaser: What do Brazil, the US and South Korea have in common? They all managed to make appearances in analysts’ notes on Anheuser-Busch InBev’s Q2 and H1 performance - but not necessarily for positive reasons. The impact of the FIFA World Cup in Brazil last year, competition for the company's Ritas portfolio in the US and South Korea's new organic numbers took their toll on today’s announcement, which Bernstein analyst Trevor Stirling described as "not quite as bad as it looks, but still not good". Type: Blog entry Body: What do Brazil, the US and South Korea have in common? They all managed to make appearances in analysts’ notes on Anheuser-Busch InBev’s Q2 and H1 performance - but not necessarily for positive reasons. The impact of the FIFA World Cup in Brazil last year, competition for the company's Ritas portfolio in the US and South Korea's new organic numbers took their toll on today’s announcement, which Bernstein analyst Trevor Stirling described as "not quite as bad as it looks, but still not good". "In Brazil," Stirling says in a note this afternoon, "beer volumes were weak in the quarter (-8.6%) suffering from tough World Cup comparatives, along with the weak macro-economy." Premium and 'near-beer' brands did well in the country, however, led by Budweiser and Skol Beats Senses. Revenues-per-hectolitre grew strongly in Q2, by 15%, as World Cup-related promotional activity a year earlier saw revenue-per-hectolitre rise by just 3.8% in Q2 2014. In the US, the brewer's sales-to-retailers fell by 1.9% in the half-year, while sales-to-wholesalers were down by 3.5%. Nomura’s Edward Mundy noted that "US beer-only revenue-per-hectolitre was softer than expected, +1.2%, given mix impact from poor performance of the Ritas". The Ritas launched in 2012 under the Bud Light banner, with Lime-A-Rita. Since then, the Rita franchise has expanded to include flavours such as Straw-Ber-Rita and Raz-Ber-Rita. Their performance for H1 was said to have been hampered by strong competitive pressure within the segment. Meanwhile, in South Korea, quarterly volumes decreased by high single digits, with A-B InBev describing the country as a "very competitive environment". Bernstein’s Stirling embellished a little, saying in a note: "Korea entered organic numbers for the first time in 2Q15, which acted as a drag on figures with implied Korean volumes down in the region of 8% as a result of weak industry volumes and share losses." The original news is here: http://www.just-drinks.com/analysis/world-cup-ritas-south-korea-impact-a... Nid: 1024 Post date: 07/26/2015 - 13:56 Title: The use of scab destroy workers' lives! Teaser: TORONTO, 19 July 2015 – Employees of the Crown Metal Packaging factory in Toronto have ratified a new collective agreement, ending a 22-month strike. Members of United Steelworkers (USW) Local 9176 voted today to accept a six-year collective agreement with Crown. The return to work process will begin Aug. 10. A tentative agreement was negotiated July 8 after the company withdrew one of the major impediments to a settlement – its attempt to bar many striking workers from returning to their jobs. The company had recruited replacement workers to operate the Toronto factory during the labour dispute. Type: Blog entry Body: TORONTO, 19 July 2015 – Employees of the Crown Metal Packaging factory in Toronto have ratified a new collective agreement, ending a 22-month strike. Members of United Steelworkers (USW) Local 9176 voted today to accept a six-year collective agreement with Crown. The return to work process will begin Aug. 10. A tentative agreement was negotiated July 8 after the company withdrew one of the major impediments to a settlement – its attempt to bar many striking workers from returning to their jobs. The company had recruited replacement workers to operate the Toronto factory during the labour dispute. The new collective agreement guarantees the rights of all striking employees to return to their jobs. It also includes enhanced retirement and severance provisions for employees who decide not to return to the plant. “These men and women can return to work with their heads held high. They are going back shoulder-to-shoulder, with their union and their principles intact,” said Marty Warren, USW Ontario Director. “These workers fought for nearly two years against a foreign multinational’s attempt to eliminate their union and their unionized jobs. They received tremendous support from their community and from many allies. While the Liberal government appointed a commission of inquiry, unfortunately it did not direct binding arbitration. "Clearly, this strike demonstrates the pressing need for amendments to the Labour Relations Act that would provide for binding arbitration in long and difficult strikes and would impose a ban on the use of replacement workers. We urge the Liberal government to take the necessary steps through the current labour law review process to commit to those reforms," Warren added. “We wish to thank the Bargaining Committee and USW International Vice-President Fred Redmond who worked tirelessly on the strike. We also thank the Toronto and York Region Labour Council, the Canadian Labour Congress and the many other unions, community groups and residents who provided tremendous financial and moral support to these working families over the last 22 months,” he said. Nid: 1023 Post date: 07/17/2015 - 11:10 Title: Support SABMiller Panama workers on strike for bargaining rights Teaser: Workers at Cervecería Nacional, Panama's beer and soft-drink subsidiary of global brewing giant SABMiller, have been on indefinite strike since July 10 in a conflict over basic trade union rights. CLICK THE FOLLOWING LINK TO SEND A SUPPORT MESSAGE TO SABMILLER! http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=943 Type: Blog entry Body: Workers at Cervecería Nacional, Panama's beer and soft-drink subsidiary of global brewing giant SABMiller, have been on indefinite strike since July 10 in a conflict over basic trade union rights. CLICK THE FOLLOWING LINK TO SEND A SUPPORT MESSAGE TO SABMILLER! http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=943 The two unions which together represent over 80% of the workforce, SITRAFCOREBGASCELIS and STICP, submitted joint proposals for a new collective bargaining agreement at the Ministry of Labour on June 1. Negotiations immediately deadlocked over the company's insistence on negotiating with only one of the unions, who insist on their right to be jointly represented in the negotiations. In the run-up to the July 10 strike deadline, management pressured workers to renounce their collective bargaining rights and demands and barred active union leaders from access to workplaces. Now, the company is escalating the pressure by withholding from workers their wages for days worked in July prior to the strike. The strikers are holding firm and have received support and solidarity messages from unions in Panama, Latin America and the IUF. You can support their fight by sending a message to management of Cervecería Nacional - SABMiller telling the company to immediately begin bargaining with the two unions representing the workers. In addition to local beers, Cervecería Nacional also bottles Pepsi-Cola in Panama. Nid: 1022 Post date: 07/07/2015 - 17:19 Title: Heineken snaps up United Spirits' final slice of United Breweries Teaser: Heineken has bought United Spirits' remaining stake in India's United Breweries (UB) for INR8.72bn (US$137.2m). The Dutch brewer, which is already UB's biggest shareholder ahead of Indian entrepreneur Vijay Mallya, increased its ownership of the company from 38.9% to 42.1%. Diageo, which owns 55% of United Spirits, confirmed the sale in a filing on the London stock exchange. Type: Blog entry Body: Heineken has bought United Spirits' remaining stake in India's United Breweries (UB) for INR8.72bn (US$137.2m). The Dutch brewer, which is already UB's biggest shareholder ahead of Indian entrepreneur Vijay Mallya, increased its ownership of the company from 38.9% to 42.1%. Diageo, which owns 55% of United Spirits, confirmed the sale in a filing on the London stock exchange. A spokesperson for Heineken told that the purchase doesn't change UB's ownership structure. The move follows Heineken increasing its stake-holding last August, however the company remained silent in January over speculation that it was to increase its stake further. Heineken inherited an interest in United Breweries when it teamed up with Carlsberg to buy Scottish & Newcastle in 2008. The original story is here : http://www.just-drinks.com/news/heineken-snaps-up-united-spirits-final-s... Nid: 1021 Post date: 07/02/2015 - 14:17 Title: SABMiller unions in Panama go on strike Teaser: The members of two unions that negotiate the new collective agreement with SABMiller National Brewery unanimously approved a decision to go on strike at an extraordinary general meeting. Members of the Brewing Industry Union of Panama (STICP) and the Manufacture and Sale of Soft Drinks, Beverages, Beer, Spirits Industrial Union (SITRAFCOREBGASCELIS) joined the meeting held on Sunday June 28, 2015. Type: Blog entry Body: The members of two unions that negotiate the new collective agreement with SABMiller National Brewery unanimously approved a decision to go on strike at an extraordinary general meeting. Members of the Brewing Industry Union of Panama (STICP) and the Manufacture and Sale of Soft Drinks, Beverages, Beer, Spirits Industrial Union (SITRAFCOREBGASCELIS) joined the meeting held on Sunday June 28, 2015. The indefinite strike will be effective from 6 am, July 10. The workers also decided to march in front of the local company. In a joint statement both unions expressed that the Extraordinary General Assembly "has created specific conditions for building unity between the two unions". "This is not about competing among workers or unions, but to favor the interests of the working class, who are above the personal interests of organizations. SABMiller has violated both national labor legislation and international conventions ratified by Panama. The company was trying to manipulate the workers mainly by the old tactic of 'divide and rule' and was seeking to negotiate only with one of the unions. Nid: 1020 Post date: 07/02/2015 - 14:15 Title: Collective bargaining negotiations in Panama stalled by SABMiller Teaser: National Brewery of Panama, owned by the British-South African transnational SABMiller, rejected to negotiate a new collective agreement with the strategic alliance of two unions in the company. The arrogant and uncompromising attitude of SABMiller has stressed the industrial relations in Central America. Type: Blog entry Body: National Brewery of Panama, owned by the British-South African transnational SABMiller, rejected to negotiate a new collective agreement with the strategic alliance of two unions in the company. The arrogant and uncompromising attitude of SABMiller has stressed the industrial relations in Central America. On June 1, 2015 the Labor Ministry of Panama initiated the negotiations for a new collective agreement between Cervecería Nacional (SABMiller), the Industrial Union of the manufacture and sale of soft drinks, beverages, beer, liquors and allied workers (SITRAFCOREBGASCELIS) and the Union of the Brewing Industry in Panama (STICP). The two unions which together organize more than 80 percent of SABMiller National Brewery workers decided to strengthen a strategic alliance to negotiate a new agreement. "Since we started the negotiations, SABMiller has maintained an uncompromising attitude and has tried to impose time and trading rules. In addition, it has categorically rejected the decision of unions to bargain collectively, pretending to sit exclusively with the majority union the new agreement, "said John Alexander, general secretary of SITRAFCOREBGASCELIS and adviser to the union negotiating committee. After several unsuccessful meetings, during which no progress was made or no clause was signed, the unions decided to raise the tone of the protest. "We maintain our position to jointly negotiate an agreement that will benefit all workers of National Brewery. From now on, we call on the IUF, its affiliated SABMiller unions to support our struggle by denouncing the closed and intransigent attitude of the transnational brewery. Nid: 1019 Post date: 07/01/2015 - 17:27 Title: Where Beer is Brewed Can Leave a Bad Taste Teaser: Where beer brands are actually brewed has been in the news again this week and the argument seems to be one of geography rather than one of taste. In the latest round of disputes, Anheuser-Busch InBev stood accused of failing to detail that its Beck's brand, which hails from Germany, has been produced in the US for the US market since 2012. The affair has cost the company a US$3.5m settlement and a pledge to partially refund consumers up to US$50 per household. Type: Blog entry Body: Where beer brands are actually brewed has been in the news again this week and the argument seems to be one of geography rather than one of taste. In the latest round of disputes, Anheuser-Busch InBev stood accused of failing to detail that its Beck's brand, which hails from Germany, has been produced in the US for the US market since 2012. The affair has cost the company a US$3.5m settlement and a pledge to partially refund consumers up to US$50 per household. At the start of the year, the brewer had the same problem with Japanese brand Kirin, which is also brewed in the US, for the market. Of course, A-B InBev isn’t the only company to make beer in the market in which it is sold, as a recent article in the Wall Street Journal points out. As brands grow and exports begin to rise in both importance and in volumes, it seems to be a natural step to start operations in the export market: Brooklyn Lager is the latest example of this - in Australia, it is now brewed under licence by Coopers Brewery. The US firm also has a contract with The Kiuchi Brewery for its beer in Japan. And, as the world becomes more environmentally-conscious, is shipping beer across the world going to become a thing of the past? Earlier this month, we revealed that bottles of Molson Coors’ Cornish beer Doom Bar were actually being brewed in Burton-upon-Trent - about 270 miles away from the brand’s home in Rock. It sparked an emotional response and the story later appeared on the BBC, where commentators called the revelation a ‘con’. Others, however, have argued that the move is understandable, given the limited amount of space at Doom Bar's original home, and the limited logistics in Cornwall. The actual taste of the beer doesn’t seem to be any kind of talking point in these rows about where beer is made - it would be interesting to line up a blind tasting and see if people can tell the difference. Of course, this isn’t really the point: The problem is that people don’t like to feel as if they have been deceived. A-B InBev's recent US pay-outs clearly attest to that. Nid: 1018 Post date: 06/30/2015 - 16:48 Title: AB InBev - Q3 2015 Results Teaser: Strengths • Largest global beer company with annual sales of more than USD40bn. • Dominant position in two of the world's most profitable beer markets: Brazil and the US. • Total debt to EBITDA has been cut down from a five-year high of 7.8 to 2.9 in its last financial year, following InBev's USD52bn acquisition of Anheuser-Busch in 2008. • By far the most profitable of the big three beer companies; the other two are SABMiller and Heineken. Weaknesses Type: Blog entry Body: Strengths • Largest global beer company with annual sales of more than USD40bn. • Dominant position in two of the world's most profitable beer markets: Brazil and the US. • Total debt to EBITDA has been cut down from a five-year high of 7.8 to 2.9 in its last financial year, following InBev's USD52bn acquisition of Anheuser-Busch in 2008. • By far the most profitable of the big three beer companies; the other two are SABMiller and Heineken. Weaknesses • While group margins are extremely strong, higher exposure to developed markets compared with SABMiller in particular means organic growth is harder to come by. • Limited exposure to Asia and in Africa, where beer is growing strongly. • Expected slowdown in Brazilian beer on the back of anticipated rise in excise tax rates a concern given Brazil's importance to group growth. Opportunities • Increasing investment into fast growing craft beer in the US. • Having significantly lowered its debt over the past two years, AB InBev could be ready to make more acquisitions as it looks to re-weight its portfolio more towards growth markets. • Could eventually make another huge acquisition, possibly involving SABMiller. Threats • Another slowdown in the US in particular where the company has a lot exposure and where per capita beer consumption is declining. • More tax rises in Brazil. • Increase in key input costs associated with producing beer, including malt, wheat and barley. Company Overview AB InBev (ABI) is the world's largest beer company by annual sales (USD43bn in 2013) and controls around half of the US beer market. Brands include the flagship Budweiser, which is the world's bestselling beer brand; Bud Light, the world's best-selling light beer; and the Michelob and Natural ranges. The company's US beers are brewed in 10 countries, with Canada being its largest market outside the US. InBev acquired Anheuser-Busch in August 2008 for USD52bn. Strategy ABI is phenomenally profitable. By way of comparison, in its last financial year to December 31 2013, its operating margin was 68% higher than SABMiller's and 168% higher than Heineken's; these two companies represent its core peer group. The driving factor behind this level of margin outperformance is ABI's dominant market position in the US and Brazil, where the structure of the beer industry works very much in its favour. Nid: 1017 Post date: 06/30/2015 - 14:02 Title: SABMiller keen to go deeper with Coca-Cola Co in Latin America Teaser: SABMiller has expressed an interest in growing its partnership with The Coca-Cola Co in the Latin America region. The UK-headquartered company, which agreed with Coca-Cola last year to create the world's tenth largest Coca-Cola bottler, in Africa, has bottling operations for the soft drinks group in El Salvador and Honduras. At an analysts' briefing in London on June 22, SABMiller flagged that it is keen to "deepen our partnership" with Coca-Cola in the region. Type: Blog entry Body: SABMiller has expressed an interest in growing its partnership with The Coca-Cola Co in the Latin America region. The UK-headquartered company, which agreed with Coca-Cola last year to create the world's tenth largest Coca-Cola bottler, in Africa, has bottling operations for the soft drinks group in El Salvador and Honduras. At an analysts' briefing in London on June 22, SABMiller flagged that it is keen to "deepen our partnership" with Coca-Cola in the region. Speaking to media after the presentations, Karl Lippert, president of SABMiller Latin America, further detailed the company's wishes. "We have a long-standing and very productive relationship with Coca-Cola in Latin America," Lippert said. "Even in tough times, we've grown brand Coke, especially in the last two years. That's in spite of a rise in concerns in the region about things like sugar content that have affected the brand in other parts of the world. "There are other places that are of interest to us," Lippert continued, "but of course that's down to lots of other pieces. It would be easy to give you a wish list." Lippert warned that the bottling landscape for Coca-Cola products is very different in Latin America to that in Africa. "There are bottlers in Latin America that have very big footprints," he said. "But, they all have the same issues, they're all juggling and they'd all like more." Coca-Cola FEMSA, the world's largest franchised Coca-Cola bottler, operates in nine markets in the region, including Argentina, Brazil and Mexico. "I think there is opportunity here," Lippert added. "If it's complementary to us, and the price was right, we'd consider it." Original story is here: http://www.just-drinks.com/analysis/just-on-call-sabmiller-keen-to-go-de... Nid: 1016 Post date: 06/14/2015 - 22:39 Title: Unfair dismissal in Kunstmann Heineken Brewery in Chile Teaser: Earlier this year, the Kunstmann brewery, part of Heineken Holding CCU began unilaterally to make changes to the machinery of the factory in Valdivia. Workers reminded the company that it cannot take these measures without consulting the trade union and the company in response dismissed the 15 percent of union members. Type: Blog entry Body: Earlier this year, the Kunstmann brewery, part of Heineken Holding CCU began unilaterally to make changes to the machinery of the factory in Valdivia. Workers reminded the company that it cannot take these measures without consulting the trade union and the company in response dismissed the 15 percent of union members. Yerko Aburto, president of the Union of Workers of the Cervecería Kunstmann told IUF Latin America that the company is expanding its production and therefore hiring new workers, who are suggested not to join the union. "Faced with this attitude of management, the union will begin to question the actions of the company that restrict freedom of association" he said. He explained that the Chilean labor legislation still has strong vestiges of the era of the dictatorship of Augusto Pinochet, the company could, in case of an eventual stoppage; replace the strikers by these new workers who are not members of the union. "Faced with this unfair strategy the union filed a complaint with the Ministry of Labour about the anti-union dismissals. In the midst of this, the company paid discounts to members without respecting the jurisdiction, "he said. "The company must have paid the hours of union leave and did not; therefore there was a reduction in our salaries. Furthermore on March 30, nine workers who were all union members were dismissed, "he said. This series of anti-union measures by the brewery has failed to dismember the trade organization. "Fortunately the company could not divide us as an organization. On the contrary, we are stronger. Received the support of our Federation locally and the support and solidarity of the IUF and its affiliates worldwide, "said the leader. Aburto Yerko stressed the importance of solidarity received from unions in Uruguay and Brazil. "We've been working on a strategy of pressure on such transnational companies, covering various unions and social organizations in Chile and abroad, as a way to counteract the shortcomings of the labor law is rather loose with employers "he said. On Monday 27 at mediation meeting with the management of the company the union demanded the reinstatement of the dismissed workers without success. For that reason it is that the case went to the orbit of the labor courts. "We are ready to dialogue but we will not give in when it comes to basic rights of workers" said Aburto. The Kunstmann Brewery employs 90 workers, of which 80 percent is member of the Union. Kunstmann a family ownership, the company had 0.5 percent of the beer market in Chile in 2002, reaching a production of 20,000 hectoliters. That same year the CCU Heineken Holding acquired 49 percent stake in the firm, founding Kunstmann SA Brewing Company. Find the original Spanish news here: http://www.rel-uita.org/index.php/es/sindicatos/item/6317-la-pureza-anti... Nid: 1015 Post date: 06/08/2015 - 15:20 Title: Diageo takeover unlikely as 3G rumours swirl Teaser: Is Diageo about to be taken over by a heavyweight Brazilian investment fund? That's the big question after a Brazilian magazine reported on Friday that 3G Capital was sizing up a bid. 3G was founded by billionaire Jorge Paulo Lemann and owns one-fifth of Anheuser-Busch InBev, so the experience is in place. Furthermore, Diageo's New York share price on Friday saw its biggest jump since 2008, meaning that some people clearly think a deal is on the cards - or at least, as is the way with the hyper-sensitive stock market, some people believe that other people will think a big deal is on the cards... Type: Blog entry Body: Is Diageo about to be taken over by a heavyweight Brazilian investment fund? That's the big question after a Brazilian magazine reported on Friday that 3G Capital was sizing up a bid. 3G was founded by billionaire Jorge Paulo Lemann and owns one-fifth of Anheuser-Busch InBev, so the experience is in place. Furthermore, Diageo's New York share price on Friday saw its biggest jump since 2008, meaning that some people clearly think a deal is on the cards - or at least, as is the way with the hyper-sensitive stock market, some people believe that other people will think a big deal is on the cards... But before Guinness, Johnnie Walker and Smirnoff are packed up and sent down the Amazon along with Diageo's multitude of other brands, it is worth noting that analysts today lined up to offer a resounding "not likely" to the speculation. Bernstein said they would be "very surprised" if 3G - and by extension, A-B InBev - acquired Diageo, not least because 3G is still bedding in Heinz with Kraft Foods are their merger in March (3G is an owner of Heinz). Bernstein also said the report that the past few days' speculation is based on is "possibly erroneous". It came from Brazilian news magazine Veja, which in November suggested that 3G was lining up a bid for the Coca-Cola Co as it prepared to set up a new fund to invest in the food and beverage sector. Coca-Cola, as yet, remains untouched. The report is also based on an unnamed source. And because it mentions that the potential bid is still in the initial stage, it is very possible that 3G is merely running the rule over Diageo, as it would be assumed to do on all potential targets, no matter how unlikely an eventual bid. As an investment firm that makes its money from acquisitions, it would be a dereliction of 3G's duty if it were not to look at Diageo, which has had a rough time of it of late, with a relatively poor performance in its latest results. But away from the rumours, speculation and tea-leaf reading of acquisition reporting, simple beverage business logic suggests that Veja's news story - which broke on Friday - is assumptive at best. For a start, 3G in the past has shown more appetite for industries where profits can be maximised through cost-cutting and margin improvements. After 3G engineered the InBev and Anheuser-Busch merger in 2008, for example, management immediately slashed 1,400 jobs from the American brewer. The company also implanted "zero-based budgeting," wherein, according to a Forbes report form March, "every expense must be newly justified every year, not just new ones, and the goal is to bring it lower than the year prior". None of these management styles would fit well in the spirits world, where companies work to boost the bottom line more through sales growth. Secondly, just as beer and spirits are not a good mix on a night out, in the business world the combination also leaves something of a hangover. In a detailed note today, analysts at Bernstein point out that synergies between the two categories are only worthwhile in emerging markets - take Diageo's huge focus on Guinness in Nigeria as an example. "In mature markets, the production assets are very different, the logistics challenges are dramatically different, the distribution channels are often completely separate and the style of sales, marketing and brand building is also different," Bernstein says. Even splitting beer and spirits brings its own headaches. Bernstein points out that Guinness in the UK is sold in the on-trade through Carlsberg, Heineken and Molson Coors. Would they be willing to work with a company backed by A-B InBev? Also, Bernstein suggests that US authorities would require 3G to offload the home of Guinness, St James's Gate, as they did with Grupo Modelo's Mexican assets when A-B InBev bought the Corona brewer. Finally, there is the money issue. According to Martin Deboo at Jefferies, 3G would need to raise US$73bn to buy Diageo. That figure dwarfs the $3bn that 3G put into its share of Burger King, the $4bn in Heinz and $5bn in Heinz/Kraft, Deboo says. Far more likely, say analysts, is that 3G will use its billions - along with more potential billions from its sometime partner, the Warren Buffet-owned Berkshire Hathaway - to snap up beer and soft drinks maker SABMiller. But while that company seems more in keeping with 3G's stripped-down operational methods, it is an acquisition that has been speculated on for a long time, with no move yet in sight. But then acquisitions always seem to come out of the blue, after which point they somehow appear inevitable. For now, however, Diageo's takeover appears less inevitable than most. Original news is here : http://www.just-drinks.com/analysis/analysis-diageo-takeover-unlikely-as... Nid: 1014 Post date: 05/26/2015 - 17:11 Title: Anheuser-Busch InBev’s Q1 2015 Performance by Region Teaser: Anheuser-Busch InBev reported a 62% surge in first quarter net profit, accompanied by a 1.4% dip in net sales. Here is the company’s global performance, region by region: North America – volumes down 5.6%, sales down 3.8% The company was hit by a 6% decline in sales-to-wholesalers in the US, which it blamed on a difficult comparable, as well as a 1.5% fall in selling day-adjusted sales-to-retailers. The result was an estimated market share loss of about 45bps. Type: Blog entry Body: Anheuser-Busch InBev reported a 62% surge in first quarter net profit, accompanied by a 1.4% dip in net sales. Here is the company’s global performance, region by region: North America – volumes down 5.6%, sales down 3.8% The company was hit by a 6% decline in sales-to-wholesalers in the US, which it blamed on a difficult comparable, as well as a 1.5% fall in selling day-adjusted sales-to-retailers. The result was an estimated market share loss of about 45bps. A strong Super Bowl campaign helped Bud Light to gain share in the premium light segment, although sales to retailers were down 2%, leading to a 20bps market share loss. Meanwhile, Budweiser had one of its best quarters in some time, with sales-to-retailers down in the low single-digits. Above-premium brands, led by Ultra, Stella Artois and Goose Island, performed well. In Canada, the brewer believes it maintained market share, with beer volumes up by low single-digits against a good industry performance. Mexico - volumes +2.1%, sales +8.1% Bud Light and Victoria delivered the strongest performances in Mexico, although Corona volumes also grew in the quarter, despite a "very challenging" comparable with last year’s FIFA World Cup promotion. A-B InBev’s 'Focus Brands' spearheaded growth with revenues up 4.4%. The company realised cost synergies of about US$10m during the quarter, lifting total cost savings to $740m since it gained full control of Grupo Modelo last year. A-B InBev continues to target total savings of $1bn by the end of 2016, with most of that figure coming this year. Latin America - North - volumes +1.0%, sales +11.8% Volumes in Brazil were hit by a 2.2% decline in soft drinks sales, partially offset by a 0.4% rise for beer, leaving the company’s market share roughly flat at 67.5%, it said. "We continue to expect net revenues in Brazil to grow by mid to high single-digits in 2015 with our commercial focus being to maintain a healthy balance between volume and revenue-per-hectolitre, driven by our affordability and pack price strategies, supported by strong field execution," said A-B InBev. Latin America - South - volumes -3.0%, sales +25.5% The brewer’s beer volumes in Argentina were down in the low single-digits, thanks to "the weak consumer environment and some share loss due to competitive pressure", it said. But Quilmes MixxTail Mojito – a new "near-beer" category launch late last year – is continuing to beat company expectations. Europe - volumes -5.9%, sales +0.1% Industry decline, partly offset by share gains, sent beer volumes down in low single-digits in Belgium, A-B InBev said. Meanwhile, own beer volumes in Germany also fell slightly, thanks to the impact of first quarter price increases. Innovations in the country include three new liquids under the Beck’s banner and two new non-alcohol products for Franziskaner. The UK saw a 7% slump in volumes, blamed by the brewer on "a weak industry environment, and a difficult market share comparable". Asia Pacific - volumes +4.8%, sales +15.5% A "very successful" Chinese New Year campaign drove A-B InBev’s China beer volumes up 4.7% in the quarter, bringing a market share gain of about 100bps against industry declines of roughly 2%. The company’s trio of focus brands – Budweiser, Harbin and Sedrin – grew by 10.3%, supported by good performances by innovations, such as Budweiser’s aluminium bottle, which doubled sales. Beer volumes fell by about 4% in South Korea – the result of "some estimated share loss against a difficult comparable", said the company. Nid: 1013 Post date: 05/26/2015 - 17:06 Title: Carlsberg cuts 180 staff Teaser: Carlsberg has cut 180 jobs worldwide as it continues to readjust to heavy losses in Eastern Europe. The Danish brewer said the cuts, announced to staff last week, fell on its head office in Copenhagen and regional units. About 75 of the jobs were in Carlsberg's headquarters, with the rest in international markets. Carlsberg said the cuts were partly down to challenges in Russia, where falling beer demand drove a 20% decrease in group profits in 2014. Russia is Carlsberg's largest market and, along with other Eastern European countries, accounts for about a quarter of overall sales. Type: Blog entry Body: Carlsberg has cut 180 jobs worldwide as it continues to readjust to heavy losses in Eastern Europe. The Danish brewer said the cuts, announced to staff last week, fell on its head office in Copenhagen and regional units. About 75 of the jobs were in Carlsberg's headquarters, with the rest in international markets. Carlsberg said the cuts were partly down to challenges in Russia, where falling beer demand drove a 20% decrease in group profits in 2014. Russia is Carlsberg's largest market and, along with other Eastern European countries, accounts for about a quarter of overall sales. Carlsberg's CEO, Jørgen Buhl Rasmussen, hosted his last quarterly financial announcement this month as he prepares to step down on 15 June. He will be replaced by Cees‘t Hart, the current CEO of Dutch dairy company Royal FrieslandCampina. Nid: 1012 Post date: 05/21/2015 - 13:34 Title: Sad Times for the Industry Stag at Mortlake Teaser: I am sorry to say that it looks like the Stag Brewery at Mortlake will close the doors by the end of 2015. This was announced back in 2009 but after a few extensions It seems the end is finally near. It always disturbs me the way that companies think if they give some sort of severance that it is ok to close plants. The real tragedy is the what they do to the lives of the employees. Many at Stag have been there most of their adult life and have grown up together. Type: Blog entry Body: I am sorry to say that it looks like the Stag Brewery at Mortlake will close the doors by the end of 2015. This was announced back in 2009 but after a few extensions It seems the end is finally near. It always disturbs me the way that companies think if they give some sort of severance that it is ok to close plants. The real tragedy is the what they do to the lives of the employees. Many at Stag have been there most of their adult life and have grown up together. We wish all of the employees good luck and hopefully the employer will treat them with the respect that they have earned over the years. As more details come available we will add them. Nid: 1011 Post date: 05/15/2015 - 13:06 Title: The Industry is always Changing Teaser: SABMiller Plc, the brewer whose advance toward Heineken NV was spurned last year, says the level of deal-making activity in the industry remains high as speculation persists about a bid from Anheuser-Busch InBev NV. “Conversations, evaluations, looking at transactions, that’s still a big part of everyone’s day-to-day job in this industry,” interim Chief Financial Officer Domenic De Lorenzo said in at a press briefing in London Wednesday. “Activity levels, if you measure them in conversations and evaluations, are still relatively high.” Type: Blog entry Body: SABMiller Plc, the brewer whose advance toward Heineken NV was spurned last year, says the level of deal-making activity in the industry remains high as speculation persists about a bid from Anheuser-Busch InBev NV. “Conversations, evaluations, looking at transactions, that’s still a big part of everyone’s day-to-day job in this industry,” interim Chief Financial Officer Domenic De Lorenzo said in at a press briefing in London Wednesday. “Activity levels, if you measure them in conversations and evaluations, are still relatively high.” Dutch brewer Heineken said in September it turned down an approach from London-based SABMiller. Such a deal would have strengthened SABMiller against a potential bid by Anheuser-Busch InBev, people with knowledge of the matter said at the time. Closely-held French drinks maker Groupe Castel is often mentioned by analysts as a target for SABMiller, which already owns 20 percent of Castel. The maker of Coors Light declined to comment on specific acquisition targets Wednesday. SABMiller is increasing its focus on sodas and other non-alcoholic beverages as global demand for beer stagnates and targets for consolidation become harder to find. In November, the company said it would form the biggest Coca-Cola Co. bottler in Africa, a deal that should close by December, SABMiller executives said Wednesday. “Everyone is looking for growth opportunities, and we would do the same,” De Lorenzo said. Nid: 1010 Post date: 05/13/2015 - 12:44 Title: Carlsberg’s Q1 Results by Region Teaser: Carlsberg reported its first quarter results on May 12, 2015, with losses up 34% and revenue rising 4.5%. Please find below the company’s performance during the three-month period by region. Type: Blog entry Body: Carlsberg reported its first quarter results on May 12, 2015, with losses up 34% and revenue rising 4.5%. Please find below the company’s performance during the three-month period by region. Western Europe – Q1 net sales +7%, operating profits +42% While Carlsberg’s Western European beer markets were flat, the Danish brewer was able to grow its market share strongly, thanks to healthy performances in France, the Nordics, Poland and the Balkans – offset by share losses in Switzerland. Beer volumes rose organically by 5% thanks to positive trends in most markets, but with the exceptions of the UK, Switzerland and Italy. As well as market share gains, volumes were boosted by earlier sell-in to Easter and stocking ahead of the company’s BSP1 new supply chain system roll-out in four markets. The last two factors, Carlsberg warned, will be reversed in the second quarter. Operating profit growth – with margins improving by 190bps – was driven by a combination of volume growth and efficiency improvements. Eastern Europe – Q1 net sales -30%, operating loss DKK8m, versus DKK155m Macroeconomic conditions continued to weigh on the region, with the Russian beer market down 9% and Ukraine declining 14% in the period. Carlsberg said its volume share in Russia was impacted by the introduction of a smaller pack size in last year’s second quarter, but flagged a 50bps improvement in value market share, driven by local premium brands Baltika 7, Baltika 9 and Baltika Razlivnoe. Volume shipments fell 16% on an organic basis, the company added, thanks to the market declines in Russia and Ukraine, plus further inventory cuts at Russian distributors in response to the shift from traditional to modern trade. Asia - Q1 net sales +29%, operating profit up 26% Growth in the altogether more buoyant Asia region was mainly driven by India, Cambodia and Nepal, Carlsberg said, partially offset by declines in Vietnam and Malawi (part of the company’s Asia division). The brewer has returned to positive figures in China, with growth of 1% in a market that declined by an estimated 2%, thanks to a "particularly good" performance in Xinjiang, Ningxia and Chongqing. "Our international premium brands grew strongly across the region," Carlsberg said, highlighting the performances of Carlsberg Light and Chill in China, and Carlsberg Elephant in India. Meanwhile, Tuborg saw strong growth in India on the back of higher media investments, and more than doubled its volumes in China as distribution there expanded. Nid: 1009 Post date: 05/13/2015 - 12:37 Title: Carlsberg Posts Organic Net Revenue Growth of 4% Teaser: Financial highlights Organic net revenue growth of 4% to DKK 13.5bn. Solid price/mix of +3%. 8% organic operating profit growth driven by strong performance in Western Europe and Asia. 46% reported operating profit growth to DKK 661m. Adjusted net profit of DKK 0m (DKK -50m in Q1 2014). ROIC improved by 40bp to 8.4% First-quarter net losses total DKK90m (US$13.5m) versus DKK67m Sales in first three months of 2015 rise by 4.5% to DKK13.47bn Beer volumes come in flat at 27.5m hectolitres Full-year outlook of mid- to high-single-digit operating profits rise maintained Type: Blog entry Body: Financial highlights Organic net revenue growth of 4% to DKK 13.5bn. Solid price/mix of +3%. 8% organic operating profit growth driven by strong performance in Western Europe and Asia. 46% reported operating profit growth to DKK 661m. Adjusted net profit of DKK 0m (DKK -50m in Q1 2014). ROIC improved by 40bp to 8.4% First-quarter net losses total DKK90m (US$13.5m) versus DKK67m Sales in first three months of 2015 rise by 4.5% to DKK13.47bn Beer volumes come in flat at 27.5m hectolitres Full-year outlook of mid- to high-single-digit operating profits rise maintained Operational highlights Strong market share growth in all three regions. Beer volumes grew organically by 5% in Western Europe and 4% in Asia while Group beer volumes declined organically by 1%, due to Eastern Europe. The remaining four large markets went live on BSP1 in early April. Our international premium portfolio delivered strong growth: The Carlsberg brand grew 6% in its premium markets, Tuborg grew 27%, Somersby +42%, Kronenbourg 1664 +7% and Grimbergen +34%. 2015 earnings expectations 2015 outlook of organic operating profit growth by mid- to high-single-digit percentages is maintained. Click the following link to view the full report: http://www.flex-news-food.com/files/carlsberg120515.pdf Nid: 1008 Post date: 05/13/2015 - 12:35 Title: SABMiller's Revenue Rises 5% Teaser: SABMiller plc reported its preliminary (unaudited) results for the twelve months to 31 March 2015. Highlights Organic, constant currency group net producer revenue (NPR) growth of 5% Group NPR per hectolitre (hl) up 3% on an organic, constant currency basis, reflecting growth in all regions Organic, constant currency EBITA growth of 6% and EBITA margin1 expansion of 30 basis points (bps) Adjusted constant currency EPS grew by 5% and by 6% excluding the prior year net earnings impact of the group's disposed investment in Tsogo Sun Holdings Limited (Tsogo Sun) Reported group NPR, EBITA and adjusted EPS declined, impacted by adverse translational foreign exchange effects and the disposal of Tsogo Sun Free cash flow2 increased by 26% Announcement of the formation of Coca-Cola Beverages Africa (CCBA), the largest bottler in Africa, strengthening further our leading presence on the African continent Full year dividends per share of 113.0 US cents, up 8% on prior year Type: Blog entry Body: SABMiller plc reported its preliminary (unaudited) results for the twelve months to 31 March 2015. Highlights Organic, constant currency group net producer revenue (NPR) growth of 5% Group NPR per hectolitre (hl) up 3% on an organic, constant currency basis, reflecting growth in all regions Organic, constant currency EBITA growth of 6% and EBITA margin1 expansion of 30 basis points (bps) Adjusted constant currency EPS grew by 5% and by 6% excluding the prior year net earnings impact of the group's disposed investment in Tsogo Sun Holdings Limited (Tsogo Sun) Reported group NPR, EBITA and adjusted EPS declined, impacted by adverse translational foreign exchange effects and the disposal of Tsogo Sun Free cash flow2 increased by 26% Announcement of the formation of Coca-Cola Beverages Africa (CCBA), the largest bottler in Africa, strengthening further our leading presence on the African continent Full year dividends per share of 113.0 US cents, up 8% on prior year Other performance highlights Lager volumes level year on year, with growth in Africa and Latin America offset by volume weakness in China and North America. China returned to growth during the last three months of the year. Soft drinks volume growth of 8%, and the alliance with The Coca-Cola Company strengthened. Depreciation of all our key currencies against the US dollar impacted reported EBITA by US$372 million, on a translational basis. Adjusted EBITDA3 of US$6,677 million was in line with the prior year. Weighted average interest rate for the gross debt portfolio of 3.5%, down from 3.9%. The effective tax rate for the year was 26.0%, in line with the prior year. Strong free cash flow and balance sheet, with the group's gearing ratio declining by 900 bps to 43.0% and net debt declining by US$3,838 million to US$10,465 million as at 31 March 2015. During the year, we received the first dividend from our associate, CR Snow, amounting to US$228 million. Net debt to adjusted EBITDA ratio of 1.6x. Capex of US$1,572 million, focused on investment in production capacity and capability, most notably in our higher growth markets of Africa and Latin America. The group completed the sale of its investment in Tsogo Sun in August 2014 and received net proceeds of US$971 million, realising a post-tax profit of US$239 million, which has been treated as exceptional. Soft drinks continue to be a standout performer, with excellent volume growth across Africa, Latin America and Europe. The company is confident in the future of its soft drinks business which was underlined by the agreement, announced in November 2014, to create Coca-Cola Beverages Africa (CCBA) The company consolidated activities such as procurement and back office services, and integrated its supply chain. SABMiller's global procurement organisation helped to drive savings in direct materials, which, together with lower commodity prices, mitigated adverse transactional currency headwinds." Operational highlights Latin America Group NPR growth of 7% reflecting selective lager price increases, growth in our premium and above mainstream lager categories, lager affordability initiatives in Colombia and Honduras, together with strong soft drinks volume growth. Increased marketing investment behind our brands to support our expansion of the beer category and innovations to tap into new sources of growth. EBITA growth of 8% with margin improvement of 30 bps reflecting a reduction in production costs, notwithstanding currency pressure on imported raw materials towards the end of the year, together with fixed cost productivity as we continue to simplify and drive efficiencies in the region. Africa Group NPR growth of 9% reflecting lager share gains across a number of markets, volume growth, selective pricing and continued premiumisation in lager. Strong growth in our soft drinks portfolio resulting from price moderation and good retail execution. EBITA growth of 6% with margin decline of 90 bps driven by raw material input cost pressures reflecting currency depreciation, moderated pricing in conjunction with our focus on affordable products and adverse geographic mix. The integration of our South Africa beverages business and the rest of Africa into one region is progressing well with benefits in innovation, distribution, sourcing and revenue management. Asia Pacific Group NPR growth of 1% with lager pricing and premiumisation offsetting volume decline. Gained share in Australia in a weaker market, together with improved NPR per hl in the second half of the year. The integration programme in Australia is now complete and has delivered both savings and capability build ahead of expectations. In China, our associate CR Snow maintained national leadership, supported by a return to volume growth in the final quarter of our financial year. We received the first dividend from CR Snow, amounting to US$228 million. EBITA declined by 4% with margin decline of 100 bps, an improvement from the first half of the year due to the return to volume growth in China following exceptionally adverse weather conditions over summer in some of our key regions. An exceptional impairment charge of US$313 million has been recognised in respect of our Indian business, primarily reflecting increasing regulatory and excise challenges. Europe Group NPR growth of 2% against a backdrop of continued economic uncertainty and low inflation. Innovation has remained a key priority, focused on serving more consumers on more occasions, together with core brand renovations. EBITA growth of 6% with margin improvement of 50 bps, underpinned by cost savings as we optimise our operating model. An exceptional charge of US$63 million has been recognised, being the group's share of Anadolu Efes' impairment charge in relation to its beer businesses in Russia and Ukraine. North America Group NPR was in line with the prior year with group NPR per hl growth of 3% offsetting lower volumes. MillerCoors continued to expand its brand portfolio within the growing above premium segment. EBITA growth of 7% and margin improvement of 110 bps reflecting cost savings in procurement and brewery efficiencies together with fixed cost savings, reflecting the organisational restructuring over the last two years. You can find the full results here: http://www.flex-news-food.com/CONSOLE/PageViewer.aspx?page=58531 Nid: 1007 Post date: 05/11/2015 - 17:23 Title: MillerCoors Sales Fall as Demand Drops for Coors Light Beer Teaser: SABMiller and Molson Coors Brewing Company reported that MillerCoors first quarter underlying net income grew 4.4 percent versus the same period in the prior year to $304.6 million. This income growth was driven by higher net pricing, positive sales mix and strong cost control. Type: Blog entry Body: SABMiller and Molson Coors Brewing Company reported that MillerCoors first quarter underlying net income grew 4.4 percent versus the same period in the prior year to $304.6 million. This income growth was driven by higher net pricing, positive sales mix and strong cost control. “In the first quarter, we continued to grow our largest Above Premium brands while also making strides toward restoring growth to our Premium Lights,” said Tom Long, MillerCoors Chief Executive Officer. “In the coming months, we’ll continue to bolster Miller Lite’s success with a new national advertising campaign, and we’ll execute a holistic refresh of Coors Light that will extend across all consumer touch points, starting with new packaging that emphasizes its ‘Born in the Rockies’ heritage. We’ll continue to win in Above Premium by amplifying and expanding our higher-margin offerings like Redd’s, Blue Moon and Leinenkugel’s Shandy portfolio as we head into the summer selling season.” First Quarter Highlights Unless otherwise indicated, all amounts are in U.S. dollars and calculated in accordance with accounting principles generally accepted in the U.S. (U.S. GAAP). All share references are per A.C. Nielsen. Percentages are versus the prior year comparable period and include MillerCoors operations in the U.S. and Puerto Rico. Underlying net income, a non-GAAP measure, increased 4.4 percent to $304.6 million. Total net sales decreased 0.9 percent to $1.775 billion. Domestic net revenue per barrel, excluding contract brewing and company-owned distributor sales, increased 1.6 percent. Total cost of goods sold (COGS) per barrel increased 0.7 percent. Domestic sales-to-retail volume (STRs) decreased 2.7 percent. Domestic sales-to-wholesalers volume (STWs) decreased 2.5 percent. Brand Highlights for the First Quarter The MillerCoors Premium Light portfolio STRs declined low-single digits, in part due to industry softness in the first two months of the quarter. Miller Lite declined low-single digits but gained share of the Premium Light segment in the first quarter. The brand continues to benefit from its graphic design overhaul, executed last year and inspired by the Original Lite Can. In January, the brand launched its “Liquid Pride” television campaign to reinforce the quality story behind its pilsner roots, which will continue to air through the summer. The brand will release new television advertising in May designed to further leverage Miller Lite’s authenticity and sessionability. In addition, Miller Lite has begun releasing cans with unique designs linked to local events, like the South by Southwest festival in Austin, Texas, and NASCAR races in local markets. Coors Light declined low-single digits for the first quarter, but achieved a 90 basis point trend improvement versus the fourth quarter 2014. In the first quarter, Coors Light began to execute a brand overhaul that will emphasize its Rocky Mountain Refreshment. The overhaul began with the rollout of a new can design in late March and will continue through July. The brand debuted new national television advertising in March designed to emphasize Coors Light’s unique refreshment and will launch additional television advertising in June. The brand re-introduced its summer line extension, Coors Light Citrus Radler, in April. The MillerCoors Above Premium portfolio STRs declined low-single digits in the first quarter, driven by launch volumes of Miller Fortune in the prior year. Excluding Miller Fortune, STRs in the segment grew low-single digits. The Redd’s Franchise is the fastest-growing flavored malt beverage (FMB) in the category in 2015, accelerating to double digits in the first quarter. In March the brand introduced its newest flavor, Redd’s Green Apple, which is off to a promising start; and Redd’s Wicked Apple, introduced just last year, captured the most share of any FMB in the Above Premium segment. The brand will continue to draw new consumers to the segment with unique flavors like Redd’s Wicked Mango, which also was introduced in March. Smith & Forge gained share of segment in the first quarter, and though it was only introduced last year, it is the number three cider brand in the segment by volume, according to Nielsen. The Blue Moon franchise accelerated to mid-single digits in the first quarter. The Blue Moon Brewing Company is celebrating its 20th anniversary in 2015 and announced that it will open a new brewery in Denver’s River North district next year. Blue Moon seasonal volumes grew double digits in the first quarter, driven by the success of the spring seasonal, First Peach Ale. The brand launched its summer seasonal, Summer Honey Wheat, on April 1. Jacob Leinenkugel Brewing Company achieved high-single digit growth in the first quarter, aided by double digit growth of Leinenkugel’s Summer Shandy. Also in March, the brand released its newest offering, Grapefruit Shandy, to capitalize on a grapefruit beer market that grew triple digits in 2014, and it is off to a strong start. Leinenkugel’s will support its shandy portfolio with national television advertising that will air in May. Coors Banquet grew mid-single digits for the first quarter. In the first quarter, the brand’s “stubby” heritage bottle was expanded into 12-packs, 18-packs and 20-packs nationwide. This year, Banquet will introduce four new classic can designs that will emphasize the brand’s heritage and authenticity. The brand released national advertising to further leverage those concepts in March. The MillerCoors Below Premium portfolio declined mid-single digits, driven by high-single digit declines of Keystone Light and Milwaukee’s Best. This is attributable primarily to a reduction in national marketing investment on Keystone Light and the underperformance of Milwaukee’s Best Light. Miller High Life declined low-single digits in the first quarter, sustaining a trend improvement versus recent years. The brand will continue its “I Am Rich,” advertising campaign, and will introduce its American Artist Series in May, featuring limited edition packaging with original artist illustrations. Steel Reserve grew high-single digits in the first quarter, due in large part to the success of the Steel Reserve Alloy Series, the brand’s line of flavored malt beverages. To satisfy the economy drinkers’ desire for more flavorful choices, the Alloy Series added Margarita and Hard Pineapple flavors in the first quarter. Financial Highlights for the First Quarter Domestic net revenue per barrel grew 1.6 percent as a result of favorable net pricing and positive sales mix. Total company net revenue per barrel, including contract brewing and company-owned distributor sales, increased 1.5 percent. Third-party contract brewing volumes were down 1.0 percent. Total COGS per barrel increased 0.7 percent, driven by brewery inflation, higher costs associated with brand innovation and lower fixed cost absorption due to lower volumes. Unfavorability was partially offset by lower costs on malt and fuel, as well as by supply chain cost savings. Marketing, general and administrative costs decreased by 2.3 percent, driven by lower general and administrative costs, partially offset by higher marketing investment than the prior year comparable quarter. MillerCoors achieved cost savings of $15 million in the first quarter, primarily related to procurement savings, logistics and brewery efficiencies. Depreciation and amortization expenses for MillerCoors in the first quarter were $76.7 million, and additions to tangible and intangible assets totaled $76.3 million. There were no special items in the quarter. Nid: 1006 Post date: 05/07/2015 - 16:40 Title: AB InBev Profits from Brazil Prices as U.S. Sales Drop Teaser: Revenue growth: Revenue grew by 6.2% in the quarter, with revenue per hl growth of 7.5% on both a reported and constant geographic mix basis, driven by our revenue management and premiumization initiatives Type: Blog entry Body: Revenue growth: Revenue grew by 6.2% in the quarter, with revenue per hl growth of 7.5% on both a reported and constant geographic mix basis, driven by our revenue management and premiumization initiatives Volume performance: Total volumes declined by 1.2%, with our own beer volumes down by 1.0%. The decline in own beer volumes was driven mainly by a decline of 6.0% in sales to wholesalers (STWs) in the US which, as expected, faced a difficult comparable following the build-up of wholesaler inventories in 1Q14 ahead of union negotiations. Selling day adjusted sales–to-retailers (STRs) in the US decreased by 1.5% Focus Brands: Volumes of our Focus Brands declined by 0.3% in the quarter, being impacted by the difficult STW comparable in the US. Volumes of our global brands grew by 4.6%, with Budweiser up 6.2%, Corona up 2.7% and Stella Artois up 1.2% Cost of Sales (CoS): CoS increased by 4.8% in 1Q15 and by 6.1% on a per hl basis. On a constant geographic basis, CoS per hl increased by 6.4% EBITDA grew by 11.1% to 3 967 million USD with a margin expansion of 170 bps, driven mainly by strong top line growth Net finance results: Net finance income (excluding non-recurring net finance results) was 91 million USD in 1Q15 compared to net finance costs of 866 million USD in 1Q14. This variance of 957 million USD was driven primarily by a positive 757 million USD mark-to-market adjustment in 1Q15 linked to the hedging of our share-based payment programs, compared to a loss of 52 million USD in 1Q14 Income taxes: Income tax in 1Q15 was 593 million USD with a normalized effective tax rate (ETR) of 18.0%, compared to an income tax expense of 419 million USD in 1Q14 and a normalized ETR of 18.8%. The normalized ETR was favorably impacted by the 757 million USD gain linked to the hedging of our share-based payment programs Profit: Normalized profit attributable to equity holders of AB InBev was 2 294 million USD in 1Q15 compared to 1 416 million USD in 1Q14, driven by strong top line growth and favorable net finance results Earnings per share: Normalized earnings per share (EPS) increased to 1.40 USD in 1Q15 from 0.87 USD in 1Q14 Share Buyback Program: As reported in our FY14 results release, the Board has approved a share buyback program for an amount of one billion USD. It remains our intention to use the shares acquired to fulfil our various share delivery commitments under the stock ownership plan. The buyback program began on 18 March 2015 and as of 1 May 2015, the company had acquired approximately 3.8 million shares for a total consideration of approximately 467 million USD. Click the following link to view the full report: http://www.flex-news-food.com/CONSOLE/PageViewer.aspx?page=58441# Nid: 1005 Post date: 05/07/2015 - 16:29 Title: Heineken's Q1 Performance by Region Teaser: On April 22, 2015 Heineken reported a lift in profits and sales in the first three months of this year. Take a closer look at the group's performance by region: Africa Middle East Type: Blog entry Body: On April 22, 2015 Heineken reported a lift in profits and sales in the first three months of this year. Take a closer look at the group's performance by region: Africa Middle East The region saw sales fall by 1% organically, with total volumes growth of 1% offset by a lower sales per hectolitre increase of 2%. Group beer volumes increased by 2% organically, led by "particularly strong" volumes growth in Ethiopia and South Africa, Heineken said. Burundi, Rwanda and Tunisia also saw volumes rise in the quarter. In Nigeria, there was a high single-digit volumes decrease as falling global oil prices "continued to contribute to a challenging trading environment", Heineken said. Americas The region posted sales growth of 7% organically, driven by a 5% lift in total volumes and a sales-per -hectolitre increase of 2.2%. Group beer volumes grew by 6% organically, led by "continued growth" in Mexico and Brazil, positive volume in the US, and a double-digit volumes increase in the Caribbean, Heineken said. In Mexico, Tecate Light and Dos Equis continue to be key growth drivers, the company added. In Brazil, volumes rose by double-digits, with "continued strong" brand Heineken volume performance. In the US, sales and depletions were "positive", outperforming the overall market, according to Heineken. The performance was driven by the "solid growth" of the Mexican beer portfolio, with brand Heineken also continuing to improve. Asia Pacific Sales increased by 10% organically in the region, with total volumes growth of 11% and sales-per-hectolitre down 1%. Group beer volumes were up 8% organically, with double digit volumes growth in Vietnam, Cambodia, Taiwan, South Korea and Hong Kong. Volumes in Indonesia were down double digits because of the implementation of new regulations banning the sale of alcohol in convenience stores. Brand Heineken volumes were up double digits in Vietnam, China and Laos. Volumes of the Tiger brand also increased by double digits in the region led by strong growth in Vietnam, Malaysia and Cambodia, Heineken said. Central & Eastern Europe Sales in the region declined by 1% organically, with a total volumes fall of 3%, partly offset by higher revenue-per-hectolitre of 2%. Group beer volumes were down by 3% organically, reflecting continued challenging trading conditions in Russia, Belarus and Czech. Russia posted a double-digit volumes fall, but Poland returned to volumes growth. In Austria, volumes "grew slightly", with positive volume performances in Serbia and Hungary. Western Europe The region saw sales stay flat organically, reflecting a volumes decline of 1%, and a sales-per-hectolitre fall of 1%. Group beer volumes were 2% lower organically. Volumes in Spain and the Netherlands increased by low single-digits. Volumes in Italy declined by mid single-digits and the UK and Belgium saw weaker volumes, according to Heineken. Volumes in France were "marginally positive", the brewer said. Nid: 1004 Post date: 05/06/2015 - 22:11 Title: Craft Beer Claim. This could be trouble for the big four Teaser: A Blue Moon lawsuit has been filed against MillerCoors by Evan Parent, who is tired of the company referring to the brew as a “craft beer.” According to the Huffington Post, Parent is a home brewer based out of San Diego. He says that the Belgian-style white beer is not a craft beer, and MillerCoors has been misleading people by their description of the brew Type: Blog entry Body: A Blue Moon lawsuit has been filed against MillerCoors by Evan Parent, who is tired of the company referring to the brew as a “craft beer.” According to the Huffington Post, Parent is a home brewer based out of San Diego. He says that the Belgian-style white beer is not a craft beer, and MillerCoors has been misleading people by their description of the brew . “In his suit, filed last month in California state court, Parent contends that MillerCoors has been misleading the public with the ‘crafty’ beer it’s been brewing for 20 years — and getting a premium price for — because Blue Moon doesn’t fit the Brewers Association’s strict definition of a craft beer. He seeks an unspecified amount in damages for misleading advertising and unfair competition.” The Blue Moon lawsuit alleges that MillerCoors has continuously tried to distance its name from the beer, and the company has been “tricking” customers into paying more than they should for the product. According to The Drinks Business, the suit claims that MillerCoors has been allowing people to believe that the beer is being made by a small brewer, when in fact it is created (and owned) by one of the industry’s giants. “Even though The Brewers Association changed the standards by which a beer is judged to be ‘craft’ in June last year, MillerCoors’ annual production of 76 million barrels is still some way above the 6m barrel limit now allowed.” A lawyer for Mr. Parent says that small businesses are being undermined by MillerCoors. “They’re undermining the actual craft breweries, small businesses that are putting their heart and soul into the beer. They’re confusing the public about as to what is a real craft beer and what is not.” The Blue Moon lawsuit may not be the only one of its kind, either. As previously reported by the Inquisitr, there could be other beer companies doing the same thing. For instance, Shock Top is a product of the Anheuser-Busch, something that many people did not know. Shock Top is sold as its own entity, and you can’t find a trace of Budweiser on the company’s website. Did you know that Blue Moon was created by the MillerCoors company? Do you think Evan Parent has a good case against MillerCoors? Do you think other companies such as Anheuser-Busch will see lawsuits coming their way if Parent wins this case? Nid: 1003 Post date: 04/23/2015 - 19:40 Title: More From The Ivory Coast Teaser: Heineken NV (HEIN.AS), the world's third largest brewer, and Africa-focused trading firm CFAO (CFAO.PA) will invest 100 billion CFA francs ($163.52 million) to build a brewery in Ivory Coast, a Heineken company official said on Wednesday. The brewery will have the capacity to produce 1.6 million hectolitres of beer annually and will enter production towards the end of next year, said Siep Hiemstra, Heineken's president for Africa and the Middle East. "We'll be operational in a year and a half and I hope that we'll be able to taste a good beer around Christmas, in December 2016," he told journalists in the commercial capital Abidjan following a meeting with Prime Minister Daniel Kablan Duncan Type: Blog entry Body: Heineken NV (HEIN.AS), the world's third largest brewer, and Africa-focused trading firm CFAO (CFAO.PA) will invest 100 billion CFA francs ($163.52 million) to build a brewery in Ivory Coast, a Heineken company official said on Wednesday. The brewery will have the capacity to produce 1.6 million hectolitres of beer annually and will enter production towards the end of next year, said Siep Hiemstra, Heineken's president for Africa and the Middle East. "We'll be operational in a year and a half and I hope that we'll be able to taste a good beer around Christmas, in December 2016," he told journalists in the commercial capital Abidjan following a meeting with Prime Minister Daniel Kablan Duncan . Hiemstra said the brewery would primarily produce beer for the domestic market in Ivory Coast and Heineken would try to source ingredients within the country. Following a brief 2011 civil war, Ivory Coast has emerged from a decade-long political crisis as one of Africa's fastest growing economies. "We estimate that Ivory Coast offers great potential for the development of beer consumption," Hiemstra said. Nid: 1002 Post date: 04/20/2015 - 17:15 Title: SABMiller's Sales Performance by Region Teaser: SABMiller reported a 4% rise in full-year sales despite a flat performance from North America. • Latin America The group's reported sales in the region grew by 7% with volumes up 3%. Lager volumes increased by 3%. In Colombia, sales growth of 6% reflected selective price increases and beverage volume growth of 2%, SABMiller said. In Peru, group sales were up by 5% driven by a 4% lift in total volumes. Lager volumes increased by 2%. In Ecuador, group sales growth of 10% was said to be underpinned by price increases in the latter half of the prior year, and the "continuing robust growth" of Pilsener Light, which drove lager volume growth of 2%. Type: Blog entry Body: SABMiller reported a 4% rise in full-year sales despite a flat performance from North America. • Latin America The group's reported sales in the region grew by 7% with volumes up 3%. Lager volumes increased by 3%. In Colombia, sales growth of 6% reflected selective price increases and beverage volume growth of 2%, SABMiller said. In Peru, group sales were up by 5% driven by a 4% lift in total volumes. Lager volumes increased by 2%. In Ecuador, group sales growth of 10% was said to be underpinned by price increases in the latter half of the prior year, and the "continuing robust growth" of Pilsener Light, which drove lager volume growth of 2%. • Africa Group sales in the region were up by 9% as volumes increased by 5%. Lager volumes grew by 4% for the full year. In South Africa, SABMiller saw sales climb by 9% while in Tanzania, group sales were up 6%. Group sales in Mozambique jumped by 22% and. Zambia sales grew by 3%. In Nigeria, group sales growth "remained strong, with volume growth supported by incremental capacity", SABMiller said. The company said there were "challenges" in Zimbabwe because of the economic environment, and group sales were down 5%. Soft drinks volume growth of 9% in Africa was driven by all countries except Zimbabwe. • Asia Pacific Regional sales increased by 1% in Asia Pacific for the full year despite a volumes decline of 2%. SABMiller said the performance was down to premiumisation in China. In Australia, sales declined by 2%, reflecting a volumes decrease of 1%. In China, sales grew by 2% as a 3% volume slip was offset by continued premiumisation, driving sales-per-hectolitre growth of 5%. In India, sales increased by 6%, reflecting price increases across several states. • Europe The region posted 2% sales growth with sales-per-hectolitre rising by 1%. Total beverage volumes grew by 1% with lager volumes coming in level with the prior year. In the integrated Czech and Slovakia business, sales were up by 4% with volumes climbing 5%. In Poland, volumes increased by 2%, although sales declined by 2%. In the UK, sales increased by 4% driven by the "continued strong performance" of Peroni Nastro Azzurro, SABMiller said. Sales declined by 1% in Italy, in line with the volume decline. • North America North America sales were in line with the prior year. In the US, SABMiller's JV with Molson Coors, MillerCoors, saw US domestic sales to retailers (STRs) decline by 2.3% for the full year and by 2.7% in the fourth quarter. For the full year, both Coors Light and Miller Lite STRs fell by low single-digits. The original news is here : http://www.just-drinks.com/analysis/focus-sabmillers-fy-sales-performanc... Nid: 1001 Post date: 03/09/2015 - 20:35 Title: SABMiller steps up Africa spirits focus Teaser: SABMiller is upping its focus on the “huge opportunity” for mainstream spirits in Africa by targeting more countries on the continent, and aims to help “legitimise” the category. The company has built spirit production facilities in Ethiopia, Nigeria and South Sudan in the last 15 months, as well as buying a spirits business in Mozambique. Speaking to journalists at a presentation in London today, Mark Bowman, SABMiller's Africa MD, said: “It's a completely fragmented spirits industry across Africa with no dominant players at all, so there's a very large potential for mainstream spirits.” Type: Blog entry Body: SABMiller is upping its focus on the “huge opportunity” for mainstream spirits in Africa by targeting more countries on the continent, and aims to help “legitimise” the category. The company has built spirit production facilities in Ethiopia, Nigeria and South Sudan in the last 15 months, as well as buying a spirits business in Mozambique. Speaking to journalists at a presentation in London today, Mark Bowman, SABMiller's Africa MD, said: “It's a completely fragmented spirits industry across Africa with no dominant players at all, so there's a very large potential for mainstream spirits.” Bowman suggested that international spirits players are focussing on the higher end of the market, so a gap exisits for more affordable spirits. He revealed there was a “lot of debate internally” on whether to focus on the fast-growing category, with the firm concluding that there is scope for developing spirit brands. SABMiller already has a long-running presence in Tanzania, through its Tanzania Distilleries subsidiary. Earlier, Bowman had told analysts that around 80% of the spirits market in Africa - outside of South Africa's developed market - is “illegitimate”. He said: "It's an industry completely under the radar. Our efforts in spirits will be to form an industry, to lobby the government and say, 'let's clean this industry up'.” Asked which spirits categories will be the focus, Bowman said: “It will depend on the market.” But, he added: “We already have a portfolio of cream-based liqueurs, through to vodkas and whiskies.” In September, SABMiller launched blended Scotch whisky Fyfe's in Tanzania. SABMiller, which currently makes around GBP45m (US$67.7m) annual profits from spirits in Africa, will look at other markets in the region in future, but Bowman said, in the short to medium term, Ethiopia, Nigeria, South Sudan and Mozambique are the “most attractive” opportunities. On a wider scale, Bowman said that the spirits category is not a target for the group in the rest of the world, but Africa offers it a unique opportunity. “I would call it a structured learning process,” he added. During an earlier presentation, SABMiller, whose business is dominated by beer and soft drinks, said it is targetting around 10% sales growth in the medium term in Africa - including South Africa. The company claims to be the number one player in around 30 of the 38 African countries it operates in, helped by its strategic alliance with Castel. Original story can be found here: http://www.just-drinks.com/analysis/just-on-call-sabmiller-steps-up-afri... Nid: 1000 Post date: 03/09/2015 - 14:29 Title: Africa to Become Fastest Growing Beer Market in World by 2017 Teaser: A new report by Canadean expects more Africans to enter the beer market from the home brew sector, while commercial beer and premium brands forge ahead in the exploding African beer market. According to the report, the African beer market is the fastest growing global beer market with an annual average growth rate of 5% between 2013 and 2017. This means the African beer market will outstrip growth in the Asian and Latin American markets, which are projected to witness a growth rate of 4% and 3%, respectively. South Africa is by far the biggest market in Africa, with an expected total volume of 30,921th hl in 2014, followed by Nigeria with 15,200th hl and Angola with 12,790th hl. Kevin Baker, Account Director at Canadean, says: “Africa has seen inflation fall, foreign debt shrink and GDP rise in the last few years. Moreover, population growth – once feared as a major contributor to poverty – is now perceived as an asset, with the working age population set to outgrow that of China and India.” Type: Blog entry Body: A new report by Canadean expects more Africans to enter the beer market from the home brew sector, while commercial beer and premium brands forge ahead in the exploding African beer market. According to the report, the African beer market is the fastest growing global beer market with an annual average growth rate of 5% between 2013 and 2017. This means the African beer market will outstrip growth in the Asian and Latin American markets, which are projected to witness a growth rate of 4% and 3%, respectively. South Africa is by far the biggest market in Africa, with an expected total volume of 30,921th hl in 2014, followed by Nigeria with 15,200th hl and Angola with 12,790th hl. Kevin Baker, Account Director at Canadean, says: “Africa has seen inflation fall, foreign debt shrink and GDP rise in the last few years. Moreover, population growth – once feared as a major contributor to poverty – is now perceived as an asset, with the working age population set to outgrow that of China and India.” Commercial beers oust dangerous ‘home brews’ Canadean finds that more African consumers will change their home brewed drinks for commercially brewed ones over the coming years. “At the moment homemade alcohol products still dominate the African market, but they pose a significant health risk. This is an incentive for consumers to move away from ‘home brews’ and instead turn to commercial beer,” says Baker. Major international brewers have been working to create products that can compete with the unregulated alcohol market. Kenya Breweries’ Senator Keg, a beer brewed from sorghum but with the look and taste of malt beer, was the first brand specifically created to target this market. Major players challenged by premium brands African markets are highly consolidated and four brewers – SABMiller, Heineken, Castel and Diageo – account for 90% of the market. However, their monopoly is being challenged by new, emerging brands. For example, Solibra, a licence partner of Carslberg, was effectively controlling the market in Ivory Coast until 2013, when the new competitor ‘Les Brasseries Ivoriennes’ entered the beer market and managed to claim 12% of the market share in its first year. The market's dynamic is further changed by premium brands, which witnessed an average annual growth rate of almost 12% between 2008 and 2013, compared to 6% for mainstream beer and 6% for African beer overall. “The growth of premium beers is a result of the growing middle class In Africa, who drink premium beer as a display of social status,” adds Baker. Please find the original story here: http://www.flex-news-food.com/CONSOLE/PageViewer.aspx?page=57635 Nid: 999 Post date: 03/09/2015 - 14:20 Title: A Dangerous World and the Growing Threat to Beverages and Breweries Teaser: If you thought global insecurity was at an all-time high last year, then the World Economic Forum (WEF) has some bad news. At the launch of a new report last week, experts from the international organisation, which hosts the annual Davos meet-up, admitted that while 2014's global risks do not concern them as much as before, that's only because this year they have been overtaken by far more dangerous threats to world safety. Type: Blog entry Body: If you thought global insecurity was at an all-time high last year, then the World Economic Forum (WEF) has some bad news. At the launch of a new report last week, experts from the international organisation, which hosts the annual Davos meet-up, admitted that while 2014's global risks do not concern them as much as before, that's only because this year they have been overtaken by far more dangerous threats to world safety. The report, called Global Risks 2015, is certainly a sobering read. Topics include the growing dangers of interstate conflict, a rise in regionalism, as well as heightened environmental pressures, all of which are expected to shape the coming year, mostly for ill. But what does it mean for the drinks industry? The report, now in its tenth year, makes clear the growing interconnectedness of threats, meaning that all companies, no matter where they are and what they do, will be affected by what it outlines. However, there are a few risks that are of particular concern to our industry. Interstate conflict This was the main topic at last week's press conference, but it won't be news to companies such as Carlsberg, which is dealing with the consequences of regional conflict in Ukraine. According to the WEF, however, the industry can expect more shockwaves from war, as conflict shifts away from so-called asymmetrical fighting (within states) towards symmetrical (between states). A caveat, however - though the biggest drinks firms are multinational, the nature of the market means that many of them, particularity brewers, have strong local presences. With that comes experience of dealing in dangerous markets. Once, when I asked a top Heineken executive how the firm manages to build its brands in inhospitable territory, the executive replied simply: "We're Heineken, this is what we do." Rise in regionalism Hand in hand with interstate conflict is a growing insularity around the world that could have grave consequences for global business. Espen Barth Eide, who is the WEF's managing director and also a former defence minister of Norway, warned that following the opening up of the global economy during the 1990s, the world is now seeing a return of protectionism in the form of sanctions and trade wars. "There is also an increasing distrust between societies and increased demand to retract from integration, which you see in Europe, but also in Asia," Barth Eide added. He highlighted a WEF development programme in the ASEAN region that is coming up against "some of the counterforces that we Europeans recognise". "We don't want to give up the privileges that we enjoy with national protection," Barth Eide said. Urbanisation In Africa, brewers such as Heineken have praised the flow of people from the countryside into the city as a main growth driver. But according to the WEF that dynamic is under threat as "unplanned rapid urbanisation" grows and a previous propagator of the rising middle class and average wages turns into an economic drag. Today, about 50% of the population live in cities, however by 2025 that number is predicted to reach two-thirds. And though 80% of the world's GDP currently comes from cities, an estimated 40% of urban residents live in slums. "There are a lot of benefits (to urbanisation) but unplanned too-rapid urbanisation will touch all of the risk dimensions - infrastructure, health, climate, societal issues," said Axel Lehmann, chief risk officer for Zurich Insurance Group, at last week's conference. Water crises This issue factors in two extremes - too much water and too little water. So while India and the Middle East could see shortages further raise already high social tension, flooding in Europe risks affecting both homes and farmland. The drinks industry is at heart agricultural and therefore sensitive to environmental changes. Future water fears could impact heavily on companies that require a clean constant supply. Combine that with the need as a supplier of fast-moving consumer goods to manufacture close to the consumer base, and the problem is multiplied. The original story is here: http://www.just-drinks.com/comment/comment-a-dangerous-world-and-the-gro... Nid: 998 Post date: 03/06/2015 - 13:54 Title: What Unions Have Been Saying All Along Teaser: Not happy in your job? Feel like you can’t get ahead. A new study by CIBC Economics says you may have ample reason. CIBC says its index of Canadian employment quality is at a 25-year low, and nothing the Bank of Canada can do to adjust interest rates is likely to fix the situation. ■Unpaid internships exploit 'vulnerable generation' ■Why are so many of Canada's young people out of work? In fact, its job quality index has been trending down for the past 25 years and is 10 per cent below its level in the 1990s, the CIBC report said. That means more people are working part-time instead of full-time, more people are self-employed instead of having secure employment and more are in low-wage jobs than at any time in the last 25 years, says CIBC economist Benjamin Tal. "The damage caused to full-time employment during each recession was, in many ways, permanent. That is, full-time job creation was unable to accelerate fast enough during the recovery to recover lost ground,” Tal said in a release Type: Blog entry Body: Not happy in your job? Feel like you can’t get ahead. A new study by CIBC Economics says you may have ample reason. CIBC says its index of Canadian employment quality is at a 25-year low, and nothing the Bank of Canada can do to adjust interest rates is likely to fix the situation. ■Unpaid internships exploit 'vulnerable generation' ■Why are so many of Canada's young people out of work? In fact, its job quality index has been trending down for the past 25 years and is 10 per cent below its level in the 1990s, the CIBC report said. That means more people are working part-time instead of full-time, more people are self-employed instead of having secure employment and more are in low-wage jobs than at any time in the last 25 years, says CIBC economist Benjamin Tal. "The damage caused to full-time employment during each recession was, in many ways, permanent. That is, full-time job creation was unable to accelerate fast enough during the recovery to recover lost ground,” Tal said in a release . 10 years as a part-timer At a CBC Toronto town hall called Just-in-Time Jobs held earlier this week, one participant described finding her first full-time employment at age 31, after 10 years of working part-time or on contract. She said she doesn’t know how the Canadian economy can grow, when people her age are making so little money that their lunch is a tin of tuna. "If we have a whole army of people who are buying lunches in a can, we’re not going to stimulate the economy and create the kind of jobs that would enable people to make a decent living," said Wayne Lewchuk, a McMaster University professor who has researched precarious employment. Lewchuk was part of a panel that debated why barely half of working adults in the Greater Toronto and Hamilton area have full-time, permanent jobs with benefits and some degree of security. "I think it’s important to understand that Canada's a rich country – the GDP per capita keeps going up, the problem is that we’re not sharing that wealth at all equitably. In many ways, we’ve gone back to 1920s mentality," he said. More low-wage jobs CIBC found in its study that self-employment is on the rise, with 1.6 per cent more self-employed people in January 2015 than a year earlier, while more secure employment was up just 0.5 per cent. And the full-time jobs that were created tended to be a lower quality with lower pay, it found. "Over the year ending January 2015, the job creation gap between low and high-paying jobs has widened with the number of low-paying full-time paid positions rising twice as fast as the number of high-paying jobs,” Tal said. He pointed to the weak bargaining power of people in low-wage and part-time jobs and said they have little prospect of wage gains that might outstrip inflation. CIBC’s index is based on Statistics Canada figures about job growth and distribution, as well as research into income in 100 industry groups. Tal said the long-term trend to declining job quality indicates the problem is structural and cannot be fixed by juicing the economy with lower interest rates. Dealing with temp agency Acsana Fernando, one of the participants at the Just-in-Time Jobs Town Hall, said she works three 16-hour days in a row at a group home on Friday, Saturday and Sunday to support her family. She is employed by a temp agency, and when she asked to work directly for the group home, was told she would lose all seniority and would have to start with just four hours a week. “Why can’t we have decent jobs? Why do we have to have a temp agency?” she asked. Panelist Deena Ladd, a co-ordinator at the Worker’s Action Centre, said employers take advantage of the precarious labour market to force difficult conditions on workers. “Partly right now with the labour market, a lot of people are afraid to speak out about violations of rights on the job, because it will mean losing that job,” she said. People have to pay the bills and take care of their family, so they put up with it, Ladd said. “Most workplaces are using temp agencies and putting workers in the worst shifts – on the weekend that no one wants and also paying them to do the same work as someone else but with no benefits,” she added. Nid: 997 Post date: 03/05/2015 - 14:47 Title: Haiti: A union at Heineken BRANA receives support from an international coalition Teaser: SYTBRANA, the new Workers Union at the Brasserie Nationale d'Haiti (BRANA, Heineken), communicated that its union activity within the largest brewer in Haiti is under threat, as is job security, due to the outsourcing of contracts. In addition, it highlighted numerous violations of basic health and safety regulations. Type: Blog entry Body: SYTBRANA, the new Workers Union at the Brasserie Nationale d'Haiti (BRANA, Heineken), communicated that its union activity within the largest brewer in Haiti is under threat, as is job security, due to the outsourcing of contracts. In addition, it highlighted numerous violations of basic health and safety regulations. In order to help the union at BRANA, the Confédération des Travailleurs et Travailleuses des Secteurs Public et Privé (CTSP), one of the most important trade unions in Haiti, appealed for support to Teamsters Canada, the Quebec Federation of Labour (QFL) and the Canadian Labour Congress, in order to defeat these unacceptable employer actions. In response and in international solidarity, Teamsters Canada has brought together an expansive coalition including the International Brotherhood of Teamsters (IBT) and the International Union of Food Workers' Associations (IUF). These organizations represent all brewery unions in the world, including those from Heineken which is the owner of BRANA. They have decided to band together to form a coalition in order to support unionization and compliance with human rights in Haiti. Teamsters Canada also offered training sessions and tools to members of SYTBRANA during a visit to Haiti last January. "We share common values and goals with Haitian workers. SYTBRANA faces the same challenges as Teamsters, despite the distance and different culture," stated Robert Bouvier, president of Teamsters Canada. Please find the Teamsters Canada press release about this international coalition here: http://www.iuf.org/w/sites/default/files/%20PR_Mission%20solidarit%C3%A9... Nid: 996 Post date: 03/04/2015 - 12:10 Title: Anheuser-Busch InBev's Q4 & FY Performance by Region Teaser: Anheuser-Busch InBev reported a rise in full-year group sales and net profits on the back of flat volumes. Here,take a look at the brewer's performance in its global markets: North America - full-year volumes down 1.3%, sales up 0.2% Type: Blog entry Body: Anheuser-Busch InBev reported a rise in full-year group sales and net profits on the back of flat volumes. Here,take a look at the brewer's performance in its global markets: North America - full-year volumes down 1.3%, sales up 0.2% In the US, sales-to-retailer volumes fell by 1.7% in 2014, while sales to wholesalers dipped by 1.5%. A-B InBev's market share suffered in the country "largely due to Budweiser". The brand's market share was down by 30 bps, although A-B InBev said it "remains committed to stabilizing the market share of Budweiser". Bud Light had a healthier finish to the year, thanks in part to the 'Up for Whatever' marketing push for the brand. The Bud Light Ritas portfolio delivered a total market share gain of 10 bps in the year. In Canada, full-year volumes slipped by 0.7%, but were up by 0.4% in the last quarter of last year. Mexico - volumes +1.6%, sales +5.7% The brewer noted that it lost share in Mexico last year driven by regional mix. "Industry growth was weaker in the central region, where we have a high market share, while growth was much stronger in the north, where we have a lower, but growing market share," A-B InBev said. Corona volumes rose by 6.5%, despite supply shortages in H1. Bud Light volumes almost doubled on 2013. Synergies in Mexico to date total US$730m, with A-B InBev having secured full control of market leader Grupo Modelo last year. The company is targeting $1bn in synergies, "with the vast majority expected to come by the end of 2015". Latin America - North - volumes +4.1%, sales +10.9% Volumes in Brazil for A-B InBev, which owns market leader AmBev, rose by 3.9% last year, thanks to a "strong summer" and the staging of the FIFA World Cup in the country. AmBev's market share rose to 68.2%, with "premium brands" driving the performance. Budweiser volumes leapt by 40% in Brazil in 2014. "The consumer environment in Brazil continues to be challenging," the brewer said. "Our pack price, returnable package and innovation strategies remain major business priorities. Latin America - South - volumes -0.2%, sales +17.9% The company suffered in Argentina last year, with volumes falling by 5.9% in Q4. Full-year volumes fell by 1.7% as a weak consumer environment and adverse weather hampered performance. Market share loss was noted, "due to competitive pressure" in the country. Europe - volumes -6.0%, sales +0.1% Despite a "strong" activation around the World Cup in Belgium, A-B InBev's volumes came in flat in the country last year. Volumes in Germany were down by 3.4%, with the off-trade market share for Beck’s and Franziskaner staying flat, "despite high promotional pressure in the market". In the UK, A-B InBev had a "very strong" year: Volumes increased by 1.5%, despite an estimated decline in industry volumes. Asia Pacific - volumes +1.7%, sales +11.8% In China, the company saw its volumes increase by 1.6% despite a 4% fall in volumes for the industry as a whole in 2014. A-B InBev's focus brands, Budweiser, Harbin and Sedrin (representing 73% of the total portfolio), increased their collective volumes by 7.8%. The company's market share in China hit 15.9% for the year. South Korean volumes fell by 6.4% for A-B InBev, "mainly due to a weak industry". The original news is here: http://www.just-drinks.com/analysis/focus-anheuser-busch-inbevs-q4-fy-pe... Nid: 995 Post date: 02/13/2015 - 16:41 Title: Teamsters Approve New Contracts at MillerCoors Breweries In N.C. And Texas Teaser: Teamsters at MillerCoors breweries in Eden, N.C., and Fort Worth, Texas, have ratified new, three-year contracts. The agreements cover more than 900 employees at the two breweries and provide lifetime retiree health care benefits. Members of Local 391 and 997 at each location voted Saturday to ratify the contracts by 88 percent. “Our members overwhelmingly ratified these contracts at MillerCoors because they provide stability for their families while they are working and in retirement,” said David Laughton, Director of the Teamsters Brewery and Soft Drink Workers Conference. “For the next three years, our members at MillerCoors know that their wages and pension benefits are secured and that now their families will be protected after they retire.” Type: Blog entry Body: Teamsters at MillerCoors breweries in Eden, N.C., and Fort Worth, Texas, have ratified new, three-year contracts. The agreements cover more than 900 employees at the two breweries and provide lifetime retiree health care benefits. Members of Local 391 and 997 at each location voted Saturday to ratify the contracts by 88 percent. “Our members overwhelmingly ratified these contracts at MillerCoors because they provide stability for their families while they are working and in retirement,” said David Laughton, Director of the Teamsters Brewery and Soft Drink Workers Conference. “For the next three years, our members at MillerCoors know that their wages and pension benefits are secured and that now their families will be protected after they retire.” MillerCoors had proposed cutting the union’s seniority system as well as lowering the wage rates in the distribution facilities, but the Teamsters negotiating team fought back. Ultimately the agreements brought to members for a vote were for contracts that kept previously hard-won victories in place, in addition to increases in wages and benefits. “I am glad to have the pay raises and the good benefits that this new contract provides,” said Travis Mave, a 10-year member of Local 391 who works in the packaging department. “Maintaining our seniority system has been important and we secured that in the new contract, too.” There are 430 Teamster members working at the Eden MillerCoors plant, 214 of which are in the same department as Mave. “We are proud that any member with 30 years of time at MillerCoors who retires by January 1, 2016, will pay nothing for their retiree health care, and neither will their spouse,” Laughton said. “The company was anxious to make cuts so we stood our ground. We made sure that there were improvements for both active members at MillerCoors and the retirees who had paved the way before with their long years of service.” The Teamsters Brewery and Soft Drink Workers Conference represents 1,200 MillerCoors workers nationwide. The third and final contract, for the MillerCoors plant in Irwindale, Calif., is currently being negotiated. Nid: 994 Post date: 02/05/2015 - 17:41 Title: Carlsberg to impose salary freezes over Russia results Teaser: The executive committee of Carlsberg has announced a temporary salary freeze and a suspension of recruitment on all levels starting from January 2015 in the entire Group. Carlsberg is unilaterally introducing a freeze on salaries and hiring new staff in light of its negative results in Russia. This decision violates the rights of unions to negotiate wages. The IUF urges affiliates that are organized in Carlsberg to inform us of any changes or effects that will be caused by this unilateral decision on the unions' positions to negotiate wages and collective bargaining agreements. Please send the relevant information to burcu.ayan@iuf.org Type: Blog entry Body: The executive committee of Carlsberg has announced a temporary salary freeze and a suspension of recruitment on all levels starting from January 2015 in the entire Group. Carlsberg is unilaterally introducing a freeze on salaries and hiring new staff in light of its negative results in Russia. This decision violates the rights of unions to negotiate wages. The IUF urges affiliates that are organized in Carlsberg to inform us of any changes or effects that will be caused by this unilateral decision on the unions' positions to negotiate wages and collective bargaining agreements. Please send the relevant information to burcu.ayan@iuf.org Nid: 993 Post date: 01/30/2015 - 11:41 Title: Carlsberg to close two Russian breweries Teaser: Carlsberg is closing two of its 10 Russian breweries. Capacity in Russia where Carlsberg earns about a third of its profits and revenues will be reduced by 15 per cent by the twin closures with about 500-600 workers losing their jobs. Russia has long proved to be a problem for the world’s fourth-largest brewer, almost since it decided in 2008 to take full ownership of Baltika, which is the biggest beer brand in Russia and across Europe. A mixture of a regulatory clampdown, increased taxes, a weakening economy and the plunging rouble has meant Russia has cast a shadow over Carlsberg’s results for several years. The brewer issued two profit warnings last year due to Russian woes. Type: Blog entry Body: Carlsberg is closing two of its 10 Russian breweries. Capacity in Russia where Carlsberg earns about a third of its profits and revenues will be reduced by 15 per cent by the twin closures with about 500-600 workers losing their jobs. Russia has long proved to be a problem for the world’s fourth-largest brewer, almost since it decided in 2008 to take full ownership of Baltika, which is the biggest beer brand in Russia and across Europe. A mixture of a regulatory clampdown, increased taxes, a weakening economy and the plunging rouble has meant Russia has cast a shadow over Carlsberg’s results for several years. The brewer issued two profit warnings last year due to Russian woes. The Chelyabinsk and Krasnoyarsk plants are to be shut down. Production at the Chelyabinsk was suspended in September, while the Krasnoyarsk plant and two others had also been shuttered for the low season. The two other plants have now restarted production. Sales and distribution will be maintained in Chelyabinsk and Krasnoyarsk but supplies will be sourced from the remaining eight Russian breweries. The two breweries mainly brewed Baltika beer. The closures of the breweries in central Russia in Chelyabinsk and Krasnoyarsk will lead to a pre-tax, non-cash writedown of DKr700m ($106m) and will have no effect on last year’s operating profit or adjusted net result, Carlsberg said. The Russian beer market has declined by about a quarter since 2008 and Carlsberg had already suspended production at the two breweries and warned of likely job losses. Jørgen Buhl Rasmussen, Carlsberg’s chief executive, told the Financial Times recently that he remained committed to Russia and believed, despite the consistent problems over the past few years, that the brewer would enjoy long-term growth in the country. He underlined that Russia remained profitable, saying in November: “Pulling out is not on our agenda at all. This is a very important contributor to Carlsberg . . . Even Ukraine is contributing quite nicely to Carlsberg’s business and profitability, and I think in any developing market you have to expect, sometimes, some ups and downs. You take a little more risk . . . but the opportunities are a lot bigger.” Few companies have taken such a large bet on a single emerging market as Carlsberg has in Russia and it has paid for it on the stock market. Its shares have fallen by more than 10 per cent in the past year, compared with a gain of more than 30 per cent for Heineken, the Dutch brewer. In the past five years, Carlsberg’s shares have risen by a fifth against a more than doubling for the Copenhagen stock exchange. Beer consumption in Russia has slipped from 80 litres per capita a few years ago close to the European average to 55 litres as a series of sharp tax increases, advertising bans and restrictions crimped sales. Carlsberg, which reports full-year results on February 18, posted operating profits in eastern Europe of DKr3bn in the first nine months on sales of DKr13.7bn. Baltika Breweries LLC, part of the Carlsberg Group is one of the largest producers of consumer goods in Russia, No. 1 on the Russian beer market since 1996. The Company is a significant part of the Carlsberg Group and its Eastern European region which also includes Azerbaijan, Belarus, Kazakhstan, Ukraine, and Uzbekistan. Baltika Breweries is the leading exporter of Russian beer: Baltika’s products are available in more than 75 countries of the world; the Company’s share accounts for 67% of all export deliveries of Russian beer. Baltika has a wide brand portfolio; Baltika brand ranks the first in sales in Europe Nid: 992 Post date: 01/18/2015 - 23:47 Title: 120 day payment is Arrogant at best Teaser: AB InBev which brews Budweiser, Stella Artois and Boddingtons, routinely pays the firms four months after receiving their products or services. Business Minister Matt Hancock said the practice was unacceptable while one firm said it could no longer afford to trade with AB InBev Type: Blog entry Body: AB InBev which brews Budweiser, Stella Artois and Boddingtons, routinely pays the firms four months after receiving their products or services. Business Minister Matt Hancock said the practice was unacceptable while one firm said it could no longer afford to trade with AB InBev . AB Inbev said the terms had been mutually agreed with suppliers. Brewpack, which supplies conveyor belt systems to large drink manufacturers, told the BBC AB InBev demands payment terms of 120 days from the end of the month in which an invoice is issued. The company, based in Egham, Surrey, and which employs about 25 people, says no other firm takes as long as AB Inbev to pay. Brewpack said it could no longer afford to take orders from AB InBev because its staff needed to be paid, and VAT would become due on income which had not yet been received. It said banks would not provide bridging finance. Consumers have plenty of vocal advocates and large multinationals are regularly squired around the world by the prime minister or chancellor on sales trips, but small and medium sized firms are often neglected and lacking advocates. Credit of 120 days would be considered by most to be beyond the pale in terms of acceptability and AB Inbev will have trouble justifying those payment terms while its Brazilian chief executive earns a bonus of £200m in a single year. On a wider scale though, such practices have always gone on. And in an election year, politicians may offer more protection to small and medium-sized enterprises in future. The disinfectant of naming and shaming errant corporate giants may prove be more effective than rules which can be ignored in the cut and thrust of any negotiation between two firms. Formed from the mergers between Anheuser Busch, Interbrew and Ambev, AB InBev made a global profit of £11.7bn ($17.9bn) last year and paid a bonus of £200m to its chief executive Carlos Brito. In a statement, AB InBev said: "Payment terms are always set as part of commercial negotiations and established in mutual agreement. "Elements that influence the payment terms include price, quality, size of the supplier, type of product, service and volume." None of the world's big brewers take as long as AB InBev to pay, reports Joe Lynam The issue of how small firms are treated by their larger customers was highlighted recently when it emerged that Premier Foods had demanded payments just to continue doing business. Premier later said its arrangement had been "misunderstood and misinterpreted" but it would "simplify" its practice. The Federation of Small Business said it wants a mandatory code for larger firms which commits them to displaying their maximum and average payment terms. FSB chairman Mike Cherry, said: "When I hear these stories, it is [with] absolute disgust that large companies... can abuse their small suppliers in this way. It simply cannot continue to happen. "We are urging government to take some steps while we try to change the culture for good." Mr Hancock said the government was introducing legislation this year to name and shame large firms who demanded such lengthy payment terms. "Making small businesses wait unreasonable time for payment is entirely unacceptable. These payment practices hit small businesses hardest and I am determined to stamp them out," he said. "We are already making the whole payment process more transparent so small business can track the payment practices of larger firms, and hold them to account. "We are consulting on ending pay to stay practices, and from the end of this month 30 day payment terms will be required in all public sector contracts and down their supply chains." Nid: 991 Post date: 01/15/2015 - 17:50 Title: Uruguay INBEV: Towards a unified agreement for two operations Teaser: Brewery workers are very close to achieving the equalization of benefits between the two unions of the subsidiaries of transnational AB InBev in Uruguay and through improving and adding new clauses moving towards a unified agreement. In an interview with the IUF Latin America region, Roque Apecetche, the president of the Union of Norteña blue-collar and white-collar beer workers (SOEN) organized at Brewery and Malting Paysandú (Cympay) talked about the details of the new agreement between SOEN, the Gremial Center of Maltería Uruguay (CGMU) and transnational AB InBev which owns 2 malting operations in Uruguay. Type: Blog entry Body: Brewery workers are very close to achieving the equalization of benefits between the two unions of the subsidiaries of transnational AB InBev in Uruguay and through improving and adding new clauses moving towards a unified agreement. In an interview with the IUF Latin America region, Roque Apecetche, the president of the Union of Norteña blue-collar and white-collar beer workers (SOEN) organized at Brewery and Malting Paysandú (Cympay) talked about the details of the new agreement between SOEN, the Gremial Center of Maltería Uruguay (CGMU) and transnational AB InBev which owns 2 malting operations in Uruguay. -What is the current situation of the agreement being negotiated? This is an agreement that has been negotiated directly with the company seeking to equalize the provisions for both unions in Uruguay, the SOEN and CGMU. The process took almost a year and there were moments of breakdown of negotiations when we had to push through mobilization, demonstration and assemblies.The same clauses are established in both conventions which incorporated new benefits for both unions. -What are these new benefits? Members of SOEN and CGMU got a dental deal for their members to be paid as a monthly fee starting from January 1, 2015; workers who have children studying in college will benefit from 10 tickets per year to travel from their colleges to home; and nonworking public holidays which are a total of six days a year will be paid triple four any worker who works in those days. On the other hand, the SOEN incorporated the mutual benefit of two monthly tickets for workers and their families, something the CGMU already had and CGMU incorporated the award of pension retirement, a benefit which Cympay workers who are members of SOEN had for long time which consists the one-time payment of 12 salaries at the time of retirement, in addition to the award for completing 25 and 30 years of work in the factory. Another important point to be set out in this agreement is that seasonal workers will also benefit from all points reached in the agreement. -When will the agreement be valid? Until now the agreement is verbal, but the company is already fulfilling some points that were negotiated which leads us to consider that at the end of 2014 we can agree on the entire agreement which will run for two years. -How do you evaluate the process that led to the agreement? It was not easy, as I mentioned earlier it took almost a year to reach this agreement and to achieve it we had to take an industrial action to pressure the company, and the outcome was highly positive, but still the equalization of benefits have not been all applied but we are close to it. The original Spanish story is here: http://www.rel-uita.org/index.php/es/sectores/bebidas/item/5738-hacia-un... Nid: 990 Post date: 01/14/2015 - 17:31 Title: Molson Coors comes to Chile Teaser: Molson Coors will bring its popular Coors Light brand and the brewer’s newest offering, Coors, to Chile. It will be available at supermarkets, convenience stores and on premise accounts throughout the country by early 2015. Both Coors Light and Coors will be available in 12-ounce bottles and both will be available for purchase from Jan 12, 2015, onwards. Coors Light will be available in 12-ounce cans as well Type: Blog entry Body: Molson Coors will bring its popular Coors Light brand and the brewer’s newest offering, Coors, to Chile. It will be available at supermarkets, convenience stores and on premise accounts throughout the country by early 2015. Both Coors Light and Coors will be available in 12-ounce bottles and both will be available for purchase from Jan 12, 2015, onwards. Coors Light will be available in 12-ounce cans as well . The launch of Coors Light and Coors in the Chilean market is part of Molson Coors’ brand expansion strategy. Through this partnership, Molson Coors will also be benefited from CCU’s vast knowledge of the Chilean market and world class distribution system. We note that Chile’s premium beer market has been steadily growing since 2009. In fact, in 2014, sales of Premium International beer brands represented an estimated 19% of Chile’s total beer industry, per sources. Thus, the introduction of two new premium beer brands will appeal to the growing number of Chilean import beer drinkers. It would also boost CCU’s reputation as the distributor of highest quality products to Chile’s consumers. Nid: 989 Post date: 12/15/2014 - 17:51 Title: Carlsberg ups health focus with low-alcohol beers expansion Teaser: Carlsberg is lining up a major focus on “healthy” no- and low-alcohol beer, starting with the launch of new radler-style beer Tourtel Twist in France next year. The Danish brewer said it has identified a “very big opportunity” for so-called adult soft drinks and will roll out new products across Europe over the next few years. It will also increase the footprint of existing low-alcohol brands such as Nordic Blonde, with an abv of 0.5%, which was released in Denmark this year. Type: Blog entry Body: Carlsberg is lining up a major focus on “healthy” no- and low-alcohol beer, starting with the launch of new radler-style beer Tourtel Twist in France next year. The Danish brewer said it has identified a “very big opportunity” for so-called adult soft drinks and will roll out new products across Europe over the next few years. It will also increase the footprint of existing low-alcohol brands such as Nordic Blonde, with an abv of 0.5%, which was released in Denmark this year. The other main segment in Carlsberg's no- and low-alcohol focus is “alcohol replacement” products for consumers who enjoy the taste of beer, but do not want alcohol. Graham Fewkes, Carlsberg's head of global sales, marketing & innovation, said the company has had a “big breakthrough” in taste quality for no- and low-alcohol beers. Nordic Blonde is brewed using a process that adds back in the hops taste after the alcohol has been removed. Carlsberg is well-placed to lead a ramp-up in no- and low-alcohol beers as it is already the global leader in the category because of brands in Russia. It is also a major bottler for The Coca-Cola Co and PepsiCo in Scandinavia and has seen the soft drinks category impacted by health concerns over sugar. Asked if declines for carbonated soft drinks in mature markets led to Carlsberg's new focus on health and wellness, Fewkes said: “It's certainly one element. The opportunity is there for natural health offerings, which drinks brewed from grains certainly are. They have much lower calorie levels than you get from normal soft drinks.” Fewkes added that soft drinks “will remain an important part of the business as well”. Nid: 988 Post date: 12/11/2014 - 01:21 Title: Magor Brewery in Wales to Expand Teaser: MAGOR brewery has applied for planning application to expand its production which it hopes will improve employment in the area. The brewery which celebrated its 35th anniversary in September is owned by ABInBev and is one of the largest AB InBev breweries in the UK Type: Blog entry Body: MAGOR brewery has applied for planning application to expand its production which it hopes will improve employment in the area. The brewery which celebrated its 35th anniversary in September is owned by ABInBev and is one of the largest AB InBev breweries in the UK . The application is to extend the existing building for bottling line number four to allow the installation of new pasteuriser. The application which has been submitted to Monmouthshire council’s planning department by Patrick Parsons on behalf of the brewery said the extension is required due to an increase in production. The firm hopes that once the new pasteuriser is in place ‘the rise in output will result in improved employment prospects within the local community.’ The Brazilian/Belgian company currently employs 300 people and produces Stella Artois, Budweiser and Becks at the Magor brewery. The brewery was built in 1979 by Whitbread and currently operates 24 hours a day. Tony Monteiro, brewery manager at AB InBev UK’s Magor Brewery, said: “Magor is AB InBev’s largest brewery in the UK, employing more than 300 people and brewing some of the world’s best-loved beers, including Budweiser and Stella Artois. We can confirm that we have applied for permission to extend one of our buildings in order to install a new pasteuriser which will allow us to increase our brewing capacity.” The brewery can produce 2 million bottles, 1.8 million cans and 13,000 kegs in a single day. It produces more than 792 million pints of beer per year. Cllr Frances Taylor, member for Mill ward in Magor, said: “Speaking on AB InBev as local employers – they are a valued local employer and the fact that they are hoping to improve the prospects they offer is positive. The planning application is likely to be determined within the next week. Nid: 987 Post date: 12/04/2014 - 19:39 Title: Anheuser-Busch InBev cuts jobs in US shake-up Teaser: Anheuser-Busch InBev has confirmed that it is making an unspecified number of redundancies in its US business as it looks to improve “competitiveness”. The brewer, which has seen falling sales and volumes in North America this year, said the move to cut jobs came after a “ detailed business review”. Jim Brickey, Anheuser-Busch's VP for people, said: “We are reorganizing certain work that displaces some positions. Most of the employees impacted were notified recently. The reductions were minimised as much as possible by using open positions.” Type: Blog entry Body: Anheuser-Busch InBev has confirmed that it is making an unspecified number of redundancies in its US business as it looks to improve “competitiveness”. The brewer, which has seen falling sales and volumes in North America this year, said the move to cut jobs came after a “ detailed business review”. Jim Brickey, Anheuser-Busch's VP for people, said: “We are reorganizing certain work that displaces some positions. Most of the employees impacted were notified recently. The reductions were minimised as much as possible by using open positions.” The Wall Street Journal quoted unnamed sources saying the affected roles were in the brewer's US marketing, procurement, sales and brewery operations. One source estimated that “hundreds” of jobs could be cut. When contacted by just-drinks an A-B spokesperson declined to comment on the total number of job losses and in which departments. Brickey added: “These are always difficult decisions, but are important in evolving our business and improving our competitiveness. We are enhancing our severance program during this time to assist those impacted as they transition out of the company.” The brewer is also looking to continue to develop its "high-end" business in the US, Brickey added. Earlier this month, A-B confirmed it was acquiring its third US craft brewer, Oregon's 10 Barrel Brewing Co. Nid: 986 Post date: 12/04/2014 - 15:13 Title: Where next for Coca-Cola Co and its softening attitude to beer firms? Teaser: SABMiller CEO Alan Clark was very happy last week to talk about the future of Coca-Cola Beverages Africa, the bottler his firm is setting up with The Coca-Cola Co. He was predictably more tight-lipped when asked if the partnership lays the groundwork for further bottler purchases, in Africa or other emerging markets such as South America. “We're not commenting on future M&A,” he said. Others, however, have been more willing to speak about the potential ripple effect of the Coca-Cola Beverages Africa formation. Analysts at Nomura have completed a detailed study of the global Coca-Cola distribution network and found a number of regions where SABMiller could find more mileage from its strengthening relationship with Coca-Cola. Type: Blog entry Body: SABMiller CEO Alan Clark was very happy last week to talk about the future of Coca-Cola Beverages Africa, the bottler his firm is setting up with The Coca-Cola Co. He was predictably more tight-lipped when asked if the partnership lays the groundwork for further bottler purchases, in Africa or other emerging markets such as South America. “We're not commenting on future M&A,” he said. Others, however, have been more willing to speak about the potential ripple effect of the Coca-Cola Beverages Africa formation. Analysts at Nomura have completed a detailed study of the global Coca-Cola distribution network and found a number of regions where SABMiller could find more mileage from its strengthening relationship with Coca-Cola. But the possible benefits are not just for SABMiller - Nomura claims that a softening in Coca-Cola's view of working with beer companies, as discussed here, means opportunity exists for any beer company looking to grab a share of the soft drinks industry's stronger global growth trends. For example, Heineken already has a relationship with Coca-Cola as a partner with Coca-Cola HBC in Serbia and Macedonia and with Coca-Cola Femsa in Brazil. That relationship is even stronger in Central Africa, and in an interview with just-drinks in June, Heineken's Africa head Siep Hiemstra said he expects its Central Africa soft drinks volumes to double by 2020. However Nomura says any plans Heineken may have had to consolidate Coca-Cola's bottling operations in Africa were dealt a blow last week with SABMiller's announcement. Carlsberg, meanwhile, may well have to choose who its friends are. The Danish brewer partners with both Coca-Cola and PepsiCo in Scandinavia, but Nomura says conflict between the two deals could become more of an issue if it doesn't pick a side soon. But it is SABMiller that has the brightest prospects of a Coca-Cola-fuelled future. Last week's announcement showed the company is serious about its soft drinks portfolio after a few months of dropping heavy praise on existing Coca-Cola tie-ups. SABMiller already takes 20% of its volumes from soft drinks (30% own-brand, 70% Coca-Cola), and Nomura suggests a few markets that could keep that figure rising. Number one on the list is the Coca-Cola bottler operations in Nigeria, which is currently Coca-Cola Enterprises' best performing unit. Nomura values it at US$1.6bn and says its acquisition “would significantly enhance SABMiller’s route to market in beer in Nigeria”. SABMiller will probably have to bide its time and first bed in Coca-Cola Beverages Africa, but there is more immediate appeal for another global brewer - Anheuser-Busch InBev. Nomura believes the company will have watched with interest recent news stories suggesting that Brazilian investment firm 3G may be lining up a bid for Coca-Cola. If that were to happen, A-B InBev is well placed to swoop for Coca-Cola's bottling operations worldwide, according to Nomura. The move would require A-B InBev to switch its soft drinks focus away from PepsiCo, with which it has a number of bottling agreements in South America through its regional subsidiary, Ambev. However, it would give the brewer the chance to expand in markets such as India where beer penetration is still relatively small as well as gain synergies in the US as the Coca-Cola franchising model there starts to resemble beer's. So will it happen? Nomura says A-B InBev would have to stump up $26bn for it to do so, but that the company could safely absorb the price tag. For anyone looking for signs, Nomura suggests they pay attention to the end of next year. That's the latest A-B InBev has to inform PepsiCo if it wants to terminate their Latin America bottling partnership. An affirmative would likely mean the brewer is betting on Coca-Cola rather than its long-term rival. A-B InBev now has a year to decide. The original news is here: http://www.just-drinks.com/analysis/analysis-where-next-for-coca-cola-co... Nid: 985 Post date: 11/28/2014 - 16:57 Title: SABMiller and Coca-Cola’s mega merger to form joint bottling venture in Africa Teaser: The Coca-Cola Company, SABMiller plc and Gutsche Family Investments (GFI, majority shareholders in Coca-Cola Sabco) have agreed to combine the bottling operations of their non-alcoholic ready-to-drink beverages businesses in Southern and East Africa. The new company will be the largest Coca-Cola bottler in Africa, and it will be the 10th largest globally. It will operate in 12 African countries, with market leadership positions in most and will account for approximately 40% of Coca-Cola volumes in Africa. Type: Blog entry Body: The Coca-Cola Company, SABMiller plc and Gutsche Family Investments (GFI, majority shareholders in Coca-Cola Sabco) have agreed to combine the bottling operations of their non-alcoholic ready-to-drink beverages businesses in Southern and East Africa. The new company will be the largest Coca-Cola bottler in Africa, and it will be the 10th largest globally. It will operate in 12 African countries, with market leadership positions in most and will account for approximately 40% of Coca-Cola volumes in Africa. • Bottling operations in 12 high-growth markets across Southern and East Africa with pro forma annual revenue of US$2.9bn and volume of 729 million unit cases (41 million hectolitres) • Largest Coca-Cola bottler in Africa and 10th largest worldwide • Intended headquarters in South Africa, Coca-Cola Beverages Africa’s largest market With more than 30 bottling plants and over 14,000 employees, Coca-Cola Beverages Africa will be the largest Coca-Cola bottler on the continent. On full completion of the proposed merger, shareholdings in Coca-Cola Beverages Africa will be SABMiller: 57.0%, Gutsche Family Investments: 31.7% and The Coca-Cola Company: 11.3%. As part of the transaction, SABMiller will sell its global non-alcoholic ready-to-drink brand (NARTD), Appletiser (water, apple concentrate, CO2) to Coke and license the latter rights to 19 further NARDT brands in Africa and Latin America for $260m in cash. Initially, Coca-Cola Beverages Africa will produce and distribute Coke-branded beverages in South Africa, Kenya, Ethiopia, Mozambique, Tanzania, Uganda, Namibia, Comoros and Mayotte, with Swaziland, Botswana and Zambia expected additions at a later date. The IUF is concerned that this deal to combine non-alcoholic bottling operations in Southern and East Africa might lead to organizational change and restructuring. We would like to urge affiliates in Africa region that are organized in Coca-Cola and SABMiller to inform us of any changes or effects on the employment or unions' positions that will be caused by this mega merger of operations. Please send the relevant information to burcu.ayan@iuf.org. Nid: 984 Post date: 11/26/2014 - 18:31 Title: Can Coca-Cola fuel SABMiller's soft drinks story? Teaser: In a meeting with journalists earlier this month, SABMiller CEO Alan Clark happily chatted about his soft drinks plans. The company may be better known for its brewing footprint, but non-alcoholic beverages are playing an increasingly important part in its portfolio, and Clark was quick to highlight opportunities in Africa and South America. Today, analysts at Bernstein have marked out a few areas where Clark could further expand SABMiller's soft drinks empire, if the firm was willing to whip out the cheque book. Type: Blog entry Body: In a meeting with journalists earlier this month, SABMiller CEO Alan Clark happily chatted about his soft drinks plans. The company may be better known for its brewing footprint, but non-alcoholic beverages are playing an increasingly important part in its portfolio, and Clark was quick to highlight opportunities in Africa and South America. Today, analysts at Bernstein have marked out a few areas where Clark could further expand SABMiller's soft drinks empire, if the firm was willing to whip out the cheque book. According to Bernstein, Clark's first port of call should be Africa. SABCO is South Africa's second-largest bottler, but it has a footprint in a number of countries where SABMiller already operates. Mozambique, Namibia, Tanzania and Uganda are all part of SABCO's operations and “would offer significant synergies if integrated with SABMiller's existing beer businesses”, Bernstein says. The analysts estimate a price tag of about US$3bn, a number SABMiller could absorb four to five years after any deal. Another name on the list is The Equatorial Coca-Cola Bottling Co, which operates across west and north Africa. According to Bernstein, the company is a leader in many of its markets, though admits that some, such as Sierra Leone and Liberia, make for challenging environments. The analysts run through a couple of other permeations, including Coca-Cola HBC's Nigeria operations (unlikely to be hived off, is the conclusion) but, in summary, all potential targets are just speculation at this point in time. What is interesting, however, is the reason that this speculation is bubbling now. Alongside Clark's new embrace of SABMiller's soft drinks portfolio (which now accounts for 20% of the company's volumes) is, according to Bernstein, a thawing in the Coca-Cola Co's attitude to beer. SABMiller has worked alongside Coca-Cola for a number of years now, but for several of them it was an “uneasy” relationship, Bernstein says. Recently, however, Coca-Cola CEO Muhtar Kent has become more “pragmatic” about mixing beer and soft drinks, which could presage an even closer relationship between the two firms. And, with Coca-Cola under pressure from investors over diminishing sales and profits, could further tie-ups with beer companies offer management a better return? If so, SABMiller is well placed to take advantage of the Atlanta-headquartered company's new direction. Nid: 983 Post date: 11/19/2014 - 23:38 Title: Carlsberg # 2 in Greece Teaser: Carlsberg has agreed to take over Greece΄s third-largest brewer, Olympic Brewery, bolstering its existing operations in the country and creating what it said would be the number two player in the lucrative Greek beer market. According to Reuters, the combined group will have a market share of around 29 percent, the Danish brewer said in a statement on Tuesday. That puts it behind only Dutch rival Heineken (HEIN.AS). "The merger with Olympic Brewery and the creation of a strong number two player in the Greek market represents a step-change for our local business," Carlsberg Chief Executive Jorgen Buhl Rasmussen said. Type: Blog entry Body: Carlsberg has agreed to take over Greece΄s third-largest brewer, Olympic Brewery, bolstering its existing operations in the country and creating what it said would be the number two player in the lucrative Greek beer market. According to Reuters, the combined group will have a market share of around 29 percent, the Danish brewer said in a statement on Tuesday. That puts it behind only Dutch rival Heineken (HEIN.AS). "The merger with Olympic Brewery and the creation of a strong number two player in the Greek market represents a step-change for our local business," Carlsberg Chief Executive Jorgen Buhl Rasmussen said. Carlsberg gave no financial details. With gross sales volumes of 139 million hectolitres, Carlsberg is the world΄s fourth-largest brewer, while Olympic Brewery produces 550,000 hectolitre annually. Carlsberg will own 51 percent of the combined company and the current shareholders of Olympic Brewery will own the remaining 49 percent. "Carlsberg is sending a signal with this deal that supports management΄s effort to gain operational efficiency and cost reductions in Western Europe," said analyst Michael Friis Jorgensen from brokerage firm Alm. Brand Markets. Olympic Brewery’s most recognised brand is Fix, while Carlsberg uses the Mythos brand in Greece, along with its international premium portfolio like Tuborg, Carlsberg and Kronenbourg. The Danish brewer said it expects the combined company will generate synergies in areas such as procurement, production and distribution, but gave no details. The chairman of the New Olympic Brewery will be Lars Lehmann from the Carlsberg Group, while the chief executive will be Alexandros Karafillides, also from the Carlsberg Group. Nid: 982 Post date: 10/05/2014 - 14:55 Title: Moosehead to permanently lay off half of it's production staff. Teaser: Moosehead Breweries Limited will be laying off about half of its hourly production staff in Saint John at the end of June 2015. The approximately 70 layoffs at the west side brewery are the "direct result" of the loss of a major brewing and packaging contract with an international brewing company, president and chief executive officer Andrew Oland said on Thursday afternoon. He declined to say which contract it was, citing confidentiality, but it represented about 40 per cent of the company's overall business for the past 10 years, he said Type: Blog entry Body: Moosehead Breweries Limited will be laying off about half of its hourly production staff in Saint John at the end of June 2015. The approximately 70 layoffs at the west side brewery are the "direct result" of the loss of a major brewing and packaging contract with an international brewing company, president and chief executive officer Andrew Oland said on Thursday afternoon. He declined to say which contract it was, citing confidentiality, but it represented about 40 per cent of the company's overall business for the past 10 years, he said . CBC News understands the contract was with Guinness, with the company moving production to its headquarters in Dublin, Ireland. Bill Farren has been a Moosehead employee for 38 years and is also councillor Ward 1, which includes brewery. He says he has seen much bigger changes over the years. "There'll be some of us who'll be able to retire. Hopefully most of us will," he said. "And make some room. But that still leaves an awful lot of Moosehead people who'll be sorely missed." Farren said the scope of the layoffs shocked him. "We knew it was going to be deep but we didnt think it was going to be this deep and it was pretty sad," he said. "You got a lot of coworkers and a lot of relations built there." Andrew Oland Andrew Oland, the president and chief executive officer of Moosehead Breweries, said the roughly 70 layoffs at the west side brewery are the "direct result" of the loss of a major brewing and packaging contract with an international brewing company. Still, Oland contends the New Brunswick company's future is bright, with a "strong and growing demand" for its own brands, and other parts of the multi-generational family business being successful and profitable. "Naturally we are disappointed this step has become necessary," said Oland. "Regrettably, there is now substantial excess brewing capacity around the globe and many international brewers are electing to produce their brands in their own breweries," he said. Moosehead currently has about 144 unionized employees working at the Saint John brewery, located on Main Street west. They were given details about the pending layoffs earlier Thursday and the affected employees were given the rest of the day off. The starting hourly wage of those positions is $29, said Oland. The timing of the layoffs in June coincides with the end of the major contract, he said. Moosehead will continue to try to find another contract to replace the lost business, said Oland. "There's always the possibility. We're going to work very hard. But we have to be realistic and, most importantly ,we have to prepare our employees for the reality of what's going on," he said. Some of the job cuts may come through scheduled retirements, but the exact number is not known yet, he added. Meanwhile, Moosehead is working with the provincial government to provide support programs for those who will be laid off, including re-employment counselling, retraining, financial planning and job-search assistance, Oland said. ​The company will also provide wage top-ups for many of the employees who will collect employment insurance, he said. Moosehead expects to retain 70 to 80 employees, but the exact number won't be determined until planning for the length of day shifts is completed, Oland said. The President of NB Union-Local 362, Rob Edgecombe, said it will be tough for those who remain. "It's a somber moment even for the people that are remaining there," he said. "Knowing that people that they've worked with for a number of years are no longer going to be present there come June 2015." Edgecombe said some workers losing their jobs have 21 years of full-time service. "They certainly didn't sugar coat anything. I don't think they wanted to give anyone false hope," he said Nid: 981 Post date: 10/05/2014 - 14:38 Title: Mergers and Acquisitions has been the constant . Interesting read Teaser: A "monster institution," Milwaukee's leading newspaper called it. Two brewing giants were merging to form a "powerful combination" that would instantly become "by far the largest individual brewing concern in the world." The impact of the "big deal" would be felt on every continent Type: Blog entry Body: A "monster institution," Milwaukee's leading newspaper called it. Two brewing giants were merging to form a "powerful combination" that would instantly become "by far the largest individual brewing concern in the world." The impact of the "big deal" would be felt on every continent . No, the paper wasn't covering the rumored merger of Anheuser-Busch InBev and SABMiller in 2014, a blockbuster deal by any measure. The Milwaukee Sentinel was reporting Pabst's purchase of Falk, Jung & Borchert in 1892. Adjusted for scale, it was nearly as important. Pabst had taken the national lead for the first time in 1874, and the transaction was guaranteed to widen that lead substantially. More than 120 years later, as the InBev-SAB rumors continue to swirl and as Pabst itself becomes the property of a Russian company, it's worth pointing out that the news is hardly new. Mergers and acquisitions have been adding bubbles to the global brewing scene practically since the beginning. Milwaukee is an excellent case in point. As the city became a German stronghold in its first years of settlement, breweries popped up like mushrooms, reaching a total of 26 in 1856. They turned out 75,000 barrels of the German national beverage in that year, 60% of it for the local market. No sooner had the breweries started to make beer than they began to combine. In the durable tradition of corporate Darwinism, some producers lacked the will or the resources to expand, while the more aggressive members of the brewing fraternity were only too glad to absorb them. Bigger fish ate smaller fish and grew big indeed. By 1879, the number of local companies had dropped to 13 — half the 1856 total — but together they turned out almost eight times more beer, a total of 575,000 barrels in 1880. As the trend toward fewer, larger firms continued, the roster of producers kept dropping to nine in 1885, but their annual output exceeded 1 million barrels. Pabst's corporate genealogy illustrates the larger trends. Milwaukee's pioneer lager brewer was Herman Reutelshoefer, a Walker's Point entrepreneur who bunged his first barrel in 1841. Charles Melms, another German immigrant, took over Reutelshoefer's business in 1848, the year Wisconsin attained statehood, and quickly became the city's largest brewer. When Melms died in 1869, Pabst (then Best & Co.) bought his Walker's Point operation and assumed a position of leadership — first local and then national — that it maintained for decades. A parallel set of combinations was under way a mile or two west. Franz Falk, who had learned brewing in his native Bavaria, emigrated to Milwaukee in 1848. After six months as a "general workman" at what would become the Schlitz brewery, he signed on as the brewmaster for Charles Melms. Itching to go into business for himself, Falk opened the Bavaria brewery on the south rim of the Menomonee Valley near 30th St. in 1856, with Frederick Goes as his partner. He eventually bought out Goes, built one of the city's first bottling plants and rose to fourth place among the city's producers. Fifth place belonged to Jung & Borchert, a partnership of two more German families launched in 1874. Intent on growth, the Falk family proposed a merger to Jung & Borchert, and they found receptive listeners. The two firms formed a "co-partnership" in 1888 and developed enough capacity to challenge Blatz for third place. (Pabst and Schlitz still held the top spots.) Falk, Jung & Borchert's dreams of empire went up in smoke just nine months after the merger. A fire described by the Milwaukee Sentinel as "the largest, the fiercest, and the most destructive that has ever visited Milwaukee" leveled the newly expanded bluff-side brewery. The entire inventory of glass bottles melted into a solid mass, and a stream of fresh beer ran ankle-deep into the Menomonee River. The partners rebuilt at once, doubling their capacity to 400,000 barrels a year, but a second fire in 1892 took the wind out of their sails. When Frederick Pabst offered them $500,000 in stock for their business just weeks after the blaze, Falk, Jung & Borchert agreed to sell. The acquisition pushed Pabst's sales past the million-barrel mark in 1893 — 50% more than Anheuser-Busch, Pabst's nearest national rival, and as much beer as the entire city of Milwaukee had produced just eight years earlier. The Milwaukee Sentinel pronounced the sale "one of the most important business transactions consummated in Milwaukee in many years" and predicted that Frederick Pabst, "the large-minded, broad gauged president of the company," would tower head and shoulders above his competition for years to come. In fact, Pabst's million-barrel output was a high-water mark the company would reach just once more before Prohibition went into effect in 1919. The company continued to make money, but rising costs, more selective marketing and the rise of the temperance movement all put a damper on Pabst's growth. Anheuser-Busch, the maker of Budweiser, assumed the national lead in 1901, and Schlitz moved into second place. After a prolonged timeout for Prohibition, that national dry spell that lasted until 1933, America's brewers resumed their jockeying for position. Mergers and acquisitions were fairly constant, and they accelerated as the 20th century progressed. Pabst merged with Premier Malt Products in 1932 and passed out of exclusive family control. Philip Morris bought Miller in 1969, and Schlitz became part of Stroh's in 1982. The Schlitz brand languished, but Miller, riding the success of Lite beer, became America's second-largest brewer, trailing only Anheuser-Busch. Except for legacy production facilities, Milwaukee brewing ceased to be a local enterprise in any meaningful way. The next step was global. In 2002, South African Breweries purchased Miller from Philip Morris, and in 2008, InBev bought Anheuser-Busch. America's two leading brewers were now headquartered in London and Belgium, and their corporate parents may currently be on their way to the altar. In a long look back at the nation's brewing history, consolidation is perhaps the single greatest constant. Mergers began on the neighborhood level when the industry was young and advanced by degrees to the national and then the international stages. What has changed, of course, is the scale of the deals. Pabst bought Falk, Jung & Borchert for $500,000 in stock in 1892. The ante soared to $5.6 billion when SAB bought Miller 110 years later, and the projected value of the Anheuser-Busch InBev/SABMiller deal is $122 billion. Where will it end? When we're all drinking beer out of vats the size of Lake Winnebago. There is, fortunately, a countercurrent to the high-stakes poker game playing out in foreign capitals. Even as the brewing industry becomes more global, it has become more local. Small Milwaukee brewers with big ideas — Lakefront, Sprecher and Milwaukee Brewing among them — have been aiming at a highest common denominator rather than trying to match the one-taste-fits-all premium beers. The same creative impulse motivated pioneers such as Charles Melms, Franz Falk and Frederick Pabst. As Big Beer gets even bigger, Small Beer is taking Milwaukee back to its roots. Nid: 980 Post date: 10/05/2014 - 14:06 Title: Energy Center for Burton Brewery Teaser: BOSSES at a brewing giant have revealed they believe a newly opened energy centre will help 'bolster' its energy efficiency credentials. The development is one of several projects that form part of the firm's five-year £75 million investment in brewing infrastructure and technology in the town Type: Blog entry Body: BOSSES at a brewing giant have revealed they believe a newly opened energy centre will help 'bolster' its energy efficiency credentials. The development is one of several projects that form part of the firm's five-year £75 million investment in brewing infrastructure and technology in the town . Jim Shaw, supply chain director at Molson Coors,. He said: "The new energy centre is a huge milestone for us, and the investment reflects our continued commitment to the brewing industry here in the UK. "Modernising our infrastructure and technology enables us to become more efficient and flexible in our delivery. "We are also able to reduce energy use and emissions and support our ambition to continually improve Our Beer Print as part of our corporate responsibility agenda. "The facility will also produce cost savings which will be utilised and re-invested into our brands, service and breweries to ensure we continued to delight the UK's beer drinkers." The firm thinks the new energy centre will support the business' global ambition to cut energy consumption by 25 per cent and 15 per cent of its greenhouse gas emissions by 2020. In its first full year, the new facility is projected to significantly reduce energy consumption at the brewery and improve the site's carbon emissions by 6.5 per cent. The launch of the energy centre is just one of many milestones reached by Molson Coors as a result of its five-year redevelopment plan. The introduction of a new shrink wrap facility in 2012 successfully reduced Molson Coors' secondary packaging weight by 63 per cent and reduced carbon emissions by four per cent. Earlier this year, Molson Coors invested £21 million for a new bottling line. Nid: 978 Post date: 10/02/2014 - 13:53 Title: Anheuser-Busch InBev shuts fourth Russian brewery Teaser: Anheuser-Busch InBev has announced it is shutting down another of its Russian breweries – its fourth closure in the country in the last two years. The company's SUN InBev subsidiary said it is stopping production at the Angarsk brewery, in East Siberia, and will “reallocate volumes” to its other sites in Russia. The company blamed tax hikes and legislation around beer sales for the move. Type: Blog entry Body: Anheuser-Busch InBev has announced it is shutting down another of its Russian breweries – its fourth closure in the country in the last two years. The company's SUN InBev subsidiary said it is stopping production at the Angarsk brewery, in East Siberia, and will “reallocate volumes” to its other sites in Russia. The company blamed tax hikes and legislation around beer sales for the move. Russia has seen beer duty rise six-fold since 2009 and a ban on sales from street kiosks and beer advertising was introduced last year. SUN InBev branded the regulatory regime “one of the toughest in the world”. The unit said its beer volumes fell by around 14% in 2013 and have slipped by 10% in this year's first-half. Other global brewers have also suffered in Russia, with Carlsberg, the market leader, confirming this week it has suspended production at one of its facilities. A-B InBev will have five remaining breweries in Russia. The company announced in March it was closing its brewery Perm, following previous shutdowns in Novocheboksarsk last year and in Kursk in 2012. Nid: 977 Post date: 09/19/2014 - 14:15 Title: ABI takeout of SAB Miller could be 'transformative' for Molson Coors Teaser: With AB InBev rumored to be exploring a takeover of SAB Miller, one US analyst says the deal could prove 'transformative' for Molson Coors' beer prospects in this market. Read more here: http://www.beveragedaily.com/Manufacturers/ABI-takeout-of-SAB-Miller-cou... Type: Blog entry Body: With AB InBev rumored to be exploring a takeover of SAB Miller, one US analyst says the deal could prove 'transformative' for Molson Coors' beer prospects in this market. Read more here: http://www.beveragedaily.com/Manufacturers/ABI-takeout-of-SAB-Miller-cou... Nid: 976 Post date: 09/16/2014 - 19:42 Title: Nearly one in every three beers in the world could soon be sold by the same company! Teaser: There's a global beer behemoth in the works. Anheuser-Busch InBev, the world's largest beer maker by volume, is preparing itself to offer as much as $122 billion for SABMiller, which sells Castle, Miller, Peroni, and Foster's. The beer giant is currently discussing the financing of the deal with banks, according to reports by The Wall Street Journal. A merger between the two would create one company that controls nearly a third of the world's beer supply. Anheuser-Busch Inbev brews a number of the world's most famous beer brands, including Bud Light, which accounts for one in every five beers sold in the United States, Corona, which it sells nearly 2 billion liters of each year, Stella Artois, and Modelo. Type: Blog entry Body: There's a global beer behemoth in the works. Anheuser-Busch InBev, the world's largest beer maker by volume, is preparing itself to offer as much as $122 billion for SABMiller, which sells Castle, Miller, Peroni, and Foster's. The beer giant is currently discussing the financing of the deal with banks, according to reports by The Wall Street Journal. A merger between the two would create one company that controls nearly a third of the world's beer supply. Anheuser-Busch Inbev brews a number of the world's most famous beer brands, including Bud Light, which accounts for one in every five beers sold in the United States, Corona, which it sells nearly 2 billion liters of each year, Stella Artois, and Modelo. The biggest beer company's biggest beers Anheuser-Busch InBev's volume sales by brand in 2013 5.28 billion litres Bud Light 4.416 billion Budweiser 4.056 billion litres Skol 2.81 billion litres Harbin 2.797 billion litres Brahma 1.852 billion litres Corona Extra 1.491 billion litres Antarctica 1.421 billion litres Busch 1.41 billion litres Sedrin 1.153 billion litres Natural 1.098 billion litres Victoria 1.069 billion litres Stella Artois 0.784 billion litres Quilmes 0.664 billion litres Beck's 0.565 billion litres Modelo Source: Euromonitor SABMiller sells many familiar brands, including Castle Beer, Miller Lite, and Miller Genuine Draft, but also a handful of highly successful localized beers, like Aguilar and Poker, which it sells in parts of Latin America. The second biggest beer company's biggest beers SABMiller's volume sales by brand in 2013 2.076 billion litres Castle 2.065 billion litres Carling Black Label 1.631 billion litres Miller Lite 1.628 billion litres Hansa Pilsner 0.945 billion litres Aguila 0.829 billion litres Poker 0.807 billion litres Pilsen 0.705 billion litres Miller 0.616 billion litres Cristal 0.522 billion litres Tyskie 0.467 billion litres Miller Genuine Draft 0.466 billion litres Zubr 0.455 billion litres Pilsener 0.415 billion litres Velkopopovicky Kozel 0.383 billion litres Milwaukee's Best Source: Euromonitor Speculation of a deal between the world's two largest beer companies is nothing new—the two have been rumored to be discussing such a deal in the past, and industry analysts have long fantasized what a joint company would look like. But there are many indications that this time the merger might actually happen. "There are strong indications that Anheuser InBev not only wants to acquire SABMiller, but is actively pursuing the buyout," said Amin Alkhatib, an industry analyst at Euromonitor. "It's really just a matter of whether they can afford to do it." SABMiller, which is publicly owned, is susceptible to a buyout because there is no majority shareholder capable of preventing such a purchase. The company recently made an offer to purchase Heineken, which is still privately owned, but the offer was rebuffed. Expansion is well within Anheuser Busch InBev's vocabulary—the beer maker, which currently controls more than 20 percent of the the global beer market, has achieved some of the highest margins in the industry by successfully scaling its business to cut costs, and often by way of big buyouts. Look no further than the company's name for evidence. Brazil's AmBev and Belgium's Interbrew combined in 2004 to become the world's largest beer maker; just four years later, in 2008, the newly formed company gobbled up American beer giant Anheuser-Busch. The company's current name, Anheuser-Busch InBev, is a testament to its merger-driven growth. SABMiller, by comparison, has built its business by establishing successful local brands, largely in markets yet untapped by Anheuser-Busch InBev. Acquiring SABMiller would mean gaining a foothold in a number of beer markets that Anheuser-Busch InBev has been eager to enter, including much of Africa. The acquisition could also lead to the quickened spread of international brands like Bud Light and Corona at the expense of local brands like Carling Black Label, Aguilar, and Poker. "The merger might lead to less options for consumers in various emerging markets, and a greater emphasis on global brands," said Alkhatib. "You will definitely see the Budweisers and Coronas of the beer world introduced into smaller markets in Latin America and Africa." While anticipation for a deal swells, there are still several realities that could thwart, or at the very least complicate, an agreement. For one, a joint company is likely to run up against antitrust legislation in both the United States, where Anheuser-Busch InBev already has a nearly 50 percent market share (together, Anheuser-Busch InBev and SABMiller control more than 80 percent of the beer supply), and China, where SABMiller has a significant stake in China Resources Enterprise, which sells Snow beer, the largest brand in the world by volume. The speculation is that any merger between the two would entail the resulting company letting go of Miller Coors and Snow beer in the U.S. and Chinese markets, respectively. There are even complications that exist outside of each company's beer venture. Anheuser-Busch InBev holds the license to sell Pepsi in certain parts of Latin America, while SABMiller holds a similar license to distribute Coca Cola in Africa. "That will likely present itself as a conflict of interest," said Alkhatib. Still, the upside to such a deal is likely to outweigh any concessions Anheuser-Busch InBev might have to make in order to ensure that it is approved. It would, after all, effectively expand the company's dominance to most of the world. "Combined, the new company would have an essential monopoly on many regional levels, including across most of Latin America," said Alkhatib. "One of the only remaining holes would be Europe, where Heineken and Carlsberg are still the leaders." Read the original story here: http://www.washingtonpost.com/blogs/wonkblog/wp/2014/09/15/nearly-one-in... Nid: 975 Post date: 09/15/2014 - 17:11 Title: AB-InBev looks for Financing to buy SAB Miller Teaser: Anheuser-Busch InBev NV is talking to banks about financing what could be a roughly £75 billion ($122 billion) deal to buy global beer rival SABMiller PLC, according to a person familiar with the matter. A tie-up between the world's two largest brewing companies has been rumored for years, but a revival in global merger activity this year has sparked renewed speculation about a deal. AB InBev isn't in active discussions with SABMiller, said the person, explaining the company is waiting to line up its financing before making a formal approach. Type: Blog entry Body: Anheuser-Busch InBev NV is talking to banks about financing what could be a roughly £75 billion ($122 billion) deal to buy global beer rival SABMiller PLC, according to a person familiar with the matter. A tie-up between the world's two largest brewing companies has been rumored for years, but a revival in global merger activity this year has sparked renewed speculation about a deal. AB InBev isn't in active discussions with SABMiller, said the person, explaining the company is waiting to line up its financing before making a formal approach. The talks about financing come on the heels of an approach by SABMiller to buy Dutch brewer Heineken NV, which Heineken said Sunday it had rejected. The U.K. brewer hasn't been discouraged by Heineken's initial rejection and would consider another bid, according to another person familiar with the discussions. AB InBev had a nearly 20% share of the global beer market in 2013, according to data service Euromonitor. It is trailed by SABMiller, with a 9.6% share, and Heineken, with a 9.3% share. SABMiller, maker of Foster’s, Peroni and Miller, is interested in Heineken's eponymous beer brand, which it would distribute through its channels in Africa, according to the person familiar with SABMiller's discussions. The person added that pursuit of a deal with Heineken wasn't motivated by a desire to stave off a bid from AB InBev. Nid: 974 Post date: 09/01/2014 - 16:53 Title: Beer - The End of the Road for International Brands? Teaser: The latest round of financial reports issued by the multi-national brewers have landed in recent weeks. And, while there are financial explanations on offer for the market analysts, there’s also scope to compare and contrast results. Nowhere do the numbers offer greater disparities than with the brewers’ designated global beer brands. Those happy with their immediate lot in life include Heineken, with its namesake brand up 6.6% in volume during the first six months of this year, a reversal from the declines reported in both halves of 2013. Type: Blog entry Body: The latest round of financial reports issued by the multi-national brewers have landed in recent weeks. And, while there are financial explanations on offer for the market analysts, there’s also scope to compare and contrast results. Nowhere do the numbers offer greater disparities than with the brewers’ designated global beer brands. Those happy with their immediate lot in life include Heineken, with its namesake brand up 6.6% in volume during the first six months of this year, a reversal from the declines reported in both halves of 2013. Also amongst the momentarily-elated is Anheuser-Busch InBev, reporting that its three global brands - Budweiser, Corona and Stella Artois – collectively increased sales by 7% from January through June. And, brand Carlsberg also rose in the same period, by 3% in its ‘premium markets’ with this growth driven by brand extensions, reduced bitterness Chill and Light in China, and strong beer Carlsberg Elephant in India. The balance of Carlsberg’s international premium brands, Tuborg, Grimbergen and cider Somersby, all delivered double-digit growth. So far, so good – but we’ll come to the exception(s) to this happy tale in a moment. The immediate question to be asked here is, what is driving the growth of premium brands – and does such a creature truly exist? If it does, the colour it sports is green, as in Heineken green. Market data from industry researchers Canadean has the brand totalling 27.1m hectolitres outside of its home market in 2013, a total which easily outpaces second place Budweiser (14.2m hl), followed by Corona (13.2m hl) and Stella Artois (7.3m hl). You won’t need a calculator here to realise that the three followers are all A-B InBev’s and that their combined total surpasses that of Heineken plus the volume of stablemate Amstel, which adds 3.4m hl to the Dutch brewer’s total. Heineken has consistently argued that a growth strategy that includes an international premium brand as one of its drivers is a winner, and the company’s management is duly proud of the brand, its heritage, its consistency and its quality. But, perhaps a modified approach – different international brands targeted for different markets – is also a sustainable market development strategy, as with A-B InBev’s trio of champions. Indeed, there are variations in approach, as with Carlsberg’s use of brand extensions to adapt to market preferences. Lightening the bitterness of the beer in China with Chill, and subsequently Light, recognises consumer preference. The same is true in India, where strong beers (thanks in part to a system of alcohol duties that tax beer at the same rates as spirits) are well above 5.0% in abv. Yet there are dangers here. A lot of the gaudy growth percentages available in the latest financials are on the back of new products entering new markets. Carlsberg continues to roll out Somersby across Europe and beyond, for example, while Heineken is playing catch-up with Sol behind the better-established Corona in a battle of Mexican beer brands. Essentially, brewers and marketers don’t want to say that their brand is in 170-odd countries if - in many of those instances - the presence is restricted to the mini-bar at the airport Hilton and a handful of other high-end outlets. When it comes to beer, scale does matter, and at some point there needs to be a choice between winners and losers when it comes to market presence. This is understood – and there are differences in emphasis amongst the multinationals. SABMiller has not been mentioned here yet, in part because of a perception amongst some analysts that it has a weaker portfolio of international brands, namely Pilsner Urquell, Grolsch, Peroni Nastro Azzurro and Miller Genuine Draft. I don’t agree with that broad-stroke assessment, rather that SABMiller prefers to emphasise strong national brands in markets, slotting in one or more of its international brands within the segmentation. This brings us to Guinness, the exception in more ways than one amongst international premium brands. According to Canadean data, the brand’s volumes totalled 9.6m hectolitres beyond its domestic Irish market last year, of which 2.0m hl were accounted for by the UK. The overall total pushes it into fourth place in the rankings of international brands, above Stella Artois but behind Corona. Based on Diageo’s latest full-year figures, Guinness has had a tough time of late. Organic volumes fell by 5%, with net sales value down 1%. The brand performed poorly in Nigeria, where it was caught off-guard with premium pricing in a market moving to sub-mainstream offers, and corrections are being made that should right that market. It is in North America, the US specifically, where Guinness took it on the chin. Here, organic volumes fell by 6% and net value by 3%. The result was attributed to a weak performance from Guinness Black Lager and "increased competition from the craft beer segment". The traditional solution, increased marketing spend, is proposed here. (As an aside, it can be argued that Guinness has the best, most emotive television advertising in the world – witness the Basketball ad, as part of the 'Made of More' platform.) Yet, is what we’re seeing in Guinness’ performance in the US akin to that of a canary in a coalmine? In a global setting, where share is being taken market after market by craft beers, are international premium brands as a group particularly susceptible? What also sets Guinness apart from its international rivals is that it stands alone as a stout in beer style terms, against variations on pilsner. You can argue that, for many consumers, Guinness has been synonymous with stout. In the on-trade, it’s long been seen as a must-have brand, at least in the UK, and has been able to command margins in its listings. But, note the use of past tense. The craft beer movement has encouraged consumers to experiment, and fragmentation is increasingly a way of life for many beer styles. There are British brewers now who once again brew and stock their own stouts, varying the taste by either increasing or decreasing bitterness, or playing with the roasted note provided by additions of chocolate malt. The argument to be made here is that it will be more difficult for craft brewers to impinge on the fortunes of premium international lager brands by brewing variations on the theme. There are numerous craft lagers now being brewed, with most distinguishing themselves by additions of floral hops and a lessening of carbonation when packaged or served. The exception here is Pilsner Urquell. With bitterness at 40 IBUs, amongst the international premiums it’s the one closet to being a ‘craft beer’ and should continue to fare well in markets where all things craft is in the ascendancy. While different, the pilsner style is so firmly established in worldwide demand, that it will be difficult for craft beer to make serious inroads against well-marketed, consistently brewed brands. The exception is Boston Beer Co, with its Samuel Adams Boston Lager established as America’s leading craft beer brand, the style of which is best described as Vienna Red, with a sweeter, malt offering complexity that sets it apart from other lagers. With its heritage and enticing flavour, it’s easy to envision that Sam Adams could have a future as an international premium brand, a nice fit alongside a Heineken or a Carlsberg font on a bar. If Boston Beer founder Jim Koch were of a mind to sell control of his company, it’s the one in the current round of takeover speculation that most readily deserves a premium on share price for its global potential. The original news story is here: http://www.just-drinks.com/comment/comment-beer-the-end-of-the-road-for-... Nid: 973 Post date: 08/26/2014 - 00:04 Title: Different Concept That Just Might Work Teaser: Unions working towards Health Care Union Bargaining Associations Dear Health Care member, Nova Scotia's health care system is undergoing radical change by the provincial government. These changes include the government's decision to move from nine District Health Authorities to one provincial board and one board representing the IWK. As a part of this restructuring, the government plans to reduce the number of collective agreements it negotiates with health care unions by requiring bargaining in just four province-wide bargaining units Type: Blog entry Body: Unions working towards Health Care Union Bargaining Associations Dear Health Care member, Nova Scotia's health care system is undergoing radical change by the provincial government. These changes include the government's decision to move from nine District Health Authorities to one provincial board and one board representing the IWK. As a part of this restructuring, the government plans to reduce the number of collective agreements it negotiates with health care unions by requiring bargaining in just four province-wide bargaining units . Where health care restructuring has occurred elsewhere in the country, conflict has resulted as members have been forced to choose between unions or be placed into another union via legislation. Nova Scotia's health care unions - NSGEU, Unifor, CUPE, and NSNU - have been working together to discuss how restructuring will impact our members, and how our members' rights can be best protected. As a result of this planned restructuring, the unions responded to government actions with a formal proposal to develop a new bargaining system in which the unions join together to negotiate at one table for each of the province-wide bargaining units. In each of these units, the unions would form a Bargaining Association to negotiate with the new employers together, thus avoiding disruptive run-off votes and allowing members to stay with their current union. After many meetings and thoughtful consultation, the unions' presented their proposal to government on August 5th. We hope to receive their response to our proposal soon. What is a Bargaining Association? A Bargaining Association represents members of more than one union for the purpose of collective bargaining. In an association, each union continues to speak on behalf of and represent their own members as they do today. So, all members would remain members of their current union, but the unions would bargain collective agreements together. Why a Bargaining Association? A Bargaining Association is the best solution to the government's request for fewer collective agreements and meets the Minister's requirement for "streamlined" health negotiations. A Bargaining Association is the only way to ensure that all workers are able to stay with their own union. It will also give workers a unified voice at the bargaining table. These Associations would avoid disruptive run-off votes. Similar Bargaining Associations are working well in other Canadian provinces, such as British Columbia. How would these Bargaining Associations work? The unions would come together to negotiate collective agreements for the workers in each of the province-wide bargaining units but would otherwise continue to represent and speak on behalf of their own members. For example, all unions who currently represent support services workers would create a Support Services Bargaining Association to bargain a provincial support services agreement together. The same structure would apply for nurses, clerical and health care workers. The bottom line: We want health care workers to be able to focus on patients and continue to deliver quality health care, and we believe Nova Scotians and the government want that, too. The best way to do that is to ensure unions and workers aren't forced into a position of dispute, but are allowed to work together cooperatively. We recognize there are differences within the current collective agreements and developing new, common collective agreements will be challenging. The unions have worked together very effectively and feel this is the best way for us to move forward and bargain the strongest collective agreement for all members. We will continue to advance the Health Care Union Bargaining Association concept. As soon as we receive a formal response from government, we will be in contact with you. Please watch for communications from your union! In solidarity, Nid: 972 Post date: 08/22/2014 - 16:44 Title: "The labor unrest will grow" states Carlos Frigerio, the General Secretary of Argentina Brewers and Allied Workers Federation Teaser: The 50th Ordinary Congress of Argentina Brewers and Allied Workers Federation (FATCA) is organized on August 15 in Cordoba, with participation of 61 delegates from various workplaces. In his speech, the Secretary General of the Federation, Carlos Frigerio, predicted an increase in labor unrest in the country in the short term. “Surely we will see a significant increase in unrest during the remainder of the year, especially in the industrial area of Argentina, southern province of Buenos Aires, since many companies are taking the decision to close doors and leave workers on the street, "warned Frigerio. Type: Blog entry Body: The 50th Ordinary Congress of Argentina Brewers and Allied Workers Federation (FATCA) is organized on August 15 in Cordoba, with participation of 61 delegates from various workplaces. In his speech, the Secretary General of the Federation, Carlos Frigerio, predicted an increase in labor unrest in the country in the short term. “Surely we will see a significant increase in unrest during the remainder of the year, especially in the industrial area of Argentina, southern province of Buenos Aires, since many companies are taking the decision to close doors and leave workers on the street, "warned Frigerio. The economic situation is serious, said, citing high inflation, “it will not drop below 40 percent by the end of the year," and underinvestment due to “the lack of predictability of economic policies and prospects of the country" said the leader. "In our business, the situation is still worrying," except in the CCU group whose leadership will be summoned by the Union next week. In this context, however, the brewing industry has grown tremendously in the last four years and workers aspire to new wage guidelines and recover jobs lost since the early 1990s. Frigerio also underscored the good work done by the management of the Federation, which continued to provide benefits to its members "despite the general situation in the country." He stressed in this regard that the process of building a hotel in Tafi del Valle, Province of Tucuman has entered its final stage, which will be a model for its respect for the environment, to have power generation by solar panels and other ecological innovations, anticipating another lift in the resort of Mar del Plata. He concluded by saluting the unity in action that was demonstrated by the brewery workers by unanimously endorsing a strike as a result of stalled wage negotiations. The strike and unity recovered numerous sources of employment in the sector. The original story in Spanish is here: http://www.rel-uita.org/index.php/es/sindicatos/item/5342-la-conflictivi... Nid: 971 Post date: 08/21/2014 - 12:20 Title: Carlsberg Considering Russian Brewery Closures Teaser: Carlsberg is considering closing some of its breweries in Russia as consumer spending will be impacted more negatively than previously anticipated. Following the Danish brewer's half-year results announcement, Jørgen Buhl Rasmussen said the company has already taken “tough decisions” at its Baltic Beverages Holdings division in Russia, including structural changes in logisitics, sales and production. The company has seen a “significant” reduction in headcount at BBH in the last few years. Type: Blog entry Body: Carlsberg is considering closing some of its breweries in Russia as consumer spending will be impacted more negatively than previously anticipated. Following the Danish brewer's half-year results announcement, Jørgen Buhl Rasmussen said the company has already taken “tough decisions” at its Baltic Beverages Holdings division in Russia, including structural changes in logisitics, sales and production. The company has seen a “significant” reduction in headcount at BBH in the last few years. Rasmussen added: “We are considering brewery closures as well. We will not comment further on such closures, but will come back to you when final decisions are made.” Carlsberg currently operates ten breweries in the country. Its rivals, Anheuser-Busch InBev and Anadolu Efes, part owned SABMiller, have both been forced to close breweries in Russia. Brewers have struggled in Russia as a clampdown on beer sales last year has hampered the market. Carlsberg's first-half sales in Eastern Europe, including Ukraine, fell by 18%. The performance was also blamed on the “uncertain macroenvironment, weak economic development and bad weather”. Nid: 970 Post date: 08/20/2014 - 10:34 Title: Carlsberg Reports Operating Profit Growth in H1 Teaser: Financial highlights Organic net revenue up by 4% to DKK 32.1bn (Q2: +4%). Positive price/mix of 5% (Q2: +5%). Organic gross profit growth of 6% (Q2: +7%). 8% organic operating profit growth (Q2: +14%) with particularly strong performance in Western Europe. Reported operating profit growth of 1% to DKK 4,054m (Q2: +6%) negatively affected by a currency impact of DKK 403m (10%). Flat adjusted net profit at DKK 2,238m (Q2: 7% growth to DKK 2,288m). Click on the following link to view the full report: http://www.flex-news-food.com/files/carlsberg200814.pdf Type: Blog entry Body: Financial highlights Organic net revenue up by 4% to DKK 32.1bn (Q2: +4%). Positive price/mix of 5% (Q2: +5%). Organic gross profit growth of 6% (Q2: +7%). 8% organic operating profit growth (Q2: +14%) with particularly strong performance in Western Europe. Reported operating profit growth of 1% to DKK 4,054m (Q2: +6%) negatively affected by a currency impact of DKK 403m (10%). Flat adjusted net profit at DKK 2,238m (Q2: 7% growth to DKK 2,288m). Click on the following link to view the full report: http://www.flex-news-food.com/files/carlsberg200814.pdf Nid: 969 Post date: 08/20/2014 - 10:29 Title: Heineken Reports Strong Profit Growth Teaser: Group revenue +4.6% organically with revenue per hectolitre up 1.5% Group beer volume +3.1% driven by growth in Africa Middle East, the Americas and Western Europe and an improved performance trend in Q2 in Asia Pacific Heineken® premium volume +6.6% reflecting strong performance in key markets Innovation rate accelerated to 7.4%, contributing €682 million of revenues Group operating profit (beia) +13% organically; Group operating margin up 130bps €141 million of pre-tax Total Cost Management2 (TCM2) cost savings delivered in H1 2014; 3-year TCM2 target of €625 million reached ahead of schedule Net profit (beia) of €772 million, up 19% organically; diluted EPS (beia) +14% Targeting year-on-year improvement in consolidated operating profit (beia) margin of around 40bps in the medium term; expected to be above this target level in 2014 Type: Blog entry Body: Group revenue +4.6% organically with revenue per hectolitre up 1.5% Group beer volume +3.1% driven by growth in Africa Middle East, the Americas and Western Europe and an improved performance trend in Q2 in Asia Pacific Heineken® premium volume +6.6% reflecting strong performance in key markets Innovation rate accelerated to 7.4%, contributing €682 million of revenues Group operating profit (beia) +13% organically; Group operating margin up 130bps €141 million of pre-tax Total Cost Management2 (TCM2) cost savings delivered in H1 2014; 3-year TCM2 target of €625 million reached ahead of schedule Net profit (beia) of €772 million, up 19% organically; diluted EPS (beia) +14% Targeting year-on-year improvement in consolidated operating profit (beia) margin of around 40bps in the medium term; expected to be above this target level in 2014 OUTLOOK STATEMENT (Based on consolidated reporting) Top-line growth: HEINEKEN delivered solid top-line growth in the first half of the year. Whilst the economic outlook remains mixed, HEINEKEN expects positive volume development over the remainder of the year, with an underlying growth rate slightly below the first half of the year. This volume growth will be led by developing markets in the Africa Middle East, Asia Pacific and Americas regions. HEINEKEN expects revenue per hectolitre growth in the second half of 2014 to moderate versus the first half of the year primarily due to a negative country mix effect. Overall, HEINEKEN expects healthy organic revenue growth for the full year 2014 with an unfavourable impact on reported revenues from foreign currency translational movements. Continued margin expansion: HEINEKEN targets a year-on-year improvement in operating profit (beia) margin of approximately 40 basis points over the medium term. This will be driven by revenue management initiatives, ongoing cost savings and the anticipated faster growth of higher margin developing markets. For the full year 2014, margin expansion is expected to be above the medium-term target level. HEINEKEN still expects a slight increase in marketing & selling (beia) spend as a percentage of revenue in 2014 (2013: 12.6%) and input cost prices to be stable to slightly lower in 2014 (excluding a foreign currency transactional effect). Consolidated operating profit (beia) growth is expected to moderate in the second half of the year due to slower top-line growth, the phasing of head office related and other costs and stronger comparative growth in the second half of 2013. Foreign currency movements: Exchange rate movements will adversely impact reported revenues and profits in 2014. Assuming spot rates as of 15 August 2014, the calculated negative currency translational impact on consolidated operating profit (beia) is now expected to be approximately €70 million (previously €115 million). At net profit (beia), this effect is now expected to be around €50 million (previously €75 million). Lower financing costs: HEINEKEN now forecasts an average interest rate of around 4.0% (versus earlier guidance of 4.1%) (2013: 4.4%) reflecting a lower effective interest rate on outstanding bonds. Effective tax rate: HEINEKEN now expects the effective tax rate (beia) for 2014 to be at the high end of the earlier guided range of 28% to 30% (2013: 28.7%). Improving financial flexibility: HEINEKEN remains focused on driving strong cash flow generation and disciplined working capital management. As previously communicated, HEINEKEN expects to reach its target net debt/ EBITDA (beia) ratio of below 2.5 by the end of 2014. In 2014, capital expenditure related to property, plant and equipment is still forecasted to be approximately €1.5 billion (2013: €1.4 billion). HEINEKEN expects a cash conversion ratio of below 100% in 2014 (2013: 84%). GROUP OPERATIONAL REVIEW In the first half of the year, group revenue increased 4.6% organically, made up of a 3.1% increase in group total volume and a 1.5% increase in group revenue per hectolitre. In the second quarter group revenue grew 5.5%, on an organic basis. Group beer volume grew 3.1% organically in the first half of the year reflecting successful marketing programmes, increased innovation and strengthened sales execution. Volume performance also benefited from favourable weather and the football World Cup against a soft comparable prior year period. This led to market share gains in several of our key markets including Nigeria, Vietnam, France, The Netherlands, USA, Spain and Brazil. Group beer volume in the second quarter grew by 4.5% which includes a positive impact from the later timing of Easter. Group operating profit (beia) grew 13% organically, primarily reflecting higher revenues and improved cost efficiencies across production, logistics and head office support expense, partly offset by higher planned marketing and selling expense. Group operating profit (beia) margin increased by 130 basis points in the first half led by Africa Middle East and the Americas. Heineken volume in the premium segment grew 6.6% and by over 5% when excluding the effect of excise-related destocking in France in January 2013. In particular, Heineken® volume was up double-digits in Western Europe driven by strong underlying brand performances in France, Spain, Ireland, the UK and Portugal. Further, Heineken® returned to growth in Asia Pacific in the second quarter driven by China, Taiwan and Malaysia which more than offset lower brand volume in Vietnam. Heineken® also saw strong brand growth in Brazil, Poland, Russia, Germany, Nigeria, Mexico and Chile in the first six months. Brand equity for Heineken® continued to benefit from the 'Open your World' global campaign. In May, 'The City' commercial was launched globally as part of the 'Cities of the World' campaign series. This fully integrated campaign is being activated through digital innovation and special edition bottles. Volume of the global brands Desperados, Affligem and Sol all grew in the double digits in the first half of the year, reflecting a broader focus on extending HEINEKEN's premium brand portfolio. Volume of cider grew in the mid-single digits led by growth of the Strongbow brand. HEINEKEN has continued its strong focus on innovation. During the first six months, we launched a number of successful innovations, leveraging our premium-led global and local brand portfolio. As a result, the innovation rate accelerated to 7.4%, up from 6.0% in the comparable prior year period and contributed €682 million of revenues. During the period, Radler Zero (0.0% ABV) line extensions were launched in 8 countries in Europe. TCM2 delivered €141 million of pre-tax cost savings in the first half of 2014. The supply chain function contributed 75% of achieved cost savings in the period. This brings the cumulative cost savings realised since the beginning of 2012 to €637 million, ahead of the targeted cost savings of €625 million for the 3-year period ending 2014. HEINEKEN is committed to driving further efficiencies across its entire cost base. This includes the realisation of ongoing productivity improvements across the global supply chain function as well as other rightsizing and restructuring initiatives to optimise its cost structure. In addition, HEINEKEN will further leverage the success of the Global Business Services (GBS) organisation by realising additional cost savings in global purchasing and further extending the geographic scope and activities of HEINEKEN's shared services. These and other cost initiatives, together with effective revenue management, are expected to underpin further operating profit margin expansion over the medium term. The cumulative upfront GBS costs incurred as at the end of June 2014 is €187 million, of which €147 million has been recognised as an operating expense and €40 million capitalised. INTERIM DIVIDEND In accordance with the existing dividend policy, HEINEKEN fixes its interim dividend at 40% of the total dividend of the previous year. As a result, an interim dividend of €0.36 per share of €1.60 nominal value will be paid on 2 September 2014. The shares will trade ex-dividend on 22 August 2014. DEFINITIONS Organic growth excludes the effect of foreign currency translation effects, consolidation changes, accounting policy changes, exceptional items and amortisation of acquisition-related intangibles. Beia refers to financials before exceptional items and amortisation of acquisition-related intangibles. Group figures include HEINEKEN's attributable share of joint ventures and associates. Group revenue in 2013 has been restated from the earnings release dated 21 August 2013 (with no impact on group operating profit (beia)). The license fee for the Heineken® brand has been increased since 1 January 2014. To facilitate a meaningful financial and margin comparison compared to last year, the regional impact is reported as a consolidation change in 2014. Find the original story here: http://www.flex-news-food.com/CONSOLE/PageViewer.aspx?page=54984 Nid: 968 Post date: 08/13/2014 - 12:47 Title: Chile: Impending strike at Austral Brewery (Heineken) due to union busting and dismissals Teaser: Austral Brewery’s decision to dismiss six workers and impose a three-year collective agreement which has no support of the union has led to a strike ballot on July 31. The strike would be launched after the end of the stage of “good offices" on Friday August 8 if there would be no change in the position of the company. The Rel interviewed Luis Mundaka, the secretary of the National Federation of the Heineken Holding - CCU. "Last June, six workers who were active in the union work were sacked after the union refused to sign a collective agreement that the company tried to impose unilaterally” Mundaca said. Type: Blog entry Body: Austral Brewery’s decision to dismiss six workers and impose a three-year collective agreement which has no support of the union has led to a strike ballot on July 31. The strike would be launched after the end of the stage of “good offices" on Friday August 8 if there would be no change in the position of the company. The Rel interviewed Luis Mundaka, the secretary of the National Federation of the Heineken Holding - CCU. "Last June, six workers who were active in the union work were sacked after the union refused to sign a collective agreement that the company tried to impose unilaterally” Mundaca said. The General Labour Inspectorate ordered reinstatement of workers considering that the dismissals were driven by “anti-union grounds “. The Austral Brewery complied so far, after being observed by labor authorities on three occasions, but decided to leave these 6 workers out of the benefits of the Collective Agreement. "That was the trigger of the current conflict, though not the only," said the leader. Wage discrimination Mundaka also reported that the company has a policy of wage discrimination with respect to other Heineken Holding companies. "In the Austral Brewery wages are up to 40 percent lower than the rest of the workforce who perform the same task in other plants in the group. In addition, the company pays a lot less than the national minimum wage and workers do not have social benefits like the other workers in other factories in Chile get by convention "he said. It is also known that the Chilean labor law is very lax with employers, so that the Union and the Federation “are calling for international solidarity.” “We will launch a campaign in support of fellow workers employed by Austral Brewery aiming at putting pressure on the company to agree on the terms and conditions of the collective bargaining agreement, once the stage of good offices is complete. And we know that we have the support of our international, the IUF and its sister organizations, "said Mundaka. Interview with Luis Mundaca Original story in Spanish is here: http://rel-uita.org/index.php/es/sindicatos/item/5271-inminente-huelga-e... Nid: 967 Post date: 08/13/2014 - 10:24 Title: Anheuser-Busch InBev H1 profits, sales up after Grupo Modelo takeover Teaser: H1 net profits jump 20% to US$4bn Net sales in six months to end of June up 15% to $22.8bn Operating profits (EBITDA) climb 19% to $8.73bn Q2 net profits up 74% to $2.6bn Net sales in three months to end of June increase 15% to $12.2bn Operating profits (EBITDA) up 24.5% to $4.85bn H1 volumes increase 15% on Grupo Modelo takeover Brazil beer volumes climb 7.2% on World Cup campaign US sales to wholesalers down 3.4% Type: Blog entry Body: H1 net profits jump 20% to US$4bn Net sales in six months to end of June up 15% to $22.8bn Operating profits (EBITDA) climb 19% to $8.73bn Q2 net profits up 74% to $2.6bn Net sales in three months to end of June increase 15% to $12.2bn Operating profits (EBITDA) up 24.5% to $4.85bn H1 volumes increase 15% on Grupo Modelo takeover Brazil beer volumes climb 7.2% on World Cup campaign US sales to wholesalers down 3.4% Anheuser-Busch InBev's Grupo Modelo takeover has helped increase first-half sales and profits, while the World Cup boosted volumes in Brazil. The Belgium-headquartered brewer completed its US$20.1bn acquisition of Modelo in June last year. Looking ahead, A-B InBev said it expects US industry volumes to improve, and for Brazil volumes to get back on track helped by the World Cup. A-B InBev's share price jumped 1.5% when markets opened this morning, but has since returned to yesterday's closing price. To read the company's full results, click the following link:http://www.ab-inbev.com/press_releases/20140731_e.pdf For a closer look at A-B InBev's H1 & Q2 results, click here: http://www.just-drinks.com/analysis/focus-anheuser-busch-inbevs-q2-h1-pe... Nid: 966 Post date: 08/13/2014 - 10:20 Title: Anheuser-Busch InBev's Q2 & H1 Performance by Region Teaser: Please find the following report on Anheuser-Busch InBev's performance in its global markets: United States Sales to wholesalers were down 3.4% in Q2 and down 0.8% in H1. A-B InBev said this was expected because of an inventory build-up in advance of labour negotiations which resulted in Anheuser-Busch's unionised brewery workers signing-up to a new five-year contract that will give each employee an average US$24,000 in extra wages and benefits over the term. The inventory adjustment “will continue into the third quarter”, the brewer said. Type: Blog entry Body: Please find the following report on Anheuser-Busch InBev's performance in its global markets: United States Sales to wholesalers were down 3.4% in Q2 and down 0.8% in H1. A-B InBev said this was expected because of an inventory build-up in advance of labour negotiations which resulted in Anheuser-Busch's unionised brewery workers signing-up to a new five-year contract that will give each employee an average US$24,000 in extra wages and benefits over the term. The inventory adjustment “will continue into the third quarter”, the brewer said. Total estimated market share was down about 65bps in Q2, driven mainly by the Budweiser family, and down about 55bps in H1. Market share for the Bud Light family was down an estimated 30bps. Share of the Ritas family was flat in the quarter. The company said it is to launch a new Rita flavour, Apple Ahhh, in the third quarter. The total estimated market share of the Budweiser family was down about 50bps in the quarter. Michelob Ultra gained an estimated 15bps of market share. US beer only sales per hectolitre grew by 1.5% in Q2 and by 1.7% in H1. A-B InBev said it expects a similar result in Q3. US EBITDA was flat in the quarter and grew by 0.7% in the half years. Mexico Own volumes increased by 1.5% in Q2, with Focus Brands growing by 5.5%, driven by a later Easter and the World Cup activation, that saw Budweiser as the tournament's sole alcohol sponsor. A-B InBev said glass shortages for the Corona Extra brand “are being addressed and the supply situation is improving”. The industry grew by an estimated low-single digits during the quarter. Corona brand family grew volumes increased by 9% in Q2 because of the World Cup. Stella Artois “continues to perform well” after the brand’s launch in Q1, the brewer said. Beer revenue per hectolitre climbed by 2.1% in Q2 on a price increase in line with inflation that came into effect on 1 May. Mexico EBITDA increased by 34.4% in Q2 driven by revenue growth and cost savings, while it jumped by 31.3% in H1. Brazil Volumes increased by 7.6% in the quarter, with beer volumes up 7.2% and soft drinks up 8.8%. Beer industry volumes grew by an estimated 6.8% in Q2, and by 9.5% in H1. A-B InBev estimates that the FIFA World Cup will contribute about 1.4m hectolitres of incremental beer volumes to its business, with 80% coming in the second quarter and the remainder expected to fall in Q3. The company's Q2 beer market share increased by an estimated 90bps, while year-over-year market share for the quarter was up 30bps to 68.4%. H1 market share was up an estimated 20bps sequentially, while year-over-year market share for H1 was down 20bps to 67.9%. A-B InBev's Brazil beer revenue per hectolitre increased by 3.8% in the quarter, and by 6.6% in H1. Brazil soft drinks gained 120bps of market share to reach a record high of 19.3% in the quarter, according to A-B InBev's estimates. Performance was driven by “solid results” from both the Pepsi brand portfolio and A-B InBev's own brands, including Guaraná Antarctica. Brazil EBITDA grew by 8.1% in Q2 and by 12% in H1. Rest of the World In China, A-B InBev's beer volumes grew by 4.6% in Q2 and by 6.5% in H1. Argentina saw volumes fall 8.9% in Q2 because of a “challenging” economic environment, though July volumes are “much improved”, A-B InBev said. Belgium own beer volumes were up 9.3% in Q2 and 3.7% in H1 because of the World Cup. Russia saw volumes in Q2 and H1 slump 10% as A-B InBev lost market share in the country. South Korea beer volumes were up 10% in Q2 because of the World Cup, while the UK saw volumes jump 13.5% in Q2 and 8.1% in H1, also because of the World Cup, A-B InBev said. The original news is here: http://www.just-drinks.com/analysis/focus-anheuser-busch-inbevs-q2-h1-pe... Nid: 965 Post date: 08/06/2014 - 13:57 Title: Mark Hunter to become Global CEO of Molson / Coors Teaser: He will replace Peter Swinburn when he retires on Dec 31 Mark brings more than 20 years of Molson Coors experience to his role of President and Chief Executive Officer of Molson Coors Europe. Type: Blog entry Body: He will replace Peter Swinburn when he retires on Dec 31 Mark brings more than 20 years of Molson Coors experience to his role of President and Chief Executive Officer of Molson Coors Europe. Most recently, Mark served as President and Chief Executive Officer of Molson Coors UK. Before that, he was Chief Commercial Officer for Molson Coors Canada where responsible for all sales and marketing activities. Earlier in his career Mark managed the export markets and business unit strategy for Bass Brewers and marketing management of the Carling brand. He has also served on the board of Bass Brewers as Marketing Director and the board of Coors Brewers Ltd. Before joining the Bass in 1989, he held a variety of sales positions with Hallmark Cards and Bulmers Drinks. Mark holds a Bachelor Honours degree in Marketing and Business Administration from the University of Strathclyde in Glasgow, Scotland. Nid: 964 Post date: 07/24/2014 - 12:44 Title: Different Outcome due to Tax Revenue Teaser: Intervened to avert damaging strike ... Nicholas Goche A WILD-CAT strike by workers in the beverages sector was Wednesday averted after the swift intervention of Labour and Social Services Minister, Nicholas Goche. The industrial action by the sector’s 13,000 employees would have hit blue-chip Delta Beverages and negatively impacted on taxes at a time the government needs every cent it can get. Type: Blog entry Body: Intervened to avert damaging strike ... Nicholas Goche A WILD-CAT strike by workers in the beverages sector was Wednesday averted after the swift intervention of Labour and Social Services Minister, Nicholas Goche. The industrial action by the sector’s 13,000 employees would have hit blue-chip Delta Beverages and negatively impacted on taxes at a time the government needs every cent it can get. Imbibers around the country would, no doubt, have been affected as well as any prolonged production stoppage would likely have seen them resort to more pricey imported beverages. Workers from the Brewing and Distilling Workers Union of Zimbabwe, represented by their umbrella body the United Food and Allied Workers Union of Zimbabwe (UFAWUZ), last month gave notice to go on strike after negotiations for a salary review stalled. The workers were demanding a minimum wage of around $570, some $50 above the country’s poverty datum line. However the industry, represented by the Brewing and Distilling Employers Association, declared they had no capacity for such an increment, citing low business. Led by Delta Beverages, the employers a week ago made representations to Goche and pleaded with him to intervene and help stop the potentially damaging industrial action. Early Wednesday, Goche called a crisis meeting between the warring parties and hammered out an agreement that stopped the strike, hours before it was due to begin. Addoniah Mutero, UFAWUZ secretary general confirmed the meeting had taken place adding they had agreed to temporarily stop the industrial action that could have resulted in the loss of millions of dollars and, consequently, jobs in the future. “Goche has pleaded with workers to give negotiations a chance because the employers are now willing to talk again than the rigid stance they had taken,” said Mutero. “However, I must say that this is just a temporary reprieve for the employers because, if they are not serious, our membership are ready to down tools as soon as we blow the whistle. “Over 99 per-cent of our membership in the brewery sector have voted in favour of a strike action.” Mutero said the workers representatives and employers will be meeting Goche again to negotiate and “we will demand that they show the minister their financial statements in order to authenticate their claims of lack of capacity to pay”. “We want transparency and if they are not hiding anything then they should not have any problems showing Goche details of their incomes. That should clear the air for all of us,” he said. Nid: 963 Post date: 07/14/2014 - 02:58 Title: Again AB-InBev and SAB Miller Teaser: Rumors of a tie-up between Belgium-based A-B InBev, already the world’s largest brewer, and London-based SABMiller have been around for years, but talk of a deal between the two is heating up. “I think that we’ve come to a break point, a decision point,” said Tom Pirko, president of Bevmark, a food and beverage industry consulting firm in Buellton, Calif. “I think that we’re close now.” Speculation was already brewing when the Financial Times, or FT, Britain’s equivalent of the Wall Street Journal, reported in early June that traders believed bankers were working to raise $60 billion in debt to fund some kind of European takeover, and that SABMiller was a possible target. “ Type: Blog entry Body: Rumors of a tie-up between Belgium-based A-B InBev, already the world’s largest brewer, and London-based SABMiller have been around for years, but talk of a deal between the two is heating up. “I think that we’ve come to a break point, a decision point,” said Tom Pirko, president of Bevmark, a food and beverage industry consulting firm in Buellton, Calif. “I think that we’re close now.” Speculation was already brewing when the Financial Times, or FT, Britain’s equivalent of the Wall Street Journal, reported in early June that traders believed bankers were working to raise $60 billion in debt to fund some kind of European takeover, and that SABMiller was a possible target. “ The chatter has intensified,” said Harry Schuhmacher, publisher of Beer Business Daily, a trade publication. He noted that the FT broke the news six years ago about InBev’s takeover plans for A-B. Though the newspaper has yet to write a story confirming that a deal is indeed in the works, Schuhmacher drew parallels between the 2008 sale and the current flurry of speculation. “It’s like ‘Groundhog Day’,” he said. “When there’s smoke, there’s usually fire.” Robert Ottenstein, a senior managing director at New York-based research firm ISI and head of its global beverages team, believes a combination between the makers of Budweiser and Miller Lite could happen this year or 2015. “More than at any point in the last 10 years, SABMiller appears ripe for a combination with ABI,” Ottenstein wrote in a May research note, adding A-B InBev has digested its 2013 $20.1 billion acquisition of Mexican brewer Grupo Modelo, with most cost-savings expected to be realized by the end of this year. For Ottenstein, a former investment banker who headed investor relations for A-B InBev after A-B’s sale, the deal is compelling. A combination of the two companies would bring together eight of the 10 leading global beer brands: A-B InBev’s Bud Light, Budweiser, Corona Extra, Skol, Stella Artois, and Brahma; and SABMiller’s Aguila and Miller Lite. The only top-10 global beers not under their control are Heineken and Guinness. Combined, A-B InBev and SABMiller would account for about $65 billion in sales and nearly 30 percent of global beer volume. Ottenstein contends A-B InBev’s strong global brands would pair well with SABMiller’s extensive global footprint. A-B InBev has invested heavily in building flagship Budweiser’s sales globally following its purchase of A-B, he pointed out in the May report. In 2010, Budweiser grew its global sales volume by 1.7 percent, even as its U.S. sales declined. Budweiser has continued its sales momentum globally, increasing volume by 6.3 percent in 2013, with sales in China, Brazil and Russia, among other major markets. Meanwhile, SABMiller’s market position is strong in regions with high growth potential, including Africa and China. “The potential to introduce (A-B InBev’s) global brands to SABMiller’s regions extends their growth and margin potential,” according to Ottenstein’s report. Additionally, A-B InBev could reap $2 billion in cost-savings through an acquisition of their largest rival, through global procurement and shared services, and eliminating job redundancies, he wrote. Successfully implementing those kinds of cost-saving measures is what A-B InBev Chief Executive Carlos Brito and his management team are known for. “They’re not great brand builders, but they’re the smartest bankers in the world,” said beer industry consultant David “Bump” Williams, chief executive and president of Stratford, Conn.-based Bump Williams Consulting. “No matter what they buy, they find ways to eliminate waste and reductions.” Growing through acquisitions is in A-B InBev’s DNA. The deal to buy Anheuser-Busch came just four years after Belgium’s Interbrew and Brazil’s Ambev combined to create InBev. Last year, A-B InBev bought the rest of Grupo Modelo, maker of Corona and other beers, that it didn’t already own for $20.1 billion. And this year, it acquired the leading brewer in South Korea, Oriental Brewery, for $5.8 billion. SABMiller’s strength in Africa, China and other countries where InBev wants to grow makes it an attractive combination, Williams said. “I think SABMiller is their number one target,” he said. “InBev wants to be the global, dominant player in beer, and this would help them do that.” ROADBLOCKS A combination of the two beer giants would be closely watched on Pestalozzi Street, where A-B InBev’s North American operations are based. The 2008 deal made some A-B executives and shareholders very wealthy, but it also resulted in job losses. What impact a deal with SABMiller would have in St. Louis is unclear, but many analysts say it would be minimal as SABMiller would likely have to divest its U.S. operations to satisfy antitrust concerns. If a megasized deal is in the works, many roadblocks would stand in the way, including the high price SABMiller would command and antitrust battles domestically and overseas. Some analysts are speculating SABMiller could make a defensive move and partner instead with London-based Diageo, maker of Smirnoff, Guinness and Baileys, to stave off a hostile bid. A-B had considered a similar move with Grupo Modelo in 2008. “Logistically and strategically, the best pair-up would be A-B InBev and SABMiller,” said Morningstar equity analyst Philip Gorham. “I certainly think a big deal could be done. A-B InBev has the cash to do something. It should be SABMiller.” However, the high price it would take to acquire SABMiller makes the deal out of reach even to A-B InBev, Gorham said. “I don’t see how (A-B InBev) could create value at today’s price.” A-B InBev already has the largest market share in the United States, followed by Chicago-based MillerCoors, a joint venture created in 2007 by SABMiller and Molson Coors Brewing Co. to sell their beers in this country. A merger would likely require the sale of SABMiller’s stake in MillerCoors in the U.S. to another party to satisfy antitrust concerns, akin to what happened with Modelo. In a January interview with Bloomberg News, SABMiller CEO Alan Clark said a case could be made for a combination between SABMiller and A-B InBev, but it would likely require U.S. divestitures. “You could get the numbers to work,” Clark told Bloomberg. “There would be value loss and value destruction because they’d know that they’d have to sell the U.S. though.” In late June, Denver-based Molson Coors Brewing Co.’s Chief Executive Peter Swinburn wouldn’t rule out the possibility of his company acquiring MillerCoors in an interview with the Wall Street Journal. “The important thing for me is to put the company in position to take advantage of whatever comes our way,” Swinburn told the financial newspaper. The U.S. Justice Department sued to block A-B InBev’s purchase of the rest of Modelo in early 2013, arguing that the merger of the nation’s No. 1 and No. 3 biggest beer-sellers would be bad for beer-drinkers. The Justice Department relented only after a deal was struck for New York-based Constellation Brands to acquire the Grupo Modelo’s U.S. beer business from A-B InBev. Bevmark’s Pirko said Brito has a track record of looking beyond obstacles to make a deal come together. “There are antitrust issues galore here, but the way Brito thinks and acts, this is just the sort of ‘go for the gusto’ thing he likes,” Pirko said. Pirko also doesn’t agree that there’s a price too far out of reach for A-B InBev. “That’s the same thing we heard about the St. Louis deal,” he said. “This really is a workable deal.” Nid: 962 Post date: 07/09/2014 - 10:32 Title: SABMiller Sets Out Ambitious New Sustainability Targets Teaser: The company commits to supporting half a million small businesses, world-class water efficiency, and cutting total carbon footprint. SABMiller, the world's second-largest brewer, is scaling up its globally-recognised sustainable development programmes with a set of ambitious new targets to achieve by 2020. The business, which is recognised as a leader for embedding sustainability into its operations, has pledged to: • Directly support over half a million small businesses, to help them grow, improve their livelihoods and drive local development Type: Blog entry Body: The company commits to supporting half a million small businesses, world-class water efficiency, and cutting total carbon footprint. SABMiller, the world's second-largest brewer, is scaling up its globally-recognised sustainable development programmes with a set of ambitious new targets to achieve by 2020. The business, which is recognised as a leader for embedding sustainability into its operations, has pledged to: • Directly support over half a million small businesses, to help them grow, improve their livelihoods and drive local development • Achieve a world-class water efficiency target of 3.0 litres per litre of beer and secure the water supplies it shares with local communities through watershed partnerships at every site that faces water risks • Reduce carbon footprint of the entire value chain from grain to glass by 25% per litre of beer, and an average of 50% across all its breweries • Measurably improve food security and resource productivity by developing targets by crop and growing region • Encourage moderate and responsible alcohol consumption by scaling up global and local programmes to reach all SABMiller beer consumers This new programme, branded Prosper, is the latest evolution of the company's approach to sustainable development. Nid: 961 Post date: 07/03/2014 - 15:49 Title: Cervecería Hondureña SA (SABMiller) foments divisions between workers at its Honduras operations Teaser: STIBYS warns of repeated breaches of the collective agreement The Honduras Union of Beverage and Related Industry Workers (STIBYS) has been denouncing the strategy which the British-South African transnational, SABMiller, owner in Honduras of the Cervecería Hondureña SA brewery and holder of the franchise to produce Coca Cola, is implementing to generate disorder and divide the organized workers. Type: Blog entry Body: STIBYS warns of repeated breaches of the collective agreement The Honduras Union of Beverage and Related Industry Workers (STIBYS) has been denouncing the strategy which the British-South African transnational, SABMiller, owner in Honduras of the Cervecería Hondureña SA brewery and holder of the franchise to produce Coca Cola, is implementing to generate disorder and divide the organized workers. IUF Latin America region spoke on this subject with Julio Flores, general secretary of the Union. Less than two months before the start of bargaining of the new collective agreement with Cervecería Hondureña SA (SABMiller), STIBYS made public the complaint of breaches of several provisions of the current agreement, including clauses 5, 13, 39 and 59 section IV, as well as provisions of the Labour Code and the Constitution of the Republic. "Cervecería Hondureña is repeatedly forcing some teams to go out with as many as two or three lorries loaded with products to serve not only customers on their own route but also those who should be served by other company routes employing permanent staff", Julio Flores told. In this way, the management is forcing sales staff to be responsible for all these units, leading to illegal subcontracting of external assistants who are paid by the sales staff themselves and have no contractual relationship with the company. Cervecería Hondureña SA absolves itself of any responsibility for any incident affecting these additional workers, and forces several teams to remain completely or partially at the plant, paying them only the basic wage, and not the average wage as laid down in clause 39 of the collective agreement. In a document sent to the management of the Cervecería Hondureña distribution centre in Juticalpa, STIBYS complained that this "irresponsible and perverse action by SABMiller" not only breaches the collective agreement and other legal and constitutional provisions, but is deliberately and maliciously generating serious tensions and divisions between the workers. "Although it is in Juticalpa that the situation has become most sensitive, the same pattern is emerging throughout the country. It is obvious that the company has anti-union intentions and is using anarchy and disorder against the organized workers and STIBYS. Consequently, we are holding the company responsible for any incidence of violence between workers", warned Flores. 30 complaints against SABMiller in the Ministry The trade union leader also recalled that STIBYS had already lodged over 30 complaints with the authorities against Cervecería Hondureña SA for repeated breaches of the collective agreement. He added that the parties will be starting bargaining of a new agreement and that this situation will be included in the discussions. "It is something which we are very worried about because they are trying to divide us. It is a problem that we are going to deal with in direct talks with the company at Ministry of Labour level, and we are going to include it in the bargaining of the new collective agreement", concluded the STIBYS General Secretary. The original story in Spanish is here: http://www.rel-uita.org/index.php/es/component/content/article/606-sindi... Nid: 960 Post date: 07/02/2014 - 15:13 Title: CHILE: CERVECERA AUSTRAL REFUSES REINSTATEMENT Teaser: In the Magallanes Plant of Cervecera Austral, in defiance of the authority of the Labour Inspectorate, did not reinstate the illegally dismissed workers. This was in the context of the start of collective bargaining. The workers at this brewery, which is owned by CCU, are subject to open discrimination, as their pay and benefits are well below those of other breweries owned by CCU. Dismissals were the result of threats by the manger Eric Walter Roeschmann because the workers did not accept a new shift system which he sought to impose, instead of pursuing collective bargaining and signing an agreement for three years. A complaint was filed with the Inspectorate which investigated and concluded that it was an anti-union practice. Type: Blog entry Body: In the Magallanes Plant of Cervecera Austral, in defiance of the authority of the Labour Inspectorate, did not reinstate the illegally dismissed workers. This was in the context of the start of collective bargaining. The workers at this brewery, which is owned by CCU, are subject to open discrimination, as their pay and benefits are well below those of other breweries owned by CCU. Dismissals were the result of threats by the manger Eric Walter Roeschmann because the workers did not accept a new shift system which he sought to impose, instead of pursuing collective bargaining and signing an agreement for three years. A complaint was filed with the Inspectorate which investigated and concluded that it was an anti-union practice. Cervecera Austral roundly refused to reinstate the dismissed workers, and, moreover, displayed a contemptuous and provocative attitude to authority and the trade union leaders, and the director Ricardo Villoauta even threatened to punch one of the leaders. This is a company owned by the CCU parent company, the workers work in extreme climatic conditions producing one of CCU’s best beers, but the wages are the lowest among CCU brewery workers and the bonuses and benefits are not even a shadow of those under CCU collective agreements in the North, and this gives rise to unfair discrimination. In the face of this arrogance and injustice, the workers’ union is calling for letters to be sent to the corporate managers in order that the non-compliance and abuse by local management does not continue. See campaign and letters at: http://www.cervecerosaustral.blogspot.com Cervecera Austral S.A. Workers’ Union is issuing a call to send notes of protest to the following addresses, urging the company to cease these unethical and illegal attitudes and start acting in a civilized way: Eric Walter R. ewalter@ccu.cl General Manager, Cervecera Austral. Patricio Jottar N. pjottar@ccu.cl General Manager CCU S.A. Hugo Ovando Z hovando@ccu.cl General Manager Cervecera CCU. Felipe Arancibia faranci@ccu.cl HR Manager CCU S.A. Felipe Wielandt fwielan@ccu.cl HR Manager Cervecera CCU. Please send a copy to the following addresses: federacionccu@gmail.com sindicatocervaustral@gmail.co Nid: 959 Post date: 06/27/2014 - 12:06 Title: Are you buying scab beer cans?’ Union warns Canadian consumers off Coors Light in Crown cans Teaser: A Toronto labor dispute that began nine months ago at Crown Holdings is escalating with strike leaders now urging the Canadian public not to drink beer brands in cans from brewers including Molson Coors and Labatt. Please read the full story here: http://www.beveragedaily.com/Processing-Packaging/Are-you-buying-scab-be... Type: Blog entry Body: A Toronto labor dispute that began nine months ago at Crown Holdings is escalating with strike leaders now urging the Canadian public not to drink beer brands in cans from brewers including Molson Coors and Labatt. Please read the full story here: http://www.beveragedaily.com/Processing-Packaging/Are-you-buying-scab-be... Nid: 958 Post date: 06/23/2014 - 19:31 Title: AFRICA: Heineken deploys beer plan to boost Coca-Cola Co volumes Teaser: The head of Heineken's Africa unit has said it expects its Coca-Cola Co franchises in the region to double volumes by 2020 as they take advantage of the same demographics boosting beer. Siep Hiemstra told on 19 June that the brewer, which operates long-standing Coca-Cola bottlers in Central Africa, is testing new flavours and packaging sizes for soft drinks to capture trends of rising incomes and movement to cities. The innovations mirror those of Heineken's brewing unit in Africa, which is using smaller bottle sizes and a widening portfolio to attract African consumers. Type: Blog entry Body: The head of Heineken's Africa unit has said it expects its Coca-Cola Co franchises in the region to double volumes by 2020 as they take advantage of the same demographics boosting beer. Siep Hiemstra told on 19 June that the brewer, which operates long-standing Coca-Cola bottlers in Central Africa, is testing new flavours and packaging sizes for soft drinks to capture trends of rising incomes and movement to cities. The innovations mirror those of Heineken's brewing unit in Africa, which is using smaller bottle sizes and a widening portfolio to attract African consumers. “The dynamics we speak about in beer - a high GDP and people moving into the city - all these elements are not exclusive for Heineken. It is also what Coca-Cola depends on,” Hiemstra said “So when you bring (beer and soft drinks) together it works.” Heineken revealed its plans to double Coca-Cola volumes in six years. The brewer has had a long partnership with the US soft drinks maker in Central Africa. It took on its first Coca-Cola franchise in La Réunion in 1958, before adding Burundi in 1966, Rwanda in 1974 and both the Democratic Republic of Congo and Congo in 1994. He also said the franchises bring consumers in to the brewer's network at a younger age. “In Heineken we pick consumers up at the legal drinking age,” he said. “In Coca-Cola we pick them up far earlier.” The original news is published at http://www.just-drinks.com/news/heineken-deploys-beer-plan-to-boost-coca... Nid: 957 Post date: 06/23/2014 - 19:21 Title: Carlsberg claims to stay the course in Russia Teaser: Denmark's Carlsberg announced that the company plans to keep its breweries in Russia running even though most are operating at reduced capacity, despite other brewers closing plants as Western sanctions over Ukraine hamper an already faltering economy. Once a safe bet in a country where beer was considered a soft drink, the Russian market has been hit by new regulations, tax hikes and the economic downturn that has seen a growing middle class turn away from buying extras such as beer. Type: Blog entry Body: Denmark's Carlsberg announced that the company plans to keep its breweries in Russia running even though most are operating at reduced capacity, despite other brewers closing plants as Western sanctions over Ukraine hamper an already faltering economy. Once a safe bet in a country where beer was considered a soft drink, the Russian market has been hit by new regulations, tax hikes and the economic downturn that has seen a growing middle class turn away from buying extras such as beer. Tighter rules intended to curb alcoholism, and the economic slowdown, have already prompted the world's largest brewer, Anheuser-Busch InBev, to shut its third Russian plant in less than two years, but Carlsberg's senior vice president said his company believed in a turnaround. Sheps, president of Carlsberg's Russian unit Baltika, said almost none of its 10 Russian breweries were operating at full capacity but the maker of Baltika and Tuborg beer had faith that Russians would soon return to beer when they had got used to the new regulations and the economic crisis had eased. "If you had in 2008 77 litres-per-capita consumption and we ended 2013 with 59 litres, this is a gap which cannot come from the change of behaviour or attitude towards beer, it's coming from different external pressures, so when these pressures are eased, we do believe that these numbers will go back," he said. In May the world's fourth-largest brewer cut its outlook for the Russian market and now expects it to decline by mid-single-digit percentages in beer volume in 2014, compared with the earlier guidance for a low-single-digit decline. Like any corporate, Carlsberg would seek to maximize its profit and if the beer market fell at the same pace for another year or two, Carlsberg would close some breweries although the company claims it would do all it could to prevent that from happening. The company confesse that it is still a profitable company in Russia and they are not in a disastrous position. HEALTHY LIFESTYLES The beer market in Russia fell by 8 percent last year and 5 percent in the first quarter, hurt by restrictions on sales put in place as part of Russian President Vladimir Putin's drive to curb drinking and promote healthy lifestyles. His efforts, intended to stem a demographic crisis in Russia, have worked. A ban on beer sales in street kiosks and time restrictions on when it can be bought have helped to reduce beer sales by 25 percent since 2008. To make up for a lack of impulse buying, brewers use multipacks to encourage consumers to stock up at home while also focusing more on premium brands to attract high-income consumers, usually the last to be hurt when the economy falters. The company is using about 70 percent of its capacity and the rest have to recover by efficiency or by growing the top line in more premium and super premium brands, which are more profitable, according to the Carlsberg. Nid: 956 Post date: 06/23/2014 - 18:49 Title: US: Anheuser-Busch InBev, MillerCoors list beer ingredients as petition grows Teaser: Anheuser-Busch InBev and MillerCoors have bowed to pressure from a US blogger and a 50,000-strong petition by revealing online the ingredients they use in their beers. The petition, started by food blogger Vani Hari of FoodBabe.com, urged the two biggest brewers of the US to disclose their "full set of ingredients online for all consumers to see”. Within 24 hours 43,000 people had signed the online appeal and the tally now tops 50,000. Type: Blog entry Body: Anheuser-Busch InBev and MillerCoors have bowed to pressure from a US blogger and a 50,000-strong petition by revealing online the ingredients they use in their beers. The petition, started by food blogger Vani Hari of FoodBabe.com, urged the two biggest brewers of the US to disclose their "full set of ingredients online for all consumers to see”. Within 24 hours 43,000 people had signed the online appeal and the tally now tops 50,000. In response, A-B InBev has disclosed information such as fat, carbohydrate and protein content for a host of its beers on its website www.tapintoyourbeer.com. The company reported that this exceeds what is required of alcohol producers and is beyond what many other beer, wine and hard liquor producers provide. However, as American consumer needs evolve, they want to meet their expectations. MillerCoors initially said yesterday it would "consider" posting more information. But the brewer has now listed ingredients for eight of its beers on its Facebook page. “Our beers are regulated by the TTB and every one of our products meets all federal and state regulatory requirements,” a message said, along with the list of ingredients. However, Hari herself responded to the Facebook post asking for a “full list” of ingredients and questioning whether MillerCoors uses corn syrup in its beers. The company replied: “The corn we use is a liquid corn brewing adjunct, but it is not high fructose corn syrup.” Hari is regarded as an influential figure in the US food industry, having reportedly been responsible for forcing sandwich chain Subway to remove an ingredient in its bread that is also used in yoga mats. A-B InBev said it has also invited Hari and her husband to its St Louis brewery to show how its beers are made and the ingredients it uses. The original news is published : http://www.just-drinks.com/news/anheuser-busch-inbev-millercoors-list-be... Nid: 955 Post date: 06/18/2014 - 13:09 Title: Carlsberg |Hoping for English success at World Cup Teaser: Even if their nation didn’t make it to the World Cup, everyone will still has a favourite team when the world's most popular sporting event kicks off on Thursday. For brewery giant Carlsberg, that team is England. Budweiser is the official beer of the World Cup, but Carlsberg stands to make huge financial gains thanks to the combination of football and beer at the huge event of the summer. The brewery has plenty of campaigns up its sleeve in connection with the tournament – particularly in England. Type: Blog entry Body: Even if their nation didn’t make it to the World Cup, everyone will still has a favourite team when the world's most popular sporting event kicks off on Thursday. For brewery giant Carlsberg, that team is England. Budweiser is the official beer of the World Cup, but Carlsberg stands to make huge financial gains thanks to the combination of football and beer at the huge event of the summer. The brewery has plenty of campaigns up its sleeve in connection with the tournament – particularly in England. “Carlsberg and football are very closely connected so we will make loads of campaigns in association with the games,” Peter Giacomello, the head of sponsorship at Carlsberg Denmark, told Jyllands-Posten newspaper. “Besides, we are a sponsor of the English national team, so we are putting a lot into the event – especially in England.” Read More http://cphpost.dk/news/carlsberg-banking-on-english-world-cup-success.98... Nid: 954 Post date: 06/18/2014 - 13:03 Title: AB-InBev reduces carbon Emissions: Result more Profit Teaser: Busch InBev Analyst Notes On June 5, 2014, Anheuser-Busch InBev (AB InBev) reported its new commitment to reduce the Company's carbon emissions in logistics operations by 15% by the end of 2017. The Company informed that in support of its new commitment, AB InBev will implement a variety of innovative measures and expand proven best practices across its global operations. The new global environmental goal is in addition to the existing goals covering water use and agricultural development; energy and greenhouse gas emissions; and materials and recycling. The Company stated that it expects the collective logistics improvements to result in up to $200 million in savings by the end of 2017. AB InBev's CEO, Carlos Brito commented, "Aspiring to be the brewing industry leader in sustainable logistics helps advance our dream to be the Best Beer Company Bringing People Together for a Better World. This new goal builds on our strategy to look beyond our brewery walls as we continue to drive reductions in the impact of our supply chain and pursue partnerships to improve performance globally." Type: Blog entry Body: Busch InBev Analyst Notes On June 5, 2014, Anheuser-Busch InBev (AB InBev) reported its new commitment to reduce the Company's carbon emissions in logistics operations by 15% by the end of 2017. The Company informed that in support of its new commitment, AB InBev will implement a variety of innovative measures and expand proven best practices across its global operations. The new global environmental goal is in addition to the existing goals covering water use and agricultural development; energy and greenhouse gas emissions; and materials and recycling. The Company stated that it expects the collective logistics improvements to result in up to $200 million in savings by the end of 2017. AB InBev's CEO, Carlos Brito commented, "Aspiring to be the brewing industry leader in sustainable logistics helps advance our dream to be the Best Beer Company Bringing People Together for a Better World. This new goal builds on our strategy to look beyond our brewery walls as we continue to drive reductions in the impact of our supply chain and pursue partnerships to improve performance globally." Nid: 953 Post date: 06/18/2014 - 12:53 Title: Craft Beers eating at the profits of the big brewers Teaser: Follow the link http://www.fool.com/investing/general/2014/06/15/does-the-explosive-grow... Type: Blog entry Body: Follow the link http://www.fool.com/investing/general/2014/06/15/does-the-explosive-grow... Nid: 952 Post date: 06/10/2014 - 17:35 Title: UK: Heineken reveals GBP126m spend on UK brewing, cider facilities Teaser: Heineken has announced plans to invest GBP126m (US$211.8m) in upgrading its UK brewing, cider-making and on-trade operations. The company will spend GBP50m on its Manchester Brewery, which produces Foster's and Kronenbourg 1664, and GBP58m on its Bulmers-producing Hereford cider plant. A total of GBP18m will also be pumped into the Dutch group's UK on-trade estate, Star Pubs & Bars. At the Manchester Brewery, the upgrade will boost annual brewing production to around 2m hectolitres, while a new kegging line will be installed. Work is due to complete at the site by next summer. Type: Blog entry Body: Heineken has announced plans to invest GBP126m (US$211.8m) in upgrading its UK brewing, cider-making and on-trade operations. The company will spend GBP50m on its Manchester Brewery, which produces Foster's and Kronenbourg 1664, and GBP58m on its Bulmers-producing Hereford cider plant. A total of GBP18m will also be pumped into the Dutch group's UK on-trade estate, Star Pubs & Bars. At the Manchester Brewery, the upgrade will boost annual brewing production to around 2m hectolitres, while a new kegging line will be installed. Work is due to complete at the site by next summer. The spend in Hereford will allow the group to scale up exports of its ciders to “key” global markets. All UK cider production will be handled on the site, with Heineken’s fruit milling operation remaining at Ledbury. Work will be completed in 2016. In April, the company announced plans to move all cider production and packaging undertaken at its plant in Ledbury to Hereford. A total of 97 staff entered into a consultation process with the firm about their roles. The investment in Star Pubs & Bars will see around 200 venues benefit, with 60 to 70 “major” refurbishments. David Forde, Heineken's MD, said the investments are a “clear demonstration of our long-term commitment to the UK”. In its last set of full-year numbers, Heineken reported that its total UK volumes slipped by low single-digits. Original news is from : http://www.just-drinks.com/news/heineken-reveals-gbp126m-spend-on-uk-bre... Nid: 951 Post date: 06/04/2014 - 10:57 Title: AmBev workers end strike in Manaus following a successful agreement Teaser: The strike in Manaus had started on May 14 and workers reached agreement on May 16. Workers and Brewery Company reached the following agreement: -General adjustment of 11,5% for all workers over the last salary, paid until April 31 (around US$ 300 / 400 ). The new rule is to be applied as of May 1st. -The advances will be integrated to the salaries, without any discounts. Type: Blog entry Body: The strike in Manaus had started on May 14 and workers reached agreement on May 16. Workers and Brewery Company reached the following agreement: -General adjustment of 11,5% for all workers over the last salary, paid until April 31 (around US$ 300 / 400 ). The new rule is to be applied as of May 1st. -The advances will be integrated to the salaries, without any discounts. -The wage floor was adjusted by 28%. New employees Will earn R$ 950,00 (around US$ 420). Operators will earn, from now on, R$ 1,150.00 (around US$ 500). -Transport allowance, which previously would reduce an employee’s monthly income by 6%, has now decreased its impact to a 4,5% rate. -Meal allowance, previously meaning a discount of R$ 10,00 (US$ 4) over an employee’s income, will cost them monthly R$ 3,50 (US$ 1.75) from now on. -Job security for 30 days and full payment of the days that workers were on strike. - The profit-sharing Plan and the Hour Bank system shall be applied with more transparency and effective participation of the union. Nid: 950 Post date: 06/03/2014 - 19:21 Title: Anheuser-Busch InBev set to reap Corona shortage, World Cup benefits Teaser: The ongoing shortage of Corona around the world may actually prove beneficial for Anheuser-Busch InBev in the US. Throw in the FIFA World Cup, which starts this month, and the brewing behemoth could be in line for a bumper 2014. A-B InBev has warned of a shortage of stock in the UK for its Mexican beer brand, Corona. Similar reports are coming out of the US, where Corona is produced and owned by Constellation Brands. Retailers in Florida are struggling to secure stocks of Corona, according to Beer Business Daily. In the US, this turn of affairs could play into A-B InBev's hands: The poor availability of Corona in the country will slow Constellation's growth there, while A-B InBev looks like it is firming the pricing of its brands. A note from analysts at CLSA this week flagged that the brewer is raising its prices in Florida by US$0.50, a $0.10 mark-up on Constellation's $0.40 price rise in the state. Type: Blog entry Body: The ongoing shortage of Corona around the world may actually prove beneficial for Anheuser-Busch InBev in the US. Throw in the FIFA World Cup, which starts this month, and the brewing behemoth could be in line for a bumper 2014. A-B InBev has warned of a shortage of stock in the UK for its Mexican beer brand, Corona. Similar reports are coming out of the US, where Corona is produced and owned by Constellation Brands. Retailers in Florida are struggling to secure stocks of Corona, according to Beer Business Daily. In the US, this turn of affairs could play into A-B InBev's hands: The poor availability of Corona in the country will slow Constellation's growth there, while A-B InBev looks like it is firming the pricing of its brands. A note from analysts at CLSA this week flagged that the brewer is raising its prices in Florida by US$0.50, a $0.10 mark-up on Constellation's $0.40 price rise in the state. Beyond this, A-B InBev is expected to enjoy a good summer. "With improving sales in key markets and an impressive marketing campaign surrounding the World Cup, we see A-B InBev gaining strength across the globe," says Caroline Levy at CLSA. "We expect sales in Brazil to be less constrained as the Real recovers from its lows. And in the US, Bud and Bud Light continue to improve and we expect total market share to stabilise." In raising her EPS forecast by $0.01 for 2014 and by $0.03 for 2015, Levy says: "The global mogul in beer is firing on all cylinders right before the biggest sporting event of the year." An upturn in both the US and Brazil would be a welcome turn of events for the brewer, as it has struggled in the regions of late. In its last set of full-year results, sales in the US fell by 3%, while in Brazil volumes slipped by 4%. And, should you ask, the reason why the two countries are so important to a global brewer like A-B InBev? Well, according to Levy, the US accounts for 43% of group profits, while Brazil represents around 35%. For original news: http://www.just-drinks.com/analysis/analysis-anheuser-busch-inbev-set-to... Nid: 949 Post date: 06/03/2014 - 19:17 Title: Where will Anheuser-Busch InBev cast its eye next? Teaser: Where next for Anheuser-Busch InBev? The brewer is still facing long-term concerns over growth in the US, while Brazil may fail to rebound from the current downturn, after the World Cup. “The logical conclusion ... is that A-B InBev may need to execute another deal to maximize its balance sheet,” according to Grupo Santander analyst Anthony Bucalo in a note on 2 June. The media and analysts love to speculate about M&A, but Bucalo offers some intriguing pointers on where A-B InBev may set its sights next. First up, there is the old chestnut that is SABMiller. The long-running rumour about an A-B InBev swoop for SABMiller has fired up again of late. But, the analyst remains unconvinced a deal will emerge for a while yet. Type: Blog entry Body: Where next for Anheuser-Busch InBev? The brewer is still facing long-term concerns over growth in the US, while Brazil may fail to rebound from the current downturn, after the World Cup. “The logical conclusion ... is that A-B InBev may need to execute another deal to maximize its balance sheet,” according to Grupo Santander analyst Anthony Bucalo in a note on 2 June. The media and analysts love to speculate about M&A, but Bucalo offers some intriguing pointers on where A-B InBev may set its sights next. First up, there is the old chestnut that is SABMiller. The long-running rumour about an A-B InBev swoop for SABMiller has fired up again of late. But, the analyst remains unconvinced a deal will emerge for a while yet. Bucalo points to the fact that the UK-headquarted firm's purchase of Foster's in 2011 made the company “significantly more expensive”. As such, the group's price tag would be “prohibitively high” for the Budweiser brewer. On top of that, he adds: “We think A-B InBev will need to sort out its own relationship with PepsiCo first (due to AmBev's PepsiCo distribution, A-B InBev is the largest independent PepsiCo bottler) before considering a next step as dramatic as buying SABMiller.” The analyst is not ruling out A-B InBev tabling a bid for PepsiCo, however. “We think the possibility of ABI buying the beverage businesses and possibly all of PepsiCo still remains,” he says. Bucalo flags that A-B InBev could extract extra value from Pepsi's North America business and LatAm beverage assets. That said, he adds: “If PepsiCo remains on the defensive strategically and is unwilling to sell if hypothetically approached by A-B InBev, we also see the possibility of ABI/AmBev simply severing its relationship with PepsiCo when its contracts expire at the end of 2017.” The analyst offers a few more twists. He suggests that if a PepsiCo, A-B InBev tie-up fails, this could leave the Budweiser company to bid for SABMiller through its AmBev unit. This could happen if A-B InBev's ownership group did not want to be "diluted" from control of the overall business. Bucalo also suggests it would make sense as AmBev would be well-placed to run SABMiller's South & Central American businesses. The analyst posits two more intriguing possibilities. One is that if A-B InBev severs ties with PepsiCo and SABMiller remains “uncooperative” towards a deal then the next targets is: The Coca-Cola Company. However, Bucalo says Grupo Santander has remained “quietly sceptical on this” as there are “extraordinary conflicts that could arise with bottling partners should A-B InBev take control of Coca-Cola.” Finally, as a “long shot”, Bucalo offers up Diageo as a possible target for the Budweiser brewer. But, the note says: “Ultimately, Diageo is a spirits company and we are sceptical that A-B InBev has the right skill sets, or even the right mind set, to be in the spirits business.” For original news : http://www.just-drinks.com/analysis/analysis-where-will-anheuser-busch-i... Nid: 948 Post date: 06/03/2014 - 18:14 Title: Mergers & Acquisitions in Alcoholic Drinks Teaser: Mergers and acquisitions have to varying degrees been important in shaping the different alcoholic drinks categories. More recently, with Suntory Holdings’ acquisition of Beam Inc, Emperador’s pending purchase of Whyte & Mackay and Diageo’s numerous buys in emerging markets, the spirits category has been in the spotlight, with brewers having been far quieter thanks to significant consolidation already having taken place in beer. Wine companies, in contrast, have learnt to be more circumspect following a spate of activity around the turn of the century. Euromonitor International’s recently-published global briefing 'Mergers and Acquisitions in Action', looks at all the different aspects of M&A activity, from the motives of both buyers and sellers and paying the right price to the vital importance of carrying out due diligence and integrating the new business, using relevant historical examples from the alcoholic drinks world. Type: Blog entry Body: Mergers and acquisitions have to varying degrees been important in shaping the different alcoholic drinks categories. More recently, with Suntory Holdings’ acquisition of Beam Inc, Emperador’s pending purchase of Whyte & Mackay and Diageo’s numerous buys in emerging markets, the spirits category has been in the spotlight, with brewers having been far quieter thanks to significant consolidation already having taken place in beer. Wine companies, in contrast, have learnt to be more circumspect following a spate of activity around the turn of the century. Euromonitor International’s recently-published global briefing 'Mergers and Acquisitions in Action', looks at all the different aspects of M&A activity, from the motives of both buyers and sellers and paying the right price to the vital importance of carrying out due diligence and integrating the new business, using relevant historical examples from the alcoholic drinks world. Why do companies want to buy or sell? While most M&A activity is the result of a company wanting to expand or grow in a new market or category, not all companies do it for positive reasons. Some companies do it for defensive reasons, with one of the most notable examples being the Molson Coors merger in 2005 to combat the threat of Anheuser-Busch in North America. Others, such as William Grant & Sons, acquire brands to make sure that they have sufficient scale for their distribution operations, for example in the UK with its Raynal acquisition in 2005. However, most M&A activity is instigated as a positive step through which to expand. Brewers’ main motive has been to broaden their geographical profiles by acquiring local or regional brewers, as seen recently with Anheuser-Busch InBev’s acquisition of Grupo Modelo and Oriental Brewery Co in South Korea.For spirits companies, it has been more of a mixture. While Diageo’s acquisition of companies such as Mey Içki and impending purchase of United Spirits is aimed at gaining a strong foothold in key growth markets, numerous others have been about broadening one’s category spread, as has been the case with Campari Nevertheless, for every acquisition there has to be a seller. This may be forced due to competition issues or the need to pay down debt, as was the case with Pernod Ricard after it bought Vin & Sprit, or it may be a more willing move, as was the case with C&C Group, which wanted to exit its non-core spirits operations and use the money to invest in its cider/beer business. It could also be the case that a company lacks the resources to grow a brand further, a circumstance highlighted by Purple Wine Co's sale of the Mark West brand to Constellation Brands in 2012. Paying the right price Once both parties are open to a possible deal comes the tricky part of fixing the right price. This is a very complex area and involves various financial tools such as discounted cash flow for working out what is a fair value. Within this, hopeful acquirers have to look at different factors such as cost savings and the extra revenues they expect to generate. Different categories have different balances between cost savings and boosting revenues, with beer, for example, much more focused on the former and spirits the latter. However, paying the right price is more an art than a science as it comes down to the negotiations between the two parties. It can also mean that companies pay way above what is sensible, if the acquisition is perceived as essential and too good an opportunity to miss. This was certainly the case in a number of examples, such as Suntory and Beam, Heineken and Asia Pacific Breweries and Pernod and Vin & Sprit. Due diligence and integrating the new business In one way, agreeing a price is the easiest part as then comes the vital business of making the acquisition a success. This starts with due diligence, which means looking at all aspects of the potential new business, be it in terms of finances, contracts with suppliers and ownership of assets. Getting this wrong, as Molson Coors did with its acquisition of Kaiser Brewery in Brazil, can mean the difference between success and failure. Yet, even if completed successfully, there is still the difficulty of integrating the new operations; this is often where the benefits of any acquisition fail to materialise. As with negotiating the price, this is as much an art as a science due to the fact that each acquisition is different, being maybe a single brand or the purchase of a multinational company. Despite there being a great deal of M&A activity in alcoholic drinks in recent years, there is still likely to be some more. Activity within the highly-consolidated beer category is likely to mainly focus on smaller local and regional brewers, although there is still the possibility of a mega deal, with A-B InBev maybe making a move for second-ranked player SABMiller. In wine, the focus will be on smaller deals to fill local gaps. Meanwhile, in spirits, despite Suntory’s recent ambitious pronouncements on further M&A activity following its Beam acquisition, due to all of the major companies being privately-owned, this will be reliant on owners deciding to sell, which seems unlikely. Whatever happens, we can expect the M&A pages to continue to be lively in the coming months. original news: http://www.just-drinks.com/analysis/research-in-focus-mergers-acquisitio... Nid: 947 Post date: 05/28/2014 - 17:22 Title: SABMiller's Performance by Region Teaser: SABMiller reported a slight rise in full-year profits, but sales fell as struggles in Europe continued. A more detailed look at the group's results: Latin America SABMiller's earnings in the region rose by 4% in the 12 months to US$2.2bn, but were affected by the depreciation of the Colombian peso and Peruvian nuevo sol against the US dollar. Group sales, on an organic constant-currency basis, were up by 6%. This was driven by “selective price increases and favourable brand mix, supported by our continued focus on market-facing activities and effective trade execution, despite trading challenges in several markets”. Lager volumes were up 1%, while soft drink volumes on a reported basis rose 4%. In Colombia, lager volumes grew by 2% on the prior year, while in Peru volumes were "marginally" up despite an excise tax-driven price increase. Type: Blog entry Body: SABMiller reported a slight rise in full-year profits, but sales fell as struggles in Europe continued. A more detailed look at the group's results: Latin America SABMiller's earnings in the region rose by 4% in the 12 months to US$2.2bn, but were affected by the depreciation of the Colombian peso and Peruvian nuevo sol against the US dollar. Group sales, on an organic constant-currency basis, were up by 6%. This was driven by “selective price increases and favourable brand mix, supported by our continued focus on market-facing activities and effective trade execution, despite trading challenges in several markets”. Lager volumes were up 1%, while soft drink volumes on a reported basis rose 4%. In Colombia, lager volumes grew by 2% on the prior year, while in Peru volumes were "marginally" up despite an excise tax-driven price increase. Europe The firm reported a 10% drop in earnings in the region on a reported basis. Group sales grew 5% on a reported basis, helped by the full consolidation of Coca-Cola Icecek in Anadolu Efes’ results. Lager volumes in the region slipped 4%, while soft drink volumes were up 94% on a reported basis due to the inclusion of CCI's figures. The group reported volumes drops in Poland and Anadolu Efes' beer business. However, this was offset by soft drinks volume growth in Anadolu Efes and an “improvement” in lager volumes in Romania (+2%), Slovakia (+6%), the Netherlands (+2%) and the UK (+5%). Volume performance in Russia and Turkey were both affected by government crackdowns on alcohol sales, but figures for the countries were not disclosed. North America (MillerCoors) Earnings in the region, through the MillerCoors JV with Molson Coors, rose by 8% to US$797m. Group sales were flat at $5.3bn. MillersCoors' sales-to-retailers were down by 3% on a reported basis. Net producer revenue was helped by “firm pricing and favourable brand mix” due to higher-margin products such as the Redd’s franchise, growth in the Tenth & Blake division and a decline in the economy segment. Growing sales of higher-margin beers, along with “continued fixed cost reduction” and “lower marketing spend” helped drive a 120 basis points improvement in EBITA margin for MillerCoors. Africa The group's profits in the region climbed by 12%, helped by a 6% rise in volumes, pricing and market share gains. Mainstream brands performed well and Castle Lite continued to expand in the premium segment, the company said. However, growth was “hampered by poor economic fundamentals” in South Sudan and Zimbabwe. Nigeria meanwhile saw “double-digit lager volume growth”. “Focus on production efficiencies and increased local sourcing of raw materials helped contain variable cost increases and deliver reported EBITA margin growth of 190 basis points despite increased fixed costs related to investment in capacity,” the statement said. Asia-Pacific Earnings in the region slipped by 1% to $939m, while group sales on a reported basis fell by 5%. The company blamed the depreciation of the Australian dollar against the US dollar. However, on an organic, constant-currency basis, EBITA rose by 8% driven by Australia and China. In Australia, “pricing and a focus on premium growth platforms offset lager volume declines due from continued category and competitor pressure”. In China, organic, constant currency group net producer revenue growth of 17% was underpinned by higher volumes and the continued focus on premiumisation, led by Snow Draft and Snow Brave the World. South Africa SABMiller's profits in the country fell by 9% to $1bn on a reported basis. Group sales fell by 11% on a reported basis. The soft drinks business was hit by “significant depreciation” of the South African rand against the US dollar. Lager volumes were level with the prior year, affected by the timing of Easter and the slowing economy. Castle Lite and Castle Milk Stout performed “strongly” in the premium segment. Nid: 946 Post date: 05/28/2014 - 17:14 Title: SABMiller remains broadly optimistic about its prospects in Africa Teaser: SABMiller expects the disruption it has faced in some African markets to “moderate”, but Zimbabwe is likely to still prove problematic. The company reported a slight slowdown in full-year sales and operating profits on the prior year in the continent as external factors affected a number of markets. In Zambia, for example, the company had to grapple with a 50% increase in excise tax. This measure had a “severe impact on volumes” in the country. In Mozambique, political and social unrest also affected the market. But the company thinks that problems will be resolved. Type: Blog entry Body: SABMiller expects the disruption it has faced in some African markets to “moderate”, but Zimbabwe is likely to still prove problematic. The company reported a slight slowdown in full-year sales and operating profits on the prior year in the continent as external factors affected a number of markets. In Zambia, for example, the company had to grapple with a 50% increase in excise tax. This measure had a “severe impact on volumes” in the country. In Mozambique, political and social unrest also affected the market. But the company thinks that problems will be resolved. In Zimbabwe, the country's on-going economic problems appear not to be improving and the country will remain difficult. Global brewers are increasingly looking to Africa as a source of growth as developed markets remain largely stagnant. Despite its issues, SABMiller still saw its latest full-year operating profits in the region grow by 12%. The company is also expanding its brewery operations in Nigeria and Ghana. Nid: 945 Post date: 05/28/2014 - 16:47 Title: UK: Carlsberg widens craft beer distribution portfolio Teaser: Carlsberg's UK unit is making available a portfolio of 28 craft beers to the country's on-trade through its distribution business. The “Crafted” range, made up of existing beers from Carlsberg subsidiaries and third-party partners, will “complement” the Danish brewer's core range. The portfolio of lagers, bitters, pilsners and other styles, from brewers including Innis & Gunn and Liefmans, is expected to expand through seasonal offers and new partnerships. Type: Blog entry Body: Carlsberg's UK unit is making available a portfolio of 28 craft beers to the country's on-trade through its distribution business. The “Crafted” range, made up of existing beers from Carlsberg subsidiaries and third-party partners, will “complement” the Danish brewer's core range. The portfolio of lagers, bitters, pilsners and other styles, from brewers including Innis & Gunn and Liefmans, is expected to expand through seasonal offers and new partnerships. As well as beers from Anchor Brewing, Shipyard Brewing, Meantime Brewing Company, Charles Wells and Marston’s, the range comprises: • The Bee 17 and The Lawn Mower from Backyard Brewery, part of Carlsberg’s Falkenberg brewery in Sweden • The Portobello London Pilsner from London's Portobello Brewing Company • Charles Wells & Dogfish Head DNA New World IPA, the result of a collaboration between Dealaware's Dogfish Head Brewery and English brewer and pub company Charles Wells • Grimbergen Blonde from Belgium's Grimbergen Abbey • Stevens Point IPA from Wisconsin's Stevens Point Brewery A Carlsberg spokesperson told that the beers from third-party brewers are either part of Carlsberg's UK distribution network or are purchased wholesale. Nid: 944 Post date: 05/28/2014 - 16:38 Title: Carlsberg opens a new brewery in Sweden Teaser: Last month, Carlsberg opened a new brewery in Sweden as part of a joint-venture with Brooklyn Brewery. The 8,000-barrel capacity site in Stockholm, called Nya Carnegiebryggeriet (the New Carnegie Brewery), is initially brewing five beers. The beers are Nya Carnegie Kellerbier, Nya Carnegie Amber, J.A.C.K. session IPA, “dark saison” Lumens In Tenebris, and “winter warmer” Primus Lux. Type: Blog entry Body: Last month, Carlsberg opened a new brewery in Sweden as part of a joint-venture with Brooklyn Brewery. The 8,000-barrel capacity site in Stockholm, called Nya Carnegiebryggeriet (the New Carnegie Brewery), is initially brewing five beers. The beers are Nya Carnegie Kellerbier, Nya Carnegie Amber, J.A.C.K. session IPA, “dark saison” Lumens In Tenebris, and “winter warmer” Primus Lux. The brews will be sold in draught and bottles at the nearest Systembolaget alcohol retail outlet to the site, in selected restaurants and in bars in Stockholm, and globally. Brooklyn, which will operate the site, hired a team of brewers in Sweden and trained them at its New York City facility for the project, which was first revealed early last year. It is the first craft brewery in Europe to be operated by a US firm, Brooklyn said. The company, whose biggest export market is Sweden, said the venture is “ground zero for an exchange of ideas, techniques and styles between our Brooklyn brewers and our Stockholm team”. The site, which also includes a restaurant, was officially inaugurated by the Swedish Minister of Rural Affairs, Eskil Erlandsson, late March. It opened to the public in mid-April. Financial details of the tie-up have not been disclosed. Nid: 943 Post date: 05/26/2014 - 21:34 Title: Ontario Canada Beer Store Bottle Drive Battles Blood Cancers Teaser: This is a Fund Raiser by UFCW Local 12R24. They have raise millions for Leukemia Research. Union members do more fund raising and supporting of charities than any other group. We need to start to tell the world who supports the people that governments have neglected. Great Job Rob Edwards and Local 12r24 !! Type: Blog entry Body: This is a Fund Raiser by UFCW Local 12R24. They have raise millions for Leukemia Research. Union members do more fund raising and supporting of charities than any other group. We need to start to tell the world who supports the people that governments have neglected. Great Job Rob Edwards and Local 12r24 !! On the weekend of May 26th and 27th, Beer Store locations across Ontario invited their customers to donate all or a portion of their empty bottle returns to The Leukemia & Lymphoma Society of Canada. The Returns for Leukemia Bottle Drive is held each May by United Food & Commercial Workers Local (UFCW) 12R24 in partnership with The Beer Store. Customers at The Beer Store on The Queensway, just west of Royal York Rd., were more than happy to donate their empties or cash and the many volunteers on hand were even happier to receive the donations. Since 2006, Returns for Leukemia has raised almost $4,500,000, making it the single largest fundraiser in Canada for The Leukemia & Lymphoma Society of Canada. For more information, visit bottledrive.ca Lymphoma Society of Canada. Nid: 942 Post date: 05/22/2014 - 14:27 Title: FINLAND: Carlsberg hit with fine over tax evasion, considers appeal Teaser: Carlsberg has been fined DKK41m (EUR5.5m) after being found guilty of tax evasion in Finland. A Helsinki court handed out the penalty to the Danish brewer for failing to pay the correct amount of tax via its subsidiary, Sinebrychoff, between 2006 and 2010. The total tax, interest and fine covering the four-year period amounted to DKK317m. Type: Blog entry Body: Carlsberg has been fined DKK41m (EUR5.5m) after being found guilty of tax evasion in Finland. A Helsinki court handed out the penalty to the Danish brewer for failing to pay the correct amount of tax via its subsidiary, Sinebrychoff, between 2006 and 2010. The total tax, interest and fine covering the four-year period amounted to DKK317m. A Carlsberg spokesperson told the company had been in dispute with Finland's tax authorities since 2006. Over the next four years, the company withheld money believing it had paid too much tax. “In 2011 we decided to pay all taxes required by the Finnish tax authorities for the period including interest and a penalty,” the spokesperson said. “From 2011 onwards we have paid the required taxes.” However, Carlsberg has said it considering appealing against the court's decision. “The appeal is against how much we currently, and during the period, have paid in tax,” the spokesperson said. “If we win the case the Finnish tax authorities have to pay back tax together with interest and the penalty.” Resource: http://www.just-drinks.com/news/carlsberg-hit-with-fine-over-tax-evasion... Nid: 941 Post date: 05/19/2014 - 18:19 Title: The deadline has now expired: AmBev workers threaten to respond with national strike during the World Cup in Brazil Teaser: One of the sponsors of the World Cup, AmBev refuses to negotiate nationally with the professional category. The representative entity of over 32 thousand AmBev workers in Brazil recommends the suspension of all local negotiations. In the absence of a response from AmBev to engage in negotiations at national level with the Confederação Nacional dos Trabalhadores nas Indústrias de Alimentação e Afins-CNTA Afins (the Food Industry Workers' National Confederation of Brazil), the entity recommended all labor unions of the beverage sector on May 8 to suspend local negotiations throughout the country. Type: Blog entry Body: One of the sponsors of the World Cup, AmBev refuses to negotiate nationally with the professional category. The representative entity of over 32 thousand AmBev workers in Brazil recommends the suspension of all local negotiations. In the absence of a response from AmBev to engage in negotiations at national level with the Confederação Nacional dos Trabalhadores nas Indústrias de Alimentação e Afins-CNTA Afins (the Food Industry Workers' National Confederation of Brazil), the entity recommended all labor unions of the beverage sector on May 8 to suspend local negotiations throughout the country. From now on, the national workers' list of demands, which includes a national wage floor of R$ 1.500,00 (around US$ 700), will focus on the ongoing collective bargaining negotiation of Manaus, capital city of the state of Amazonas in the North Region of Brazil. Workers of the subsidiary of AmBev in Manaus approved on May 8 a strike, suggesting the possibility of a work stoppage on May 14 if the company does not fulfill the new demands. During the meeting attended by CNTA Afins on May 7 hosted by Sindicato dos Trabalhadores nas Indústrias de Bebidas em Geral de Manaus –Stibam (All Beverages Industry Workers’ Union of Manaus), workers voted in favor of a new list of demands for the beverage sector workers: salary adjustment with actual increase of 10% over the salaries that were already adjusted in May 2014, overtime pay increase of 100% (Monday to Saturday) and of 120% (Sundays and holidays), additional payment of 50% for night shifts in reference to ordinary day shifts payment, implementation of the Participação nos Lucros e Resultados program (a Brazilian Profit-Sharing plan), employee's safety and health risk premiums, and others points. If met, these and other demands would benefit around one thousand workers in that region. According to the president of CNTA Afins, Artur Bueno de Camargo, the hardship endured by workers in that part of the country is a reflection of a problem faced by approximately 32 thousand AmBev workers all over Brazil. Since March, CNTA Afins has been trying to open a national-level negotiation with the main World Cup sponsor, which has resisted so far. In parallel to the attempt of negotiating working conditions, CNTA Afins has been discussing with Confederação Nacional da Indústria-CNI (National Confederation of Industry) measures to prevent and combat work-related accidents within the beverage sector. According to data provided by the Brazilian Ministry of Social Insurance (Ministério da Previdência Social-MPAS), between the years 2010 and 2012, 16,848 thousand accidents and 42 deaths within the sector were reported. “This kind of difficulty has been expected. Since AmBev does not want to negotiate at national level, the local demands of workers aren't fulfilled and, as a result, workers end up getting vexed. Once these new demands are fulfilled, the aim is to have the same benefits applied in the plants of AmBev where they are currently not applied, and that would result in the fulfillment of national-level demands reached by local negotiation”, says Bueno. “A national strike and a boycott of the products and brands of the company are not discarded”, he concludes. Nid: 940 Post date: 05/19/2014 - 18:16 Title: Indecent work, indecent proposal: Ambev Manaus workers gave the transnational 48 hours to improve its offer Teaser: On 6 May, the National Confederation of Food Industry Workers (CNTA) held an extraordinary meeting with the organization representing workers in the Ambev Manaus Group (AM). Faced with the current failure to open bargaining on a national wage agreement with the company, the CNTA, which represents at the highest level some 32,000 Ambev workers in Brazil, will hold discussions with the Manaus Beverages Industry Workers Union (AM) on mobilization and possible paralysation of the sector in the region, as the Union is experiencing difficulty in making progress in bargaining on wages, assistance and benefits. Type: Blog entry Body: On 6 May, the National Confederation of Food Industry Workers (CNTA) held an extraordinary meeting with the organization representing workers in the Ambev Manaus Group (AM). Faced with the current failure to open bargaining on a national wage agreement with the company, the CNTA, which represents at the highest level some 32,000 Ambev workers in Brazil, will hold discussions with the Manaus Beverages Industry Workers Union (AM) on mobilization and possible paralysation of the sector in the region, as the Union is experiencing difficulty in making progress in bargaining on wages, assistance and benefits. In total, Amazonas State accounts for some 3,500 beverages industry workers, of whom approximately 1,000 are employed by Ambev Manaus. According to recent data from the Inter-union Department of Statistics and Socio-economic Studies (DIEESE), Brazil currently has 177,000 workers in the beverages industry. In addition to negotiating a national wage agreement which, among other things, includes the fixing of a national wage floor of 1,500 reals (about 680 dollars), the CNTA is also discussing with the National Confederation of Industry (CNI) initiatives to combat and reduce the high incidence of accidents at work in the sector. Accidents According to data from the Ministry of Social Security (MPAS), between 2010 and 2012, 16,848 accidents were recorded in the sector, with 42 deaths in the same period. The number of sickness or accident insurance claims granted between 2010 and 2012 was 928. In 2013 alone, between January and October, 316 workers in the sector were retired for sickness or incapacity by the National Social Security Institute (INSS). Despite the reduction in the number of accidents and fatalities in the sector, the annual average is considered alarming by the CNTA. In 2010, 6,144 accidents were recorded (with 17 deaths). In 2011, the figure was 5,634 accidents (and 14 deaths), compared with 5,070 accidents and 11 deaths in 2012. The majority of the accidents occur during the manufacture of soft drinks and beers. Nid: 938 Post date: 05/13/2014 - 16:08 Title: US: MillerCoors' Q1 profits healthy, but sales flat Teaser: • First-quarter net profits up 7.4% to US$291.9m • Net sales flat at $1.79bn • Operating profits rise 8.4% to $297.5m • Volumes (sales to wholesalers) slip 3.2% to 14.05m barrels MillerCoors saw its first-quarter profits boosted by cost savings and lower marketing spend, but sales were flat. The SABMiller and Molson Coors US joint-venture reported on May 7 that net profits in the three months to the end of March rose by 7.4% to US$291.9m. Sales in the period were flat however at $1.79bn. Type: Blog entry Body: • First-quarter net profits up 7.4% to US$291.9m • Net sales flat at $1.79bn • Operating profits rise 8.4% to $297.5m • Volumes (sales to wholesalers) slip 3.2% to 14.05m barrels MillerCoors saw its first-quarter profits boosted by cost savings and lower marketing spend, but sales were flat. The SABMiller and Molson Coors US joint-venture reported on May 7 that net profits in the three months to the end of March rose by 7.4% to US$291.9m. Sales in the period were flat however at $1.79bn. Operating profits in the period climbed by 8.4% to $297.5m. Sales to US wholesalers fell by 3.2% to 14.05m barrels. The brewer said its profits growth was driven by "positive pricing and sales mix, cost savings, and lower marketing spending, primarily due to timing differences versus last year". The Coors Light and Miller Lite brands both saw volumes slip "mid-single digits" in the quarter. The brewer said its "above premium" portfolio grew "high teens" in the quarter helped by the launch of Miller Fortune and its Redd's brand. The company's "craft" unit, Tenth & Blake, Tsaw volumes slip "mid-single digits", due tdouble-digit declines in Blue Moon seasonals, Henry Weinhard’s, Killian’s and Batch 19. Coors Banquet grew "mid-single" digits in the quarter. To read the company's full statement click the following link: http://phx.corporate-ir.net/phoenix.zhtml?c=101929&p=irol-newsArticle&ID... Nid: 937 Post date: 05/13/2014 - 15:04 Title: Highlights of new Teamster contract with AB InBev Teaser: Here’s a summary of the new Teamster contract with AB InBev: Term of Agreement: Five (5) years, commencing on March 1, 2014 and expiring on February 28, 2019. Wage Increases: 40 cents/hour in year one, 50 cents/hour in year two, 50 cents/hour in year three, 50 cents/hour in year four and 50 cents in year five for all regular employees, apprentices, probationary employees and weekenders. Ratification Bonus: $2,500 to all regular, active full-time employees, apprentices and probationary employees. Type: Blog entry Body: Here’s a summary of the new Teamster contract with AB InBev: Term of Agreement: Five (5) years, commencing on March 1, 2014 and expiring on February 28, 2019. Wage Increases: 40 cents/hour in year one, 50 cents/hour in year two, 50 cents/hour in year three, 50 cents/hour in year four and 50 cents in year five for all regular employees, apprentices, probationary employees and weekenders. Ratification Bonus: $2,500 to all regular, active full-time employees, apprentices and probationary employees. Annual Bonus Program: Beginning in 2015, the breweries will be ranked annually in one of four tiers. In March 2016 and in each subsequent March during the life of the contract, bonuses will be awarded to employees based on the tier rank of the employees' brewery for the previous year. Annual per employee bonuses will range from $615 with OT/DT (estimated using 2013 OT/DT average hours) to $3,473 with OT/DT (estimated using 2013 OT/DT average hours). All regular employees, apprentices and probationary employees shall receive the bonus payments. Pensions: The current contribution rates shall be maintained throughout the contract. Health and Welfare: All current benefits for active members, pre-age 65 retirees and post-age 65 retirees in the Company plans to remain the same through the end of calendar year (CY) 2014. After December 31, 2014, some small extra charges to workers for non-preventative services, Orthodontia benefits, cost share for pre-age 65 retirees and cost share for post-age 65 Retirees Job security was maintained through renewal of Memorandum that the plants will continue to operate during the duration of the agreement. Nid: 936 Post date: 05/12/2014 - 19:00 Title: US/CANADA: Molson Coors' Q1 sales dip, but profits get one-off boost Teaser: First quarter net profits jump 115.2% to US$102.2m Net sales slip 1.5% to $816m Operating profits up 20.4% to $251.2m Group Q1 beer volumes flat Type: Blog entry Body: First quarter net profits jump 115.2% to US$102.2m Net sales slip 1.5% to $816m Operating profits up 20.4% to $251.2m Group Q1 beer volumes flat Molson Coors has seen its first-quarter sales slip, but profits were boosted by a one-off sum from the cancellation of its Canadian joint-venture with Grupo Modelo. The US and Canada-based brewer said reported on May 7 that, in the three months to the end of March, underlying net profits jumped by 115.2% to US$102.2m. Sales in the period slid by 1.5% on the prior year to $816m. Underlying EBITDA rose by 20.4% to 251.2m in the quarter. Group volumes in the three months were flat at 11.9m hectolitres. The company said it saw a net pre-tax benefit of $52.5m in the quarter, driven by $63.2m received from Anheuser-Busch InBev-owned Grupo Modelo for “the early termination of the Modelo, Molson joint venture in Canada”. In the US, the group’s JV with SABMiller, MillerCoors, saw Q1 net profits rise by 7.4% to $291.9m, due to “positive pricing and sales mix, cost savings, and lower marketing spending”. However, sales to retailers fell by 3.4%. In Canada, Molson Coors' sales to retailers slipped by 5.7%. However, pre-tax income was up 20.5% to $35.3m. In Europe, pre-tax profits came back into the black at $27m, after a loss of 5.2m in last year’s first quarter. Volumes rose 5.6% helped by “favourable” weather, the company said. Shares in the company were trading up 3.88% at US$62.09 in New York on May 7. Nid: 935 Post date: 05/12/2014 - 18:14 Title: DENMARK: Carlsberg warns of a tough 2014 Teaser: Q1 adjusted net losses total DKK67m (US$12.5m) versus net profits of DKK62m a year earlier Net sales in three months to end of March inch up by 1.5% to DKK12.90bn Operating profits fall by 27.9% to DKK453m Volumes slip by 3.2% Type: Blog entry Body: Q1 adjusted net losses total DKK67m (US$12.5m) versus net profits of DKK62m a year earlier Net sales in three months to end of March inch up by 1.5% to DKK12.90bn Operating profits fall by 27.9% to DKK453m Volumes slip by 3.2% Carlsberg has seen the first quarter of 2014 perform "in line with our expectations", but has warned that reported profits in the full year will be hit by "a more uncertain macro situation in Russia and Ukraine". The company reported on May 7 that net sales in the three months to the end of March rose slightly, by 1.5%. Volumes, however, dipped by 3.2%, resulting in a rise in organic price/mix for the quarter of 5%. Net profits of DKK62m (US$11.6m) in the corresponding period a year earlier turned to net losses of DKK67m, while operating profits were down by 28%. Carlsberg blamed the fall on "the negative currency impact (-14%) and phasing of un-allocated costs" in the quarter. "In the traditionally small first quarter, the group delivered organic performance in line with our expectations," said CEO Jørgen Buhl Rasmussen. "The Western European business continued its strong performance while results in Eastern Europe were impacted by the uncertain macro situation. "In Asia, underlying volumes grew by low-single-digit percentages and our premium portfolio continued to perform strongly, driven by growth and share gains in the premium segment." Looking forward, the brewer maintained its full-year outlook of operating profits growth in the high single-digit area in organic terms, but warned that reported results will be hit "more negatively by currencies than previously anticipated". Carlsberg's share price fell sharply on May 7 after the results were released, before recovering slightly. At 1134 CEST, they were 0.9% down at DKK530. Danish brewer's results by region and brand: Regions Western Europe - Sales +2.1% to DKK7.64bn, operating profits +8% to DKK440m While the region's beer markets overall fell back by around 1%, Carlsberg made gains in Poland, Greece and Portugal. Group volumes rose by 3% in organic terms, but were held back by "the later sell-in to Easter" in the Nordics and the UK. De-stocking in France in the year-prior quarter boosted volumes this quarter. Eastern Europe - Sales -14.4% to DKK2.48bn, operating profits -110% to loss of DKK8m Yet again, Russia provided a headache for Carlsberg: The country's overall beer market fell by 5% in Q1, thanks to "the final year-on-year impact from kiosk closures, the uncertain macro environment and weaker economic growth". However, the company increased its market share by 20 basis points to 38.4%. Ukraine's total beer market was also down, by mid single-digits, despite better weather conditions this quarter. While the country is in the grip of political unrest, Carlsberg said it "has been operating with very limited disruption and we have been able to produce, sell and distribute our products across the country". The company noted that the authorities increased excise duties on beer by 43% on 1 May. "This will require a consumer price increase of approximately 5% to 6%," according to Carlsberg. A negative currency impact of -18% hit reported sales in the region as a whole, while profits were hit by "the negative operational leverage in our fixed cost base in a seasonally small quarter". Asia - Sales +20.1% to DKK2.73bn, operating profits -5% to DKK455m While the region delivered growth in sales and volumes in the quarter, Vietnam and China's Xinjiang province were flagged as having struggled, due to the economic slowdown and poor weather, respectively. While total volumes fell back by 5%, the addition of acquisitions (China's Chongqing Brewery in particular) saw reported sales rise by 17%. India, Laos and Cambodia performed well, while Carlsberg's "international premium portfolio" delivered growth in China and India. However, the currency impact from Malaysia, Malawi, Laos and India dragged on sales in the quarter. The fall in profits was a result of "our decision to invest in the Asian growth opportunities, such as the establishment of our business in Myanmar and increased marketing investments behind our premium brands". Brands Brand Carlsberg saw sales rise by 2% in its "premium markets", with the brewer activating the brand's English Premier League sponsorship in 58 markets in Q1. Tuborg delivered a 21% leap in sales thanks predominantly to China and India. Kronenbourg 1664 had "a good start" to the year as it cycled easy comparatives: De-stocking in France in the prior-year quarter gave the brand little to worry about in Q1. Somersby cider was the star performer, with sales leaping by 85%. "For two years in a row now, the brand has been the fastest growing global cider brand," Carlsberg said. Poland was singled out for its "continued positive performance", while line extensions in established markets also helped. Grimbergen continues to hold the accolade of "fastest growing international abbey beer", according to the company. The Belgian abbey ale is now available in 33 markets. Nid: 934 Post date: 05/12/2014 - 18:05 Title: BELGIUM: Anheuser-Busch InBev Q1 sales up, but profits slip Teaser: Please find below the 2014 first quarter results of AB InBev : Q1 net profits slide 23.6% to US$1.42bn Net sales up 8.9% to $10.6bn Operating profits rise 10.8% to $3.88bn Beer volumes up 4.5% to 93.7m hectolitres Click the following link to view the full report of AB InBev : http://www.flex-news-food.com/files/abinbev070514.pdf Type: Blog entry Body: Please find below the 2014 first quarter results of AB InBev : Q1 net profits slide 23.6% to US$1.42bn Net sales up 8.9% to $10.6bn Operating profits rise 10.8% to $3.88bn Beer volumes up 4.5% to 93.7m hectolitres Click the following link to view the full report of AB InBev : http://www.flex-news-food.com/files/abinbev070514.pdf The brewers bottom line was affected by higher costs in the first quarter Anheuser-Busch InBev has reported a lift in first-quarter sales, but rising finance costs and currency swings dragged down net profits. The Belgium headquartered group reported on May 7 that net profits in the three months to the end of March fell by 23.6% to US1.42bn. Sales in the three months rose by 8.9% to $10.6bn. Operating profits in the period climbed by 10.8% to $3.88bn. A-B InBev's own group beer volumes increased by 4.5% to 93.7m hectolitres. The Budweiser brewer attributed the net profits slide to a tough comparable on finance costs, which came in at $866m, compared to $255m in last year's Q1. “Negative currency results” and hedging costs accounted for the rise, the group said. In the US, Q1 sales to wholesalers grew by 2.1%, however sales to retailers fell by 2.6% due to “challenging winter weather” and a late Easter. Volumes in Mexico rose slightly, by 0.9%, while beer volumes in Brazil increased by 10.9% helped by good summer weather and a later Carnival. In China, volumes climbed by 9.4% in the quarter, helped by a strong New Year campaign. Brewer's performance in its global markets is as follows: North America Sales in the region rose by 3.3% to US$3.78bn on an organic basis, the brewer said. Volumes were up 1.7%. Operating profits were flat at $1.47bn. In the US, sales to wholesalers rose by 2.1%. However, sales to retailers fell by 2.6%, with “unfavourable” weather and a late Easter being blamed. Budweiser's market share fell by around 25 basis points, the group estimates. But Michelob Ultra and its “high-end” brands – Stella Artois, Shock Top and Goose Island – gained around 20 basis points of share. “We continue to invest behind our high-end brands, with a heightened focus on the on-trade,” the statement said. Latin America (North) The brewer saw Q1 sales jump by 18.5% in the region to $2.66bn. Volumes rose by 8.4%, while operating profits came in up 15.2% at 1.27bn. The performance was led by Brazil, where the company's own beer volumes rose by 10.9%, boosted by “very good weather” in January and February and the late timing of Carnival. Mexico (Grupo Modelo) Sales grew by 2.2% on an organic basis to $1.04bn, A-B InBev said. Volumes in the region were up slightly, by 0.9%. Operating profits rose by 27% to $431m. Volumes for the Corona portfolio grew by “over 10%” helped by an on-trade FIFA World Cup promotion. “We are also pleased with the performance of Bud Light, and have recently launched Stella Artois, which we believe has significant growth potential in the super premium segment,” the company said. Europe Sales in the quarter rose on an organic basis by 1% to $985m. A-B InBev's own beer volumes in the region slipped by 5.3%, while operating profits fell 2% to $193m. In Russia, the company's own beer volumes fell by 10% as the industry continues to feel the effects of government restrictions. In Belgium, beer volumes fell by 3.1%, while in Germany volumes slipped by 6.4%, with a pricing increase being blamed. In the UK, the group's own beer volumes were flat. Latin America (South) Q1 sales rose by 21.5% to $791m, the group said. Volumes grew by 3.9%, while operating profits, on an organic basis, leapt by 22% to $366m. In Argentina, A-B InBev's beer volumes grew by 5.1% due to an “easy” comparable and “innovations”. Asia-Pacific The group's sales grew by 16.1% to 858m on an organic basis in the region. Volumes climbed by 9.5%, while operating profits leapt by 46.3% to 173m. In China, volumes rose by 9.4%, while sales climbed by 15.9% to $853m. A-B InBev said the volume growth was due to “our most successful Chinese New Year campaign”. Nid: 933 Post date: 05/12/2014 - 17:57 Title: Heineken eyes flexibility with Nigeria merger means plant closures and job losses? Teaser: Heineken announced plans to merge the two Nigerian breweries in which it has majority stakes. Nigerian Breweries, the larger of the two, and Consolidated Breweries will be combined, subject to regulatory approvals. Heineken's stake in the merged company will be around 54%. But, what's behind the move? Type: Blog entry Body: Heineken announced plans to merge the two Nigerian breweries in which it has majority stakes. Nigerian Breweries, the larger of the two, and Consolidated Breweries will be combined, subject to regulatory approvals. Heineken's stake in the merged company will be around 54%. But, what's behind the move? Analysts at UBS suggest it is an indication of the increasingly competitive nature of the country's beer market. SABMiller and Diageo are both jostling for position in Nigeria. SABMiller in particular signalled its intent earlier this year by revealing plans to spend US$110m on tripling capacity at its Onitsha facility in the country. Heineken remains the dominant force, however, with around 69% of the market. But, the economy end of the beer country's sector is seeing most growth. "Affordability of mainstream beer is still low," UBS says. “Flexibility is needed in a more competitive market.” UBS expects Heineken to combine the two firms' sales forces and launch new products. “Gaining scale will create a more dynamic and agile structure,” the note says. Heineken is likely to keep Nigeria Breweries' eight sites open, as well as Consolidated Breweries' three facilities, UBS predicts. Synergies, the analysts suggest, will come from combining the companies two head offices, which are both in Lagos, and merging back-office operations. A realistic target for cost synergies could be around EUR100m by year two of the new entity, UBS says. But, it warns: “If competition intensifies further, part of these synergies will likely be reinvested in marketing to protect market share.” Actually what this means for the operational part which is beer bottling in 11 factories is that some factories can even be closed and the impact on the workforce will be unpredictable and most probably there will be redundancies and restructuring. Heineken is remaining predictably tight-lipped on the situation. A spokesperson told that the move is still at the “pre-merger” stage, with shareholders of both groups still needing to approve the deal, as well as regulators. It warned last week that regulatory approvals could take “several months”. Perhaps this is due to instability in the country off the back of current high-profile terrorist activities. On the prospect of redundancies, the spokesperson added: “In months to come, we will further develop the specific plans for such a merger, including the impact on the business footprint and employment.” Clearly, Heineken needs to consult about the future of jobs and conditions with the union representing workers in Nigerian Breweries. The IUF will get in touch with affiliates in Nigeria and will understand the early and future implications of this merger on the workforce. Nid: 932 Post date: 05/11/2014 - 14:18 Title: AB-InBev Global Union Alliance Teaser: Type: Image Body: Nid: 931 Post date: 05/11/2014 - 14:09 Title: AB-InBev Labatt Distribution Centre 2012-2019 Teaser: Type: File Body: Nid: 930 Post date: 05/11/2014 - 14:06 Title: AB-InBev Labatt Distribution 2012 to 2019 CBA Teaser: Type: File Body: Nid: 929 Post date: 05/11/2014 - 14:00 Title: AB-InBev Creston 2009-2016 Contract Teaser: Type: File Body: Nid: 928 Post date: 05/11/2014 - 13:13 Title: Samlesbury 2009 contract with AB-InBev Teaser: Type: File Body: Nid: 927 Post date: 05/01/2014 - 10:09 Title: TEAMSTERS RATIFY NEW ANHEUSER-BUSCH CONTRACT Teaser: Five-Year Agreement Provides Wage Increases and Job Security By a large majority, Teamsters at Anheuser-Busch’s breweries in the United States have voted to ratify a new five-year agreement covering more than 4,500 workers. “This new contract with Anheuser-Busch ensures that Teamsters will continue to be the highest-compensated brewery workers in the United States,” said Jim Hoffa, Teamsters General President. The contract is worth more than $2 billion in wages and benefits and it will take effect immediately, providing wage increases retroactive to March 1, 2014. Type: Blog entry Body: Five-Year Agreement Provides Wage Increases and Job Security By a large majority, Teamsters at Anheuser-Busch’s breweries in the United States have voted to ratify a new five-year agreement covering more than 4,500 workers. “This new contract with Anheuser-Busch ensures that Teamsters will continue to be the highest-compensated brewery workers in the United States,” said Jim Hoffa, Teamsters General President. The contract is worth more than $2 billion in wages and benefits and it will take effect immediately, providing wage increases retroactive to March 1, 2014. “We listened to our members and negotiated the best contract possible with wage and bonus increases, maintenance of excellent benefits and job security,” said David Laughton, Director of the Teamsters Brewery and Soft Drink Workers Conference. A-B Teamsters currently earn more than $70 per hour in total compensation – wages, health, welfare and pension benefits. The new contract provides more than $24,000 in additional wages and bonuses for the average employee over the five-year contract term. All 12 A-B breweries in the U.S. employ members of the Teamsters who brew and bottle the brands produced by the company. The brewery locations are: Los Angeles; St. Louis; Jacksonville, Fla.; Newark, N.J.; Houston; Fort Collins, Colo.; Williamsburg, Va.; Cartersville, Ga.; Merrimack, N.H.; Fairfield, Calif.; Columbus, Ohio; and Baldwinsville, N.Y. Founded in 1903, the IUF-affiliated International Brotherhood of Teamsters represents more than 1.4 million hardworking men and women in the United States, Canada and Puerto Rico. http://teamster.org/news/2014/04/teamsters-ratify-new-anheuser-busch-con... Nid: 926 Post date: 04/28/2014 - 15:55 Title: Honduras: SABMiller fails to comply with working hours and diminishes workers’ safety due to excessive workloads Teaser: Strong call by the STIBYS to the brewery Cervecería Hondureña On 5 April, José Antonio Molina Reyes, a driver and sales representative of Cervecería Hondureña SA (SABMiller), a member of section 2 of the San Pedro Sula branch of the Union of Beverage and Related Industry Workers (STIBYS), arrived at work very early. He waited over two hours while they loaded the lorry and set out, as he always did, to earn his living, little knowing that he was never again to repeat this daily routine. Type: Blog entry Body: Strong call by the STIBYS to the brewery Cervecería Hondureña On 5 April, José Antonio Molina Reyes, a driver and sales representative of Cervecería Hondureña SA (SABMiller), a member of section 2 of the San Pedro Sula branch of the Union of Beverage and Related Industry Workers (STIBYS), arrived at work very early. He waited over two hours while they loaded the lorry and set out, as he always did, to earn his living, little knowing that he was never again to repeat this daily routine. José Antonio was killed by one or more shots but the reason for the murder is still unclear. What is known for certain is that he was on his way back after a long and exhausting day when the lorry was intercepted by a gang of criminals in San José del Boquerón, Choloma. “When he was attacked, our colleague had already been working for 12 hours and it would still have taken him another three hours to get back to the plant and finish operations. We are talking about a working day of over 15 hours, almost without a break, which puts workers’ safety seriously at risk”, the General Secretary of the STIBYS told REL’s Julio Flores. Under the Labour Code, the working day of sales representatives cannot exceed 12 hours and must include a minimum of one and a half hours rest. Furthermore, the collective agreement signed between the STIBYS and Cervecería Hondureña (SABMiller) provides that the working day begins between 6.00 and 7.30 a.m. and ends on completion of operations. “This means that the 12 hours start as soon as the worker enters the plant until completion of sales for the day, but the company interprets and twists the rules and regulations to suit itself”, explained Flores. According to the trade union leader, Cervecería Hondureña not only calculates the 12 hours from the time when the worker leaves the plant until his return, thus excluding the time for loading the lorry, the long queue outside the plant at night and the completion of operations, but it also tends to overload the lorries and not accept returns, on pain of penalties. “Under these conditions imposed by the company, workers tend to come in to the plant very early, and wait several hours while the lorry is loaded, extending their working day until they have sold everything, without taking the hour and a half rest”, Flores added. “These conditions”, he continued, “put workers in a highly vulnerable situation, because the later the team goes out and the longer the working day, the more likely they are to be the victims of aggression and assault”. In the face of this seriously unsafe situation and the tragedy which has plunged the national trade union movement into mourning, the STIBYS issued a strong call to Cervecería Hondureña (SABMiller) to comply with the working time for sales operations, not to overload lorries and to hire more teams. In addition, it demanded an end to threats and sanctions against workers for returns and to respect the Labour Code and Collective Agreement. The original story in Spanish is here : http://www.rel-uita.org/index.php/es/component/content/article/606-sindi... Nid: 925 Post date: 04/26/2014 - 14:35 Title: Miller and Molsons not Playing Nice Teaser: The two brewers squared off last year after Miller wanted to cancel its distribution agreement with Molson in Canada because it felt Molson was sabotaging its sales there and decided it wanted to try its own hand at distribution. Created in 2007, their MillerCoors joint venture mainly distributes beer in the U.S. and Puerto Rico, but also allows for Molson to distribute certain Miller brands up north, primarily Miller Genuine Draft Type: Blog entry Body: The two brewers squared off last year after Miller wanted to cancel its distribution agreement with Molson in Canada because it felt Molson was sabotaging its sales there and decided it wanted to try its own hand at distribution. Created in 2007, their MillerCoors joint venture mainly distributes beer in the U.S. and Puerto Rico, but also allows for Molson to distribute certain Miller brands up north, primarily Miller Genuine Draft . According to Miller, sales were far below the targets agreed to between 2010 and 2012, and that, Miller says, gives it the right to terminate the contract. Molson, however, contends MGD is a strategic brand that would cause it irreparable harm if the deal was dissolved, and that Miller never renegotiated the sales target like it was supposed to. Molson objected to breaking up the joint venture and won an injunction from Canadian courts, although the judge thought Miller had a strong case. The two have been trying to resolve their differences ever since, but last week both brewers announced they were unable to reconcile and were heading back to court. This past February, Molson reported a 0.2% decline in fourth-quarter revenues and a similar decrease in its underlying after-tax income as its taxes rose and beer sales continued their slump in Canada, the brewer's top market. While sales to retailers were up 2.6% in the quarter, a calendar change added three more days to the quarter and added 3 percentage points to the STRs. Pretax income dropped 14% to $86.9 million and was down 9% in local currency, even though National Hockey League play returned from the game's lockout . Additionally, Molson's Canadian business, which accounted for about half its fourth-quarter revenue of $1.03 billion, has been dealing with a 20% increase in beer excise tax rates in Quebec. As acrimonious as the Canadian fight may seem, it's not so heated that it threatens to sunder MillerCoors, which is needed to effectively take on Anheuser-Busch InBev in the U.S. market. Although beer sales have remained anemic in the U.S., Bud owns 47% of the market while MillerCoors comes in second with about a 28% share. A breakup would be akin to cutting their nose off to spite their face. Things may be frosty up north, but SABMiller and Molson Coors still have cordial relations south of the border, and that should allow them to brew up a resolution. Nid: 924 Post date: 04/26/2014 - 14:22 Title: AB-InBev gets Bigger Teaser: The Belgian beer group Anheuser-Busch InBev, world's biggest brewer, has "wholly" acquired Chinese brewer Siping Ginsber, the spokesperson of AB InBev Karen Couck confirmed to Xinhua on Thursday. According to her, AB InBev has recently acquired in Jilin Province (northeast of China) Siping Ginsber Draft Beer Co., which owns the Ginsber brand. "Terms of the agreement have not been disclosed", she added in an e-mail to the agency Type: Blog entry Body: The Belgian beer group Anheuser-Busch InBev, world's biggest brewer, has "wholly" acquired Chinese brewer Siping Ginsber, the spokesperson of AB InBev Karen Couck confirmed to Xinhua on Thursday. According to her, AB InBev has recently acquired in Jilin Province (northeast of China) Siping Ginsber Draft Beer Co., which owns the Ginsber brand. "Terms of the agreement have not been disclosed", she added in an e-mail to the agency . This acquisition case was approved in March by the Chinese Ministry of Commerce and the amount of transaction is approximately 450 million euros (622 million US dollars). By the acquisition of Ginsber, which represents about 13 percent of market share in China, AB InBev strengthens its position as the third largest brewery group in the Chinese beer market. China is one of four major markets for AB InBev after the United States, Brazil and Mexico. In 2013, the volume of beer sold through AB InBev rose 8.9 percent in China, Belgian daily Echo reported. Nid: 923 Post date: 04/16/2014 - 17:44 Title: CANADA: SABMiller, Molson Coors face court showdown after talks fail Teaser: A contractual dispute between Miller Brewing Company (MBC) and Molson Coors is heading to court after settlement talks between the two broke down. The case centres on an attempt by MBC, the Canadian unit of SABMiller, to cancel Molson Coors' contract to handle its brands, including Miller Genuine Draft, in Canada. Molson moved to stop this by obtaining a temporary injunciton to block MBC ending the tie-up last June. The dispute was due to be heard in a Toronto court in December, but the companies secured an adjournment in a bid to settle the matter out of court. Type: Blog entry Body: A contractual dispute between Miller Brewing Company (MBC) and Molson Coors is heading to court after settlement talks between the two broke down. The case centres on an attempt by MBC, the Canadian unit of SABMiller, to cancel Molson Coors' contract to handle its brands, including Miller Genuine Draft, in Canada. Molson moved to stop this by obtaining a temporary injunciton to block MBC ending the tie-up last June. The dispute was due to be heard in a Toronto court in December, but the companies secured an adjournment in a bid to settle the matter out of court. SABMiller confirmed on April 16 however that the negotiations have failed. The parties have been engaged in settlement discussions, but have been unable to reach a settlement at this time. Therefore, they are asking the court to schedule a trial date for the matter to be heard. The two companies currently operate the MillerCoors JV in the US. A five-year lock-up period, where each had agreed not to transfer their voting or economic interests in the JV, ended last July. Original story is here: http://www.just-drinks.com/news/sabmiller-molson-coors-face-court-showdo... Nid: 922 Post date: 04/16/2014 - 03:06 Title: Crown Holdings protest brewing at Labatt's in London Thursday Teaser: Quenching your thirst with a frosty can of brew this summer may be in jeopardy due to a seven-month strike at Toronto-based Crown Holdings. Unionized workers will be protesting in front of Labatt Brewery in London on Thursday (April 10) from 8 a.m. to noon. According to a union representative, on Sept. 6, 120 members of USW Local 9176 at Crown Holdings were forced on strike. The labour dispute resulted from Crown Holdings trying to implement a new 2-Tier wage structure where new hires would permanently earn up to 42 percent less (up to $9/hour) for doing the same work as existing workers. Adding fuel to the union’s fire is the fact Crown’s income almost doubled to $557 million in 2012 from $282 million in 2011. The company, based in the United States, operates 149 plants in 41 countries, employing around 21,900 employees. Type: Blog entry Body: Quenching your thirst with a frosty can of brew this summer may be in jeopardy due to a seven-month strike at Toronto-based Crown Holdings. Unionized workers will be protesting in front of Labatt Brewery in London on Thursday (April 10) from 8 a.m. to noon. According to a union representative, on Sept. 6, 120 members of USW Local 9176 at Crown Holdings were forced on strike. The labour dispute resulted from Crown Holdings trying to implement a new 2-Tier wage structure where new hires would permanently earn up to 42 percent less (up to $9/hour) for doing the same work as existing workers. Adding fuel to the union’s fire is the fact Crown’s income almost doubled to $557 million in 2012 from $282 million in 2011. The company, based in the United States, operates 149 plants in 41 countries, employing around 21,900 employees. The Toronto facility produces more than five million soup and beverage cans per day with its main customers being Cott Beverages, Molson, Labatt and Morgan's. Although some replacement workers have been brought in, the union is raising the question of whether a slow down in production could mean not enough beer cans to meet demand. Given Labatt is one of the largest customers of Crown Holdings, the decision was made to hold the protest outside of the London building to raise awareness of the lengthy strike. More information can be found at www.takebacksnomore.ca or via YouTube at How Does It Make You Feel and One Day Longer. London Community News Nid: 921 Post date: 04/04/2014 - 17:58 Title: Brazil: Workers of the Jacareí AMBEV plant call a strike Teaser: The disagreement with Ambev’s Profit-Sharing Plan (PLR) and the company’s refusal to sit down and negotiate with the workers resulted, last Monday 24th, in the brewery workers calling a strike in the Jacareí plant. Talking with the IUF, Valter Gildo da Silva, Press Office coordinator of the São José dos Campos and Region Food Workers Union, which represents Ambev workers, said that they have been campaigning on this subject for years. Type: Blog entry Body: The disagreement with Ambev’s Profit-Sharing Plan (PLR) and the company’s refusal to sit down and negotiate with the workers resulted, last Monday 24th, in the brewery workers calling a strike in the Jacareí plant. Talking with the IUF, Valter Gildo da Silva, Press Office coordinator of the São José dos Campos and Region Food Workers Union, which represents Ambev workers, said that they have been campaigning on this subject for years. “It is a counter-offensive by the company, which for years has been in breach of the country’s labour legislation, imposing its own transnational policies such as the Hour Bank system and the so-called Manufacturing Excellence Programme (PEF) which has now become Ambev’s Profit-Sharing Plan (PLR)”, explains Valter. According to the coordinator, as well as leaving the workers out of the discussion of the PLR, the brewery company was committing an offence in relation to the Hour Bank, since in the Jacareí plant there was no agreement of any kind approving the system signed by the workers. “We filed a complaint with the Labour Court to make Ambev end this system in the plant as soon as possible”, Da Silva said. The company is accustomed to pressurizing its workers to accept both programmes, a practice not confined to the Jacareí plant, but more or less commonplace in the company’s other plants in São Paulo State. “Moreover”, adds Valter, “Ambev does not accept that its workers can invoke the constitutional right to strike”. He told how “on previous occasions when we had to stop work, the company management sent its managers to find the workers at their homes, and as we had blocked the entrance to the plant, they hired helicopters to transport workers into the plant”. An absurdity Consulted on the measures that they will take this time, the coordinator said that they are working with the CNTA to find a way of preventing the company from outflanking the strike and to force it to meet with the Union and negotiate a proper PLR, and not the one they are proposing, which is subject to an absurd set of conditions which merely disadvantage the workers. If you are ill, you do not receive the profit share... “To give you an idea, among the conditions imposed for receiving the profit share under the PLR, the company says that if a worker has an accident or falls ill, he does not fulfill the performance target and therefore does not receive the profit share. If there happens to be a fatal accident in any of the plants, all the workers will be penalized and will not receive the PLR, and nor will they receive it if they go on strike. In a nutshell, an absurdity”. The Jacareí plant employs, including permanent and subcontract workers, some 3,000 workers who produce 1.2 million hectolitres of beer per month. Most of the production is destined for export under the Budweiser, Stella Artois, Quilmes and, more recently, Corona brands, among others. “The idea is to coordinate actions with the other unions in the region to strengthen measures to support the campaign and to be better prepared to confront this transnational company and its outrageous behaviour”, concluded Da Silva. Find the original news story in Spanish here: http://www.rel-uita.org/index.php/es/sindicatos/item/4492-ambev-a-contra... Nid: 920 Post date: 04/03/2014 - 15:22 Title: GERMANY: Carlsberg and five smaller German brewers found guilty in price-fixing probe Teaser: Germany’s Federal Cartel Office (FCO) has handed out another EUR231.2m (US$318.9m) of fines to six more brewers in the country over alleged price fixing. In a statement on 2 Apri, the authority named the brewers found guilty of "illegal price fixing agreements" as Carlsberg, Radeberger, Bolten, Erzquell, Buffet and Gaff. The Association of Rhine-Westphalian Breweries and seven individuals were also fined. Type: Blog entry Body: Germany’s Federal Cartel Office (FCO) has handed out another EUR231.2m (US$318.9m) of fines to six more brewers in the country over alleged price fixing. In a statement on 2 Apri, the authority named the brewers found guilty of "illegal price fixing agreements" as Carlsberg, Radeberger, Bolten, Erzquell, Buffet and Gaff. The Association of Rhine-Westphalian Breweries and seven individuals were also fined. The case relates to an alleged cartel that was being run in Germany’s beer sector between 2006 and 2008. Five other brewers - Bitburger, Krombacher, Veltins, Warsteiner and Barre - were given fines, totalling EU106.5m, in January. In the latest decision, the FCO said the “majority” of the fine will be paid by Radeberger and Carlsberg. The Danish brewer revealed its fine is EUR62m. Andreas Mundt, the FCO’s president said: “The manufacturers are concerned for more than half of the beer sold in Germany. Industry turnover is well over EUR7bn per year. In view of these sales, the high fines are appropriate and necessary in order to achieve an effective punishment.” Carlsberg said it will appeal the decision. In a statement, the company said: “We do not agree with the conclusions or findings by the Federal Cartel Office and Carlsberg Deutschland will accordingly appeal the decision to the relevant German Court.” The initial investigation was triggered by an “application for leniency” filed by Anheuser-Busch InBev's German unit. As a result, A-B InBev has not been fined. Original news is here: http://www.just-drinks.com/news/six-more-brewers-found-guilty-in-price-f... Nid: 919 Post date: 04/03/2014 - 15:19 Title: South Korea: Anheuser-Busch InBev completes Oriental Brewery deal Teaser: Anheuser-Busch InBev has finalised its US$5.3bn repurchase of South Korea's Oriental Brewery (OB). The Belgium-headquartered group had sold OB to private equity firm Kohlberg Kravis Roberts & Co (KKR) and Affinity Equity in 2009 for $1.8bn. But in January this year, A-B InBev confirmed plans to exercise its buyback option to reacquire the brewer, South Korea's biggest beer producer. Type: Blog entry Body: Anheuser-Busch InBev has finalised its US$5.3bn repurchase of South Korea's Oriental Brewery (OB). The Belgium-headquartered group had sold OB to private equity firm Kohlberg Kravis Roberts & Co (KKR) and Affinity Equity in 2009 for $1.8bn. But in January this year, A-B InBev confirmed plans to exercise its buyback option to reacquire the brewer, South Korea's biggest beer producer. Announcing the completion of the deal today (1 April), A-B InBev CEO Carlos Brito said: “We look forward to re-integrating OB into our global platform, as we endeavour to strengthen our position in the Asia Pacific region and continue growing our brands and providing additional consumer choice in South Korea.” A-B InBev said it plans to export OB's brands more widely, using its “global platform”. Meanwhile, the company also announced that OB brand Cass will be the official beer sponsor of the FIFA World Cup for South Korea. To read an analysis of A-B InBev's repurchase of OB, click here:http://www.just-drinks.com/analysis/analysis-anheuser-busch-inbevs-oriental-brewery-repurchase-looks-sensible_id112557.aspx Original news is here: http://www.just-drinks.com/news/anheuser-busch-inbev-completes-oriental-... Nid: 918 Post date: 02/26/2014 - 21:28 Title: AB InBev's profit rises 45 percent Teaser: AB InBev reported a $2.52 billion profit in the fourth quarter, up from $1.74 billion a year earlier, and sales rose 4.6 percent to $11.7 billion. The company expects to see an extra boost due to better global growth and the World Cup, especially in Brazil. Meanwhile the IUF affiliated National Confederation of Workers in the Food and Allied (CNTA) launched a national campaign to combat occupational accidents and occupational diseases in beverages sector on February 20, 2014. Type: Blog entry Body: AB InBev reported a $2.52 billion profit in the fourth quarter, up from $1.74 billion a year earlier, and sales rose 4.6 percent to $11.7 billion. The company expects to see an extra boost due to better global growth and the World Cup, especially in Brazil. Meanwhile the IUF affiliated National Confederation of Workers in the Food and Allied (CNTA) launched a national campaign to combat occupational accidents and occupational diseases in beverages sector on February 20, 2014. Read more here: http://www.beerworkers.org/blog/brazil-combating-accidents-and-occupatio... World’s biggest brewer’s results by region are as follows: Mexico - Eearnings before interest, taxes, depreciation, and amortization (EBITDA) rose by 54% to $1.23bn - Beer volumes were down by 2% for the 12 months of 2013 and by 4.5% in the final quarter - Domestic beer-only revenue-per-hectolitre grew by 6.6% in FY13 and by 7.3% in 4Q13 Latin America North (LAN) - EBITDA rose by 10.1% to $5.8bn in the year - LAN volumes fell by 3.3% in 2013, with beer volumes down 3.9% and soft drinks volume down 1.7% - Brazil beer volumes fell by 4.3% in FY13, and by 3.4% in the final quarter of the year - Brazil market share fell by 60 basis points in the year Latin America South (LAS) - EBITDA from the region increased by 17.4% to $1.5bn in 2013 - Volumes in fell by 3.1% in the year, with beer volumes down 2.8% and non-beer volumes down 3.5% - Argentina volumes fell by 1.9% in the full year North America - Earnings before interest, taxes, depreciation, and amortization (EBITDA) up by 0.4% to $6.7bn; total volumes down 2.6% in 2013 and 1.9% in the fourth quarter - US sales to retailers down by 2.9% in 2013; market share falling by about 50 basis points in the year and by 40 basis points in 4Q13 - In Canada, beer volumes fell by 2.3% in the year, with market share down by about 40 basis points Western Europe - EBITDA fell by 5% to $1.1bn in FY13 - Beer volumes in the region declined by 4.3% in the year and by 3.6% in 4Q - Belgium beer volumes fell by 3% in 2013 because of bad weather in the first half of the year - Germany's beer volumes were down by 7.1% in the year - UK volumes fell by 3% in the year, but Budweiser volumes increased by 3% Central & Eastern Europe - EBITDA dropped by 11.1% to $225m in the year - Beer volumes fell by 15.8% in 2013 and by 24.8% in the fourth quarter - Full-year Russian beer volumes decreased by 13.6% - In Ukraine, beer volumes fell by 18.9% in 2013, and by 41.3% in the last quarter, with the instability in the country significantly impacting beer consumption Asia Pacific - EBITDA grew 31.5% to $546m in 2013 with revenue-per-hectoliters jumping by 8.2% - Asia Pacific beer volumes increased by 9% in the year - China beer volumes grew by 8.9% Nid: 917 Post date: 02/26/2014 - 21:23 Title: Negotiations between AB InBev and Teamsters extend until March 31 Teaser: The Belgium-based company, whose North American headquarters is in St. Louis has extended a contract with the IUF affiliated International Brotherhood of Teamsters union in the U.S. another month as negotiations continue. Type: Blog entry Body: The Belgium-based company, whose North American headquarters is in St. Louis has extended a contract with the IUF affiliated International Brotherhood of Teamsters union in the U.S. another month as negotiations continue. Anheuser-Bush InBev and the Teamsters continue to work toward a new labor agreement for all 12 U.S. breweries. Nid: 916 Post date: 02/26/2014 - 21:22 Title: Beer workers in Brazil combat accidents and occupational diseases ahead of World Cup Teaser: The National Confederation of Workers in the Food and Allied (CNTA) launched a national campaign to combat occupational accidents and occupational diseases in breweries and beverages sector on February 20, 2014 in São Paulo. Some 50 leaders of federations and unions of workers in beverage sector who have registered complaints on occupational health and safety issues discussed alternatives for preventing and combating accidents and illnesses in workplaces. The development of a specific regulatory standard for the industry was one of the main demands of the workers. It was reported that between 2010 and 2012, there were 16,848 accidents in the sector, with 42 deaths in the same period. Type: Blog entry Body: The National Confederation of Workers in the Food and Allied (CNTA) launched a national campaign to combat occupational accidents and occupational diseases in breweries and beverages sector on February 20, 2014 in São Paulo. Some 50 leaders of federations and unions of workers in beverage sector who have registered complaints on occupational health and safety issues discussed alternatives for preventing and combating accidents and illnesses in workplaces. The development of a specific regulatory standard for the industry was one of the main demands of the workers. It was reported that between 2010 and 2012, there were 16,848 accidents in the sector, with 42 deaths in the same period. Representative body of 144 000 workers in the sector in Brazil says that profits during the World Cup will not be achieved at the expense of health and safety of workers. Companies such as AmBev ( present in 13 countries and owns the brands Antarctica, Bohemia, Brahma, Skol, Gatorade, Guarana Antarctica, Pepsi and Sukita among others) and FEMSA (present in 9 countries and owns the brands Coca-Cola,Fanta,Sprite,Nestea,Powerade among others) have flouted basic worker rights and contributed to the incidence of accidents and occupational diseases because of lack of prevention and poor working conditions. Some of the major complaints made by leaders from across the country were excessive workload, workers' exposure to dust and chemicals, lack of overtime pay and high incidence of repetitive strain injuries and bullying . Among the majority of complaints related to work accidents are situations involving cuts, falls, burns, poisoning, crushing and psychological trauma. According to the chairman of CNTA, Arthur Bueno de Camargo, demonstrations, strikes in the companies that do not act in relation to preventing and reducing accidents at work are not discarded by the workers . The union will officially share its concerns with the government and enterprises (through the National Confederation of Industry) in an attempt to discuss the possibility of creating a specific regulatory standard for the industry and also intensify inspections in the states and municipalities. Workers also deepened the discussion of the issue in the courts and with the entities for workers from other countries, with the purpose of creating an international focus for joint work in the industry to work with the coordination of the International Union of Food Industry Workers (IUF). "By June, we plan to be with this process running and secondly, if there is no respond on the part of entrepreneurs and government, we can seek other paths, such as demonstrations, strikes and campaigns against companies that do not show willingness to seek solutions in the prevention of accidents and diseases. We may also make a move for national strike in the beverage industry. We hope it is not necessary to seek this path, and we also hope that both the business and the government have common sense and will meet us to seek alternatives “commented Argues Bueno. Alarming numbers Brazil currently has 144,000 employees in the beverage industry the main one being São Paulo State, and followed by Rio de Janeiro with 33,000 and Pernambuco 11,000 workers. The example of the work done by CNTA in the refrigerator sector between 2004 and 2014, which resulted in the recent achievement of Norm No. 36 ( NR36/2013 ), the union wants to discuss improvements in the beverage industry and combat the high number of accidents and occupational diseases. According to data from the Ministry of Social Security (MPAS), between 2010 and 2012, there were 16,848 accidents in the sector with 42 deaths in the same period. The number of labor accident sickness benefits granted between 2010 and 2012 was 928. Despite the reduction in the number of accidents and deaths in the sector, the average is still considered alarming by CNTA. In 2010, 6,144 accidents were recorded with 17 deaths and in 2011 there were 5,634 accidents and 14 deaths, compared to 5,070 accidents and 11 deaths in 2012. Most accidents are recorded in the manufacturing of soft drinks and beers. Impacts According to Arthur Bueno de Camargo, the pressure and demands for achieving targets should increase during the World Cup, especially for companies sponsoring the World Tournament such as AmBev which represents about 32,000 workers in the Brazilian sector. "We can no longer tolerate accidents and the goal has to be zero no matter if the company has one or 3000 workers. Safe workplace should concern the government and society as whenever a worker departs for accident, illness or disability, it will be the society and the government to pay the bill "says the chairman of CNTA. For more information: Workers AmBev elaborate national agenda claim http://www.cntaafins.org.br/trabalhadores-da-ambev-elaboram-pauta-nacion... Disease publishes study on AMBEV / AB Inbev http://www.cntaafins.org.br/dieese-divulga-estudo-sobre-a-ambev-ab-inbev Brazil: Workers demanding better working conditions in the beverage industry http://www.cntaafins.org.br/brasil-trabalhadores-reivindicam-melhores-co... Workers organize AmBev national meeting for better working conditions http://www.cntaafins.org.br/trabalhadores-da-ambev-farao-encontro-nacion... Nid: 915 Post date: 02/26/2014 - 02:31 Title: Crown Holding Beer Can Strike Teaser: The union representing striking workers at a Toronto can manufacturing plant says the six-month job action is “threatening reliable supplies” of drink containers for beer makers like Molson Coors Brewing Co. According to the United Steelworkers (USW) union, the ongoing strike—and the use of replacement workers—at Crown Holdings, Inc.’s plant in Toronto is causing headaches for beer makers Molson Coors and Labatt Brewing Co., as well as Canadian soft drink maker Cott Corp. “We believe that using replacement workers is causing problems with quality control, shipment returns and failed efforts to operate the plant,” Lawrence Hay, a USW representative, said in a statement released by the union. The union said beer makers are “particularly vulnerable” to potential supply disruptions as they head into the busy spring and summer season Type: Blog entry Body: The union representing striking workers at a Toronto can manufacturing plant says the six-month job action is “threatening reliable supplies” of drink containers for beer makers like Molson Coors Brewing Co. According to the United Steelworkers (USW) union, the ongoing strike—and the use of replacement workers—at Crown Holdings, Inc.’s plant in Toronto is causing headaches for beer makers Molson Coors and Labatt Brewing Co., as well as Canadian soft drink maker Cott Corp. “We believe that using replacement workers is causing problems with quality control, shipment returns and failed efforts to operate the plant,” Lawrence Hay, a USW representative, said in a statement released by the union. The union said beer makers are “particularly vulnerable” to potential supply disruptions as they head into the busy spring and summer season About 130 Crown workers from the plant have been on strike since Sept. 6, 2013. In addition to recruiting replacement workers keep the plant operating during the labour dispute, the USW alleges Crown has been importing cans from its plants in the United States to meet Canadian demand. “Importing replacement workers and incurring costs to ship cans—and risking the loss of its customer base in Canada—shows the lengths that Crown’s management will go to try to break our union,” Hay said. The USW said Crown is seeking two-tier wage rates and pension freezes in negotiations with the union. Crown’s Toronto is the U.S.-based company’s largest facility in Canada Nid: 914 Post date: 02/09/2014 - 14:41 Title: Craft Beers Really Aren't Teaser: Based on their labels, and even by the long histories detailed on their websites, you’d never know some seemingly independent, seemingly craft beers are owned by gigantic corporations Type: Blog entry Body: Based on their labels, and even by the long histories detailed on their websites, you’d never know some seemingly independent, seemingly craft beers are owned by gigantic corporations . Thanks to rounds of industry buyouts, combined with marketing that’s been declared by beer enthusiasts as misleading—or “crafty”—it’s sometimes difficult to tell which beer brands are truly the indie craft operations they present themselves to be. Here are a few examples: Blue Point. The company’s story began in Long Island more than ten years ago, when a pair of home-brewing enthusiasts decided to open a microbrewery—reportedly Long Island’s first. The timing coincided with the rapid expansion of craft brewing around the country, and eventually the Blue Point Brewing Company worked its way to be among the top 50 American craft brewers by sales volume. Blue Point’s official status as a craft beer ended this week, however, when it was purchased by Anheuser-Busch InBev, the world’s largest beer company. Blue Moon. The largest of the so-called “crafty beers,” which are marketed as their own indie labels yet are produced by industry giants, Blue Moon is owned by MillerCoors. While the MillerCoors site acknowledges this is the case, Blue Moon’s “Our Story” page skips over the corporate parentage issue. (MORE: One Way to Tell If You Are Wealthy) Boulevard. Based in Kansas City, Boulevard ranked as the nation’s 12th largest craft brewer before it was bought by the Belgian brewer Duvel last fall. Goose Island. “Goose Island is a craft beer, period,” Goose Islander founder John Hall told me last summer. According to the Brewers Association’s definition, however, Goose Island’s qualification as a craft product ended in 2011, when the popular Chicago-based brewer was purchased by Anheuser-Busch. One of the association’s requirements to be in the craft category, you see, is independent ownership. Leinenkugel. The brew with the name often mistaken as an import is another MillerCoors offering listed under the company’s “Craft” section. The others are Blue Moon (see above), Batch 19, Crispin Original Cider, Henry Weinhard’s Private Reserve, and Killian’s Irish Red. Redhook. Despite its prominent spot in the Craft Brew Alliance, which also includes the Widmer Brothers, Kona Brewing, and Omission brands, Redhook is not considered a craft brewer by the Brewers Association because one-third of the company is owned by Anheuser-Busch InBev. Shock Top. The fact that it’s brewed in St. Louis is the only hint that Shock Top is owned by another brewer that was born in the city and has since fallen into the hands of foreign owners: Anheuser Busch. So like Blue Moon, Shock Top is considered in the beer community as a faux-craft “crafty” beer, rather than the genuine article. Nid: 913 Post date: 02/08/2014 - 23:58 Title: Workers at Labatt End Eleven Month Strike – Ratify New Collective Agreement Teaser: ST. JOHN’S, NEWFOUNDLAND AND LABRADOR, CANADA – Striking workers at the Labatt plant in St. John’s have voted to accept a new collective agreement, ending an eleven month strike. The workers are members of the Newfoundland and Labrador Association of Public and Private Employees (NAPE). According to NAPE President Carol Furlong, the Union and the Employer, with assistance of a Conciliation Officer, have dedicated the past two months to trying to find a settlement to the ongoing dispute. “It was a difficult round of bargaining as was evident by the job action taken by the 45 employees,” said Furlong. “Ultimately, both parties were successful in finding resolutions to many complex issues during this round of collective bargaining Type: Blog entry Body: ST. JOHN’S, NEWFOUNDLAND AND LABRADOR, CANADA – Striking workers at the Labatt plant in St. John’s have voted to accept a new collective agreement, ending an eleven month strike. The workers are members of the Newfoundland and Labrador Association of Public and Private Employees (NAPE). According to NAPE President Carol Furlong, the Union and the Employer, with assistance of a Conciliation Officer, have dedicated the past two months to trying to find a settlement to the ongoing dispute. “It was a difficult round of bargaining as was evident by the job action taken by the 45 employees,” said Furlong. “Ultimately, both parties were successful in finding resolutions to many complex issues during this round of collective bargaining .” The new collective agreement will expire March, 2020. The workers will be heading back to work as early as Tuesday of next week. The Union is now lifting the boycott on Labatt products that has been in effect since June. Furlong said, “We believe the support from the people of our province for the boycott had a significant impact on the outcome and we are very appreciative of that support. We hope that the public will continue that show of support for those workers and return to purchasing Labatt products.” “This is an incredible story that a small group of 45 workers in St. John’s would receive such international attention and solidarity from workers as far away as Argentina, Australia, Belgium, the United States, and across Canada. We are very grateful for the support that helped our workers through this difficult time,” Furlong stated. Nid: 912 Post date: 01/30/2014 - 21:41 Title: SABMiller to Invest US$110 Million in Nigeria Teaser: ABMiller's Nigerian subsidiary, Intafact Beverages Ltd, announces the expansion of its brewery in Onitsha, South Eastern Nigeria. SABMiller made an initial investment of over US$100 million in the Onitsha brewery, making it the largest single investment in Anambra State for almost 20 years. Type: Blog entry Body: ABMiller's Nigerian subsidiary, Intafact Beverages Ltd, announces the expansion of its brewery in Onitsha, South Eastern Nigeria. SABMiller made an initial investment of over US$100 million in the Onitsha brewery, making it the largest single investment in Anambra State for almost 20 years. Due to growth and in particular the success of Hero Lager, a further US$110 million will be invested in the brewery to triple its current annual capacity from 700,000 to 2.1 million hectolitres. Currently, the business directly employs 300 local people and the investment will lead to the creation of a further 400 direct jobs. The capacity expansion work has already commenced and is due for completion in the first quarter of 2015. The brewery will continue to produce brands including Hero Lager, Castle Milk Stout and non-alcoholic malt beverages Grand Malt and Beta Malt. Nid: 911 Post date: 01/30/2014 - 15:54 Title: Anheuser-Busch InBev Chases Efficiencies From Oriental, But Where? Teaser: Anheuser-Busch InBev's plan to buy back Oriental Brewery serves as the strongest indictment yet of the rude health the global brewer is currently in. On 20 January, the Belgium-headquartered company confirmed the rumours: It will reacquire South Korea's Oriental from private equity group Kohlberg Kravis Roberts & Co (KKR) and Affinity Equity for US$5.8bn. A-B InBev sold the unit to KKR in 2009 for $1.8bn, as it embarked on a de-leveraging programme, introduced to help pay back a $7bn bridge loan taken out to help finance InBev's $52bn acquisition of Anheuser-Busch in 2008. Type: Blog entry Body: Anheuser-Busch InBev's plan to buy back Oriental Brewery serves as the strongest indictment yet of the rude health the global brewer is currently in. On 20 January, the Belgium-headquartered company confirmed the rumours: It will reacquire South Korea's Oriental from private equity group Kohlberg Kravis Roberts & Co (KKR) and Affinity Equity for US$5.8bn. A-B InBev sold the unit to KKR in 2009 for $1.8bn, as it embarked on a de-leveraging programme, introduced to help pay back a $7bn bridge loan taken out to help finance InBev's $52bn acquisition of Anheuser-Busch in 2008. That's a pretty tidy profit for KKR, huh? By my calculations ... that's ... hang on ... $4bn. Before we start drafting our begging letters to the private equity group, though, consider this: In 2009, A-B InBev was in clear need of the funds to pay off its loan. Less than five years later, the brewer is now in a position to "draw on existing liquidity to fund the acquisition". How's that for a turnaround? Hats should be doffed in KKR's and Affinity's direction, meanwhile, for driving Oriental in the five years since they closed the acquisition to overtake Hite Brewery as the largest brewer in South Korea. One thing puzzles, however: Considering the M.O. of private equity - buy it, strip costs to the bone, sell it - how does A-B InBev realistically expect to "realise improved efficiencies" post-purchase? There can't be that many efficiencies left to be had, surely? Nid: 910 Post date: 01/29/2014 - 02:14 Title: Pete Seeger passes away at age 94 Teaser: I know this is a little different for this site. It isn't a beer article but it is a tribute to one of the early union supporters. Mr Seeger was an activist until the day he died. He believed in the common working man and peoples' rights and freedoms no matter what race, color or sex they are. The following are the Lyrics to a song he wrote in 1942 to support the union movement Type: Blog entry Body: I know this is a little different for this site. It isn't a beer article but it is a tribute to one of the early union supporters. Mr Seeger was an activist until the day he died. He believed in the common working man and peoples' rights and freedoms no matter what race, color or sex they are. The following are the Lyrics to a song he wrote in 1942 to support the union movement . . . Now, if you want higher wages let me tell you what to do You got to talk to the workers in the shop with you You got to build you a union, got to make it strong But if you all stick together, boys, it won't be long You get shorter hours, better working conditions Vacations with pay. Take your kids to the seashore It ain't quite this simple, so I better explain Just why you got to ride on the union train 'Cause if you wait for the boss to raise your pay We'll all be a-waitin' 'til Judgment Day We'll all be buried, gone to heaven St. Peter'll be the straw boss then Now you know you're underpaid but the boss says you ain't He speeds up the work 'til you're 'bout to faint You may be down and out, but you ain't beaten You can pass out a leaflet and call a meetin' Talk it over, speak your mind Decide to do somethin' about it Course, the boss may persuade some poor damn fool To go to your meetin' and act like a stool But you can always tell a stool, though, that's a fact He's got a yaller streak a-runnin' down his back He doesn't have to stool, he'll always get along On what he takes out of blind men's cups You got a union now, and you're sittin' pretty Put some of the boys on the steering committee The boss won't listen when one guy squawks But he's got to listen when the union talks He'd better, be mighty lonely Everybody decide to walk out on him Suppose they're working you so hard it's just outrageous And they're paying you all starvation wages You go to the boss and the boss would yell "Before I raise your pay I'd see you all in hell." Well, he's puffing a big cigar, feeling mighty slick 'Cause he thinks he's got your union licked Well, he looks out the window and what does he see But a thousand pickets, and they all agree He's a bastard, unfair, slavedriver Bet he beats his wife Now, boys, you've come to the hardest time The boss will try to bust your picket line He'll call out the police, the National Guard They'll tell you it's a crime to have a union card They'll raid your meetin', they'll hit you on the head They'll call every one of you a goddam red Unpatriotic, Japanese spies, sabotaging national defense But out at Ford, here's what they found And out at Vultee, here's what they found And out at Allis-Chalmers, here's what they found And down at Bethlehem, here's what they found That if you don't let red-baiting break you up And if you don't let stoolpigeons break you up And if you don't let vigilantes break you up And if you don't let race hatred break you up You'll win. What I mean, take it easy, but take it Nid: 909 Post date: 01/22/2014 - 16:34 Title: A-B InBev Bonuses Teaser: With St. John's still on strike and the American Teamsters into bargaining I am sure that both are hearing how hard done by the company is and how they need to cut costs. This is an interesting story. Type: Blog entry Body: With St. John's still on strike and the American Teamsters into bargaining I am sure that both are hearing how hard done by the company is and how they need to cut costs. This is an interesting story. Anheuser-Busch InBev’s (ABI) efforts to buy back a Korean brewing subsidiary it flogged to KKR, a private-equity firm, in 2009. Or, rather, we used the deal as an excuse to examine ABI’s gigantic $2.5 billion bonus package for its 40 most senior executives. The payouts were unlocked in part by the disposal programme, one element of which is now being reversed. The Korean deal is now confirmed. It is even pricier than the $4 billion that we had expected: ABI will pay a whopping $5.8 billion, or more than three times the $1.8 billion it sold out for in 2009, to reacquire Oriental Brewery, reuniting the Cass brand with Budweiser and Beck’s. The price tag is higher mainly because Oriental has grown faster than anyone forecast in its time away from ABI. That matters because ABI had an option to reverse the 2009 sale if it paid 11 times Oriental’s profits (more precisely, its earnings before interest, tax, depreciation and amortisation, or ebitda). It looks like it is paying slightly more than that, as Oriental’s ebitda is now “approximately $500m”, according to ABI. The slight mark-up may be explained by currency factors, or because the deal is happening slightly sooner than the start of ABI’s repurchase option period, in July. An ebitda multiple of 11 times is still a pretty good deal, mind you, as brewery assets tend to go for a bit more and Korea is a rare example of a rich country where beer volumes are still going up. At first glance it looks like an extraordinary deal for KKR, even though it sold off half its stake to a local rival soon after its 2009 acquisition. It has reportedly made five-fold its $750m original investment (the rest of the money used to buy Oriental would have been borrowed). A buy-out deal that makes two-times return is considered pretty good these days; five-fold is superlatively good, especially for a stable asset like an established brewery. Making five times your money in five years equates to 38% annual returns, by the way. All this suggests one of four things, none of which reflects well on ABI’s bosses. The first is that they sold Oriental for too little in 2009, given that there was clear potential to increase profits in a relatively short space of time. The second is that there were lots of obvious things Oriental’s owners could do to boost profits, which ABI didn’t do prior to 2009, which doesn't serve shareholders' interests. The third is that private-equity buyers with no real brewing experience can do at least as good a job as ABI when it comes to running a beer business—even though they didn’t have the economies of scale that Oriental would have by being inside ABI. The fourth is that ABI was happy enough to borrow at what is in effect a 38% interest rate, given how stretched its balance sheet was in 2009. KKR and its investors undoubtedly deserve the riches that will befall them. They have taken a risk with their own cash and increased the size of a business at double-quick pace. In the meantime, ABI’s managers, who haven’t invested their own money, will share an extra $2.5 billion in bonuses, including nearly $300m for Carlos Brito, the company's boss. Back of the beermat calculations suggest that just the share price bump from Monday morning will give each of the 40 senior executives a $367,000 windfall, and Mr Brito an extra $1.7m. Nid: 908 Post date: 01/17/2014 - 20:44 Title: South Korea: AB InBev, KKR in advanced talks over $4.5 billion Oriental Brewery deal Teaser: Anheuser-Busch InBev SA is in advanced discussions to buy South Korea's Oriental Brewery from private equity owners KKR & Co LP and Affinity Equity Partners for more than $4.5 billion. The parties are hammering out final terms of a deal with the aim to reach an agreement before the end of January. Discussions are continuing and could still fall apart, and there is no guarantee that a deal will be struck, the people cautioned, asking not to be named because the matter is not public. If final terms are agreed, a deal could come as early as next week. Type: Blog entry Body: Anheuser-Busch InBev SA is in advanced discussions to buy South Korea's Oriental Brewery from private equity owners KKR & Co LP and Affinity Equity Partners for more than $4.5 billion. The parties are hammering out final terms of a deal with the aim to reach an agreement before the end of January. Discussions are continuing and could still fall apart, and there is no guarantee that a deal will be struck, the people cautioned, asking not to be named because the matter is not public. If final terms are agreed, a deal could come as early as next week. KKR and Affinity Equity declined to comment, while AB InBev did not immediately respond to requests for comment. Oriental Brewery could not be immediately reached for comment. AB InBev, the world's biggest brewer, sold Oriental Brewery to KKR for $1.8 billion in 2009. That sale was part of InBev's efforts to raise money to ease the debt burden from its acquisition of U.S. beer maker Anheuser-Busch a year earlier. KKR later sold half of the equity stake in Oriental Brewery to Affinity. Nid: 907 Post date: 01/16/2014 - 18:14 Title: Carlsberg: Emerging from the Russian winter Teaser: As Russia finally offers the world's brewers a period of (relative) calm, market leader Carlsberg looks poised to turn the corner this year. But, could 2014 be a case of déjà vu for the Danish company? Following the co-takeover of its Baltic Beverages Holding JV partner, Scottish & Newcastle, in 2008, Carlsberg has seen Russia become its major market: Today, the country generates around 40% of the brewer's profits. But, a wave of measures introduced by the authorities in recent years - including regular tax rises and bans on advertising and sales from kiosks - has hammered the country's beer market. Type: Blog entry Body: As Russia finally offers the world's brewers a period of (relative) calm, market leader Carlsberg looks poised to turn the corner this year. But, could 2014 be a case of déjà vu for the Danish company? Following the co-takeover of its Baltic Beverages Holding JV partner, Scottish & Newcastle, in 2008, Carlsberg has seen Russia become its major market: Today, the country generates around 40% of the brewer's profits. But, a wave of measures introduced by the authorities in recent years - including regular tax rises and bans on advertising and sales from kiosks - has hammered the country's beer market. Back in November, as it announced flat sales for the nine months to the end of September, Carlsberg highlighted the "challenging market environment in Eastern Europe with Russia continuing to be impacted by outlet closures and slower macro-economic growth". A new year, however, suggests a new dawn for Carlsberg, according to Trevor Sterling, an analyst with Bernstein. “We expect 2014 to represent a point of inflection for Carlsberg, with modest improvements in top-line trends,” he said late last week. Sterling admits, however, that he is at risk of repeating himself. “To be honest,” he continues, “we thought the same at the start of 2013; and we were wrong, as we significantly underestimated the impact of the kiosk ban in Russia.” The choppy Russian seas of the last five years or so now appear to be behind us. “These (government) measures are now well understood,” Sterling says. “There have been no new material restrictions legislated for two-and-a-half years (with the 2013 kiosk ban being the last to be implemented). “Indeed, the Russian Government has indicated that it feels that it does not need any further regulatory constraints. Whilst it is too early to be definitive, it is encouraging to see beer industry volumes stabilise towards the end of 2013.” So, while Carlsberg's full-year results statement, expected on 19 February, may still prove grim reading, the brewer will be hoping, finally, for a Slavic sunrise in 2014. Nid: 906 Post date: 01/16/2014 - 18:10 Title: US: Anheuser-Busch InBev rolls out Stella Artois Cidre nation-wide Teaser: Stella Artois Cidre is being rolled out to all 50 US states as brand owner Anheuser-Busch InBev looks to capitalise on the category's growing popularity. The brand was first introduced to 26 US states last May. Cidre will also be made available on draught in bars and restaurants throughout the country. In the off-trade, it is available in four-packs of 12-ounce bottles and single, 24-ounce bottles. The US cider market is still showing significant growth, with on-trade category volumes up 53% in the year to November, latest figures show. However, the category remains a tiny portion of the US' overall beer market. The brewer is also launching a major new hard cider brand - Johnny Appleseed - in April, it revealed last year. Type: Blog entry Body: Stella Artois Cidre is being rolled out to all 50 US states as brand owner Anheuser-Busch InBev looks to capitalise on the category's growing popularity. The brand was first introduced to 26 US states last May. Cidre will also be made available on draught in bars and restaurants throughout the country. In the off-trade, it is available in four-packs of 12-ounce bottles and single, 24-ounce bottles. The US cider market is still showing significant growth, with on-trade category volumes up 53% in the year to November, latest figures show. However, the category remains a tiny portion of the US' overall beer market. The brewer is also launching a major new hard cider brand - Johnny Appleseed - in April, it revealed last year. Nid: 905 Post date: 01/16/2014 - 11:12 Title: Colombian brewery union leader assassinated Teaser: Ever Luis Marín Rolong, a regional leader of the SINALTRACEBA brewery workers union was murdered on January 4 by unknown gunmen who fired six times at him, as he was waiting for a bus in the town of Soledad. The next day the President of SINALTRACEBA, Gamboa Rafael Maldonado, received death threats from paramilitaries while the union was holding its General Assembly. The person on the phone, stated to the union President that they had already taken the life of Ever Luis and he would be next. CLICK the following link to send a message to the government of Colombia: http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=834 Type: Blog entry Body: Ever Luis Marín Rolong, a regional leader of the SINALTRACEBA brewery workers union was murdered on January 4 by unknown gunmen who fired six times at him, as he was waiting for a bus in the town of Soledad. The next day the President of SINALTRACEBA, Gamboa Rafael Maldonado, received death threats from paramilitaries while the union was holding its General Assembly. The person on the phone, stated to the union President that they had already taken the life of Ever Luis and he would be next. CLICK the following link to send a message to the government of Colombia: http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=834 Ever Luis Marín Rolong had worked at the Aguila brewery as an electrician for 26 years and recently had participated in the union activities to sign a collective bargaining agreement. The IUF sends its deepest condolences to Ever Luis's family, the union, his friends and co-workers and joins with the national center CUT and unions around the world in condemning this assassination of yet another Colombian trade unionist and calls on the authorities to take the necessary actions to find those responsible for the murder and bring them to justice. Nid: 904 Post date: 01/13/2014 - 12:12 Title: Warsteiner shares €106m fine for German beer cartel, AB InBev escapes Teaser: Germany’s Federal Cartel Office is set to fine five of the nation's brewers including Warsteiner €106m for fixing beer prices from 2006-2008 but AB InBev has escaped punishment. The five companies handed down fines, as part of the cartel between 2006-2008, are: Bitburger, Krombacher, Veltins, Warsteiner and Barre, Germany's Federal Cartel Office (FCO) said on 13 January. Seven un-named individuals also face action for being involved in the “illegal price fixing agreements”, the authority said. Type: Blog entry Body: Germany’s Federal Cartel Office is set to fine five of the nation's brewers including Warsteiner €106m for fixing beer prices from 2006-2008 but AB InBev has escaped punishment. The five companies handed down fines, as part of the cartel between 2006-2008, are: Bitburger, Krombacher, Veltins, Warsteiner and Barre, Germany's Federal Cartel Office (FCO) said on 13 January. Seven un-named individuals also face action for being involved in the “illegal price fixing agreements”, the authority said. Andreas Mundt, the FCO's president, said: "As a result of our investigations we were able to prove the existence of price-fixing agreements between breweries; most of which were based purely on personal and telephone contacts. “The price increases of five to seven euros per hectolitre for draught beer in 2006 and 2008 were agreed on this basis. In 2008 a price increase was agreed for bottled beer with the intention of making the 20-bottle crates one euro more expensive”. The fining decisions are not yet final and can be appealed against to the Düsseldorf Higher Regional Court, the FCO said. The investigation was triggered by an “application for leniency” filed by Anheuser-Busch InBev's German unit, the FCO said. As a result, A-B InBev is not being fined. The FCO said that Bitburger, Krombacher, Veltins and Warsteiner also cooperated with the investigation, which was was “taken into account as mitigating factors” in calculating the fines. Investigations are still on-going against two other brewery groups and four regional breweries in North Rhine-Westphalia, plus their regional association for their involvement in a regional price-fixing group, the cartel office said. Nid: 903 Post date: 01/12/2014 - 17:04 Title: Colombian Government Responds to Murder of Union Leader Teaser: The Colombian Labor Ministry on Tuesday expressed regret over the murder of a regional leader of the Sinaltraceba brewery workers union in the northern coastal province of Atlantico. Unknown gunmen on Saturday fired six times at Ever Luis Marin Rolong, a 46-year-old electrician, as he was waiting for a bus in the town of Soledad Type: Blog entry Body: The Colombian Labor Ministry on Tuesday expressed regret over the murder of a regional leader of the Sinaltraceba brewery workers union in the northern coastal province of Atlantico. Unknown gunmen on Saturday fired six times at Ever Luis Marin Rolong, a 46-year-old electrician, as he was waiting for a bus in the town of Soledad . Marin was transported immediately to the Police Clinic, where he died. “The labor portfolio laments what happened and sends a message of condolence to his relatives and associates, as well as to his work colleagues,” said the Labor Ministry in a communique. The union leader had worked for 26 years at the Aguila brewery and recently had participated in the Sinaltraceba activities to sign a collective bargaining agreement. The ministry asked the police and judicial authorities to take the necessary actions to find those responsible for the murder and called for a commitment to labor rights and the union association. In October, the government of President Juan Manuel Santos admitted that since 1986 some 12,000 murders and threats against union members have been carried out within the framework of Colombia’s decades-long armed conflict and it identified them as one of the main groups of victims of the violence. The halting of union violence was one of the main demands of U.S. Democratic lawmakers during the negotiations leading to a free trade agreement with Colombia, a process that lasted more than a decade and which did not enter into force until May 2012. Nevertheless, Reps. George Miller and James McGovern in late 2013 published a report in which they revealed that abuses of labor rights continue in Colombia with the perpetrators going unpunished in 83 percent of reported cases. Nid: 902 Post date: 01/08/2014 - 10:53 Title: AB InBev's Merger and acquisition prospects for 2014 Teaser: How likely is it that Anheuser-Busch InBev will get out its chequebook in 2014? The brewer completed its US$20bn swoop for Mexico's Grupo Modelo last year, but one analyst believes its thirst for M&A – inside and outside of beer - remains high. The most likely deal is for the Budweiser brewer to exercise its option to buy back South Korea's Oriental Brewery for around US$3.7bn, according to Stifel analyst Mark Swartzberg. A-B InBev sold Oriental to private equity group Kohlberg Kravis Roberts (KKR) & Co in 2009 for around $1.8bn. As part of the original deal, which took place shortly after InBev bought A-B in 2008, the Belgium-headquartered group agreed an option to re-acquire Oriental after five years. That deadline arrives in July, so it's one to watch. Type: Blog entry Body: How likely is it that Anheuser-Busch InBev will get out its chequebook in 2014? The brewer completed its US$20bn swoop for Mexico's Grupo Modelo last year, but one analyst believes its thirst for M&A – inside and outside of beer - remains high. The most likely deal is for the Budweiser brewer to exercise its option to buy back South Korea's Oriental Brewery for around US$3.7bn, according to Stifel analyst Mark Swartzberg. A-B InBev sold Oriental to private equity group Kohlberg Kravis Roberts (KKR) & Co in 2009 for around $1.8bn. As part of the original deal, which took place shortly after InBev bought A-B in 2008, the Belgium-headquartered group agreed an option to re-acquire Oriental after five years. That deadline arrives in July, so it's one to watch. Meanwhile, Swartzberg, a close A-B InBev watcher, believes the group is "at a crossroads" given its reduction in leverage and will "likely consider additional accretive M&A in and outside of beer". He raises the spectre of the well-worn rumour of a mega-deal with SABMiller, but offers no solid steer. Outside of alcohol, Swartzberg hints that energy drinks producer Monster Beverage Corp could be a target, but will not be a “priority”. “We think its strategic value includes its economic importance to US distributors,” the analyst said in a note today (7 January). The Coca-Cola Co has previously been linked to Monster. Big beer has suffered for a while in North America as craft continues to raise its share. But, A-B InBev's short-term prospects in the region are looking healthier, according to Swartzberg. He predicts a return to volume growth in the region for the brewer in 2014, helped by new packaging and a major advertising push for its Bud Light brand. In Brazil, the group is also expected to get a major boost from this Summer's FIFA World Cup, through its AmBev unit in the country. The original link of the story is here: http://www.just-drinks.com/analysis/analysis-anheuser-busch-inbevs-ma-pr... Nid: 901 Post date: 01/06/2014 - 10:13 Title: UK: Molson Coors sells Tradeteam stake to DHL Teaser: DHL has taken full control of UK drinks logistic business Tradeteam after buying out its joint-venture partner, Molson Coors. The company said on 31 December that its supply chain unit had acquired the “remaining shares” in Tradeteam from the brewer. Finanical details of the deal were not disclosed. DHL has been the “primary” stakeholder in Tradeteam since 1995 and managed the business “in partnership” with Molson Coors. Type: Blog entry Body: DHL has taken full control of UK drinks logistic business Tradeteam after buying out its joint-venture partner, Molson Coors. The company said on 31 December that its supply chain unit had acquired the “remaining shares” in Tradeteam from the brewer. Finanical details of the deal were not disclosed. DHL has been the “primary” stakeholder in Tradeteam since 1995 and managed the business “in partnership” with Molson Coors. “Having reviewed their respective strategic objectives, the partners have decided that it was an appropriate time to complete the transition of the company from its origins as an in-house distribution department of Bass Brewers (since acquired by Molson Coors) to a fully independent drinks logistics specialist,” DHL said in a statement. A Molson Coors spokesperson confirmed that the brewer would still use Tradeteam for distribution. Separately, in a statement, Philip Whitehead, the brewer's commercial excellence director, said: “The deal is designed to use DHL’s skills and knowledge in logistics to improve the network which will result in greater flexibility and performance for our customers.” Unfortunately, greater flexibility might mean change in the working conditions and particularly more precariousness and even dismissals. The IUF calls on DHL to respect the rights of Tradeteam workers and prevent any restructuring to worsen the existing conditions and benefits of workers. Nid: 900 Post date: 01/03/2014 - 22:58 Title: AB-InBev Labatt workers off job since spring 2013 Teaser: Labatt workers off job since spring 2013 Three Labatt employees who were eligible for retirement in the past year are left in limbo as the strike nears the 10-month mark. Striking Labatt Brewery workers had a bitterly cold day on the picket line Thursday when temperatures reached -30 C with the windchill. The strike has been ongoing for almost 10 months. One of them was Newfoundland and Labrador Association of Public and Private Employees (NAPE) Local 7004 president Frank O’Leary, who said he could have taken early retirement in 2013. “It’s up in the air, that’s it,” said O’Leary, who has worked at the Leslie Street brewery for 32 years and may lean towards leaving over sour relations after the strike is concluded and there’s a contract. Type: Blog entry Body: Labatt workers off job since spring 2013 Three Labatt employees who were eligible for retirement in the past year are left in limbo as the strike nears the 10-month mark. Striking Labatt Brewery workers had a bitterly cold day on the picket line Thursday when temperatures reached -30 C with the windchill. The strike has been ongoing for almost 10 months. One of them was Newfoundland and Labrador Association of Public and Private Employees (NAPE) Local 7004 president Frank O’Leary, who said he could have taken early retirement in 2013. “It’s up in the air, that’s it,” said O’Leary, who has worked at the Leslie Street brewery for 32 years and may lean towards leaving over sour relations after the strike is concluded and there’s a contract. “It’s hard on everybody.” No formal talks have been held since July. The beer strike of 1985, which affected both breweries, lasted 7 1/2 months. The union wants a conciliation board appointed, but Labatt does not. A conciliator has been involved in the process. Not bound Labatt Breweries of Canada director of corporate affairs Wade Keller said it’s in both sides’ interest to try to resolve it between themselves, and a board decision would not be binding. He said the company hasn’t seen any loss in sales because of the boycott called for by the union, but it doesn’t like the situation, either. The company has made overtures and hopes there will be progress in the new year, he added. “Right now, it’s status quo,” Keller said. The monetary offer will put the Labatt brewery workers in St. John’s in line with others in the company’s network across the country, he said. As the strike heads toward the one-year mark, O’Leary said the presence of replacement workers and the length of the strike without government action could spell the “death of unions.” “We are very disappointed in the company. Since Day 1, the first week of proposals, there has been no movement at all,” O’Leary said. About 50 workers are on strike at the plant. Besides monetary issues, Keller said shift scheduling is another principal at odds between the two sides. “I didn’t see it hitting nine months. Who knows, sometimes it can come together really quickly.” The company has continued to brew beer with the replacement workers. “The company would like to have the unionized workers back to work,” Keller said. The workers voted for the strike in April, but the company claims the employees walked out in late March. A spokesman for the Department of Justice said the NAPE request for a conciliation board is under review, while a senior conciliation officer continues to try to help the two sides resolve the dispute. The spokesman said the primary responsibility for negotiating a collective agreement remains with the two sides. In November, NAPE called on the provincial government to introduce legislation to prevent the use of replacement workers and strikebreakers during a legal strike. The union blamed lack of such legislation for the prolonged brewery strike. Nid: 899 Post date: 12/22/2013 - 16:04 Title: Right to Work Problems Teaser: This story is more about what is in the future than about the union actions. The questions raised by this is do people that don't pay union dues vote on union business. The republican party won't let you vote to elect there representatives unless you are a dues paying member so why do unions ave to do this. The people fighting not to pay dues are backed by multi-national companies that won't stop until all unions are busted and there is no middle class. It is not about a persons right to work it is about corporate greed. This is a growing movement that must be stopped. Type: Blog entry Body: This story is more about what is in the future than about the union actions. The questions raised by this is do people that don't pay union dues vote on union business. The republican party won't let you vote to elect there representatives unless you are a dues paying member so why do unions ave to do this. The people fighting not to pay dues are backed by multi-national companies that won't stop until all unions are busted and there is no middle class. It is not about a persons right to work it is about corporate greed. This is a growing movement that must be stopped. Teamsters Union Backs Away From Discriminatory Practice Mackinac Center Legal Foundation lawsuit prompts policy change By JACK SPENCER | Dec. 9, 2013 A Teamsters union that represents city of Dearborn workers is backing down from a policy of charging non-union employees a fee for filing a grievance. The reversal comes after the Teamsters initially tried to punish and intimidate employees who exercised their rights to leave the union as part of the state's right-to-work law. After being taken to court over its actions, the Teamsters Local 214 ended its policy of charging non-union employees $150 for filing a grievance. The union filed paperwork with the court on Friday. It is unlikely the Teamsters would have been successful defending the policy in court. In a 1944 ruling, the U.S. Supreme Court held that unions cannot discriminate against any members of a bargaining unit because the unions have been granted a monopoly as the exclusive bargaining representative. "We are gratified that Teamsters Local 214 decided to actually comply with the law rather than fight to discriminate against the very people they represent," said Derk Wilcox, senior attorney for the Mackinac Center Legal Foundation, which is representing three Dearborn city workers in the case. Under the state's right-to-work law, employees cannot be required to pay dues or fees to a union as a condition of employment. Teamsters Local 214's policy of charging non-union employees dated back only a few months. On June 10, the union's president, Joseph Valenti, signed the policy and it officially took effect July 1, just three months after the right-to-work law went into effect. The way the policy worked, all employees were to be assessed the $150 fee for filing a grievance, but the fee was waived for dues-paying union members. Valenti was quoted in the Washington Free Beacon as saying the workers who filed the lawsuit against the union were "committing suicide." Nid: 898 Post date: 12/06/2013 - 16:42 Title: Protest against AB InBev job cuts in Germany Teaser: Works council of Becks in Germany protested the brewery owned by Anheuser-Busch InBev against the planned job cuts in Bremen. The protest action is led by the chairman of works council Jens Bujok and the NGG stewards. Anheuser-Busch InBev is planning to cut around 10% of the workforce (151 jobs) at its biggest production plant in Germany. Type: Blog entry Body: Works council of Becks in Germany protested the brewery owned by Anheuser-Busch InBev against the planned job cuts in Bremen. The protest action is led by the chairman of works council Jens Bujok and the NGG stewards. Anheuser-Busch InBev is planning to cut around 10% of the workforce (151 jobs) at its biggest production plant in Germany. Nid: 897 Post date: 12/05/2013 - 18:33 Title: Angry US beer drinkers allege AB InBev ‘puppet’ Constellation misled court on price hikes Teaser: Constellation Brands misled a Federal court by arguing that it would not co-ordinate beer prices rises to follow AB InBev after the Grupo Modelo takeover and then doing so, nine US beer drinkers claim. Type: Blog entry Body: Constellation Brands misled a Federal court by arguing that it would not co-ordinate beer prices rises to follow AB InBev after the Grupo Modelo takeover and then doing so, nine US beer drinkers claim. Read more here : http://www.beveragedaily.com/Manufacturers/Angry-US-beer-drinkers-allege... Nid: 896 Post date: 11/28/2013 - 21:58 Title: NAPE calls for legislation to end the use of strikebreakers in Canada Teaser: St. John's (28 Nov. 2013) - The Newfoundland and Labrador Association of Public and Private Employees (NAPE/NUPGE) is calling on the provincial government to immediately introduce legislation that will prevent the use of replacement workers and strikebreakers during a legal strike. Go to Facebook Support NL Labatts Workers on strike NAPE/NUPGE calls on government to introduce legislation to ban strikebrakers “The lack of such legislation has prolonged strikes and caused undue hardship for the working people of this province, including the workers who are currently on strike at Labatt in St. John’s,” said NAPE President Carol Furlong. Type: Blog entry Body: St. John's (28 Nov. 2013) - The Newfoundland and Labrador Association of Public and Private Employees (NAPE/NUPGE) is calling on the provincial government to immediately introduce legislation that will prevent the use of replacement workers and strikebreakers during a legal strike. Go to Facebook Support NL Labatts Workers on strike NAPE/NUPGE calls on government to introduce legislation to ban strikebrakers “The lack of such legislation has prolonged strikes and caused undue hardship for the working people of this province, including the workers who are currently on strike at Labatt in St. John’s,” said NAPE President Carol Furlong. The provinces of Québec and British Columbia already have legislation which prevents the use of strikebreakers. “We want the same provisions for workers in this province so that both parties are operating on a level playing field. It does nothing for labour relations to have enduring strikes that would likely be resolved if there wasn’t interference from using strikebreakers,” said Furlong. “Not so long ago a strike with Vale, another multi-billion dollar corporation, went on for over a year due the use of replacement workers. Only when the government intervened was this strike finally resolved.” Labatt Brewery in St. John's has been using replacement workers since April 2013 to prolong the legal labour dispute “The use of replacement workers and strike breakers create deep and long lasting divisions in the workplaces and in the communities where the workers live,” said Furlong. “We firmly believe that the introduction of anti- strikebreaker legislation would lead to more harmonious labour relations which will benefit all sides, as well as the province as a whole.” “It is time for government to get engaged in the process and support the working people of this province. Government needs to send a message to multi-national corporations that their business is welcome in this province but that the people of this province, who provide the labour to these companies, must be treated with respect,” stated Furlong. Eighth month on the line for NAPE/NUPGE strikers The strike at Labatt Brewing Company (Labatt) is dragging on into its eighth month due to the use of strikebreakers. The National Union of Public and General Employees (NUPGE) has been working with allies in the labour community as well as the public to put pressure on the company to return to the bargaining table. Labatt is owned by Anheuser-Busch InBev, which brings in approximately $9 billion in profit each year. Management came to the table with a list of concessions they wanted the workers to take. The bargaining committee quickly discovered Labatt had new global standards it wanted to force onto the St. John's plant and it was not interested in negotiating. NAPE/NUPGE members have been receiving amazing solidarity from other brewery workers across the country and around the world. In August, the Canadian Labour Congress issued a labour-wide boycott on Labatt's import products. An email campaign was initiated directed at Labatt management encouraging them to stop using replacement workers and return to the bargaining table. You can send the strikers encouragement and messages of solidarity by going to the solidarity website on Facebook. More information: NUPGE delegates unanimously support striking NAPE members: vow to boycott Labatt imports CLC endorses consumer boycott of Labatt imports: St. John’s brewery workers on strike since April Facebook page: support NL Labatt Workers NUPGE The National Union of Public and General Employees (NUPGE) is one of Canada's largest labour organizations with over 340,000 members. Our mission is to improve the lives of working families and to build a stronger Canada by ensuring our common wealth is used for the common good. NUPGE Nid: 895 Post date: 11/17/2013 - 22:28 Title: Coors Says Molson Brand ‘At Risk’ Teaser: It turns out even Canadians toss back fewer brews in a tough economy. That’s a problem for the Molson brand — and could become one for Molson Coors, the brewer that markets the beer. In a little-noticed line deep in the quarterly report it filed last week, Molson Coors warned that its core Molson brand is “at risk” of impairment. If the situation continues to worsen, the company could be forced to take a writedown Type: Blog entry Body: It turns out even Canadians toss back fewer brews in a tough economy. That’s a problem for the Molson brand — and could become one for Molson Coors, the brewer that markets the beer. In a little-noticed line deep in the quarterly report it filed last week, Molson Coors warned that its core Molson brand is “at risk” of impairment. If the situation continues to worsen, the company could be forced to take a writedown Coors bought Molson in 2005 in a deal that valued the Canadian brewer at close to $4 billion. The question now is whether that price was justified by Molson’s subsequent performance or whether Coors simply overpaid. Coors values the Molson brand at $2.9 billion on its books. On Sept. 28, its reckoning of the brand’s fair market value was just 10% higher than the carrying value, the company said in its report. That’s down from a 14% cushion as of last fall and a 12% cushion in 2011. The dwindling headroom means the company is inching closer to a writedown that could hurt profits. Under U.S. accounting rules, companies are supposed to keep an eye on so-called intangible assets including brands and the “goodwill” booked when they pay a premium over market value in an acquisition for signs that they are overvalued. The fair value of a brand is determined by projecting the cash flows it is expected to generate in the future. In the worst case scenario, companies must declare brands impaired and take an accounting charge for some or all of the brand’s value. Molson Coors did write down the values of two smaller brands in Serbia and the Czech Republic during its third quarter, taking a $150.9 million impairment charge in the process. As long as Canadians continue to drink Molson, the brand’s value isn’t at risk of collapse. And Molson Coors has reported solid results for its Canadian operations so far this year, meaning the brand could recover. But with Canadian beer drinking on the decline — Japanese beverage marketer Kirin Holdings says consumption there fell 1% between 2010 and 2011 — it wouldn’t take much to leave Molson flat Nid: 894 Post date: 11/17/2013 - 15:28 Title: Manufacturers/SAB-Miller-partner-Anadolu-EFES-blames-Moscow-brewery-closure-on-overcapacity? Teaser: Link to story http://www.beveragedaily.com/Manufacturers/SAB-Miller-partner-Anadolu-EF... Type: Blog entry Body: Link to story http://www.beveragedaily.com/Manufacturers/SAB-Miller-partner-Anadolu-EF... Nid: 893 Post date: 11/13/2013 - 19:41 Title: Anheuser-Busch InBev Beer Volumes Decline Teaser: North America and Brazil Fall but China Remains a Bright Spot Anheuser-Busch InBev annunced that beer volumes fell in all of its biggest markets except China and that it saw little prospect of a short-term recovery in Brazil, even though third-quarter profit grew. The world's largest brewer by revenue said total beer volumes fell 1.3% in the three months ended Sept. 30, and that it will now focus on improving performance in 2014 after a disappointing quarter. Type: Blog entry Body: North America and Brazil Fall but China Remains a Bright Spot Anheuser-Busch InBev annunced that beer volumes fell in all of its biggest markets except China and that it saw little prospect of a short-term recovery in Brazil, even though third-quarter profit grew. The world's largest brewer by revenue said total beer volumes fell 1.3% in the three months ended Sept. 30, and that it will now focus on improving performance in 2014 after a disappointing quarter. "We are not satisfied with our top-line performance in 2013," the company said. Beer volumes in North America, which generates more than 40% of AB InBev's earnings before interest, taxes, depreciation and amortization, fell by 1.9% in the quarter, compared with growth of 1.3% in 2012. North American demand for beer has suffered from a shift away from mainstream lager to wine and spirits. AB InBev has attempted to halt the slide by introducing higher-margin premium and craft beers. After years of soaring growth in Brazil, AB InBev's second-biggest market, a tough consumer economy is denting progress. Third-quarter volumes in Brazil fell 5% compared with growth of 0.2% last year. The brewer said it now expects industry wide beer volumes to fall in Brazil during 2013, having previously said volumes could be flat. Still, the maker of Budweiser and Stella Artois said third-quarter net profit rose to $2.21 billion, or $1.36 a share, from $1.84 billion, or $1.16 a share, a year earlier. Revenue increased 3% to $11.73 billion. China, where AB InBev has a 13% share of the world's biggest beer market, was a bright spot. Volumes there increased 8.3%. Earnings were improved by the integration of AB InBev's $20.1 billion acquisition of Mexican brewer Grupo Modelo SA B, owner of the Corona brand. Nid: 892 Post date: 11/12/2013 - 19:45 Title: Canada' Beer Market : One in every 100 jobs is in the so-called 'beer economy' Teaser: A new report - From Farm to Glass: The Value of Beer - published on 5 November reveals some key facts and figures on Canada's beer market. Here's the highlights from the report, which was commissioned by Beer Canada, and published by the Conference Board of Canada: - Beer is the most popular alcoholic beverage in the country, accounting for 8.1% of all household spending on food and beverages - Total beer sales averaged CAD12.3bn annually between 2009 and 2011. Consumption accounted for CAD13.8bn annually in economic activity during this period - Canadians bought the equivalent of 235 bottles of beer per person in 2012 at beer and liquor stores and agencies. Type: Blog entry Body: A new report - From Farm to Glass: The Value of Beer - published on 5 November reveals some key facts and figures on Canada's beer market. Here's the highlights from the report, which was commissioned by Beer Canada, and published by the Conference Board of Canada: - Beer is the most popular alcoholic beverage in the country, accounting for 8.1% of all household spending on food and beverages - Total beer sales averaged CAD12.3bn annually between 2009 and 2011. Consumption accounted for CAD13.8bn annually in economic activity during this period - Canadians bought the equivalent of 235 bottles of beer per person in 2012 at beer and liquor stores and agencies. - Every dollar that Canadians spend on beer generates CAD1.12 in the Canadian economy - The so-called 'beer economy' supports 163,200 jobs across the country, or one out of every 100 jobs in Canada. - Beer consumption generates CAD5.8 billion in annual tax revenues for federal, provincial, territorial and municipal governments. - In 2012, residents in Newfoundland and Labrador, Quebec and the Prairie provinces (Alberta, Saskatchewan and Manitoba) consumed more beer than the Canadian average; British Columbians consumed the lowest amount. - British Columbia has 72 breweries, second only to Ontario. Nid: 891 Post date: 11/12/2013 - 19:27 Title: 4000 workers benefit from newly signed collective agreement at SABMiller Bavaria Teaser: After eight months of negotiations, SINALTRACEBA and SINALTRAINBEC, unions organized at SABMiller operations at Bavaria and Valle, signed a new collective agreement on November 2. The main achievement of the agreement is the recognition of the trade organizations. The agreement valid for 2 years is retroactive to September 1, 2013 covers 4,000 union workers and provides guarantees for 600 unionized employees. The agreement is reached by the unions, under permanent advisory of CUT and CETCOIT mediation, succeeds SABMiller imposed collective agreement at Bavaria after the liquidation of the SINALTRABAVARIA Union eleven years ago. Type: Blog entry Body: After eight months of negotiations, SINALTRACEBA and SINALTRAINBEC, unions organized at SABMiller operations at Bavaria and Valle, signed a new collective agreement on November 2. The main achievement of the agreement is the recognition of the trade organizations. The agreement valid for 2 years is retroactive to September 1, 2013 covers 4,000 union workers and provides guarantees for 600 unionized employees. The agreement is reached by the unions, under permanent advisory of CUT and CETCOIT mediation, succeeds SABMiller imposed collective agreement at Bavaria after the liquidation of the SINALTRABAVARIA Union eleven years ago. Important achievements of the agreement include the reinstatement of dismissed trade union leaders, the lifting of economic sanctions against 14 activists, the commitment of the company to directly hiring of contract workers at the plant`s wastewater treatment, the restoration of premiums equivalent to 40 days salary per year, a wage increase of Consumer price index (CPI) plus 1.5% and a bonus for each worker for a million pesos ($ 520). 44 hours of working week was agreed for the plant in Barranquilla, a home loan will be given to workers at an interest rate of 3%, and an agreement on health insurance plans for all employees of Bavaria is achieved. The original article posted on REL-UITA website in Spanish is here : http://rel-uita.org/index.php/es/sindicatos/item/4024-convenio-colectivo... Nid: 890 Post date: 11/04/2013 - 22:39 Title: Videos to support Teamster organizing campaign at Elkton Coors plant Teaser: In response to a request from the Teamsters (North America), the IUF called on its members organized at SABMiller and MolsonCoors to support the on-going Teamster organizing campaign by making short YouTube type video clips from MillerCoors workers encouraging the Elkton Virginia workers to join the Teamsters. The election at the Elkton Coors plant will be held on November 7-8. Please check (http://www.teamster.org/millercoors) to watch the video clips sent by the IUF affiliates. Mode videos have been sent by Sindicato Nacional de Obreros de UCP Backus y Johnston S.A.A. in Peru, International Trade Union Project Office Zagreb on behalf of affiliates in Montenegro, Serbia, Croatia and the CGIL food workers' federation from Italy. Type: Blog entry Body: In response to a request from the Teamsters (North America), the IUF called on its members organized at SABMiller and MolsonCoors to support the on-going Teamster organizing campaign by making short YouTube type video clips from MillerCoors workers encouraging the Elkton Virginia workers to join the Teamsters. The election at the Elkton Coors plant will be held on November 7-8. Please check (http://www.teamster.org/millercoors) to watch the video clips sent by the IUF affiliates. Mode videos have been sent by Sindicato Nacional de Obreros de UCP Backus y Johnston S.A.A. in Peru, International Trade Union Project Office Zagreb on behalf of affiliates in Montenegro, Serbia, Croatia and the CGIL food workers' federation from Italy. Nid: 889 Post date: 11/04/2013 - 20:32 Title: EUROPE: Anheuser-Bush InBev to merge European units mean more job losses? Teaser: Anheuser-Busch InBev is merging its Western Europe and Central & Eastern Europe units to tackle the “opportunities and challenges” it faces in the region. The new single unit - 'Zone Europe' -will be based at the group's global headquarters in Leuven and led by Stuart MacFarlane, currently president of the brewer's central & eastern Europe business. The announcement came as the group on 31 October reported a 19% drop in beer volumes in Central & Eastern Europe in its third quarter, while volumes in Western Europe were flat. Type: Blog entry Body: Anheuser-Busch InBev is merging its Western Europe and Central & Eastern Europe units to tackle the “opportunities and challenges” it faces in the region. The new single unit - 'Zone Europe' -will be based at the group's global headquarters in Leuven and led by Stuart MacFarlane, currently president of the brewer's central & eastern Europe business. The announcement came as the group on 31 October reported a 19% drop in beer volumes in Central & Eastern Europe in its third quarter, while volumes in Western Europe were flat. Jo Van Biesbroeck, currently western Europe president and the company's chief strategy officer, will remain in his group strategy role and will also head AB InBev International, the brewer's global export and licensing operation. The group said the move was to "better position the company to tackle the opportunities and challenges facing its business across Europe". Asked by just-drinks if the move will lead to job losses, an AB InBev spokesperson said: "Over the coming weeks, we will review our structure. Where there would be changes, our goal will be to identify internal opportunities for colleagues who have the competencies and cultural alignment to help grow our Zone Europe." The changes take effect from 1 January. A year ago, rival brewer Molson Coors merged its Central Europe and UK & Ireland businesses. Although AB InBev's group sales and profits saw single digit rises in the year-to-date, the company still chooses to do more cost savings and the burden is only carried by the workers who made redundant. The IUF will communicate with its members organized in the European operations of AB InBev and understand what this merge will mean for the workers and move accordingly. Nid: 888 Post date: 11/04/2013 - 20:17 Title: Anheuser-Busch InBev, Teamsters to start talks Teaser: Anheuser-Busch InBev and the IUF affiliated Teamsters union are about to begin contract talks for the first time since the Belgian brewer InBev purchased the maker of Budweiser, Bud Light and other beers five years ago. Meetings will start early next month, both sides said in a joint statement Tuesday, though a specific time and place were not disclosed. Anheuser-Busch InBev commands a 47.6 percent share of the U.S. beer market. At issue is a new contract for workers at Anheuser-Busch's 12 U.S. breweries, including St. Louis, the U.S. headquarters for Anheuser-Busch InBev. The current contract expires Feb. 28. Type: Blog entry Body: Anheuser-Busch InBev and the IUF affiliated Teamsters union are about to begin contract talks for the first time since the Belgian brewer InBev purchased the maker of Budweiser, Bud Light and other beers five years ago. Meetings will start early next month, both sides said in a joint statement Tuesday, though a specific time and place were not disclosed. Anheuser-Busch InBev commands a 47.6 percent share of the U.S. beer market. At issue is a new contract for workers at Anheuser-Busch's 12 U.S. breweries, including St. Louis, the U.S. headquarters for Anheuser-Busch InBev. The current contract expires Feb. 28. "The Company and the Union expect these negotiations to be professional and productive, and look forward to a conclusion which they believe is in the best interests of the Company, its employees, its shareholders and the International Brotherhood of Teamsters," read a statement from Pat Knipper, vice president of labor relations for A-B, and David Laughton, a Teamsters director. It will be the first Teamsters contract since InBev bought St. Louis-based Anheuser-Busch in 2008. Soon after the merger was announced, Anheuser-Busch and the Teamsters reached agreement on a five-year contract covering more than 5,000 employees. A union spokesman said there are now between 5,000 and 6,000 Teamsters under the contract. The 2008 deal included a renewal of the company's contractual commitment to keep all 12 breweries open for the span of the contract. David Laughton, director of Teamsters Brewery and Soft Drink Workers Conference, said Teamsters negotiators "will continue to bargain to protect good union jobs and benefits." Anheuser-Busch spokesman Anthony Paraino on Wednesday declined comment beyond the written statement. In addition to St. Louis, Anheuser-Busch operates breweries in Newark, N.J., Los Angeles, Houston, Columbus, Ohio, Jacksonville, Fla., Merrimack, N.H., Williamsburg, Va., Fairfield, Calif., Baldwinsville, N.Y., Fort Collins, Colo., and Cartersville, Ga. The brewer is expected to announce third-quarter earnings on Thursday. Nid: 885 Post date: 10/27/2013 - 00:26 Title: Kelloggs In Tennessee USA Teaser: I know this isn't beer but this is relevant. The governors of the southern states are luring businesses to the states with promises of a low wage with next to no benefits and no unions or at least unions with very little power. The south is full of "right to work states" This is a plan being carried out with the help of the Republican party in the USA that is a direct attack on unions and giving workers the ability to be represented by a union but not pay for it and pick and chose when they wish representation. This is very bad. Truth be known this bunch of senators were responsible for the huge concessions that the Auto unions had to succumb to in order for the big three car company's to get there rescue payments.There are cases documented of new auto workers in Detroit that are legally collecting food stamps. Just look at the story's coming from Detroit. The fact that they went bankrupt with no bail out but the auto company's received one is glaring proof of how powerful this group is. The story below is frightening. Type: Blog entry Body: I know this isn't beer but this is relevant. The governors of the southern states are luring businesses to the states with promises of a low wage with next to no benefits and no unions or at least unions with very little power. The south is full of "right to work states" This is a plan being carried out with the help of the Republican party in the USA that is a direct attack on unions and giving workers the ability to be represented by a union but not pay for it and pick and chose when they wish representation. This is very bad. Truth be known this bunch of senators were responsible for the huge concessions that the Auto unions had to succumb to in order for the big three car company's to get there rescue payments.There are cases documented of new auto workers in Detroit that are legally collecting food stamps. Just look at the story's coming from Detroit. The fact that they went bankrupt with no bail out but the auto company's received one is glaring proof of how powerful this group is. The story below is frightening. . Its happening everywhere Cereal maker Kellogg's locks out US union to force expansion of disposable jobs 25-10-2013 Transnational cereal maker Kellogg's has locked out 220 members of the IUF-affiliated BCTGM since October 22 at its factory in Memphis, Tennessee to force union acceptance of a plan to radically increase the use of casual workers. Kellogg's are proposing to hire some 30% of the current workforce at significantly lower pay and benefits over the next 3 years with no guaranteed hours. The company has organized this assault while the Master Agreement of 2012, which limits casual work, is still in force. Nid: 884 Post date: 10/22/2013 - 09:39 Title: Netherlands : SABMiller's Grolsch brewery workers go on strike Teaser: Workers at brewing group Grolsch went on strike for 2 days in the first week of October as pay talks reached a stalemate, the IUF affiliated FNV trade union Bondgenoten reported. Grolsch plans to introduce variable pay rises for its 800 staff in the Netherlands. The brewing group has offered the workforce a 2% rise but says 1.25% of that will only be implemented if the company meets targets. Staff say they merit a proper rise given that inflation has reached 2.7% and that the company is doing well. Parent company SABMiller booked a rise in net profit of 14% last year. In addition, the union is angry that the company wants to cut the extra holiday allowance by three days. 'Workers are paying for the pay rise out of their own pockets,' union spokesman Erik de Vries told. Type: Blog entry Body: Workers at brewing group Grolsch went on strike for 2 days in the first week of October as pay talks reached a stalemate, the IUF affiliated FNV trade union Bondgenoten reported. Grolsch plans to introduce variable pay rises for its 800 staff in the Netherlands. The brewing group has offered the workforce a 2% rise but says 1.25% of that will only be implemented if the company meets targets. Staff say they merit a proper rise given that inflation has reached 2.7% and that the company is doing well. Parent company SABMiller booked a rise in net profit of 14% last year. In addition, the union is angry that the company wants to cut the extra holiday allowance by three days. 'Workers are paying for the pay rise out of their own pockets,' union spokesman Erik de Vries told. As a result of 2 days strike a collective agreement was reached between the union and management that will be valid until April 30 2015. Over this period there will be given a structural raise of salaries of 2,5% and an incentive based raise of 1%. The initial proposal done by management only included a raise of salary on incentive base for which employees were pushed to give up three days of holiday. Agreement ensured that employees keep their 3 additional holidays, where SAB Miller demanded to sacrifice them in return for the variable compensation. Grolsch is the 21st largest provider of beer in the world, and is available in 70 countries and has been a part of the SABMiller group since March 2008. Nid: 883 Post date: 10/21/2013 - 10:12 Title: GERMANY: Anheuser-Busch InBev cutting 151 jobs at Bremen site Teaser: Anheuser-Busch InBev is planning to cut around 10% of the workforce at its biggest production plant in Germany as it claims to battle with the country's declining beer market. The brewer's German unit confirmed that 151 jobs are under threat at the Bremen facility as part of a re-organisation. “Management has started discussions with the workers councils and will explore all opportunities for socially acceptable solutions for the impacted employees. The site currently employs around 1,400 workers. Type: Blog entry Body: Anheuser-Busch InBev is planning to cut around 10% of the workforce at its biggest production plant in Germany as it claims to battle with the country's declining beer market. The brewer's German unit confirmed that 151 jobs are under threat at the Bremen facility as part of a re-organisation. “Management has started discussions with the workers councils and will explore all opportunities for socially acceptable solutions for the impacted employees. The site currently employs around 1,400 workers. The company flagged that Germany's beer markets has shrunk by around 15% in the last ten years. “The average price of beer has negatively developed due to fierce price competition,” it added. Please send your solidarity messages for the affected workers at hv.getraenke@ngg.net (cc burcu.ayan@iuf.org). A-B InBev cut 90 jobs at its Hanover plant in the country in 2009.(http://www.just-drinks.com/news/anheuser-busch-inbev-confirms-german-job...) Nid: 880 Post date: 10/08/2013 - 01:43 Title: These are good friends of AB-InBev Teaser: This is the group of investment bankers that AB-InBev sold the american Labatt's business to in 2007 Friday, Oct. 4, 2013 Pyramid workers accuse Berkeley brewery of union busting BERKELEY, Calif. — Some workers at the Pyramid Brewery in Berkeley collected their final paychecks Friday, but they're not giving up the fight to keep their jobs after they claim they were laid off as an act of retaliation for trying to unionize. Pyramid Brewery in Berkeley has only 15 employees. The workers tell KTVU it their second family away from home. Now they're fighting to stay a family as they received what may be their last paychecks from the brewery Type: Blog entry Body: This is the group of investment bankers that AB-InBev sold the american Labatt's business to in 2007 Friday, Oct. 4, 2013 Pyramid workers accuse Berkeley brewery of union busting BERKELEY, Calif. — Some workers at the Pyramid Brewery in Berkeley collected their final paychecks Friday, but they're not giving up the fight to keep their jobs after they claim they were laid off as an act of retaliation for trying to unionize. Pyramid Brewery in Berkeley has only 15 employees. The workers tell KTVU it their second family away from home. Now they're fighting to stay a family as they received what may be their last paychecks from the brewery . The workers suspect that the parent company -- New York-based North American Breweries -- is retaliating against them for unionizing in August. They said weeks after they moved to unionize, company officials told them they were shutting down the plant because there was a contamination problem. Workers were told not to come back unless they were called. "We were always a small group that did everything in the brewery, so it's heartbreaking to be just kind of pushed out of the facility," said Pyramid Brewery worker Amalia Davila. The employees told KTVU their work is rewarding, but that morale had declined after a change in management. "I never had a full 30-minute lunch break in a year and a half," said union shop steward Cat Wiest. Employee Marco Flores has been with the brewery for 12 years. He said he has gone without a raise for about five years. Workers said the contamination cleanup would take only a week. KTVU contacted Pyramid's parent company North American Breweries. Officials declined to talk about the labor dispute. The company said in a statement that the beer produced in Berkeley had a sour taste that wasn't normal. "We have identified a quality issue with our Berkeley brewery and we have taken the brewery offline," according to the statement. The company said it has shifted beer production to another facility. The workers have been left wondering if they will make beer for Pyramid ever again. "I want to make a really good beer in Berkeley for Berkeley," said Wiest. Employee Marco Flores agreed. " I love this place," said Flores. "I really don't want them to close this place." Workers said they don't want the severance package the company is offering, They told KTVU they want to return when the Berkeley plant comes back online, even if it takes months. "We're a family. We're still a family," said worker Amalia Davila. The workers said each month, the Berkeley plant produces more than 3 million bottles of beer and 20,000 kegs. The employees hope their union will meet with company officials next week to work out a deal for them to keep their jobs Nid: 879 Post date: 10/06/2013 - 19:24 Title: Boss Talk: SABMiller Has Taste for More Deals Teaser: Alan Clark, SABMiller PLC's chief executive, is thirsty for deals. Two years after the world's second-largest brewer by sales spent about $10 billion to buy Australia's Foster's Group Ltd., and amid a wave of billion-dollar deals that has transformed the global beer industry, Mr. Clark says more tie-ups are on tap. Asia is a particular focus of deals for the U.K.-based brewer, which sells beer on every continent except Antarctica and whose brands include Snow in China, Peroni in Italy, Castle in South Africa and Miller in the U.S. Type: Blog entry Body: Alan Clark, SABMiller PLC's chief executive, is thirsty for deals. Two years after the world's second-largest brewer by sales spent about $10 billion to buy Australia's Foster's Group Ltd., and amid a wave of billion-dollar deals that has transformed the global beer industry, Mr. Clark says more tie-ups are on tap. Asia is a particular focus of deals for the U.K.-based brewer, which sells beer on every continent except Antarctica and whose brands include Snow in China, Peroni in Italy, Castle in South Africa and Miller in the U.S. As beer consumption slows, acquisitions are a route to higher sales. SABMiller's lager volumes dipped 1% for its fiscal first quarter ended June 30, with growth in Latin America and Africa offset by declines in Europe and North America. The roughly 25% U.S. market share of MillerCoors, a joint venture between SABMiller and Molson Coors Brewing Co., also has slipped, largely due to the struggles of the Miller brand. Mr. Clark, 54 years old, took the CEO job in April. The South Africa native, who has a doctorate in psychology, discussed deals and craft beer, among other topics in a recent interview. WSJ: We've had a decade of rapid beer industry consolidation. Is there room for more? Mr. Clark: There's plenty of room. The four major brewers have a 60% share of global beer volume. That means there's still 40% out there. If you look at a map, the one that stands out is Asia, which is less consolidated. Asia is clearly something that we ought to be looking at very carefully. WSJ: Brewers have struggled in Europe for several years. Do you see that improving? Mr. Clark: In the developed markets, things have been much harder. Frankly, we don't see any real change going on in Europe. The consumer really is still quite glum. The price competition is going to be a feature of the European market for a long time. I think it's going to be rough for a number of years to come. WSJ: In the U.S., the growth is in small craft beers. How challenging is it for a big brewer to play in craft, which is about being authentic and local—the opposite of a big company? Mr. Clark: We can access that space. Blue Moon [a MillerCoors brand] would be a very good example of that. Some of the beers associated with the major brewers go back well over 100 years. If there are stories about the authenticity or heritage of beers, we certainly have them. People are fascinated by brewing and in some ways it's an art, but brewing is also a science. Our level of capability and skill, I would argue, significantly outweighs those of the craft brewers. If we try and replicate the small microbrewery, that's a dead end for us because the economics just don't work. WSJ: Light or low-calorie beer had a remarkable run in the U.S. for three decades but has been declining in recent years. Has it peaked or is there room for growth? Mr. Clark: I don't sense we will recreate the levels of growth we've seen in past decades. If you look at Latin America, there's actually a strong movement to light beer and they're almost now entering a phase that the U.S. was in perhaps in the early '80s. WSJ: Inside the MillerCoors joint venture, Coors Light has continued to grow but Miller Lite sales have declined at an alarming rate. What's happening there? Mr. Clark: The Miller Lite brand has been in decline for a long time, about a decade. What's the positioning of the brand? How is that relevant to modern consumers? We haven't cracked it. The product itself is a very high quality, very refreshing beer. [The problem] sits within the marketing. There's been a consistency in the positioning of [Coors Light], the Rocky Mountain cold refreshment, which is so simple and yet so powerful in its expression. WSJ: Do you see any near-term prospects for acquiring majority control of your big partnerships in the U.S., China, Turkey and Africa? Mr. Clark: If one of those partners chose to exit, we have the contractual arrangements to make sure that we would have the right to make an acquisition. From an M&A point of view we're actually looking outside of those structures, because we feel through the partnerships we've established solid positions in those geographies. WSJ: Which of your beer brands has the most potential globally? Mr. Clark: Beer is local, so having a portfolio of global brands is very useful because we can think about which brands are appropriate in which markets. Miller Genuine Draft is doing particularly well in Latin America. Will that brand do that well in Africa? In Europe? Not sure. Peroni is a brand that does very well in the U.K. It does very well in the U.S. It does very well in Australia. So we can pick and choose. WSJ: You have operations on six continents. How much time do you spend outside the U.K.? Mr. Clark: Probably 60% to 75%. It's kind of an endless tour of the world.Being home with my family is important and fantastic. Being at home, as in my office, that's not that great actually. You get bored with emails quite quickly. It's actually good from that point of view to get out. WSJ: How do you apply your doctorate in psychology in running a company? Mr. Clark: My psychology background was in clinical psychology, so psychopathology and clinical treatment. Fortunately, I don't have too much need for that within the business world. It's actually really learning the process of management, managing and working with people and being managed, over a long period that's much more elementary. WSJ: How would you describe SABMiller's corporate culture? Mr. Clark: In my 22 years with SABMiller, [previous CEO] Graham Mackay never gave me a direct instruction. When I'm dealing with a country operation, what I'm really trying to do is understand how deeply the team there thought through what the objectives and challenges are. I'm not coming in to issue a perspective on which direction they could take. Nid: 878 Post date: 10/06/2013 - 19:09 Title: AB InBev reports jump in core earnings Teaser: The multinational brewer reported a 5.8 percent rise in profit before tax in the second quarter; the increase was due to an increase in prices and consumption of its premium beers. AB InBev, the largest brewer in the world, made more money than expected in the second quarter as consumers absorbed the higher prices and premium beers were passed. The company reported a 5.8 percent jump in core earnings before tax and amortization (EBITDA) for the second quarter to 3,900 million. Type: Blog entry Body: The firm said sales rose 3.9 percent, however, in its two main markets, the U.S. and Brazil, there was a fall in sales volumes and only reported an increase in China, one of its main markets. Despite the decline in sales, the company reported an increase in revenue in the United States due to an increase in prices at the end of last year and a change of its new products. In Brazil, where it has two thirds of the market, AB InBev suffered a decline in sales volumes for the second consecutive quarter, although the football tournament at the Confederations Cup and a better climate meant that the fall was not as marked as in the first three months of 2013. “Not at all a great quarter but exceeded market expectations and soothed investor concerns about the weakness of Brazil and the lack of growth in margins in North America," said Jefferies, an analyst at U.S. AB InBev, like all major global brewers rely on growth in so-called emerging markets after prolonged pressure on consumer spending, especially by the rise in prices in Europe and the United States. Original article in Spanish: http://rel-uita.org/index.php/es/companhias/destacadas-companias/item/38... Nid: 877 Post date: 10/02/2013 - 23:10 Title: 340,000 NUPGE members stand in solidarity with striking Labatt workers Teaser: "The 340,000 NUPGE members across the country are with you in this struggle, and we will continue working with you to get this employer back to the table to get a fair and decent contract." - James Clancy, NUPGE National President. Standing your ground against a multi-billion dollar corporation isn't easy. But that's exactly what 45 workers in St. John's, Newfoundland have been doing for almost six months. Type: Blog entry Body: "The 340,000 NUPGE members across the country are with you in this struggle, and we will continue working with you to get this employer back to the table to get a fair and decent contract." - James Clancy, NUPGE National President. Standing your ground against a multi-billion dollar corporation isn't easy. But that's exactly what 45 workers in St. John's, Newfoundland have been doing for almost six months. Workers at the Labatt factory, owned by Anheuser-Busch InBev (AB InBev), have been on strike since April 10 over dramatic concessions presented at the bargaining table. Despite generating $39.8 billion in revenue in 2012, AB InBev decided it would turn its attention to the small Newfoundland bargaining unit to institute a new global bargaining agenda which would become the base standard for Labatt workers across the globe. These members of the Newfoundland and Labrador Association of Public and Private Employees (NAPE/NUPGE) said no. They have been loyal, hard-working employees for this company, some for decades, and but they refused to be bullied into giving up hard fought for working conditions. "They knew they weren't just saying no for themselves, or their families," said James Clancy, National President of the National Union of Public and General Employees (NUPGE). "When they struck, they went out for every beer worker in Canada and internationally. The international community has recognized this sacrifice and responded with incredible solidarity." National Executive Board of NUPGE shot a short video clips in solidarity with striking Labatt workers in Canada. Watch the you tube video here: http://www.youtube.com/watch?v=93ueiehvqDA&feature=youtube_gdata_player You can send the striking workers a message of solidarity at the Facebook page (https://www.facebook.com/SupportNlLabattsWorkersOnStrike) and by liking the Labatt boycott page. Nid: 876 Post date: 10/02/2013 - 15:47 Title: Beer Workers Strike at SABMiller's South African Unit Teaser: More than 2,000 workers at the South African subsidiary of brewer SABMiller went on strike on September 30, demanding a 9.5 percent pay increase, a union representative said. "There are high level discussions with union leaders and directors at SAB to resolve the matter," said Katishi Masemola, General Secretary at the Food and Allied Workers Union affiliated to the IUF. Type: Blog entry Body: More than 2,000 workers at the South African subsidiary of brewer SABMiller went on strike on September 30, demanding a 9.5 percent pay increase, a union representative said. "There are high level discussions with union leaders and directors at SAB to resolve the matter," said Katishi Masemola, General Secretary at the Food and Allied Workers Union affiliated to the IUF. About 2,200 of some 3,000 employees at South African Breweries walked off the job after the beer maker offered a 5.5 percent increase, less than the 9.5 percent they were demanding. SABMiller shares were flat at 0845 GMT in Johannesburg, compared with a 0.6 percent drop by the Top-40 index. Following is the link for the memorandum of Food and Allied workers union of South Africa (FAWU) about the strike action that the union and its 2200 members started on September 30, 2013: http://cms.iuf.org/?q=node/2829 Nid: 875 Post date: 09/25/2013 - 01:55 Title: The Workers say "you`re welcome`` thanks for nothing Teaser: Brewer named as one of best in world in report After job cuts and loses A BURTON-based brewing giant is celebrating after being named ‘best in class’ on the world stage. Molson Coors, based in High Street, revealed that it had earned a place on the prestigious Dow Jones Sustainability World Index. The firm is one of only 14 other food and beverage companies on the index from across the globe Type: Blog entry Body: Brewer named as one of best in world in report After job cuts and loses A BURTON-based brewing giant is celebrating after being named ‘best in class’ on the world stage. Molson Coors, based in High Street, revealed that it had earned a place on the prestigious Dow Jones Sustainability World Index. The firm is one of only 14 other food and beverage companies on the index from across the globe . “We’re proud to be recognised as beverage sector leader for the second consecutive year, and to be included in the index for the second year running,” said Peter Swinburn, Molson Coors president and chief executive. “Molson Coors has focused on continuing to improve ‘Our Beer Print’, which recognises our impacts on our communities, people and environment. “Through 2013, we have developed Our Beer Print further to engage through our brands and partner with our customers to have greater influence and contribute to the company’s growth.” Key areas highlighted as part of the firm’s successful placing were brand management, packaging and innovation. Its success in these areas has been helped by the installation of a new energy centre at its Station Street site and new packaging lines in canning (flow wrap) and bottling. In terms of innovation, the Burton company has continued to improve by developing new lower strength brews like Carling Zest and more recently Carling Coolers in Asda. More developments are expected to be made as the Coors continues to spend £75 million on brewing to secure its future in the town. In July 2013, Molson Coors announced its ‘Our Beer Print’ – 2013 corporate responsibility report, outlining millions of pounds of savings per year from 2008 through 2012, due to lower use of energy and water, reduced waste fees and taxes, and sales of materials that would otherwise have been disposed. In 2012, the company announced ambitious new targets to achieve further reductions which included cuts of 25 per cent in energy intensity and 20 per cent in water per unit of production by the year 2020. Nid: 874 Post date: 09/08/2013 - 00:37 Title: More Problems with Beer delivery in the UK Teaser: Kent’s pubs, clubs and brewers are bracing themselves for industrial action this week which is threatening to cause a beer shortage this week. Deliver drivers, draymen and warehouse staff across the UK - including Kent - will stage a 24-hour walk-out on Wednesday and impose a strict work-to-rule system, refusing to work over-time. And that means some of the biggest brands could run dry Type: Blog entry Body: Kent’s pubs, clubs and brewers are bracing themselves for industrial action this week which is threatening to cause a beer shortage this week. Deliver drivers, draymen and warehouse staff across the UK - including Kent - will stage a 24-hour walk-out on Wednesday and impose a strict work-to-rule system, refusing to work over-time. And that means some of the biggest brands could run dry . The dispute centres around the firm KNDL (Kuehne + Nagel Drinks Logistics). The union Unite has got involved, amid fears KNDL plans to eliminate small delivery depots around the country, and a poll supported strike action. Some 30,000 venues will be hit including premises run by Wetherspoons, Enterprise Inns and Trust Inns, among others. Deliveries of brands such as Fosters, Heineken, Kronenbourg, John Smith’s, Strowbow and soft drinks by Britvic will be affected. Among the depots involved in the strike is the one in Faversham. Unite’s Kent regional officer Peter Storey told us: “This will cause major significant disruption because it will mean there is no time to recover from the shortages caused by the strike. “Pubs will definitely find themselves short of beer, but this is still something that can be avoided if KNDL gets around the table and talk.” Enterprise Inns has dozens of pubs in Kent. A spokesman said: “We have only just been informed of this strike action and are working hard on contingency plans. “Our main priority is to ensure supplies are not seriously affected.” Wetherspoons refused to comment. The union is upset the logistics company is apparently planning to shed “hundreds of jobs” as it introduces three national super-hubs at Lothian, Thatcham and Wakefield to eventually replace the existing 29 smaller depots. If the company does not get around the negotiating table with Unite bosses, the union warns more action. It said KNDL has refused to talk for over four months, and is breaching the National Ways Agreement which governs the terms and conditions of the workforce. Unite workers voted by 85 per cent in favour of strike action on a turnout of 64 per cent. The union balloted 970 drivers, drayman and warehouse members. Unite national officer, Rhys McCarthy said: “KNDL’s refusal to take our concerns seriously mean there will be significant disruption to the supply of beer. “Our members are proud of their jobs and they know that the present system for delivering beer works and customers are happy. “The changes being pushed through will not work. They will eventually lead to job losses and will cause enormous problems with deliveries to customers. For drinkers up and down the country, it could even affect the quality of cask conditioned beer. We urge KNDL management to return to the negotiating table.” The company said it continually reviews its warehousing and transport networks in order to ensure that the company provides the most efficient service to its customers and has been willing to take the matter to mediators ACAS. It added: “The company has been consulting with its employees for a number of years regarding the need to adapt its business model and enhance its service offering to meet the challenges of the declining On Trade drinks market. “We have engaged in lengthy consultation with Unite regarding the proposed changes to our secondary distribution network. “In our meeting with Unite on August 29 and in subsequent discussions with the union, the company reiterated its desire to engage in meaningful dialogue including suggesting the involvement of ACAS in an effort to resolve this dispute. We are therefore extremely disappointed that the notice of industrial action has been issued prior to further discussions taking place. “We are currently working closely with our customers and, in the event of strike action, we have contingency plans in place and will seek to minimise disruption to our nationwide deliveries. “We remain committed to resolving this dispute prior to any action being taken and will be seeking to meet again with Unite in an effort to achieve this.” When we mentioned to Unite the company offer to go to ACAS, the union spokesman said they prefer face-to-face talks and called the move a “delaying tactic”. Nid: 873 Post date: 08/26/2013 - 00:25 Title: Very Interesting article for all of us. Teaser: Is the Beer You Are Drinking This Weekend Union Made? Labor groups keep websites of union made beer for the discerning consumer, but a Canadian boycott of LaBatt products highlights a disturbing reality about the corporations behind our suds. July 4, 2013 | Summer is a season best celebrated with barbeque, fireworks, and great quantities of beer (although the latter two are usually best when unmixed). This holiday weekend, in particular, allows for an prolonged period of indulgence. But how to choose your beverage? The average American consumer is presented with a bewildering array of beers. Preference depends on a wide variety of factors: Taste, tradition, regional pride, which ads have seeped deepest into our unconscious, and the lateness of the hour. For some, drinking union-made may give their beery binges the righteousness of the just. (A feeling that is often further inflamed after beer number three Type: Blog entry Body: Is the Beer You Are Drinking This Weekend Union Made? Labor groups keep websites of union made beer for the discerning consumer, but a Canadian boycott of LaBatt products highlights a disturbing reality about the corporations behind our suds. July 4, 2013 | Summer is a season best celebrated with barbeque, fireworks, and great quantities of beer (although the latter two are usually best when unmixed). This holiday weekend, in particular, allows for an prolonged period of indulgence. But how to choose your beverage? The average American consumer is presented with a bewildering array of beers. Preference depends on a wide variety of factors: Taste, tradition, regional pride, which ads have seeped deepest into our unconscious, and the lateness of the hour. For some, drinking union-made may give their beery binges the righteousness of the just. (A feeling that is often further inflamed after beer number three .) There are a number of ways of figuring out whether a particular brand is union-made. In the past, cans and bottles would prominently feature the Union Label. Some still do, although today it’s usually hidden away in the small print. The AFL-CIO put up a list of union-made booze on their website for those who care to look. Most of the big names are there. Miller products made by members of the United Auto Workers and The Teamsters: High Life (now decorated with images of a Harley, another union-made product), Miller Genuine Draft, and that elixir of the people, Milwaukee’s Best. The Machinists and Teamsters handle a bunch of Anheuser-Busch’s products: Rolling Rock, Shock Top, the Old Glory-swathed Budweiser, and the sober drinker’s tipple O’Doul’s. A more extensive list on Labor 411 includes Moosehead, Hamms, Lionshead, and, god help us, Olde English 800. There are several foreign brands on the list too, chiefly Hoegaarden, Stella Artois, and Canada’s LaBatt’s Blue, whose titular company has recently been in the news because of a boycott against its brewery in St. Johns (the capital city of the Newfoundland and Labrador province). The plant’s 45 workers have been on strike since April 10 because the company asked them to train their own replacements mere days before end of their contract. Although the sides have come to the table multiple times, no agreement has been reached. “This employer has made no indication what so ever that they are willing to negotiate fairly,” says Carol Furlong, president of the Newfoundland and Labrador Association of Public and Private Employees (NAPE), which represents the workers. Meanwhile the plant is being operated by scab labor, so the beer is still flowing. In response NAPE declared a boycott against “Labatt’s imported products in order to prevent the brewing company’s other unionized employees in Canada from experiencing any loss of work.” Beers on the Canadian boycott list include Stella Artois, Becks, Hoegaarden, and Boddingtons. (In Newfoundland and Labrador the boycott covers all Labatt/AB Inbev made in the province.) What does that mean, if anything, for Americans trying to kick back and enjoy a beer or six this holiday weekend? There is no AFL-CIO boycott against LaBatt. And Stella Artois, Becks, Hoegaarden are still on the federation’s union made page. (NAPE insists Canada’s imports of Stella Artois and Hoegaarden do not come from the United States anyway.) So the short answer is that you can probably still drink, say, Becks, to your heart’s content. But the more complicated answer, which will have little implications for the next three days beery revelries, lies in the massive consolidation of the companies that supply the nation, and much of the world, with ice cold ones. The bewildering array of beers mentioned earlier are actually something of a mirage. As Tim Heffernan expertly lays out in the November/December 2012 Washington Monthly, over the course of the aughts the world’s “seven giant brewing conglomerates”—four domestic, three foreign—consolidated into two mega-corporations, Anheuser-Busch InBev and MillerCoors (only Miller products are produced in organized breweries, Coors busted their unions before the joint venture). Both of these giants own a multitude of brands, including big domestics, craft brews, and international brands like Stella Artois, which was owned by the InBev company that purchased Anheuser-Busch for $52 billion in 2008. Combined these two companies sell between 80-90 percent of U.S. beer. (Sam Adams is one of the few well known companies to exist outside their purview, along with a multitude of craft breweries, most of them non-union.) In the wake of this massive consolidation, cut backs and, occasionally, labor strife followed. In 2010 Anheuser-Busch InBev workers in Belgium struck over layoffs, briefly taking their managers hostage, barricading access to breweries, and giving away free samples by the crateful. The workers were eventually successful in winning a firing freeze, but the company’s plan to eliminate 10 percent of its workforce in Western Europe continued apace outside Belgium. This was part of a wider initiative to cut costs by over $1 billion across the company—which has significant presence throughout Europe, Latin America, Russia, and China. This was accomplished largely through sales of non-essential assets (See: Seaworld), plant closings, and thousands of layoffs. Executive bonuses were made contingent upon dramatic debt reduction and by 2011 they were already awarding themselves with $1.33 billion in bonuses. The labor struggle at Labatt seems to be motivated by different factors. Anheuser-Busch InBev’s debt from the 2008 takeover is no longer an issue, but according to a 2012 Bloomberg Businessweek profile Carlos Brito, the company CEO, isn’t particularly good at selling beer: “He has increased revenue and profit, but he has done so almost entirely by raising prices and cutting the cost of making the product.” “InBev, the parent company of LaBatt, enjoys profits of billions of dollars annually and yet for their own workers they seek concessions while they are seeking greater profits,” says Furlong. “This isn’t an employer who is seeking concessions out of necessity, this is an employer who simply wants workers to have less. This is not about debt, this is a case of corporate greed. They are doing it because they want more money. They are doing it because they believe they can and because they believe they have the ability and right to do it.” Of the beers on the U.S. union made list, many are Anheuser-Busch InBev’s products: Becks, Bass, Goose Island, Hoegaarden, Land Shark, and every Budweiser product, to name a few. How long before the company’s relentless desire to cut costs will reach their breweries? According to Amy Mittelmen, author of the 2007 book Brewing Battles: A History of American Beer most of the big American breweries are organized because the brewery workers unions of the early-to-mid-20th century“really fought and established themselves in the industry and that stuck.” But like the rest of the American labor movement, there hasn’t been much, if any, new organizing in recent decades. Even though the St. John's brewery is LaBatt's smallest operation in Canada, NAPE sources report that they have received overwhelming support from other brewery workers throughout the country. The attempt to dismantle their small bargaining unit may simply be a sign of things to come for brewery workers in Canada and internationally. NAPE reports letters of solidarity and donations to the strike fund from brewery workers across the world: Argentina, Uruguay, the United Kingdom, Belgium. The Teamsters send $10,000 in support. But it remains to be seen if this outpouring of support and the Canadian boycott will be enough to defeat a management backed by a mega-corporation that claims to be “one of the world’s top five consumer products companies.” So enjoy that union made Olde English while you can. Nid: 872 Post date: 08/24/2013 - 00:15 Title: Canadian Labatt (AB-InBev) breweries hold information pickets Teaser: The Labatt (AB-InBev) breweries in Canada are each holding information pickets weekly until the company goes back to the bargaining table and the two sides come to a fair deal. This is the London Ontario Brewery represented by SEIU Local 2. Type: Blog entry Body: The Labatt (AB-InBev) breweries in Canada are each holding information pickets weekly until the company goes back to the bargaining table and the two sides come to a fair deal. This is the London Ontario Brewery represented by SEIU Local 2. Nid: 871 Post date: 08/23/2013 - 23:58 Title: German Beer Giants Suspected of Price fixing Teaser: German Beer companies are being investigated for price fixing. At first it was only suspected of happening for two years . Now they think it could have been going on for decades. If found guilty fines could range in the millions. Please read link http://www.businessweek.com/articles/2013-08-21/german-beer-giants-under... Type: Blog entry Body: German Beer companies are being investigated for price fixing. At first it was only suspected of happening for two years . Now they think it could have been going on for decades. If found guilty fines could range in the millions. Please read link http://www.businessweek.com/articles/2013-08-21/german-beer-giants-under... Nid: 870 Post date: 08/20/2013 - 14:38 Title: Strike ballot of drivers delivering drinks to pubs was announced. UNITE Teaser: Almost 1,000 workers for transport company Kuehne and Nagel Drinks Logistics (KNDL), which has a site at Tuscany Way, Wakefield Europort, are being balloted in a row over changes to working conditions. Deliveries of Heineken, Kronenbourg, Shepherd Neame and John Smith’s, along with Britvic soft drinks, could be severely disrupted if the strike goes ahead, the Unite union has warned. Unite is balloting 970 members at 27 sites in England, Scotland and Wales on strike action and action short of a strike in a vote which closes on August 28 Type: Blog entry Body: Almost 1,000 workers for transport company Kuehne and Nagel Drinks Logistics (KNDL), which has a site at Tuscany Way, Wakefield Europort, are being balloted in a row over changes to working conditions. Deliveries of Heineken, Kronenbourg, Shepherd Neame and John Smith’s, along with Britvic soft drinks, could be severely disrupted if the strike goes ahead, the Unite union has warned. Unite is balloting 970 members at 27 sites in England, Scotland and Wales on strike action and action short of a strike in a vote which closes on August 28 . Around 100 Unite members work at the site at Wakefield Europort, near Normanton. Unite’s national officer Rhys McCarthy said: “In recent months the management at KNDL has rode roughshod over the national agreement and has unilaterally started imposing changes to working conditions for our members without meaningful consultation. “Unite’s repeated attempts to rectify these breaches have been met with intransigence by the management and, as a last resort, our members are being balloted for industrial action. “We call on the management to enter into constructive talks with Unite immediately to restore good industrial relations by adhering to the national agreement that they signed up to.” KNDL said in a statement: “The company is fully committed to ongoing dialogue with Unite and plans to meet with union representatives on August 29 to discuss the situation further.” Nid: 869 Post date: 08/16/2013 - 02:18 Title: USA Miller -Coors reach tentative deal Teaser: Just before 10:00 p.m. on Tuesday, August 13th, hours before a midnight deadline, FOX6 News learned MillerCoors has reached an agreement with a union representing brewery workers. The midnight deadline loomed in a labor dispute between MillerCoors and over 400 brewery workers from Local 9, which is represented by the United Auto Workers Union Type: Blog entry Body: Just before 10:00 p.m. on Tuesday, August 13th, hours before a midnight deadline, FOX6 News learned MillerCoors has reached an agreement with a union representing brewery workers. The midnight deadline loomed in a labor dispute between MillerCoors and over 400 brewery workers from Local 9, which is represented by the United Auto Workers Union . Off the clock MillerCoors employees held what they call an “informational picket” on Thursday afternoon, August 8th. The workers were not on strike, but said it was a looming possibility. Employees were in the middle of a contract negotiation and said a work stoppage was possible if a deal wasn’t reached. “We want to make beer, we want to make money, we want to work and let’s not get this construed, no one wants to be out here walking the sidewalks. We want to work,” said Local 9 President Lance Agbuis. “Worst case scenario is we’re out on strike, 12 midnight on Tuesday night,” said brewery worker representative Nick Sommerville. More than 400 brewery workers’ contracts expired on Friday, August 2nd, but were then extended to Tuesday, August 13th. Sommerville says the Union and MillerCoors don’t seem to be close to a deal. A statement released by MillerCoors regarding the labor dispute says: “MillerCoors and the United Auto Workers, representing our Milwaukee Brewery employees, have successfully reached an agreement in principle on the major provisions of a new labor contract with the Union. The Union will hold a ratification vote meeting this weekend.” Informational pickets were held in 2004 and 2007 but were quickly resolved. Workers say there hasn’t been a stoppage since 1983. Nid: 868 Post date: 08/11/2013 - 00:56 Title: Canadian Labour Council Backs Boycott of AB-InBev imports to Canada Teaser: CLC Joins Labatt's imported beer boycott More than 3 million Canadians are now being urged to put pressure on highly profitable multinational to treat its workers in Newfoundland and Labrador with respect. Ottawa (9 Aug. 2013) - As the strike by nearly 50 Labatt workers in St. John's drags into its fourth month, the Canadian Labour Congress (CLC) is now calling on its 3.3 million members to boycott the beers imported into Canada by the highly profitable multi-national corporation that owns Labatt. Type: Blog entry Body: CLC Joins Labatt's imported beer boycott More than 3 million Canadians are now being urged to put pressure on highly profitable multinational to treat its workers in Newfoundland and Labrador with respect. Ottawa (9 Aug. 2013) - As the strike by nearly 50 Labatt workers in St. John's drags into its fourth month, the Canadian Labour Congress (CLC) is now calling on its 3.3 million members to boycott the beers imported into Canada by the highly profitable multi-national corporation that owns Labatt. The CLC's boycott, which includes such popular brands as Beck's and Stella Artois, is meant to put pressure on Anheuser-Busch/InBev to stop using scab labour at its St. John's brewery, take its concessions off the bargaining table, and forge a fair agreement with its striking workers. The boycott does not include Labatt beers brewed in Canada by other unionized workers. The complete list of brands included in the boycott is: Stella Artois Stella Artois Light Beck's Brahma Hoegaarden Leffe Staropramen Boddingtons Bass Löwenbräu Ozujsko Pivo More information: Newfoundland and Labrador Association of Public and Private Employees (NAPE/NUPGE) Boycott page Appeal for support from striking Labatt workers Boycott Labatt Facebook page LabourStart Labatt campaign NUPGE Nid: 867 Post date: 08/07/2013 - 11:45 Title: Brazil: Excellent agreement ends the conflict in Heineken Ponta Grossa Teaser: After three months of a tough negotiation, the Union Ponta Grassa signed an agreement that substantially improves various clauses of the collective agreement. Rel-UITA spoke with Jorge Pitela, the president of the Union of Workers of drinks Ponta Grossa, to learn the details of the process that was successfully completed last week. -How was the negotiation process? The collective bargaining process began last April; the company from the beginning refused the workers` offer which is a wage increase higher than the inflation, which was a real increase. The company has always argued it lacks liquid. However, according to data provided by the Inter-Union Department of Statistics and Economic Studies (DIEESE), we found that Heineken has sent to the headquarters in Europe, 535 million euros (1.6 billion dollars) in foreign currency only in the first quarter of the year. Type: Blog entry Body: After three months of a tough negotiation, the Union Ponta Grassa signed an agreement that substantially improves various clauses of the collective agreement. Rel-UITA spoke with Jorge Pitela, the president of the Union of Workers of drinks Ponta Grossa, to learn the details of the process that was successfully completed last week. -How was the negotiation process? The collective bargaining process began last April; the company from the beginning refused the workers` offer which is a wage increase higher than the inflation, which was a real increase. The company has always argued it lacks liquid. However, according to data provided by the Inter-Union Department of Statistics and Economic Studies (DIEESE), we found that Heineken has sent to the headquarters in Europe, 535 million euros (1.6 billion dollars) in foreign currency only in the first quarter of the year. Based on this information, we drafted our proposals, demanding a salary increase by around 10 percent and a minimum floor that was used in the basic state. It should be noted that the minimum wage at the state of Paraná is 945 reais, so we were demanding that value as the minimum for workers in the company. -After several months of negotiations, finally you reached an agreement? Sure. After many ups and downs and various levels of frustrating negotiation, Heineken has remained in uncompromising stance and as a result the Union declared a strike that lasted five weeks. On August 1, we finally signed an agreement that provided improvements both for wage and social benefits. -What is specifically this new covenant? There has been considerable advance in the minimum wage, which has an increase of 16 percent, an average of 9 percent increase in benefits and improvements are obtained, as in the case of the basket, an increase of 60 percent, as well as anticipation for Participation in Profit Sharing. -How do you evaluate this whole process? For us it was a great learning experience, which was accompanied by a great achievement as the wage recovery was very important for the company's workers. I personally believe that this victory was due to the strength of trade union unity, to work together as well as the support and solidarity we received from sister unions, the CNTA and Rel-UITA whom I thank for their prompt intervention, which was central to this conflict coming to an end. Interview with Jorge Pitela, Syndicate Ponta Grossa Original Spanish news from REL-UITA site: http://www.rel-uita.org/index.php/pt/sindicatos/item/3610-excelente-acue... Nid: 866 Post date: 08/05/2013 - 20:12 Title: Settlement for UK Molson Coors workers' pay dispute Teaser: A dispute involving workers at Molson Coors' Burton-on-Trent brewery has been settled. The IUF affiliated Unite the Union had stated that, under plans by the brewer, the plant's 455 workers faced being sacked and reinstated on inferior pay and conditions. A ballot for strike action in May saw 97% of Unite's members vote to protest the proposals. But, today (5 August), Unite the Union officers said its members have voted to accept a second revised package put forward by Coors' management in Burton. Type: Blog entry Body: A dispute involving workers at Molson Coors' Burton-on-Trent brewery has been settled. The IUF affiliated Unite the Union had stated that, under plans by the brewer, the plant's 455 workers faced being sacked and reinstated on inferior pay and conditions. A ballot for strike action in May saw 97% of Unite's members vote to protest the proposals. But, today (5 August), Unite the Union officers said its members have voted to accept a second revised package put forward by Coors' management in Burton. According to Unite, the deal includes: Pay reduction of GBP862 from 1 January 2014 and GBP862 from 1 January 2015 for all workers previously facing cuts of up to GBP9,000-a-year in their pay "Generous" severance/redundancy payments available for all workers facing a pay cut "Radical" shift proposals - which could have been changed at 24 hours notice and workers called in while on holiday - are completely withdrawn The Burton plant produces Carling, Grolsch, Coors Lite and Cobra lagers, as well as beers including Worthington's, Worthington's White Shield and Stones. Nid: 865 Post date: 07/17/2013 - 17:41 Title: Declaration of AB InBev International Consultation meeting, May 14-15, 2013, Leuven- Belgium Teaser: Representatives from AB InBev unions around the world affiliated to the IUF, meeting in Leuven, Belgium on 14-15 of 2013 have confirmed the alarming increase of pressure on our workplaces and on our trade union organizations. While AB InBev grows its sales, profits and returns to shareholders as well as the top management with very big bonuses, workers experience continuous cost-cutting, strict cost discipline, continuous pressure on jobs, pay and benefits, insecurity for their future, outsourcing and continuous pressure on trade union rights. Type: Blog entry Body: Representatives from AB InBev unions around the world affiliated to the IUF, meeting in Leuven, Belgium on 14-15 of 2013 have confirmed the alarming increase of pressure on our workplaces and on our trade union organizations. While AB InBev grows its sales, profits and returns to shareholders as well as the top management with very big bonuses, workers experience continuous cost-cutting, strict cost discipline, continuous pressure on jobs, pay and benefits, insecurity for their future, outsourcing and continuous pressure on trade union rights. “We insist on sustainable workplaces, sustainable employment and guarantees of rights for current and future AB InBev workers. We have therefore agreed to strengthen our solidarity and mutual support, and have agreed on a series of practical measures to build that solidarity through international trade union organization so that workers may share in the benefits of the company’s growth rather than paying for it with the loss of our jobs and our rights. And we have today pledged to begin this work now.” The IUF affiliated unions organizing brewery workers of AB InBev would like to offer their support and solidarity both to the workers on strike for 9 weeks at St. John`s AB InBev factory in Newfoundland, Canada and the workers struggling in Mexico who who were dismissed in 2008 in reaction to a legal union warning of strike action. The IUF urges AB InBev to use its influence on the Canadian operations to accept the demands of the union and conclude a constructive agreement to end the strike and to intervene with the Grupo Modelo/Corona Beer to ensure that the glass-maker, VIDRIERA, as a business partner/supplier, commits itself to comply with internationally recognized Labour Standards and to reinstate these dismissed workers with their full rights restored. AB InBev Workers Alliance SEIU Canada Teamsters North America FATCA Argentina IBW Canada CONTAC Brazil FATAGA Argentina CAW Canada ACV, Belgium Unite the Union, UK CSN Canada ABVV, Belgium GMB, UK UFCW Canada Setca, Belgium NGG, Germany S.O.E.N. Uruguay CNE-CSC, Belgium ACLVB, Belgium Federation of Breweries, Argentina AIWU, Ukraine Nid: 864 Post date: 07/15/2013 - 10:57 Title: Royal Unibrew bolsters position with acquisition of Hartwall Teaser: Royal Unibrew cemented its position as the Nordic region’s second-biggest brewer by buying Heineken’s Finnish business for DKr2.8bn (€375m). The Danish brewer, ranked only behind Carlsberg in the region, will partly fund the acquisition of Hartwall, Finland’s second-largest beer company, by selling 10 per cent of its own shares to the Hartwall family and by stopping its dividend and share buyback programmes. The acquisition, for a total enterprise value of DKr3.3bn, also strengthens Unibrew’s co-operation with Heineken and PepsiCo as Hartwall produces beverages for both under licence. Type: Blog entry Body: Royal Unibrew cemented its position as the Nordic region’s second-biggest brewer by buying Heineken’s Finnish business for DKr2.8bn (€375m). The Danish brewer, ranked only behind Carlsberg in the region, will partly fund the acquisition of Hartwall, Finland’s second-largest beer company, by selling 10 per cent of its own shares to the Hartwall family and by stopping its dividend and share buyback programmes. The acquisition, for a total enterprise value of DKr3.3bn, also strengthens Unibrew’s co-operation with Heineken and PepsiCo as Hartwall produces beverages for both under licence. Unibrew shook off competition for Hartwall from private equity groups Nordic Capital and Cinven as well as consumer goods company Orkla, according to bankers working on the deal.“Hartwall and the Finnish market are in many ways similar to our Danish operations, and we are confident that as a long-term focused owner . . . we will be able to increase Hartwall’s commercial and operational strength and thus improve earnings,” said Henrik Brandt, Unibrew’s chief executive. Heineken said the fact that 70 per cent of Hartwall’s business was in non-beer categories such as water, wine and spirits made it a difficult fit for the group. “Scandinavia is very much Carlsberg territory, so in Finland Hartwall was a standalone business, not really integrated in any other Heineken business,” said John-Paul Schuirink, a Heineken spokesman. “We thought the future growth perspectives would be better served if it were part of a dedicated multi-drinks Scandinavian company.” The sale also helps Heineken to reduce some of the debt load it built up last year with its $4.5bn purchase of Asia Pacific Breweries, the Singapore-based brewer that makes Heineken and Tiger beer in southeast Asia. That deal drove Heineken’s ratio of net debt to earnings before interest, taxes, depreciation and amortisation (ebitda) to 3.1 at the end of 2012. The group has promised to bring the ratio down below 2.5 by the end of 2014. Unibrew at the same time extended its partnership with Heineken, meaning it has the rights to brew the Dutch beer in Finland and the three Baltic states. Unibrew already brews Heineken in Denmark and it and Hartwall together are distributors for the brand in Finland, Estonia, Latvia and Lithuania. The Danish brewer said the debt burden resulting from the deal meant it would stop both dividends and share buybacks but that it hoped to resume them in 2015. It also cut its medium-term operating margin target from 14 per cent to 13 per cent, saying that last year if it included Hartwall it estimated its margin was 11.7 per cent. Unibrew said it saw opportunities to boost Hartwall’s earnings by optimising operations despite a declining Finnish market. Hartwall, which also produces water, soft drinks and cider, made revenues of about DKr2.3bn to Unibrew’s DKr3.3bn last year. But its operating margin was lower at 9.1 per cent compared with 14.4 per cent for the Danish brewer. Shares in Unibrew were down 6.4 per cent at DKr512 in Thursday morning trading. By Richard Milne, Nordic Correspondent of Financial Times Nid: 863 Post date: 07/15/2013 - 10:50 Title: Big Mexican Brewers Forced to Open Local Beer Market Teaser: Mexico's biggest brewers, Grupo Modelo and Cuauhtemoc Moctezuma, have agreed to face more competition to end a dispute over their long domination of the world's sixth biggest beer market. Mexico's Federal Competition Commission (Cofeco) said on Thursday that Modelo, a unit of Anheuser-Busch InBev SA , and Cuauhtemoc, which belongs to Heineken NV , would have to reduce exclusivity deals they have with clients in Mexico over the next five years or face heavy fines. Type: Blog entry Body: Mexico's biggest brewers, Grupo Modelo and Cuauhtemoc Moctezuma, have agreed to face more competition to end a dispute over their long domination of the world's sixth biggest beer market. Mexico's Federal Competition Commission (Cofeco) said on Thursday that Modelo, a unit of Anheuser-Busch InBev SA , and Cuauhtemoc, which belongs to Heineken NV , would have to reduce exclusivity deals they have with clients in Mexico over the next five years or face heavy fines. The directive follows a longstanding complaint from rival SABMiller, which has struggled to make headway selling its brands, which include Miller, Grolsch and Peroni, in Mexico. A spokesman for SABMiller declined to comment, though analysts said the decision would help it in Mexico. The two Mexican brewers must submit to conditions that include limiting exclusivity deals in convenience stores and restaurants to a maximum of 25 percent of points of sale, reducing this to 20 percent over the next five years. If Cuauhtemoc, the makers of beers including Sol, or Modelo, which produces Corona, fail to meet the conditions set out by Cofeco, it could result in a fine of up to 8 percent of the company's annual Mexican revenues, the watchdog said. The ruling, which allows existing agreements to expire, was "not that harsh" Credit Suisse said in a research note, arguing it was positive for AB InBev and negative for Heineken, which has strong ties with local convenience store chain Oxxo. SABMiller would have improved access to the market, but it still faced some barriers to Mexico, including its brand portfolio, Credit Suisse analyst Antonio Gonzalez wrote. Aside from loosening the hold the two Mexican firms have on the market, the decision delivered a boost to microbrewers. "All craft beers will enjoy open and unrestricted access to all restaurants, bars and cantinas in the country," Cofeco said. Shares in both Heineken and AB InBev, the world's biggest brewer, closed up nearly 1 percent after the decision. Shares in SABMiller, the second largest brewer worldwide, were up by nearly 2 percent on the London stock exchange. DOMINATION In future, all exclusivity agreements made by Cuauhtemoc and Modelo must be in written form, be of limited duration with their terms published in national newspapers, Cofeco said. Restaurants and bars in Mexico have received a range of incentives for running exclusivity deals with the brewers, that extend from awnings, games, refrigerators, and, if sales are high enough, a discount on inventory purchases. Plenty of Mexicans have looked forward to change in the market, which is a near duopoly for the two big brewers. "The monopoly that Grupo Modelo and Cuauhtemoc have is really screwed up," said Paco Bernal, the dreadlocked manager at El Palenguito, a small, dimly lit mezcal bar in Mexico City's Roma Norte neighborhood, earlier this week. In terms of the amount of beer consumed, Modelo accounted for some 56 percent of the Mexican market in 2012, with Heineken Mexico at 43 percent, data from market research firm Euromonitor show. SABMiller was back in third on just 0.3 percent. AB InBev and Heineken have carved up much of Brazil's market as well as Mexico, which Euromonitor says is the world's sixth biggest market by volume and eighth biggest by value. SABMiller has leading positions in the smaller Latin American nations such as Colombia and Peru. James Mosher, an expert on the brewing industry at the CDM Group consultancy, said the Mexican decision had opened the door for SABMiller to make a big push into the local market. "I'm sure SABMiller will come in with big discounts, lots of incentives for the retailers," Mosher said. "I would expect, depending on how effective the agreement is ... in ten years they'd be able to grab 10 percent of the market." AB InBev this year completed its purchase of the half of Modelo it did not already own after settling a dispute with the U.S. Justice Department. Dutch brewer Heineken acquired Cerveceria Cuauhtemoc Moctezuma, whose other brands include Dos Equis and Indio, from Coca-Cola bottler Femsa in 2010. Femsa, which has a 20 percent stake in Heineken, operates Oxxo and has exclusivity deals to sell the Dutch firm's beers. Modelo has similar agreements with bars and restaurants. Despite those agreements, craft brewers have been finding their way into the Mexican market little by little, said Alfonso Torres Cabello, the director of Cervefest, an annual event intended to link microbrewers with vendors and the public. "There will be a large market for both segments of producers," Torres said. Responding to Cofeco's decision, Cuauhtemoc said on its website that microbrewers were defined as companies making up to 100,000 hectoliters of beer per year. Source: Reuters Nid: 862 Post date: 07/03/2013 - 18:14 Title: Ontario Canada Beer stores 2013 Memorandum Teaser: Ontario Canada Beer stores 2013 Memorandum Type: File Body: Ontario Canada Beer stores 2013 Memorandum Nid: 861 Post date: 07/02/2013 - 13:49 Title: Solidaridad y lucha internacional de gremios cerveceros contra las presiones a los trabajadores de la cervecera AB InBev Teaser: BUENOS AIRES, 28 DE JUNIO - Las organizaciones sindicales que representan a los trabajadores de la cervecera AB-InBev de todo el mundo, afiliadas a la Unión Internacional de Trabajadores de la Alimentación (Uita), denunciaron “el alarmante aumento de presiones” de la empresa sobre los lugares de trabajo y contra los sindicatos y lanzaron una campaña internacional de solidaridad y lucha, durante un encuentro realizado el 14 y 15 de mayo pasados en Lovaina, Bélgica Type: Blog entry Body: BUENOS AIRES, 28 DE JUNIO - Las organizaciones sindicales que representan a los trabajadores de la cervecera AB-InBev de todo el mundo, afiliadas a la Unión Internacional de Trabajadores de la Alimentación (Uita), denunciaron “el alarmante aumento de presiones” de la empresa sobre los lugares de trabajo y contra los sindicatos y lanzaron una campaña internacional de solidaridad y lucha, durante un encuentro realizado el 14 y 15 de mayo pasados en Lovaina, Bélgica . Por nuestro país asistieron representantes de la Federación Argentina de Trabajadores Cerveceros y Afines (Fatca) encabezados por el secretario general, Carlos Frigerio y de la Federación Argentina de Trabajadores de Aguas Gaseosas (Fataga). Además concurrieron miembros de gremios de Brasil; Uruguay; Canadá, Bélgica, Reino Unido; Alemania y Ucrania. En la reunión de la Alianza de los Trabajadores de AB InBev se designó a dos coordinadores -uno de ellos es Frigerio- para que establezcan el mecanismo de creación de la nueva organización y redacten la plataforma que la regirá. “Vamos a trabajar a través de la UITA para formalizar y estrechar más el vínculo entre los sindicatos. Hay que entender la necesidad de una plataforma que nos comunique para que haya mas fluidez para enterarnos de lo que sucede y tomar rápidas medidas en consecuencia”, refirió Frigerio a Noticias Gremiales.com. El sindicalista calificó la reunión en Lovaina de “altamente positiva” dado que “nos permitió conocernos con los demás sindicatos de trabajadores de AB-InBev de los países donde esta multinacional tiene presencia, hablar sobre problemas que nos son comunes -expusimos los nuestros con la empresa- y programar un nuevo encuentro, a corto plazo, para evaluar las acciones que estamos realizando en solidaridad con los sindicatos que representan a los trabajadores de esta multinacional y que tienen o tengan algún inconveniente respecto al tratamiento laboral”. Frigerio dijo que “el desafío al que nos enfrentamos es establecer una unidad global, formalizándola a través de la Uita, para sentarnos a discutir directamente con quien corresponda de AB-InBev y establecer reglas de juego claras para todos. De una manera u otra lo que hoy afecta a los compañeros de Canadá en algún momento va a terminar afectándonos a todos indefectiblemente. La matriz del sistema de esta empresa es igual para todos”. Nid: 860 Post date: 06/27/2013 - 17:44 Title: AB InBev: billions in profit, cuts for local workers, scab-brewed beer for Newfoundlanders and Labradorians! Teaser: About 50 Labatt workers in Newfoundland,Canada have been walking the picket line for 13 weeks. The workers are striking for a fair collective agreement while Labatt is looking for big concessions. AB InBev has given workers no option but to fight against the elimination of rights ranging from unlimited temporary employees receiving no benefits to existing members having to help pay for medical and dental benefits for the first time. Labatt's beer in Newfoundland and Labrador is now being brewed by scabs. Read more from the IUF main site here: http://cms.iuf.org/?q=node/2547 Type: Blog entry Body: About 50 Labatt workers in Newfoundland,Canada have been walking the picket line for 13 weeks. The workers are striking for a fair collective agreement while Labatt is looking for big concessions. AB InBev has given workers no option but to fight against the elimination of rights ranging from unlimited temporary employees receiving no benefits to existing members having to help pay for medical and dental benefits for the first time. Labatt's beer in Newfoundland and Labrador is now being brewed by scabs. Read more from the IUF main site here: http://cms.iuf.org/?q=node/2547 ACT NOW and JOIN THE LABOURSTART CAMPAIGN to tell Labatt and AB InBev it can afford to negotiate a fair agreement by clicking here: http://www.labourstartcampaigns.net/show_campaign.cgi?c=1867 Nid: 859 Post date: 06/27/2013 - 17:40 Title: CANADA: SABMiller unit "disappointed" over Molson Coors court injunction Teaser: SABMiller's Canadian division has said it is "disappointed" after a court in Canada moved to temporarily stop it ending a license agreement with Molson Coors' Canadian unit. The tie-up, which involves Molson acting as sales and marketing agent for Miller Brewing Co's (MBC) brands in Canada, was due to end next month. However, Ontario's Superior Court yesterday (20 June) granted a temporary injunction to Molson preventing MBC ending the deal before a full legal hearing in December. Type: Blog entry Body: SABMiller's Canadian division has said it is "disappointed" after a court in Canada moved to temporarily stop it ending a license agreement with Molson Coors' Canadian unit. The tie-up, which involves Molson acting as sales and marketing agent for Miller Brewing Co's (MBC) brands in Canada, was due to end next month. However, Ontario's Superior Court yesterday (20 June) granted a temporary injunction to Molson preventing MBC ending the deal before a full legal hearing in December. Details of the fall-out first emerged in February, when MBC's Canada chief said it was dumping the agreement in order to "grow Miller's brands in Canada". Molson subsequently lodged a lawsuit against the move, but did not comment on its motives. Following yesterday's injunction, Stephen Rogers, MBC's legal counsel said: "We remain firm in our expectation that the court will agree that we adhered to the terms of our Canadian license agreement when we exercised our right to terminate." Molson Coors has yet to respond to a request for comment. The two companies also operate a JV in the US, MillerCoors. Speculation at the time suggested SABMiller's move to end the Canada agreement could signal a renewed appetite for it to get a greater chunk of MillerCoors, as a year five-year lock-up period over the JV is also due to end. Nid: 858 Post date: 06/19/2013 - 18:15 Title: AB-InBev St. John's Newfoundland Canada strike Escalates Teaser: A union representing workers at a Labatt brewery in St. John's has launched a boycott campaign, asking the public to refrain from buying a large number of brands manufactured at the site. About fifty employees (NAPE Local 7004) have been on a legal strike since April, following a brief wildcat strike that was prompted by the company's request for the unionized workers to train their replacements. The request was made days before the expiration date of the workers' collective agreement Type: Blog entry Body: A union representing workers at a Labatt brewery in St. John's has launched a boycott campaign, asking the public to refrain from buying a large number of brands manufactured at the site. About fifty employees (NAPE Local 7004) have been on a legal strike since April, following a brief wildcat strike that was prompted by the company's request for the unionized workers to train their replacements. The request was made days before the expiration date of the workers' collective agreement . The Newfoundland and Labrador Association of Public and Private Employees (NAPE) president Carol Furlong was joined by Newfoundland Federation of Labour president Lana Payne at a press conference on June 7 to announce the campaign, three weeks after talks broke off in May. Prior to the legal strike action, a court injunction was issued against workers by the province's supreme court, with Judge Donald Burrage ruling that workers may not block access to the brewery, citing traffic concerns, as well as incidents where nails and other objects were placed in front of its entrance. In late May, Labatt erected a fence around the brewery property to keep out striking workers. Labatt spokesperson Wade Keller has said that the fence is also in place to protect strikebreakers, saying that workers had been "putting up signs with [their] names and home addresses[.]" Neither side is revealing details about the concessions sought, but Keller has been reported as saying the deal is similar to those struck at other plants. Highly concessionary deal sought by company Chris Henley, an employment relations officer with NAPE and the local's lead negotiator, told rabble.ca that to call the deal similar is inaccurate and instead called it "highly concessionary." He said that the agreement is "not really similar [and] it's a lot more concessionary than any other group in Canada." Henley also expressed concern that the deal will set a precedent for other breweries. "Once Newfoundland agrees to it, they're going to shove it down everyone else's throat. That's why we're getting so much international support," he said. The Canadian Brewery Workers Alliance (CBWA), a group of locals representing workers at seven Labatt breweries, has asked its members to boycott Labatt imports across Canada, while support has also been reported from AB InBev workers in Ontario, Argentina, the United Kingdom and Belgium. AB InBev owns Labatt and over a dozen other brands and is the world's largest brewing company. Fred Linton, a Labatt employee and communications officer with the CBWA, also told rabble.ca that the agreement offered "is worse than the deals signed in other plants. There has been one offer and it is take it or leave it." Linton also disclosed that a letter has been sent to Carlos Brito, the CEO of AB InBev, asking him to make Labatt resume talks. Neither Labatt or NAPE is discussing the details of concessions being sought, though NAPE representative Bert Blundon has previously said that Labatt is seeking changes to insurance and retirement benefits. Henley also said that the workers have always been under threat of closure, but that the brewery has survived due to a provision in Canada's Agreement on Internal Trade (AIT), wherein Newfoundland "reserves the right to deny beer and beer products of any other Party access to outlets of brewers' agents[.]" Henley did not offer details about specific concessions being sought, but noted the introduction of two-tier wages for new employees that has been pursued at other plants, and a desire by Labatt to change benefits for existing retirees. He also criticized Labatt for a failure to negotiate. "The reality is three days prior to these workers going on stike, this company settled with Edmonton. ...In Newfoundland, they're saying our first offer is our only offer. ...They're not bargaining." "[There was] a conference call on Monday with the conciliator [and] someone from Labatt from Montreal. We haven't gotten any response. They keep up with this foolish rhetoric that the union isn't prepared to sit down and negotiate. The reality is the opposite," he said. Security and alleged surveillance In addition to the fence Labatt has erected, Henley said that Labatt has also been using other security measures. Henley told rabble.ca that Labatt has hired a private company to monitor and film workers, identifying the company as AFIMAC Security. The company's Canadian branch is headquartered in Milton, Ontario, but its website advertises the availability of services outside North America, and it expanded into South America in August 2012 through its acquisition of Mena International. "They're following our members around the city. Trying to provoke argument, continuously. Trying to goad our members into violating the court injunction," Henley said. "They spend all their time, two people in a van ... Consistently in their faces, filming them. The police come and talk to workers, they'll try to get the names of the workers and even the police officers. But it's all from the perspective of intimidation. They won't use that video for anything." A call to AFIMAC Canada has not yet been returned, though an AFIMAC staff person said she was not able to confirm outright whether Labatt had hired the company. Strikebreakers and the law The use of strikebreakers, or persons who work despite a strike, has a long and controversial history. The notorious Mohawk Valley formula, for instance, outlines tactics to guide strikebreaking, including purposeful discrediting of union leaders, barricading site properties, and the heavy use of police and outside security to demoralize workers. The formula is thought to have been written by the head of Remington Rand during its strike in the late 1930s, but its authenticity and authorship is disputed. The use of temporary replacement workers has been banned in Quebec since 1978 and in British Columbia since 1993. Anti-scab legislation was also in place in Ontario during much of the Rae government, but was abolished in 1996. Legislation banning replacement workers remains part of the platform of Newfoundland's New Democratic Party. Despite the security measures, Chris Henley said that morale is high and has improved since the boycott, while workers have been passing out campaign flyers at intersections and events in St. John's. The campaign asks that consumers in Newfoundland and Labrador boycott Labatt Blue, Labatt Lite, Blue Star, Alexander Keith's, Budweiser, Stella Artois and several other brands. Please help us with NUPGE email campaign by using the following link http://www.labourstartcampaigns.net/show_campaign.cgi?c=1867 Cory Collins holds a social work degree from Memorial University of Newfoundland and has written for PeoplesWorld.org, AslanMedia.com and TheMuse.ca Photo: Newfoundland and Labrador Federation of Labour (NLFL) Nid: 857 Post date: 06/08/2013 - 17:10 Title: AB-InBev St. John's Newfoundland Canada Brewery Announces Boycott Teaser: http://www.youtube.com/watch?v=KcG0k7B5d88 The union representing about 50 striking Labatt workers in St. John’s is urging the public to boycott the brewery’s products. Carol Furlong, president of the Newfoundland and Labrador Association of Public and Private Employees (NAPE), said late Friday morning that with billions of dollars in annual profit, Labatt Brewing Co. and its parent company Anheuser-Busch InBev shouldn’t seek concessions from workers in Newfoundland and Labrador, who have been on strike for 2 1/2 months Type: Blog entry Body: http://www.youtube.com/watch?v=KcG0k7B5d88 The union representing about 50 striking Labatt workers in St. John’s is urging the public to boycott the brewery’s products. Carol Furlong, president of the Newfoundland and Labrador Association of Public and Private Employees (NAPE), said late Friday morning that with billions of dollars in annual profit, Labatt Brewing Co. and its parent company Anheuser-Busch InBev shouldn’t seek concessions from workers in Newfoundland and Labrador, who have been on strike for 2 1/2 months . “After years of loyal service, these workers are faced with massive concessions, not only during their working career, but into retirement as well,” Furlong said at a news conference at the union’s headquarters. “A small group of workers in Newfoundland and Labrador have been targeted by the Goliath multinational company.” Lana Payne, president of the Newfoundland and Labrador Federation of Labour, joined in the call for a boycott of the company’s products, including Labatt Blue, Alexander Keith’s, Blue Star, Budweiser and Kokanee. “We are respectfully this morning asking for the support of Newfoundlanders and Labradors. We ask that they join with us in solidarity in our boycott,” said Payne, who said the strike was about workers’ decision to resist what she called “the race to the bottom” in the company’s demands, including asking workers to train their replacements — “strikebreakers,” she called them — in the event of a walkout. Working people are being squeezed at a time when companies make record profits but supposedly find it difficult to find skilled labour, she added. “This is not a case of needing concessions. This is a case of corporate greed,” she said. Wade Keller, Labatt spokesman, said a boycott — happening as summer approaches, the most profitable time of year for beer producers — would, ultimately, hurt not just the company, but many others, including the workers. “The union should be very concerned. If people stop drinking our beer, they may not start again after the strike is over, and if that’s the case, we won’t need as many workers,” he said. “The union should also be concerned about other people that a boycott could affect, such as distributors, store workers, bar staff, people who work in festivals and people who benefit from those festivals. A boycott can affect a lot more people than just our company.” Neither side would discuss specifics in the company’s offer or concessions demanded. Union negotiator Chris Henley said the union has been through several negotiating sessions with a conciliator present. “Labatt has not changed its position,” he said. “The employer hasn’t changed its position since the onset. The major concessions they put on the table at the beginning of negotiations are still there. Their first offer has been their only offer.” Nid: 856 Post date: 06/07/2013 - 21:30 Title: Striking workers at AB-InBev plant inSt. John's Newfoundland Canada Teaser: Striking workers at AB-InBev plant inSt. John's Newfoundland Canada Type: Image Body: Striking workers at AB-InBev plant inSt. John's Newfoundland Canada Nid: 855 Post date: 06/03/2013 - 23:13 Title: Striking workers St.John's newfoundland Teaser: Striking workers St.John's newfoundland block scabs coming in to plant. Type: Image Body: Striking workers St.John's newfoundland block scabs coming in to plant. Nid: 854 Post date: 06/03/2013 - 23:12 Title: Striking workers St.John's newfoundland Teaser: Striking workers St.John's newfoundland Type: Image Body: Striking workers St.John's newfoundland Nid: 853 Post date: 06/03/2013 - 23:10 Title: Striking workers in St. John's Newfoundland June 3 2013 Teaser: Striking workers in St. John's Newfoundland June 3 2013 Type: Image Body: Striking workers in St. John's Newfoundland June 3 2013 Nid: 852 Post date: 06/03/2013 - 12:48 Title: A Story of Support for St. John’s Newfoundland Canada AB-InBev workers Teaser: In London Ontario Canada at the AB-InBev brewery there was a union management golf tournament. During the day there was a putting contest held. The winner was one of the union brothers. At the dinner after the golf it was announced that he had won. He received $145.00 can. For this. When he was presented this money he said that he would donate the money to his brothers and sisters in St. John’s. Everyone got up and clapped and cheered. The plant manager and the other management people there could only sit there and watch. That is the attitude we need in our unions. Type: Blog entry Body: In London Ontario Canada at the AB-InBev brewery there was a union management golf tournament. During the day there was a putting contest held. The winner was one of the union brothers. At the dinner after the golf it was announced that he had won. He received $145.00 can. For this. When he was presented this money he said that he would donate the money to his brothers and sisters in St. John’s. Everyone got up and clapped and cheered. The plant manager and the other management people there could only sit there and watch. That is the attitude we need in our unions. This type of thinking is what will make us strong. Nid: 851 Post date: 05/29/2013 - 13:20 Title: Rally to Support Labatt St. John's Workers Teaser: About 80 people, including striking Labatt workers and members of other supportive unions, turned up at the Labatt Brewery in St. John’s this afternoon to rally in support of the Labatt strikers. NAPE president Carol Furlong lead the rally that included representatives from the Newfoundland and Labrador Nurses Union, the Newfoundland and Labrador Federation of Labour, and members of the striking union at the St. John’s International Airport. Type: Blog entry Body: About 80 people, including striking Labatt workers and members of other supportive unions, turned up at the Labatt Brewery in St. John’s this afternoon to rally in support of the Labatt strikers. NAPE president Carol Furlong lead the rally that included representatives from the Newfoundland and Labrador Nurses Union, the Newfoundland and Labrador Federation of Labour, and members of the striking union at the St. John’s International Airport. A wildcat strike began at the brewery on March 25, which was prompted by a Labatt request to train replacement workers who could run the plant. The courts ordered the picket line removed on April 9, but members of the union officially voted to strike again on April 10. The union has been without a contract with Labatt since March. These people have been given one offer only. Take it or leave it. Terrible way to treat loyal dedicated employees. Nid: 850 Post date: 05/17/2013 - 17:06 Title: Support Unite's fight against Molson Coors' destruction of jobs and rights in UK Teaser: The IUF-affiliated Unite the Union and its members at Molson Coors breweries in UK are standing up against the company's proposals which include pay cuts for half of the union members, forced excessive shift hours and the unilateral tearing up of an agreement by the employer to be replaced by terms dictated solely by them. Molson Coors has threatened to dismiss workers if they do not agree to the company's proposals by June 14. ACT NOW! Help Unite to achieve justice in this dispute! Click this link and send a message to the CEO of Molson Coors`: http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=741 Type: Blog entry Body: The IUF-affiliated Unite the Union and its members at Molson Coors breweries in UK are standing up against the company's proposals which include pay cuts for half of the union members, forced excessive shift hours and the unilateral tearing up of an agreement by the employer to be replaced by terms dictated solely by them. Molson Coors has threatened to dismiss workers if they do not agree to the company's proposals by June 14. ACT NOW! Help Unite to achieve justice in this dispute! Click this link and send a message to the CEO of Molson Coors`: http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=741 The dispute is centered on a shake-up at the group's Burton Brewery and Shobnall Maltings. The union reports that the entire 455-strong workforce face being sacked and then possibly reinstated on inferior pay and conditions. Workers could be called to come into work with less than one days' notice and could have their wage packet slashed by £9,000 per year. The proposal is also to make up to 26 positions redundant. Unite the Union believes this fight is every workers fight. If successful, this proposal will damage the local economy. Bring the decent wages paid currently to Molson Coors' down, and the average comes down for all since most local employers now use local "market rates" which will be lower for all of Burton. A ballot for strike action is underway which Unite expects a resounding YES vote. Molson Coors should sit down and negotiate a fair way forward with Unite that does not destroy families and threaten homes! ACT NOW! Help Unite to achieve justice in this dispute! Click this link and send a message to the CEO of Molson Coors`: http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=741 Read more here: http://www.unitetheunion.org/how-we-help/listofregions/westmidlands/supp...) Nid: 849 Post date: 04/23/2013 - 13:12 Title: US: Anheuser-Busch InBev has been cleared to proceed with its takeover of Grupo Modelo Teaser: Anheuser-Busch InBev has reached a settlement with the US Department of Justice that will see the brewer secure its full takeover of Grupo Modelo. The brewer said on 19 April that a proposed "final judgement" has been filed with the US court where the DoJ originally launched its anti-trust lawsuit in January. The US$20.1bn acquisition of the half of Modelo that A-B InBev does not yet own, is now expected to complete in June, the Belgium-headquartered brewer said. The deal will also see Constellation Brands buy out Modelo's share in their Crown Imports US sales and distribution JV. Constellation will take the perpetual rights to Modelo's brands in the US and acquire the Mexican brewer's Compañía Cervecera de Coahuila brewery, in Piedras Negras, Mexico. The concessions were agreed in February as a result of the DoJ's anti-trust concerns. Type: Blog entry Body: Anheuser-Busch InBev has reached a settlement with the US Department of Justice that will see the brewer secure its full takeover of Grupo Modelo. The brewer said on 19 April that a proposed "final judgement" has been filed with the US court where the DoJ originally launched its anti-trust lawsuit in January. The US$20.1bn acquisition of the half of Modelo that A-B InBev does not yet own, is now expected to complete in June, the Belgium-headquartered brewer said. The deal will also see Constellation Brands buy out Modelo's share in their Crown Imports US sales and distribution JV. Constellation will take the perpetual rights to Modelo's brands in the US and acquire the Mexican brewer's Compañía Cervecera de Coahuila brewery, in Piedras Negras, Mexico. The concessions were agreed in February as a result of the DoJ's anti-trust concerns. Once the court agrees for the deal to go head, A-B InBev, Modelo and Constellation said they "intend to move swiftly to complete the pending transactions". The Mexican competition authorities approved the proposed buy-out earlier this month. However, the companies may not have overcome their final stumbling block. A-B InBev is still facing a separate lawsuit filed last month by nine individuals seeking to block the move. The complaint claims that the deal would impact consumers through higher prices, “elimination of quality, curtailment of innovation, and destruction of consumer choice”. Nid: 848 Post date: 04/18/2013 - 08:13 Title: Unite the Union and Molson Coors in Burton on the Thames About to have a big Problem Teaser: Employees at Molson Coors in Burton-on-Trent are set to hold an industrial action ballot later this month, as the 455-strong workforce face being sacked after 10 June and reinstated on inferior pay and conditions. Unite, the country’s largest union, said its members would be asked to vote on strike action in the dispute over the management’s package of proposals which includes axing the wages of 184 brewery technicians by up to £9,000-a-year. Unite regional officer Rick Coyle said: “The 90-day consultation period on these proposals ends on 10 June. Members will be subject to individual consultations after 10 June, and face being sacked and re-engaged. This will be done between that date and the end of year. It won't all be done in one go. Type: Blog entry Body: Employees at Molson Coors in Burton-on-Trent are set to hold an industrial action ballot later this month, as the 455-strong workforce face being sacked after 10 June and reinstated on inferior pay and conditions. Unite, the country’s largest union, said its members would be asked to vote on strike action in the dispute over the management’s package of proposals which includes axing the wages of 184 brewery technicians by up to £9,000-a-year. Unite regional officer Rick Coyle said: “The 90-day consultation period on these proposals ends on 10 June. Members will be subject to individual consultations after 10 June, and face being sacked and re-engaged. This will be done between that date and the end of year. It won't all be done in one go. “A settlement looks very unlikely at present because of the intransigent and hardline attitude of the management at this very profitable company which has benefited greatly from the chancellor’s recent reduction in beer duty. “At meetings last month in Burton town hall, members voted unanimously for Unite to prepare for a strike ballot, so we are ready for industrial action if there is not a satisfactory outcome.” One of the key issues is that employees have been given notice of radical new shift patterns with 30 days annual leave - leaving 335 days either working, or at home and contactable to come into work at 23 hours notice. Rick Coyle added: “What this new shift system means in reality is that not everyone will be able to have an annual two-week holiday, because you can be rung up and asked to come even when you are on leave. “Under this so-called “flexible operating agreement”, you could also be called in for a full night shift with minimum notice. There will be an on-call system, but no financial recognition for being on-call.” The Burton plant produces Carling, Grolsh, Coors Lite and Cobra lagers, as well as beers including Worthington, White Shield and Stones. Nid: 847 Post date: 04/08/2013 - 17:36 Title: Mexico: Seven workers die in Modelo brewery accident Teaser: Seven workers have died in an accident at one of Grupo Modelo's breweries in Mexico. The incident happened at its plant in Mexico City yesterday (7 April) in a confined area of tanks where cleaning and maintenance work was being done, Modelo said in a statement. "The families of the deceased have been informed and we have contacted the pertinent authorities," the statement said. Asked about media speculation that the deaths were caused by the workers inhaling toxic fumes, a Modelo spokesperson said: "We don't have any further information. The investigation is underway to determine the cause of the accident." Type: Blog entry Body: Seven workers have died in an accident at one of Grupo Modelo's breweries in Mexico. The incident happened at its plant in Mexico City yesterday (7 April) in a confined area of tanks where cleaning and maintenance work was being done, Modelo said in a statement. "The families of the deceased have been informed and we have contacted the pertinent authorities," the statement said. Asked about media speculation that the deaths were caused by the workers inhaling toxic fumes, a Modelo spokesperson said: "We don't have any further information. The investigation is underway to determine the cause of the accident." Modelo, which has eight breweries in Mexico, said there is "no risk to the community or the environment or the rest of the facilities and its personnel". The statement added: "Cervecería Modelo regrets these events and will support the affected families." The Corona brewer is in the process of being taken over by Anheuser-Busch InBev. It appears the deal is set to go head after A-B InBev indicated on Friday it has resolved anti-trust concerns raised by the US Department of Justice in a lawsuit lodged in January. Resource: http://www.just-drinks.com/news/seven-workers-die-in-modelo-brewery-acci... Nid: 846 Post date: 04/04/2013 - 12:50 Title: US: Anheuser-Busch InBev cuts jobs, moves posts to Argentina Teaser: A-B InBev said the job cuts had been "minimized" Anheuser-Busch InBev has confirmed that around 30 employees have been affected by a disorganization of its US business services unit. The brewer said that the reorganization had “displaced a small number of workers” in St Louis, and that job cuts had been “diminished”. A spokesperson told that “fewer than 30 positions were impacted”. Part of the changes involve some of the group's business service functions being shifted to Argentina. Type: Blog entry Body: A-B InBev said the job cuts had been "minimized" Anheuser-Busch InBev has confirmed that around 30 employees have been affected by a disorganization of its US business services unit. The brewer said that the reorganization had “displaced a small number of workers” in St Louis, and that job cuts had been “diminished”. A spokesperson told that “fewer than 30 positions were impacted”. Part of the changes involve some of the group's business service functions being shifted to Argentina. In a separate statement, Jim Brickey, A-B's VP of people, said: "These reductions were minimized as much as possible by using unfilled positions.” Resource: http://www.just-drinks.com/news/anheuser-busch-inbev-cuts-jobs-moves-pos... Nid: 845 Post date: 03/28/2013 - 17:50 Title: AB InBev admits new Grupo Modelo suit could derail $20.1bn deal Teaser: ABInBev says it will 'vigorously defend' itself against a new consumer class action seeking to prevent its full $20.1bn buyout of Mexican brewer Grupo Modelo, but admits the suit could halt the deal. Type: Blog entry Body: ABInBev says it will 'vigorously defend' itself against a new consumer class action seeking to prevent its full $20.1bn buyout of Mexican brewer Grupo Modelo, but admits the suit could halt the deal. Please find the full story here: http://www.beveragedaily.com/Manufacturers/AB-InBev-admits-new-Grupo-Mod... Nid: 844 Post date: 03/26/2013 - 13:08 Title: St. John's Newfoundland Canada Labatt Plant Teaser: St. John's Newfoundland Canada Labatt Plant Type: Image Body: St. John's Newfoundland Canada Labatt Plant Nid: 843 Post date: 03/26/2013 - 13:07 Title: St. John's Labatt workers on strike Teaser: Canadian St. John's Newfoundland Labatt workers on strike Type: Image Body: Canadian St. John's Newfoundland Labatt workers on strike Nid: 842 Post date: 03/26/2013 - 13:04 Title: Canadian St. John's Newfoundland Labatt (AB-InBev) Plant on Strike Teaser: Monday afternoon the unionized members walk off the job. They were in the middle of bargaining if you want to call it that. There was no offer from the company just an overwhelming amount of take aways from a company that has record profits. The company is calling this a "wildcat" but the company orchestrated this. They brought in scab replacement workers and ask the members to train them. The members said that if they removed the scabs that they would return. The company said it had every right to bring in NON-UNION workers.The members had no choice. Type: Blog entry Body: Monday afternoon the unionized members walk off the job. They were in the middle of bargaining if you want to call it that. There was no offer from the company just an overwhelming amount of take aways from a company that has record profits. The company is calling this a "wildcat" but the company orchestrated this. They brought in scab replacement workers and ask the members to train them. The members said that if they removed the scabs that they would return. The company said it had every right to bring in NON-UNION workers.The members had no choice. Not suprising from a group of investment bankers that have no idea how to grow a market for profit. Just make the product cheaper and cut costs. Nid: 841 Post date: 03/24/2013 - 16:34 Title: Carlsberg creates new jobs in Northampton Teaser: A new bottling plant, part of a £60m investment, has created 30 new jobs in Northampton and secured Carlsberg's "long-term future" in the town. The facility will double output at the Bridge Street site and is one of the first buildings to be constructed in the Northampton Enterprise Zone. A brewery spokesman said the investment "demonstrates to the world Northampton is a key centre for business". Beers bottled on the line include Carlsberg, Tuborg and San Miguel. Type: Blog entry Body: A new bottling plant, part of a £60m investment, has created 30 new jobs in Northampton and secured Carlsberg's "long-term future" in the town. The facility will double output at the Bridge Street site and is one of the first buildings to be constructed in the Northampton Enterprise Zone. A brewery spokesman said the investment "demonstrates to the world Northampton is a key centre for business". Beers bottled on the line include Carlsberg, Tuborg and San Miguel. Jorgen Bull Rasmussen, Carlsberg's group chief executive officer, said: "The completion of this project means that all UK bottling can now be done in the UK... it's great news for British brewing. "This bottling line secures our long-term future in our UK home of Northampton where we have been based for over 30 years." Known as the Carlsberg Cube the 7,000 sq m site, which opened earlier, marks the final stage of a £60m development on the brewer's site Nid: 840 Post date: 03/24/2013 - 16:26 Title: Ambev Closes Brahma operations in Venezuela Teaser: Brahma, a Venezuelan division of Latin American brewing giant Ambev, is closing its operations in the South American nation following a prolonged slide in sales, the company said on Wednesday. Brahma said its share of Venezuela's market over seven years dropped to 0.9 percent from 9 percent, preventing it from carrying out necessary investments in its facilities. "In addition, (the company has faced) consistent increases in operating costs and an environment that is exceedingly complicated for the brewing industry," Brahma said. It began shutting operations on Monday. Type: Blog entry Body: Brahma, a Venezuelan division of Latin American brewing giant Ambev, is closing its operations in the South American nation following a prolonged slide in sales, the company said on Wednesday. Brahma said its share of Venezuela's market over seven years dropped to 0.9 percent from 9 percent, preventing it from carrying out necessary investments in its facilities. "In addition, (the company has faced) consistent increases in operating costs and an environment that is exceedingly complicated for the brewing industry," Brahma said. It began shutting operations on Monday. The company did not immediately respond to requests for additional comment. Plant workers last year told local media that the company's financial problems worsened when Ambev sold the Zulia brand of beer, which was produced and marketed alongside Brahma, to another local beer maker. Ambev is part of Anheuser-Busch InBev SA, the world's biggest brewer. Nid: 839 Post date: 03/23/2013 - 01:41 Title: Unite the Union asking Molson coors to reconsider pay cuts Teaser: We are all getting tired of this. The big four breweries are making more profit than ever before. They are all run by investment bankers that have no idea how to increase market share. They only know how to cut costs and acquire breweries. Soon there won't be anything left to cut or buy. The employees that they are treating poorly won't be able to afford their product. I hope the pendulum starts to swing back or there will be no middle class left. Type: Blog entry Body: We are all getting tired of this. The big four breweries are making more profit than ever before. They are all run by investment bankers that have no idea how to increase market share. They only know how to cut costs and acquire breweries. Soon there won't be anything left to cut or buy. The employees that they are treating poorly won't be able to afford their product. I hope the pendulum starts to swing back or there will be no middle class left. The beer tax cut should prompt Molson Coors to rethink its proposed slashing of pay and conditions at its Burton-on-Trent plant (UK), Unite has said. A meeting of more than 300 workers at Burton town hall reinforced the message to the management to reconsider its package of proposals, which includes axing the wages of 184 brewery technicians by up to £9,000-a-year. Unite said that the company - makers of Carling lager - had been campaigning for a reduction in beer duty which had now been heard by the chancellor George Osborne, who in the budget, scrapped the planned 3p rise in beer duty and reduced the duty by 1p. Pay cuts at Carling plant will be fought, says Unite The firm has already initiated the 90-day consultation which could see the introduction of a radical package resulting in cuts to pay, and terms and conditions for the 455-strong workforce. Unite regional officer Rick Coyle said: “At last night’s meeting, members were adamant that they would not contemplate this drastic cut to their pay and terms and conditions; especially at a time when household bills are going through the roof. The workers have been given notice of radical new shift patterns with 30 days annual leave - leaving 335 days either working, or at home and contactable to come into work at 23 hours notic Nid: 838 Post date: 03/18/2013 - 18:05 Title: Molson Coors and Unite the Union at odds at the Burton Brewery Teaser: Molson Coors and Unite the Union at odds at the Burton Brewery. Click on link. http://www.morningadvertiser.co.uk/General-News/Jobs-and-pay-under-threa... Type: Blog entry Body: Molson Coors and Unite the Union at odds at the Burton Brewery. Click on link. http://www.morningadvertiser.co.uk/General-News/Jobs-and-pay-under-threa... Nid: 837 Post date: 02/28/2013 - 03:55 Title: Interesting View of the AB-InBev purchase of Grupo Modelo Teaser: Every day, the Web site BeerPulse tries to list every single new beer available in the United States. And that’s harder than you might imagine. Recently, the site posted Cigar City’s Jamonera Belgian-style Porter, Odell Tree Shaker Imperial Peach IPA, as well as a rye lager, a cherry blossom lager and a barley wine. And the list goes on, and on. In 1978, there were 89 breweries in the United States; at the beginning of this year, there were 2,336, with an average of one new brewery per day Type: Blog entry Body: Every day, the Web site BeerPulse tries to list every single new beer available in the United States. And that’s harder than you might imagine. Recently, the site posted Cigar City’s Jamonera Belgian-style Porter, Odell Tree Shaker Imperial Peach IPA, as well as a rye lager, a cherry blossom lager and a barley wine. And the list goes on, and on. In 1978, there were 89 breweries in the United States; at the beginning of this year, there were 2,336, with an average of one new brewery per day . Most of them are tiny, but a handful, like Sam Adams and Sierra Nevada, have become large national brands. At the same time, sales of Budweiser in the United States have dropped for 25 consecutive years.So I was surprised to learn that the Justice Department is worried that Anheuser-Busch InBev, the conglomerate that owns Bud, is on the cusp of becoming an abusive monopoly. In January, the department sued AB InBev to prevent it from buying the rest of Mexico’s Grupo Modelo, a company in which it already carries a 50 percent stake. The case is not built on any leaked documents about some secret plan to abuse market power and raise prices. Instead, it’s based on the work of Justice Department economists who, using game theory and complex forecasting models, are able to predict what an even bigger AB InBev will do. Their analysis suggests that the firm, regardless of who is running it, will inevitably break the law.For decades, they argue, Anheuser-Busch has been employing what game theorists call a “trigger strategy,” something like the beer equivalent of the Mutually Assured Destruction Doctrine. Anheuser-Busch signals to its competitors that if they lower their prices, it will start a vicious retail war. In 1988, Miller and Coors lowered prices on their flagship beers, which led Anheuser-Busch to slash the price of Bud and its other brands in key markets. At the time, August Busch III told Fortune, “We don’t want to start a blood bath, but whatever the competition wants to do, we’ll do.” Miller and Coors promptly abandoned their price cutting.The trigger strategy, conducted in public, is entirely legal. In fact, it’s how airlines, mobile- phone companies and countless other industries keep their prices inflated. Since that dust-up in the late ’80s, the huge American beer makers have moved in tandem to keep prices well above what classical economics would predict. (According to the logic of supply and demand, competing beer makers should pursue market share by lowering prices to just above the cost of production, or a few cents per bottle.) Budweiser’s trigger strategy has been thwarted, though, by what game theorists call a “rogue player.” When Bud and Coors raise their prices, Grupo Modelo’s Corona does not. (As an imported beer, Corona is also considered to have a higher value.) And so, according to the Justice Department, AB InBev wants to buy Grupo Modelo not because it thinks the company makes great beer, or because it covets Corona’s 7 percent U.S. market share, but because owning Corona would allow AB InBev to raise prices across all of its brands. And if the company could raise prices by, say, 3 percent, it would earn around $1 billion more in profit every year. Imagine the possibilities. The Justice Department already has.Representatives from AB InBev, however, have stated that the potential Corona acquisition is less about dominating the dwindling (albeit still $90 billion per year) U.S. beer market and more about a larger, global strategy. In that regard, AB InBev has been on quite a roll. The Brazilian firm Companhia de Bebidas das Américas, or AmBev, was born in 1999 around the concept of using innovative technology and managerial efficiency to disrupt the competition and channel the profits into buying them out. The company swallowed up several Latin American firms; in 2004, it merged with the Belgian giant Interbrew; in 2008, the new conglomerate, InBev, took over Anheuser-Busch. Along the way, it also picked up China’s third-largest brewer and the Canadian beer company Labatt.We are still in the very early stages of what appears to be a global version of the scale-based consolidation we’ve seen in the United States over the past century. Before Prohibition, beer was largely a regional business, with thousands of small breweries serving markets often defined by city blocks. Until fairly recently, retail, food manufacturing, banking and countless other industries were also largely the domain of local or regional firms. And while in recent decades companies have scrambled to command international markets, the global fights have largely been over dominance of the United States, Western Europe and Japan.But the goal of the Grupo Modelo merger, the company has stated, is to gear up for the big beer fight of the 21st century. As the traditional beer markets of the United States, Europe and Japan age, the most lucrative markets will be in China, India, Latin America, Eastern Europe, the wealthier countries of Africa and other places where, every single day, millions of young consumers will buy their first legal beer. On this front, AB InBev is already facing staunch competition from Denmark’s Carlsberg, Britain’s SABMiller and Japan’s Asahi. It’s not exactly worried about Sam Adams and Sierra Nevada.These firms are among the many preparing for a global market several times larger than any that has ever existed. This helps explain why we have seen so many mergers in the past few months. The Justice Department recently approved the marriage of Penguin and Random House, and is expected to do the same with American Airlines and US Airways. Office Depot and OfficeMax are planning a merger of their own. These megamergers, however, do not inevitably create destructive monopolies. Carl Shapiro, the former chief economist at the Justice Department, told me that large mergers improve competition. Together, Penguin and Random House may be able to better stave off Amazon; American Airlines and US Airways can contend with Delta. Similarly, Office Depot and OfficeMax, once merged, may finally be large enough to really scare Staples. Fear, Shapiro says, is the key. Markets work best, he says, when “everyone has to watch their back.”Shapiro admits that the Justice Department has lagged behind the work of many economists, and has been complicit in our fear of large mergers.(In some key decisions, like the 1962 Supreme Court ruling to block the merger of Brown Shoe and the Kinney Company, courts hurt consumers by preventing corporate efficiency.) But economic forecasting has improved since then, Shapiro says, and become more flexible. After AB InBev executives tweaked their Grupo Modelo acquisition plans, so not to affect their domestic interests, the Justice Department started to rerun the numbers. They’ll issue an opinion soon.Over the coming decades, though, the opinion of American government officials might not matter quite so much. China’s National People’s Congress approved its first antimonopoly law in 2008, which, many economists fear, could be used to block foreign competitors and to promote local giants. India’s version, which went into effect in 2009, is even less clear. It’s quite possible that the true monopolistic battles of the 21st century will not be among massive corporations but among the self-interested governments. We can only hope that they don’t engage in a trigger strategy of their own. Nid: 836 Post date: 02/27/2013 - 04:43 Title: AB-InBev being sued again Teaser: the world’s biggest brewer, was sued by consumers in three U.S. states for allegedly overstating the alcohol content in its Budweiser beer. AB InBev’s St. Louis-based Anheuser-Busch Cos. routinely adds extra water to its finished products to produce malt beverages with significantly less alcohol content than displayed on its labels, violating state statutes on consumer protection, according to a complaint filed yesterday in federal court in Philadelphia. Similar lawsuits were filed in federal courts in New Jersey and San Francisco. Type: Blog entry Body: the world’s biggest brewer, was sued by consumers in three U.S. states for allegedly overstating the alcohol content in its Budweiser beer. AB InBev’s St. Louis-based Anheuser-Busch Cos. routinely adds extra water to its finished products to produce malt beverages with significantly less alcohol content than displayed on its labels, violating state statutes on consumer protection, according to a complaint filed yesterday in federal court in Philadelphia. Similar lawsuits were filed in federal courts in New Jersey and San Francisco. “AB’s customers are overcharged for watered-down beer and AB is unjustly enriched by the additional volume it can sell,” Thomas and Gerald Greenberg said in the Philadelphia complaint. AB InBev, the maker of Budweiser and Stella Artois, controls 39 percent of the U.S. beer market. The company is seeking government approval to buy the rest of Grupo Modelo SAB, Mexico’s largest beermaker, for $20.1 billion. The Modelo brands account for 7 percent of the U.S. market. AB InBev shipped 98.5 million barrels in the U.S. in 2011, according to Beer Marketer’s Insights. ‘Completely False’ The claims against Anheuser-Busch are “completely false,” Peter Kraemer, the company’s vice president of brewing and supply, said in an e-mail. “Our beers are in full compliance with all alcohol labeling laws,” Kraemer said. “We proudly adhere to the highest standards in brewing our beers, which have made them the best-selling in the U.S. and the world.” Budweiser, the No. 3 beer in the U.S. in 2011, was introduced in 1876 when company founder Adolphus Busch set out to create a national beer brand, according to the Anheuser-Busch website. Each batch of the beer, which blends American aroma hops with barley malts and rice, follows the same family recipe used by five generations of brewmasters, according to the website. The complaints accuse the AB InBev unit of also mislabeling the amount of alcohol in Bud Ice, Bud Light Platinum, Michelob, King Cobra, Busch Ice, Black Crown, Bud Light Lime, Hurricane High Gravity Lager, Natural Ice and Michelob Ultra. Ohio, Colorado Josh Boxer, an attorney for plaintiffs in California, said additional lawsuits will be filed against the company in Ohio and Colorado. The California complaint, filed by Sonoma County residents Nina Giampaoli and John Elbert, seek to represent consumers in the state and consumers nationwide who have purchased AB InBev products in the past five years. All three complaints seek damages exceeding $5 million. Total damages “could be quite significant based on the volume of products that AB produces a year,” Boxer said. It’s unclear in the complaints how the plaintiffs determined the alcohol content was less than stated. Boxer said the complaints are based on information from former workers at some of the company’s 13 U.S. breweries. “On information and belief this is a corporate policy of AB to intentionally short the alcohol content,” Boxer said in a phone interview. “We believe this is a corporate policy that comes from AB InBev and trickles down.” Four Cases The Greenbergs said they routinely purchased as many as four cases of Budweiser a month during the past four years, with the contents labeled as having an alcohol content of 5 percent by volume, according to the lawsuit. Giampaoli regularly purchased one six-pack of Budweiser a week during the past four years, according to that complaint filed Feb. 22. Brian Wilson, who is suing Anheuser-Busch in federal court in New Jersey, purchased one case of Michelob Ultra per month. The label stated the beer contained 4.2 percent alcohol by volume, according to his complaint filed yesterday. AB InBev allegedly keeps the alcohol level for each batch of malt beverage at specifications above the desired final product at least initially then adds water and CO2 to the final stage of the brewing process, according to the complaint. The company began using in-line alcohol measuring instruments known as Anton Paar meters that can measure the alcohol content in malt beverages to within hundredths of one percent, according to the complaint. AB allegedly uses the precision technology to shave the alcohol content instead providing consumers with a product based on the stated label, the Greenbergs said in the complaint. Adding water to the brewing process cuts the stated alcohol content by 3 to 8 percent, Boxer said. Nid: 835 Post date: 02/23/2013 - 22:44 Title: Bavaria finally agrees to negotiate collective bargaining agreement with its trade unions Teaser: The agreement was reached after a 9-month struggle and with the mediation of the ILO — — Negotiations will start on 30 March — After nine months of refusing to recognize its trade unions and sidestepping calls by them to negotiate a set of demands, and after nine years of insisting that the existing collective agreement was the only basis for the employment relationship between it and its staff, the brewing multinational has finally agreed to start the process of negotiating a new collective agreement. If everything goes to plan this should begin no later than 11 March. Type: Blog entry Body: The agreement was reached after a 9-month struggle and with the mediation of the ILO — — Negotiations will start on 30 March — After nine months of refusing to recognize its trade unions and sidestepping calls by them to negotiate a set of demands, and after nine years of insisting that the existing collective agreement was the only basis for the employment relationship between it and its staff, the brewing multinational has finally agreed to start the process of negotiating a new collective agreement. If everything goes to plan this should begin no later than 11 March. Two trade unions – Sinaltrainbec (covering the drinks industry) and Sintraceba (the union at the Barranquilla plant) – have signed an agreement with Bavaria under which the company agrees to recognize both organizations and to start negotiations on a set of demands presented by the unions on 29 May 2011. These are the same demands that the brewer had always refused to negotiate, using a combination of legal chicanery and the systematic persecution of unionized workers. The negotiations will progress in tandem at Bavaria S.A and Cervecería del Valle, a separate company that is also owned by South African multinational SABMiller. Although the negotiations will be simultaneous, separate sets of demands will be discussed. Bavaria currently employs 5,000 workers directly at its plants in Barranquilla, Cali, Bucaramanga, Duitama and Tocancipá, with over 6,000 employed via contractors on an outsourcing basis. The ILO: key to the agreement According to Fabio Arias, who advised the Colombian trade union federation the CUT throughout the process, the workers’ success at Colombia’s largest drinks company was the result of determined struggle and mobilisation by Sinaltrainbec and Sintraceba, who managed to resist provocation and persecution by the company. But international pressure, and particularly that of the ILO, also played its part. “The report of the ILO High Level Mission that visited the country at the start of 2011 provided a basis for exerting pressure on Bavaria to accept the demand for collective negotiations with trade union organisations instead of insisting on the existing collective agreement,” adds the director of the CUT, who also pointed out that, since 2004, when Bavaria ceased to belong to the Grupo Santodomingo and was acquired by SABMiller, the company’s relationship with its workers has been covered by a collective agreement. And one of the key demands under negotiation is for the gradual replacement of this agreement. The ILO participated through the offices of the Special Committee for the Handling of Conflicts Referred to the ILO (CETCOIT), a body that has been active during the last four years in Colombia, with the aim of mediating between employers and workers, seeking to promote social dialogue as a means of defending freedom of association. The agreement was signed on 21 January at the Department of Employment, attended by representatives of the trade unions and the company, and also by delegates of the CUT, the employers’ federation, ANDI, and the CETCOIT. All parties agreed to respect the principles of the right to trade union membership and collective bargaining set out in ILO conventions 87, 98 and 151. The fact that the mediation committee of the CETCOIT included Carmen Moreno, regional director of the ILO for the Andean Region, gives an indication of the importance of this agreement. The meeting was also observed by Nancy Laos Cáceres, the Peruvian Labour Minister, who was interested in finding out about the experience of the CERCOIT in Colombia. Withdrawal of complaints and allegations On 29 January a meeting was scheduled to draw up the list of complaints, employment issues and criminal allegations raised by the company and trade unions alike in the course of the dispute, which must be withdrawn by both parties, including the fine imposed on Bavaria by the Department of Employment for its refusal to negotiate the demands submitted by the trade unions, consisting of five minimum monthly salaries for each day of delay in entering into negotiations. On 11 February, a special session of the CENCOIT will verify whether the list of complaints and allegations has been withdrawn, and if the other conditions agreed have been met, in which case a 30-day countdown period to the collective bargaining negotiations will start, which will initially apply to the 500 unionised workers at Bavaria. Carlos Ortiz, president of Sinaltrainbec, described the agreement as an important step towards resolving the conflict that has existed at Bavaria for the last nine months. He explained that the conditions under negotiation will be same as those submitted in May last year, with a few modifications. The trade union leader said: “In general terms, the aim is to reestablish almost all of the provisions of the collective agreement signed between the now defunct union Sintrabavaria and the company 11 years ago, including salary rises, promotions, support and loans for education, housing and leisure. We also want the company to pay non-statutory bonuses to workers who have joined since 2004, as these are not covered by the collective agreement; and the company must recognize the length of service of workers who were employed by the Leona brewing company and associated labour cooperatives. With respect to outsourced staff, there is a point stating that the normal activities of the company are to be performed by direct employees.” The trade union leader explained that it is very important to expand union membership, so that workers lose their fear of joining, with the union aiming in the medium term to represent the majority of Bavaria workers. A national assembly of delegates from different sections of the union will be held in Cali next week, in order to validate the process of approving the list of demands and to set in progress an affiliation plan for all the company’s plants in Colombia. Another assembly will be held by Sintraceba at Barranquilla for the same purpose. Nid: 834 Post date: 02/14/2013 - 22:49 Title: This may be Finally Over Teaser: . The terms of our original combination announced on June 29, 2012, to acquire the remaining stake in Grupo Modelo that we don’t already own, remain unchanged. As you know, for AB InBev, the combination with Grupo Modelo has always been about Mexico and making Corona more global in all markets other than the U.S. We continue to be committed to this transaction and remain excited about the strong merits of combining two world-class companies Type: Blog entry Body: . The terms of our original combination announced on June 29, 2012, to acquire the remaining stake in Grupo Modelo that we don’t already own, remain unchanged. As you know, for AB InBev, the combination with Grupo Modelo has always been about Mexico and making Corona more global in all markets other than the U.S. We continue to be committed to this transaction and remain excited about the strong merits of combining two world-class companies . We also announced in June that Grupo Modelo agreed to sell its existing 50% stake in Crown, the joint venture that imports and markets Modelo’s brands in the U.S., to Constellation, for 1.85 billion USD, giving Constellation 100% ownership and control. Earlier today we announced a revised agreement with Constellation to sell Grupo Modelo’s brewery in Piedras Negras, Mexico to Constellation and grant them perpetual rights for Grupo Modelo’s brands distributed by Crown in the U.S for 2.9 billion USD. The sale of the brewery, which is located near the Texas border, would ensure independence of supply for Crown and complete control of the production of Grupo Modelo’s brands distributed by Crown in the U.S. In addition, under the June agreement, AB InBev had the right, exercisable every ten years, to terminate the importer agreement with Crown. That provision has been removed in the revised agreement. In short, we would completely divest the U.S. business of Grupo Modelo and Crown would continue to be an independent competitor in the U.S., gaining all of the responsibilities of a brewer. AB InBev intends to work with Constellation over the next three years to ensure a smooth operational transition in Piedras Negras for workers and suppliers. We believe this revised agreement with Constellation addresses all of the concerns raised by the U.S. Department of Justice in its recent lawsuit challenging the proposed combination and allows us to move expeditiously to the Modelo integration process and the capture of approximately USD 1 billion of synergies, up from our original estimate of USD 600 million. Please note that while we have reached a revised agreement with Constellation, it remains conditioned on the completion of the Grupo Modelo transaction, as well as regulatory approvals in the U.S. and Mexico and other customary closing conditions. Until closing, it will be business as usual. We will keep you informed as new developments arise. As usual, please stay focused on your responsibilities. Thank you for your continued hard work and commitment to AB InBev. Nid: 833 Post date: 02/12/2013 - 08:24 Title: HEINEKEN renews Executive Committee composition and responsibilities Teaser: HEINEKEN renews Executive Committee composition and responsibilities Amsterdam, 8 February 2013 – Heineken N.V. (‘HEINEKEN’) today announced changes to its top management structure and the composition of its Executive Committee. The changes follow the recent acquisition of Asia Pacific Breweries and will ensure the Company is able to maintain the positive momentum behind its strategy and long term growth objectives. Type: Blog entry Body: HEINEKEN renews Executive Committee composition and responsibilities Amsterdam, 8 February 2013 – Heineken N.V. (‘HEINEKEN’) today announced changes to its top management structure and the composition of its Executive Committee. The changes follow the recent acquisition of Asia Pacific Breweries and will ensure the Company is able to maintain the positive momentum behind its strategy and long term growth objectives.  Effective 1 April 2013, the role of Chief Commercial Officer will cease to exist and the marketing and sales elements of the role will be split. Two new combined roles will be created and form part of the Executive Committee: o President Western Europe & Chief Marketing Officer; o President Central and Eastern Europe & Chief Sales Officer.  Alexis Nasard, currently Chief Commercial Officer, has been appointed President Western Europe & Chief Marketing Officer. Didier Debrosse, currently Regional President Western Europe, will take up a new challenge as Managing Director HEINEKEN Brasil. Alongside responsibility for Western European operating companies, Alexis will also retain direct responsibility for the Heineken® brand and Innovation. A new role of Executive Director Marketing, leading the rest of the marketing agenda will also report to Alexis.  Jan Derck van Karnebeek, currently Regional President Central and Eastern Europe, has been appointed President Central and Eastern Europe & Chief Sales Officer. In this role, Jan Derck will assume additional responsibility for global sales capability building and planning.  Stefan Orlowski, currently Managing Director HEINEKEN UK will re-join the HEINEKEN Executive Committee and succeed John Nicolson as President Americas when John retires in July.  Roland Pirmez, CEO of Asia Pacific Breweries (APB) will retain this role and combine it with that of President Asia Pacific. Roland will join the Executive Committee. All existing HEINEKEN operations in Asia will be integrated within the APB organisation to create a single regional platform.  Theo de Rond, currently Regional President Asia Pacific, will leave his current role on the HEINEKEN Executive Committee and return to Amsterdam in June 2013 following the successful integration of APB. In his new role, as Executive Director, Partnerships, Theo will continue to represent HEINEKEN on the boards of businesses in Thailand, Indonesia, Japan and Vietnam. Commenting on these changes, Jean-François van Boxmeer, Chairman of the Executive Board and CEO of Heineken N.V. said, “Looking to the future, these significant changes will ensure that we have the people, structures and processes in place to realise our long-term growth objectives. I would like to congratulate Alexis, Jan Derck, Stefan and Roland on their new roles. Each has driven growth in their respective area of responsibility and each has demonstrated the leadership and technical skills needed to consistently win in the marketplace. Their understanding of and passion for the business coupled with their professional expertise will be critical to meeting the market challenges of the next few years.” Jean-François van Boxmeer continued, “Equally important, I would like to thank Didier, John and Theo for their significant contribution to the growth and transformation of our business. Since 2005, Didier has ensured that Western Europe has played a major role in overall company growth. In that time, our EBIT (beia) in Western Europe has grown on average 8% per annum and the region has been the “engine” of our major cost saving and cash generation programmes, supporting investment and acquisition in other parts of our company. Didier will be a significant asset in driving growth in Brazil. John has been a great servant to the beer industry for more than 20 years in senior executive roles in HEINEKEN, Scottish & Newcastle and Foster’s. As Regional President Americas, John has overseen a significant increase in the scale of the Americas region via the acquisition and integration of the beer businesses of FEMSA in Mexico and Brazil. In more than 35 years with the business, Theo has built a track record of success in a variety of national and international leadership roles. Over the last two years, Theo has helped to build a new relationship with APB and has played a leading role in steering the acquisition and integration processes in relation to APB.” These changes will result in a decrease in the size of the Executive Committee from 12 members to 11 (see notes to editors). Background on Key Executives Didier Debrosse (French; 1956) Since 2005 Regional President HEINEKEN Western Europe. Joined HEINEKEN in France in 1997 as Sales and Marketing Manager, after having worked with Nivea and Kraft Jacobs Suchard, where he had various commercial positions. He was later appointed General Manager of Brasseries HEINEKEN in France. In 2003 he became Managing Director of HEINEKEN France. Jan Derck van Karnebeek (Dutch; 1967) Since 2012 Regional President HEINEKEN Central and Eastern Europe. Joined HEINEKEN in 1991. In 1999, he was appointed Commercial Director HEINEKEN, Slovak Republic. In 2001, he became General Manager HEINEKEN Beer Systems in the Netherlands. From 2006 until 2009, he managed HEINEKEN/CCHBC, Bulgaria and in 2009 became Managing Director HEINEKEN Romania. Alexis Nasard (Lebanese; 1966) Since 2010 Chief Commercial Officer. He spent 17 years with Procter and Gamble (P&G) in senior marketing and management roles. From 2006, Alexis was P&G’s General Manager of the Personal Care business for Central and Eastern Europe, the Middle East and Africa. John Nicolson (British; 1953) Since 2008 Regional President HEINEKEN Americas. John entered the beer industry in 1993 through Foster’s Brewing Group as Group Executive Director of the Courage business. In 1995, Scottish & Newcastle acquired the Courage business and he took up the role of Group Marketing Director. In 1998 John became Corporate Development Director. From 2000 until April 2008, he was an Executive Board member of Scottish & Newcastle. Stefan Orlowski (Australian; 1966) Since 2009 Managing Director HEINEKEN UK. Stefan joined HEINEKEN in 1998 as Sales, Marketing and Distribution Director for Zywiec in Poland. From 2003 until 2005, Stefan was Chief Operating Officer of Brau Union. In 2005 he became Managing Director of HEINEKEN Central and Eastern Europe. In 2007, Stefan was appointed Group Commerce Director HEINEKEN. Roland Pirmez (Belgian; 1960) Since 2008 Chief Executive Officer Asia Pacific Breweries Limited. From 1995 until 1998 Roland was Managing Director of HEINEKEN Angola. In 1998, he became General Manager of Thai Asia Pacific Brewery and in 2002 he took up the role of Chief Executive Officer HEINEKEN Russia. In 2008, Roland returned to Asia to take up his current role as Chief Excutive Officer APB. Theo de Rond (Dutch; 1954) Since 2011 Regional President HEINEKEN Asia Pacific. Joined HEINEKEN in 1978. From 1994 to 2001, he was responsible for sales and marketing at HEINEKEN Netherlands. In 2001, he became HEINEKEN’s Corporate Marketing Director. From 2003 to 2007, Theo managed the Company’s joint venture Guinness Anchor Berhad in Malaysia. In 2007, he was appointed General Manager of HEINEKEN’s joint venture Compañia Cervecerias Unidad (CCU) in Chile. Nid: 832 Post date: 02/12/2013 - 08:17 Title: HEINEKEN and Efes unwind their partnerships in Kazakhstan and Serbia Teaser: Amsterdam, 21 December 2012 – Heineken N.V. (‘HEINEKEN’) today announced that HEINEKEN and Efes Breweries International N.V. (‘EBI’), a wholly-owned subsidiary of Anadolu Efes, agreed to unwind their partnerships in Kazakhstan and Serbia:  HEINEKEN will sell its 28% stake in Efes Kazakhstan to EBI; and  HEINEKEN will acquire EBI’s 28% stake in Central Europe Beverages (‘CEB’), the holding company for the Serbian operations, thereby obtaining full ownership. Selling the minority cross-holdings to each other will result in a consideration to be paid by EBI to HEINEKEN of US$161 million. Type: Blog entry Body: Amsterdam, 21 December 2012 – Heineken N.V. (‘HEINEKEN’) today announced that HEINEKEN and Efes Breweries International N.V. (‘EBI’), a wholly-owned subsidiary of Anadolu Efes, agreed to unwind their partnerships in Kazakhstan and Serbia:  HEINEKEN will sell its 28% stake in Efes Kazakhstan to EBI; and  HEINEKEN will acquire EBI’s 28% stake in Central Europe Beverages (‘CEB’), the holding company for the Serbian operations, thereby obtaining full ownership. Selling the minority cross-holdings to each other will result in a consideration to be paid by EBI to HEINEKEN of US$161 million. Each of the transactions announced today is anticipated to be completed no later than May 2013. The completion, which is subject to certain conditions, is expected to result in an exceptional book gain for HEINEKEN. The proceeds will support the company’s financial objective to return to a net debt/EBITDA (beia )¹ ratio of below 2.5 times within 24 months of the closing of the APB transaction. HEINEKEN holds a solid position in the Serbian beer market with a brand portfolio that includes the Heineken® brand, which is the leader in the international premium segment, the Amstel brand and the local brands PilsPlus, Zajecarsko, MB Pils and Master. The Kazakh beer market offers attractive growth opportunities for the Heineken® brand in the international premium segment and HEINEKEN will continue to export the brand to the country. The partnerships in Kazakhstan and Serbia were created in 2008, when HEINEKEN and EBI combined their operations in the two countries. Following a strategic review the decision has been taken to unwind the partnerships Nid: 831 Post date: 02/05/2013 - 15:30 Title: Carlsberg Back to Myanmar Teaser: Danish brewer Carlsberg is returning to Myanmar following the easing of international sanctions which forced it out of the country in the mid-1990s. The world's fourth-largest brewer said on Friday it had signed a deal with its former partner, privately-owned Myanmar Golden Star Breweries, to build a new brewery in a country where it expects beer consumption to grow sharply Type: Blog entry Body: Danish brewer Carlsberg is returning to Myanmar following the easing of international sanctions which forced it out of the country in the mid-1990s. The world's fourth-largest brewer said on Friday it had signed a deal with its former partner, privately-owned Myanmar Golden Star Breweries, to build a new brewery in a country where it expects beer consumption to grow sharply . "There is no doubt that this will go fast," Carlsberg's Chief Executive Jorgen Buhl Rasmussen told Reuters from Myanmar before an inauguration ceremony in Yangon on Friday. "With the change Myanmar has seen and will see, there is huge potential in this market." The joint venture, in which Carlsberg will own 51 percent, will cost at least $50 million in the first couple of years. Since taking office at the head of a quasi-civilian government in 2011, President Thein Sein has freed political prisoners, lifted restrictions on the media and begun to reform the economy with a new foreign investment law and an exchange rate determined more by market forces. In response, Western countries have eased sanctions imposed on Myanmar's previous military government. Previously Carlsberg and Myanmar Golden Star were in a partnership under which Carlsberg beers were imported into the country and sold there. "When the sanctions were lifted, it was natural for us to contact them again, so we did," Rasmussen said. Construction of the new brewery marks a further step to increase Carlsberg's foothold in the fast-growing Asian region that has become vital for global brewers seeking growth as Western European markets slow. CATCHING UP Myanmar's 60 million inhabitants on average drink about 4 litres of beer per year, a consumption which Carlsberg expects to grow more than 7 percent per year and catch up eventually with neighbouring countries. Thais on average consume around 25 litres of beer per year, while people in Laos, Vietnam and Cambodia drink 30 litres. The new brewery is expected to be fully operational next year, with an annual capacity of 1 million hecto litres, which there is potential to expand in the future. Total beer consumption in Myanmar is around 3.5 million hecto litres per year, the brewer said. Carlsberg said the investment carried some risks, but it felt the political situation was now stabilising and was confident it could bring its own ethical practices along with the investment. Asia has become a battle ground for the world's biggest brewers, seeking acquisitions as they rely on emerging markets and price rises to offset sluggish demand in western Europe and stiff competition in mature markets. Toughened regulations for alcohol have also cooled growth in Russia Asia accounted for 18 percent of Carlsberg's total sales volume in 2011 and 12 percent of its operating profit. In November, Carlsberg increased investment in Chinese Chongqing Jianiang Brewery Co Ltd to 49.58 percent and raised its stake in Vietnamese brewer Habeco to 30 percent. Dutch rival Heineken said two weeks ago it would take full control and delist Asia Pacific Breweries in February. Nid: 830 Post date: 02/05/2013 - 15:19 Title: US: Anheuser-Busch InBev hit with Grupo Modelo anti-trust lawsuit by US Government Teaser: The US Department of Justice(DoJ) has moved to block Anheuser-Busch InBev's proposed takeover of Mexico's Grupo Modelo. In a statement on 31 January, the DoJ said it has filed an anti-trust lawsuit against the US$20.1bn deal. It said the takeover, first announced last June, would “substantially lessen competition” in the US beer market, meaning consumers would pay more for beer and have less choice. The DoJ noted that A-B InBev's Bud Light is the US' best-selling beer, while Modelo's Corona Extra is the best-selling import. “Because of the size of the beer market in the United States, even a small increase in the price of beer could result in billions of dollars of harm to American consumers,” the DoJ said. Type: Blog entry Body: The US Department of Justice(DoJ) has moved to block Anheuser-Busch InBev's proposed takeover of Mexico's Grupo Modelo. In a statement on 31 January, the DoJ said it has filed an anti-trust lawsuit against the US$20.1bn deal. It said the takeover, first announced last June, would “substantially lessen competition” in the US beer market, meaning consumers would pay more for beer and have less choice. The DoJ noted that A-B InBev's Bud Light is the US' best-selling beer, while Modelo's Corona Extra is the best-selling import. “Because of the size of the beer market in the United States, even a small increase in the price of beer could result in billions of dollars of harm to American consumers,” the DoJ said. Bill Baer, assistant attorney general in charge of the Department of Justice’s anti-trust division, said: "The department is taking this action to stop a merger between major beer brewers because it would result in less competition and higher beer prices for American consumers." He added: “If A-B InBev fully owned and controlled Modelo, A-B InBev would be able to increase beer prices to American consumers. This lawsuit seeks to prevent A-B InBev from eliminating Modelo as an important competitive force in the beer industry.” The move is a major setback to A-B InBev's plans to capture the Mexican brewer. However, the Belgium-headquartered group struck a note of defiance. In a statement, it said the DoJ's action is “inconsistent with the law, the facts and the reality of the market place.” It added: “We remain confident in our position, and we intend to vigorously contest the DOJ's action in federal court.” Fears had been raised the deal would be affected by anti-trust concerns, but A-B InBev had previously insisted the deal would complete by the first calendar quarter. But it added: “Given today's development, we no longer expect the deal to close during the first quarter of 2013. We will comment further once we have reviewed the DOJ filing.” The DoJ's shock move also puts into doubt Constellation Brands' acquisition of Crown Imports. The California-based company was due to take full control of Crown by buying out its JV parner Modelo's stake. Shares in Constellation were today down by 20.4% at $31.17.` http://www.just-drinks.com/news/anheuser-busch-inbev-hit-with-grupo-mode... Nid: 829 Post date: 01/29/2013 - 18:36 Title: India Brewery gets water cut off by Local Government Teaser: Water supply to Carlsberg brewery in Aurangabad has been cut, thanks to Maharashtra government’s directive to stop supply of water to breweries and distilleries in Marathwada region, following the extraordinary drought situation prevailing in the area. Carlsberg told ET: “The water supply to the Carlsberg brewery in the Waluj Industrial Area of Aurangabad has been reduced. Type: Blog entry Body: Water supply to Carlsberg brewery in Aurangabad has been cut, thanks to Maharashtra government’s directive to stop supply of water to breweries and distilleries in Marathwada region, following the extraordinary drought situation prevailing in the area. Carlsberg told ET: “The water supply to the Carlsberg brewery in the Waluj Industrial Area of Aurangabad has been reduced. We are reviewing the situation in Aurangabad and are cooperating with the authorities to support them on the steps taken to address the issue.” But the Vijay Mallya-led United Breweries, country’s largest brewer, said it will survive the summer without much damage as it has already upgraded its system to meet such eventualities. A note issued by the company to ET said: “We have proactively put in place several measures to reduce water consumption. We have installed water-efficient bottle washing equipment, state-of-the-art recycling systems to treat and re-use water in designated areas of the plants, and have significantly reduced water losses in the breweries. These measures have dramatically brought down water requirements and we follow global best practices and standards in water conservation”. “We do not see a major issue in operating in summer, because of the above”, the note added. With water supply lowest in the past 40 years, the state government is left with no option but to curtail water supply to nonessential consumption. Maharashtra has 90 distilleries depending on dams for its water supply. However, many others are cautious in their approach. Most alcohol beverage producers want the government to tread cautiously on the policy of stopping the water supply to breweries and beverages as the government would not be able to stomach the full ramification of such a measure. Nid: 828 Post date: 01/23/2013 - 01:13 Title: Good Buisness or Taking Advantage of a Battered Economy Teaser: At least two Arnold City Council members say they are against the city financially helping Anheuser Busch-InBev expand its Arnold Metal Container Corporation. On Thursday, the Arnold City Council approved a measure issuing up to $88 million in bonds to help pay for the 130,000-square-foot expansion. The measure also provides tax abatement on the expansion of the facility. The council voted 5-to-2 in favor of the measure. Councilmembers Doris Borgelt, Ward 1, and Michelle Hohmeier, Ward 2, cast the opposing votes. Ward 4 Councilwoman Sandra Kownacki was absent from the meeting. Type: Blog entry Body: At least two Arnold City Council members say they are against the city financially helping Anheuser Busch-InBev expand its Arnold Metal Container Corporation. On Thursday, the Arnold City Council approved a measure issuing up to $88 million in bonds to help pay for the 130,000-square-foot expansion. The measure also provides tax abatement on the expansion of the facility. The council voted 5-to-2 in favor of the measure. Councilmembers Doris Borgelt, Ward 1, and Michelle Hohmeier, Ward 2, cast the opposing votes. Ward 4 Councilwoman Sandra Kownacki was absent from the meeting. This isn't the proper role of government," said Hohmeier, referring to the city's issuance of bonds and tax abatement. Superior Oil moved to Arnold from the St. Louis City, and the company didn't ask the city for anything, she said. "We're also helping CVS by putting in a road, so does that mean we should help Walgreen's because the opening of CVS will take some of their business?" Hohmeier asked. "What about the city's smaller businesses? Are we going to help them, too?" Additionally, she said the city, the Fox School District and the Rock Community Fire Protection would end up losing tax revenues with the tax abatement. "AB-Inbev is a multi-billion dollar company," Hohmeier said. "I don't agree with corporate welfare." City Attorney Bob Sweeney said the tax abatement would only be for the expansion of the facility. He said the city, school district and fire protection district would still receive real estate tax revenue on the existing building. In response to Hohmeier's concerns, Ward 3 Councilman Paul Freese said, "It may be unfair, but if we didn't work with AB-InBev, they would have left. Sometimes you have to look at the big picture. They're going to add jobs, and this is big for our community in the long run." In a comment on a previous article, Borgelt wrote, "If (the company) had a normalized profit of $5.815 billion in the last six months, then the estimated $14.5 million tax abatement on real and personal property (city the city) over a 20-year period shouldn't be that much of a burden for them to conduct business here." In an interview after the meeting, Ward 3 Councilman Phil Amato told Patch it takes five council members to pass any measure having to do with the issuance of bonds to help a business expand. "It would have been a disaster had the council not approved the measure because the company has already started its expansion," he said. According to Sweeney, the measure states that the company must maintain its 125 current jobs and add at least 25 new positions as part of the expansion project. Nid: 827 Post date: 01/16/2013 - 02:10 Title: Beer News Teaser: Ok The holiday season is over. Lets here about what is happening in your brewery or your depot. Tell us about your contract negotiations , arbitration and management style they are using on you. I will edit and print your items. All of us need to see what is happening world wide not just around the corner. fred@beerworkers.org Type: Blog entry Body: Ok The holiday season is over. Lets here about what is happening in your brewery or your depot. Tell us about your contract negotiations , arbitration and management style they are using on you. I will edit and print your items. All of us need to see what is happening world wide not just around the corner. fred@beerworkers.org Nid: 826 Post date: 12/22/2012 - 00:25 Title: Merry Christmas to all and a very health and happy New Year to all your Families Teaser: Type: Blog entry Body: Nid: 825 Post date: 12/15/2012 - 02:37 Title: Management Styles Teaser: Hello all this is a request for you to send me a description of your shop management program. It might be called "world class) or VPO (voyager Plant optimization) or another name. Most of these are union busting at it's finest . Please send this to fred@beerworkers.org. I will compile and print them. You need to know how everyone else is doing. Type: Blog entry Body: Hello all this is a request for you to send me a description of your shop management program. It might be called "world class) or VPO (voyager Plant optimization) or another name. Most of these are union busting at it's finest . Please send this to fred@beerworkers.org. I will compile and print them. You need to know how everyone else is doing. Nid: 824 Post date: 12/05/2012 - 14:05 Title: As always with AB-InBev it's about money Teaser: Santo Domingo. - The Dominican National Brewery (CND) has been charging as much as 20 pesos more for its Presidente brand since last Wednesday, just months after AmBev’s takeover of the popular beer from the local company, Leon Jimenez. Moreover, Ambev’s own brand, Brahma had “mysteriously” disappeared for weeks from supermarket shelves and colmados, as drinkers speculated of a looming price jump, just in time for the holidays, when consumption spikes. Type: Blog entry Body: Santo Domingo. - The Dominican National Brewery (CND) has been charging as much as 20 pesos more for its Presidente brand since last Wednesday, just months after AmBev’s takeover of the popular beer from the local company, Leon Jimenez. Moreover, Ambev’s own brand, Brahma had “mysteriously” disappeared for weeks from supermarket shelves and colmados, as drinkers speculated of a looming price jump, just in time for the holidays, when consumption spikes. Quoted by elnacional.com.do, CND customer service office said its suggested retail prices are 60 pesos for the small; 80 for the medium and 110 for the "jumbo," but the reality is that it sells for as high as 125 pesos, with similar differences on the other sizes. The argument is that the ITBIS tax is behind the increases, which stems from the recently passed fiscal reform. Prior to AmBev’s takeover of the CND, its Brahma beer was subsidized to sell at a lower price than Presidente, to gain a better market share. But the ploy appears to be working into the hands of the country’s numerous rum distillers, as more and more beer drinkers complain that the higher prices will force to turn to the locally-made spirits Nid: 823 Post date: 11/30/2012 - 02:18 Title: Carlsberg Bulgaria to Shut Down for the Winter Teaser: The Carlsberg Bulgaria brewery in the northeastern city of Shumen will be shut down for two months due to the low consumption of beer in winter, according to Alexander Grancharov, CEO of the company. It is still unclear whether the workers will receive salaries for January and February or they will have to take unpaid leave, according to reports of Sega daily. The reduced consumption of beer will result in staff cuts, with some 15-20 people out of the brewery's 170 employees to be dismissed. Type: Blog entry Body: The Carlsberg Bulgaria brewery in the northeastern city of Shumen will be shut down for two months due to the low consumption of beer in winter, according to Alexander Grancharov, CEO of the company. It is still unclear whether the workers will receive salaries for January and February or they will have to take unpaid leave, according to reports of Sega daily. The reduced consumption of beer will result in staff cuts, with some 15-20 people out of the brewery's 170 employees to be dismissed. The Shumen-based brewery has functioned at reduced capacity each winter but it has never closed doors. The CEO of Carlsberg Bulgaria has refuted rumors that the shutdown is permanent, assuring that the brewery will resume operations in spring. Nid: 822 Post date: 11/22/2012 - 03:49 Title: AB-InBev SAB Miller Merger article Teaser: http://www.corporatecrimereporter.com/news/200/globalbeermonopoly11202012/ Type: Blog entry Body: http://www.corporatecrimereporter.com/news/200/globalbeermonopoly11202012/ Nid: 821 Post date: 11/18/2012 - 23:11 Title: Who are The Real Craft Brewers Teaser: Check this story out. Craft breweries are the only real growth in the beer industry so the big four not to let a little word like craft get in the way. http://management.fortune.cnn.com/2012/11/15/big-beer-craft-brewers/ Type: Blog entry Body: Check this story out. Craft breweries are the only real growth in the beer industry so the big four not to let a little word like craft get in the way. http://management.fortune.cnn.com/2012/11/15/big-beer-craft-brewers/ Nid: 804 Post date: 11/04/2012 - 01:04 Title: London Canada Brewery Union Honours Veterans Teaser: SEIU Local 2 Branch Local #1 in the London Ontario brewery were dealing with a problem. Due to food plant accreditation the wearing of poppies pinned to your work cloths was prohibited. The members have a long history of supporting the troops dating back to the turn of the century. Plus many of our retirees are veterans. The members wanted to continue this practice so they mounted Poppy flags at the plant entrances and donated $3000.00 to the local veterans. They also sell poppy stickers in the plant that are acceptable. Type: Blog entry Body: SEIU Local 2 Branch Local #1 in the London Ontario brewery were dealing with a problem. Due to food plant accreditation the wearing of poppies pinned to your work cloths was prohibited. The members have a long history of supporting the troops dating back to the turn of the century. Plus many of our retirees are veterans. The members wanted to continue this practice so they mounted Poppy flags at the plant entrances and donated $3000.00 to the local veterans. They also sell poppy stickers in the plant that are acceptable. The veterans expressed there gratitude to the union membership for their continued support. Nid: 803 Post date: 11/04/2012 - 00:53 Title: Emergency leave arb Teaser: Emergency leave arb Type: File Body: Emergency leave arb Nid: 797 Post date: 11/02/2012 - 02:42 Title: A-BInBev beer brands Teaser: A-BInBev beer brands Type: Link Body: A-BInBev beer brands Nid: 775 Post date: 10/26/2012 - 16:53 Title: The Plot to Destroy America's Beer Teaser: Quite a story. Click on the link http://www.businessweek.com/articles/2012-10-25/the-plot-to-destroy-amer... Type: Blog entry Body: Quite a story. Click on the link http://www.businessweek.com/articles/2012-10-25/the-plot-to-destroy-amer... Nid: 694 Post date: 10/23/2012 - 16:03 Title: Slumping British Beer Sales Blamed on Taxes Teaser: Breweries and Pub owners are blaming the British government tax structure for slumping sales. Click on Link Below. http://www.guardian.co.uk/business/2012/oct/23/taxes-blamed-slump-beer-s... Type: Blog entry Body: Breweries and Pub owners are blaming the British government tax structure for slumping sales. Click on Link Below. http://www.guardian.co.uk/business/2012/oct/23/taxes-blamed-slump-beer-s... Nid: 693 Post date: 10/23/2012 - 15:55 Title: Political Influence from the Big Four Teaser: All of the big four breweries are involved in swaying government descisions all over the world. This is an article about AB-InBev and the presidential race going on in the USA this month. Click on the link. http://www.stltoday.com/business/local/a-b-inbev-busy-behind-the-scenes-... Type: Blog entry Body: All of the big four breweries are involved in swaying government descisions all over the world. This is an article about AB-InBev and the presidential race going on in the USA this month. Click on the link. http://www.stltoday.com/business/local/a-b-inbev-busy-behind-the-scenes-... Nid: 687 Post date: 10/20/2012 - 00:51 Title: A Future That Works Rally!! Teaser: Get Out and Support This if You Can. Click the link for Details http://www.unitetheunion.org/oct20 Type: Blog entry Body: Get Out and Support This if You Can. Click the link for Details http://www.unitetheunion.org/oct20 Nid: 667 Post date: 10/14/2012 - 19:16 Title: SURVEY FOR IUF AFFILIATES WITH MEMBERSHIP IN THE BREWERIES SECTOR Teaser: Dear Sisters and Brothers, The IUF Secretariat is updating its databases and mapping of breweries companies and the survey below will allow us to identify the concrete issues confronting affiliates, see how affiliates have responded and help us develop organizing and bargaining strategies for breweries sector. Affiliates’ input is crucial. The secretariat may follow-up the responses with requests for more information, interviews, etc. Estimados compañeros y compañeras: La Secretaría de la UITA está actualizando su base de datos y mapeo de las compañías cerveceras, para lo cual la encuesta adjunta nos permitirá identificar los temas concretos que enfrentan las afiliadas, ver de qué manera respondieron y nos ayudará a desarrollar estrategias de sindicalización y negociación para el sector. El aporte de las afiliadas es fundamental. La secretaría podrá complementar las respuestas, solicitando más información, realizando entrevistas, etc.Agradeceremos la hagan circular entre sus organizaciones y envíen sus respuestas por correo electrónico (burcu.ayan@iuf.org) o por fax (+41 22 793 22 38). Type: Blog entry Body: Dear Sisters and Brothers, The IUF Secretariat is updating its databases and mapping of breweries companies and the survey below will allow us to identify the concrete issues confronting affiliates, see how affiliates have responded and help us develop organizing and bargaining strategies for breweries sector. Affiliates’ input is crucial. The secretariat may follow-up the responses with requests for more information, interviews, etc. Estimados compañeros y compañeras: La Secretaría de la UITA está actualizando su base de datos y mapeo de las compañías cerveceras, para lo cual la encuesta adjunta nos permitirá identificar los temas concretos que enfrentan las afiliadas, ver de qué manera respondieron y nos ayudará a desarrollar estrategias de sindicalización y negociación para el sector. El aporte de las afiliadas es fundamental. La secretaría podrá complementar las respuestas, solicitando más información, realizando entrevistas, etc.Agradeceremos la hagan circular entre sus organizaciones y envíen sus respuestas por correo electrónico (burcu.ayan@iuf.org) o por fax (+41 22 793 22 38). Please write in caps, using black or blue ink. You can attach an extra page if needed for your answers. Thank you. Compiled by: ___________________________________________ Position: ____________________________________________________ UNION: ___________________________________________________ Country_______________________________________________________________ E-mail: _________________________________________________________________ Tel. n.: A. UNION MEMBERSHIP INFORMATION 1. How many members of your union work in the breweries sector? Please provide a total figure. Total number of breweries sector members: ________________________ Number of women members working in the breweries sector: _____________ 2. What are the major companies employing your breweries membership? Please provide company names and fill in the grid as much as possible. Local Company Parent Company Location of the Plant Product lines (in addition to beer e.g. soft drinks etc.) Total number of workers Number of women workers Number of temporary workers Men Women 3. Does your union have an interest in organizing a breweries sector company where you do not currently have membership? Please identify company and specific operations if possible. B. UNION-COMPANY RELATION INFORMATION 4. What are the major problems your members and your organization are currently facing within the sector and/or with specific breweries companies? Please describe by company. 5. Do you have a collective bargaining agreement(s) with any of these companies? Yes No If yes, please enclose a copy when possible Thank you for answering to this questionnaire. Please e-mail it to burcu.ayan@iuf.org or send it by fax at +41 22 793 22 38 or by mail to IUF, 8 Rampe du Pont Rouge, CH-1213 Petit Lancy - Switzerland. as soon as possible. Sírvase escribir en mayúscula, en tinta negra o azul. Puede agregar otra página si fuera necesario para sus respuestas. Gracias. Recopilada por: Cargo: Sindicato: País: Correo electrónico: Nº de teléf.: A. INFORMACIÓN SOBRE AFILIACIÓN SINDICAL 1. ¿Cuántos miembros de su sindicato trabajan en el sector cervecero? Sírvase proporcionar una cifra total. Número total de miembros del sector cervecero: ______________________ Número de mujeres miembros del sector cervecero: ___________________ 2. ¿Cuáles son las principales empresas que emplean a vuestros afiliados del sector cervecero? Agradecemos proporcione los nombres de las empresas y procure completar la cuadricula en la medida de lo posible. Compañía local Compañía matriz Ubicación de la planta Líneas de productos (además de cervezas, por ej. refrescos, etc.) Número de total de de trabajadores Número de trabajadoras Número de trabajadores temporarios Hombres Mujeres 3. ¿Tiene interés su sindicato en organizar una compañía del sector cervecero donde en la actualidad no tiene afiliados? Agradecemos identifique la compañía y especifique las operaciones si es posible. B. INFORMACIÓN SOBRE RELACIONES SINDICATO-EMPRESA 4. ¿Cuáles son los principales problemas que sus miembros y su organización enfrentan actualmente dentro del sector o con compañías específicas del sector cervecero? Sírvase describirlos por compañía. 5. ¿Tienen convenio/s colectivo/s con alguna de estas compañías? Si No Si la respuesta es positiva, agradecemos adjunten una copia si fuera posible. Bitte in Grossbuchstaben und mit schwarzer oder blauer Tinte ausfüllen. Ihr könnt eine Extraseite hinzufügen, falls dies für eure Antworten erforderlich ist. Ausgefüllt von: Stellung: Gewerkschaft: Land: E-Mail: Telefonnummer: A. ANGABEN ZUR MITGLIEDSCHAFT DER GEWERKSCHAFT 1. Wie viele Mitglieder eurer Gewerkschaft arbeiten im Brauereisektor? Bitte die Gesamtzahl angeben: Gesamtzahl der Mitglieder im Brauereisektor: Anzahl der im Brauereisektor tätigen weiblichen Mitglieder: 2. Welches sind die grössten Unternehmen, die eure Mitglieder im Brauereisektor beschäftigen? Bitte die Namen der Unternehmen angeben und das Raster so vollständig wie möglich ausfüllen. Örtliches Unternehmen Muttergesellschaft Standort des Betriebs Produktlinien (Zusätzlich zu Bier wie Getränke und andere) Gesamtzahl der Beschäftigten Gesamtzahl der weiblichen Beschäftigten Gesamtzahl der befristet Beschäftigten Männer Frauen 3. Ist eure Gewerkschaft am Organising in einem Brauereiunternehmen interessiert, in dem ihr derzeit keine Mitglieder habt? Gebt bitte den Namen des Unternehmens und nach Möglichkeit spezifische Tätigkeiten an. B. ANGABEN ZU DER BEZIEHUNG ZWISCHEN GEWERKSCHAFT UND UNTERNEHMEN 4. Welches sind die Hauptprobleme, mit denen eure Mitglieder und eure Organisation derzeit im Sektor und/oder bei spezifischen Brauereien konfrontiert sind? Bitte nach Unternehmen beschreiben. 5. Haben Sie einen Tarifvertrag (n) mit einer dieser Firmen? Veuillez écrire en majuscueles, à l’encre bleue ou noire. Vous pouvez joindre une feuille supplémentaire si nécessaire pour compléter vos réponses. Merci. Rempli par: Poste: Syndicat: Pays: Courriel: n° téléphone: A. INFORMATIONS SUR LES EFFECTIFS 1. Combien de vos membres travaillent-ils dans le secteur brassicole? Veuillez indiquer un nombre total. Nombre total de membres dans le secteur brassicole: __________________________ Nombre de travailleuses dans le secteur brassicole: _____________ 2. Quelles sont les principales sociétés employant vos membres? Veuillez indiquer le nom de ces sociétés et remplir le tableau autant que possible Société locale Société mère Site de l’usine Lignes de produits (en plus de la bière telles que les boissons et les autres) Nombre total de travailleurs/euses Nombre de travailleuses Nombre de travailleurs/euses temporaires Hommes Femmes 3. Votre organisation est-elle intéressée à syndiquer le secteur brassicole même si elle n’y compte aucun membre actuellement? Veuillez préciser si possible les sociétés concernées et leurs opérations spécifiques. B. INFORMATIONS SUR LES RELATIONS SYNDICAT- SOCIÉTÉ 4. Quels sont les principaux problèmes rencontrés actuellement par vos membres et votre organisation au sein du secteur brassicole et/ou avec des sociétés spécifiques du secteur? Veuillez décrire la situation, société par société. 5. Avez-vous un accord de négociation collective (s) avec l'une de ces entreprises? Oui Non Si oui, s'il vous plaît joindre une copie si possible Merci d’avoir répondu à ce questionnaire. Veuillez l’envoyer par courriel à burcu.ayan@iuf.org ou l’envoyer par télécopie au +41 22 793 22 38. Ou par courier à l’UITA, 8 Rampe du Pont Rouge, CH-1213 Petit-Lancy – Suisse Nid: 662 Post date: 10/11/2012 - 22:18 Title: AB-InBev and Corona Not quite Done Yet Teaser: While the Department of Justice is still in information-gathering mode, there are indications that it is preparing to litigate if negotiations to divest assets and/or restructure the relationship with Crown (to give it more autonomy) fail to bear fruit. Type: Blog entry Body: While the Department of Justice is still in information-gathering mode, there are indications that it is preparing to litigate if negotiations to divest assets and/or restructure the relationship with Crown (to give it more autonomy) fail to bear fruit. One source told BBD last night that ABI is thought to be prepared to sacrifice the buy-back option with Constellation on Crown at the end of ten years, and/or put more concrete devices in place to ensure Crown's autonomy. The DOJ doesn't want to set a bad precedent for other companies. This is a unique situation, having a foreign brewery imported by another company and then you compete against yourself in a way. DOJ wants to make sure the appropriate Chinese walls are in place. Still, if negotiations fail to appease a more aggressive DOJ Antitrust Division under the Obama Administration, ABI can either hope for an administration change before anything gets done, or it may get a lawsuit to block the sale. Now that the Verizon deal is done, the Division is said to be allocating the bulk of its resources behind the ABI - Modelo deal. And as reported yesterday, the Division has engaged the craft brewers, not just on access to market issues, but it has also apparently listened to their stories of ABI's aggressive trade practices and category captaincy strategies. Craft brewers have long bridled at the tremendous sway A-B has, particularly with chains. So the bottom line ? Nothing solid to report yet, but there are clouds apparently forming on the horizon if ABI is unable to convince the DOJ that passing off reins of Grupo Modelo products completely to Contellation-owned Crown Imports is enough to maintain industry balance and competitiveness. Nid: 659 Post date: 10/08/2012 - 17:44 Title: DENMARK: Carlsberg merges European units Teaser: Carlsberg has merged its Northern and Western Europe units into one region to align its commercial and supply chain structures. The current head of Northern Europe for Carlsberg, Jørn Tolstrup Rohde, will run the newly-created Western Europe Region, the Danish brewer announced late last month. Former Western head Jesper Friis is leaving Carlsberg to join food group Danish Crown. Last month, Rasmussen said the group was not looking to raise its geographical profile by moving into Africa or Latin America. Type: Blog entry Body: Carlsberg has merged its Northern and Western Europe units into one region to align its commercial and supply chain structures. The current head of Northern Europe for Carlsberg, Jørn Tolstrup Rohde, will run the newly-created Western Europe Region, the Danish brewer announced late last month. Former Western head Jesper Friis is leaving Carlsberg to join food group Danish Crown. Last month, Rasmussen said the group was not looking to raise its geographical profile by moving into Africa or Latin America. Resource: http://www.just-drinks.com/news/carlsberg-merges-european-units_id108366... Nid: 658 Post date: 10/08/2012 - 14:58 Title: Molson Coors merges UK & Ireland with Central Europe Teaser: Molson Coors has announced a raft of executive appointments as it absorbs its recently-purchased StarBev division in central Europe with its UK & Ireland operations. The North American brewer, which completed the acquisition of Staropramen producer StarBev in June, said earlier today (1 October) that it will create a “new business segment”. Molson Coors Europe will see Molson Coors Central Europe, the name given to the former StarBev operations, merge with Molson Coors UK & Ireland, which will keep its offices in Burton-on-Trent. Type: Blog entry Body: Molson Coors has announced a raft of executive appointments as it absorbs its recently-purchased StarBev division in central Europe with its UK & Ireland operations. The North American brewer, which completed the acquisition of Staropramen producer StarBev in June, said earlier today (1 October) that it will create a “new business segment”. Molson Coors Europe will see Molson Coors Central Europe, the name given to the former StarBev operations, merge with Molson Coors UK & Ireland, which will keep its offices in Burton-on-Trent. The move, set to take effect from 1 January, will see Prague become the headquarters for the combined entity. When contacted by just-drinks, a spokesperson for Molson Coors in the US declined to comment on the possibility of job losses as a result. “It's too early to say,” the spokesperson said, but added that an MD for the UK & Ireland will be announced “later this week”. Subsequently, Mark Hunter, the CEO of Molson Coors Central Europe and former head of the UK & Ireland unit, will become CEO of the new business. The current head of the UK & Ireland division, Stewart Glendinning, will become CEO of Molson Coors Canada, once Dave Perkins retires at the end of January. Molson Coors Europe will comprise around 23.6m hectolitres of volume and US$2.3bn of net sales revenue, the firm said. Separately, Molson Coors said today that Celso White, the chief supply chain officer for the international business, has been promoted to global chief supply chain officer, when Greg Wade retires from the position at the end of 2012. Resource: http://www.just-drinks.com/news/molson-coors-merges-uk-ireland-with-cent... Nid: 645 Post date: 09/28/2012 - 10:21 Title: Heineken wins control of APB Teaser: Heineken has won control of Asia Pacific Breweries, maker of Tiger beer, after shareholders in Fraser and Neave approved the Dutch brewer’s S$5.6bn (US$4.5bn) offer for the Singapore conglomerate’s stakes in the business. APB has been run by Heineken and F&N since 1931 through an equally held joint venture company and is one of the few remaining brewing businesses available to buy in Asia. Heineken had been determined to take full control of APB in an effort to expand into higher-growth Asian markets at a time of anaemic sales in Europe. Type: Blog entry Body: Heineken has won control of Asia Pacific Breweries, maker of Tiger beer, after shareholders in Fraser and Neave approved the Dutch brewer’s S$5.6bn (US$4.5bn) offer for the Singapore conglomerate’s stakes in the business. APB has been run by Heineken and F&N since 1931 through an equally held joint venture company and is one of the few remaining brewing businesses available to buy in Asia. Heineken had been determined to take full control of APB in an effort to expand into higher-growth Asian markets at a time of anaemic sales in Europe. However, the Dutch brewer was forced into a complex bid battle after billionaire Thai businessman Charoen Sirivadhanabhakdi – who controls ThaiBev – amassed enough shares in F&N to become its largest single shareholder, while making an offer for a stake held separately by F&N in APB. Those tactics threatened to derail Heineken’s attempt to buy out F&N’s share in the APB joint venture, and forced the Dutch company to raise its initial S$50 a share offer to the S$53 a share that F&N shareholders finally accepted. The vote in favour, by 98 per cent of F&N shareholders, gives Heineken 95.3 per cent of APB, up from a current stake held directly and indirectly of 55.6 per cent. The deal remains subject to regulatory approvals in Singapore and New Zealand and is expected to close in November, after which APB will be fully consolidated into Heineken’s accounts. However, F&N’s board will immediately have to grapple with a S$8.88bn takeover offer for the company, documents for which were presented to the F&N board on Thursday by Mr Charoen through TCC Assets, one of his unlisted vehicles. Mr Charoen is seen by analysts as aiming to expand his drinks and property empire into south-east Asia, where F&N has a leading soft drinks business in Malaysia and Singapore, as well as an extensive property portfolio. In addition, uncertainty remains over the role of Kirin, the Japanese drinks company, which with 15 per cent is the second-largest shareholder in F&N. Analysts have said that Kirin is interested in F&N’s soft drinks business. Asked by the Financial Times if that was the case, Mr Kobayashi said: “Strategically [soft drinks] is very important but we have to consider.” Complicating matters for F&N, its shareholders voted down a planned capital reduction by F&N after Mr Charoen voted against the resolution, preventing it from reaching the required 75 per cent threshold. F&N proposed the $4bn capital reduction plan as a way of distributing much of the proceeds from the APB sale last month, before TCC’s bid for the full group was made. http://www.ft.com/intl/cms/s/0/978a44b0-091a-11e2-9176-00144feabdc0.html... By Jeremy Grant in Singapore Nid: 642 Post date: 09/24/2012 - 07:19 Title: CAW Gets new Deal Teaser: .The Canadian Auto Workers union overwhelmingly approved a new four-year labour agreement with Ford Motor Co. during a series of ratification meetings over the weekend. The union’s membership voted 82% in favour of the new agreement with Ford, the terms of which were reached last Monday just hours before the CAW’s strike deadline at midnight. Type: Forum topic Body: .The Canadian Auto Workers union overwhelmingly approved a new four-year labour agreement with Ford Motor Co. during a series of ratification meetings over the weekend. The union’s membership voted 82% in favour of the new agreement with Ford, the terms of which were reached last Monday just hours before the CAW’s strike deadline at midnight. “Our members at Ford recognize that in these uncertain economic times, some of the most important elements of a new collective agreement are future investment and improved job security,” Ken Lewenza, CAW president, said in a statement. “This new agreement will ensure that our facilities are well-positioned for a strong future in the North American auto industry.” The Detroit Three have been pushing the CAW to narrow the gap between labour costs in the U.S. and in Canada, which they argue is the most expensive jurisdiction in the world to build their cars and trucks. The Ford contract will see new hires paid roughly $20 an hour, down from $24 today, and will require them to work 10 years before they reach peak pay levels of $34 an hour, rather than the six years it currently takes. Basic wages are frozen and cost of living increases are suspended until June 2016 under its terms, and are instead replaced by a signing bonus of $3,000 and lump sum payments of $2,000 each of the following two years. .New hires will be moved into a cheaper hybrid pension plan, which will see the union’s membership contribute $1 an hour to their pension plan in their first four years, $1.50 in years five to seven and $2 an hour after eight years. In exchange, Ford has promised to create more than 600 jobs over the course of the contract, including bringing a new global platform to its plant in Oakville, Ont. “By becoming more competitive in our labour costs, we are better positioned to support the growth of the Canadian economy and to provide new job opportunities,” said Stacey Allerton, Ford of Canada’s lead labour negotiator, in a statement. “For every auto job in Canada, multiple supporting jobs are created, and both the company and our employees view that opportunity and responsibility very seriously,” she said. The contract formed the pattern for an agreement reached with General Motors of Canada Ltd. last Thursday that will go for a ratification vote on Wednesday and Thursday of this week, the union said. The CAW will now turn its attention to its talks with Chrysler Canada Inc., the last of the Detroit Three to reach a new labour pact with the union. The union’s bargaining committee suspended formal talks with Chrysler over the weekend while it turned its attention to the ratification vote at Ford, although some work continued at the local level and at various subcommittees toward a deal. “We will continue to put pressure and momentum on the process of attaining a collective agreement that satisfies the pattern set out earlier this week by the Ford team,” said Dino Chiodo, the head of the union’s Chrysler bargaining committee, in a Facebook message to the membership Saturday. “On Monday, we will be putting all of our time and resources together in order to get a settlement as quickly as possible,” he added. . Nid: 625 Post date: 09/15/2012 - 16:53 Title: SABMiller in Latin America:The greater the profit, the harsher the union repression Teaser: In the second quarter of 2012, the beverage transnational giant SABMiller boosted its global profits by 8 percent, to a great extent as a result of its sales in Latin America, a region where it cracks down on any attempt at independent unionization among its workers. Latin America was one of the regions that saw the greatest sales growth in the April-June quarter, according to figures released by the company in late July. Compared to the same period of 2011, beer sales in the countries of the region were up 6 percent, while they fell in the United States and grew only slightly in Europe. Africa is the other largest growing market for this brewery, which originated in South Africa, is currently based in London and ranks second in the world. More than 70 percent of the company’s earnings came from sales in so-called “emerging countries,” including Colombia and Peru in Latin America and Tanzania and Zambia in Africa. Type: Blog entry Body: In the second quarter of 2012, the beverage transnational giant SABMiller boosted its global profits by 8 percent, to a great extent as a result of its sales in Latin America, a region where it cracks down on any attempt at independent unionization among its workers. Latin America was one of the regions that saw the greatest sales growth in the April-June quarter, according to figures released by the company in late July. Compared to the same period of 2011, beer sales in the countries of the region were up 6 percent, while they fell in the United States and grew only slightly in Europe. Africa is the other largest growing market for this brewery, which originated in South Africa, is currently based in London and ranks second in the world. More than 70 percent of the company’s earnings came from sales in so-called “emerging countries,” including Colombia and Peru in Latin America and Tanzania and Zambia in Africa. In the year that goes from the first quarter of 2011 to the same period of 2012, SABMiller’s revenue grew by 11 percent, standing at 31.4 billion US dollars, and its operating profit was up 12 percent at 5.6 billion US dollars. The transnational corporation applies the same antiunion practices equally across the region, from Colombia to Honduras and from Peru to Panama and Ecuador. Colombia is an emblematic case in this sense. Management expects similar results for the 2012-2013 fiscal year, again fueled by performance in the “emerging markets” of Latin America and Africa. The transnational corporation applies the same antiunion practices equally across the region, from Colombia to Honduras and from Peru to Panama and Ecuador. One of the emblematic cases in this sense is Colombia. There, in 2005, as a condition for purchasing Bavaria - the company with the greatest share of Colombia’s domestic market - SABMiller demanded the dissolution of the preexisting trade union, and only concluded the transaction after this demand had been met. It then proceeded to ignore the collective bargaining agreement in place in Bavaria, reduce the workforce through dismissals and by outsourcing services, and cut the wages of the workers it kept on the payroll. Simultaneously, as the company’s profits grew (300 percent in just one year), SABMiller-Bavaria blocked at least six attempts by its workers to organize in independent trade unions and promoted the creation of yellow (pro-management) unions. The workers of the brewing giant were finally able to unionize in February of this year, under SINALTRAINBEC, a union that groups food and beverage industry workers. The union is still small, but it is the first to succeed in standing up to company, which insists on ignoring its authority and constantly pressures workers not to join the union. Last May in Panama, officers of the SABMiller-owned Cervecería Nacional went as far as holding members of the Industrial Union of Soft Drink, Beverage, Soda, Beer, Liquor and Similar Beverage Production and Distribution Workers against their will when they refused to sign a veiled dismissal. As Fabio Arias, financial officer of Colombia’s United Workers Federation (CUT), told Sirel some weeks ago, “There is a deep-rooted antiunion culture within this transnational corporation.” http://www.rel-uita.org/contratapa/companias/sabmiller/a_mayor_ganancia_... From Montevideo, Daniel Gatti Rel-UITA Nid: 624 Post date: 09/13/2012 - 22:26 Title: Bottled beer recalled from UK supermarkets due to glass contamination fears Teaser: The Link below talks about glass inclusions in beer. First time I have seen this in print but it happens in almost all breweries. Send me your stories of this if you have heard of it. http://www.foodqualitynews.com/Food-Alerts/Bottled-beer-recalled-from-UK... Type: Blog entry Body: The Link below talks about glass inclusions in beer. First time I have seen this in print but it happens in almost all breweries. Send me your stories of this if you have heard of it. http://www.foodqualitynews.com/Food-Alerts/Bottled-beer-recalled-from-UK... Nid: 623 Post date: 08/27/2012 - 17:34 Title: NETHERLANDS/SINGAPORE: Heineken set to take control of Asia Pacific Breweries Teaser: Heineken has received approval from Fraser & Neave to secure full control of Asia Pacific Breweries from its longstanding partner. The Netherlands-based brewer, which launched its bid to buy Fraser & Neave out of APB last month, confirmed today (3 August) that the Singapore conglomerate's board has recommended its offer of SGD50 per share in the brewing alliance. The transaction will cost Heineken in the region of SGD5.1n (US$4.09bn). Type: Blog entry Body: Heineken has received approval from Fraser & Neave to secure full control of Asia Pacific Breweries from its longstanding partner. The Netherlands-based brewer, which launched its bid to buy Fraser & Neave out of APB last month, confirmed today (3 August) that the Singapore conglomerate's board has recommended its offer of SGD50 per share in the brewing alliance. The transaction will cost Heineken in the region of SGD5.1n (US$4.09bn). Fraser & Neave is in the process of arranging an EGM to put the offer to its shareholders. Heineken and F&N jointly own Asia Pacific Investment Pte Ltd, which holds around 65% of APB. Heineken owns around 9.5% of APB on its own, while F&N has about 7.3% of APB. Upon conclusion of the purchase, Heineken will make a mandatory general offer to sweep up the remaining shares in APB that it would not own for SGD50 per share. Heineken will be pleased to see the transaction conclude, having been made to wait a week by F&N late last month. Recent moves by ThaiBev to up its stake in F&N had forced Heineken to move for APB, after setting up the JV with F&N back in 1931. The brewer has also had to deal with Japan's Kirin Holdings owning almost 15% of F&N. Resource: http://www.just-drinks.com/news/heineken-set-to-take-control-of-asia-pac... Nid: 619 Post date: 08/21/2012 - 13:09 Title: New Brewery For Chinese Brewer Guangzhou Zhujiang Teaser: Zhujiang Brewery starts up new plant Guangzhou Zhujiang Brewery Group Co Ltd, a leading Chinese beer maker, put its latest brewery in Meizhou, Guangdong Province, into operation Sunday after having already invested 280 million yuan ($44 million) in the project. The brewery is expected to turn out 200,000 tons of beer annually and generate 263 million yuan in yearly sales revenue for the company. The Meizhou brewery includes production lines capable of turning out 20,000 glass beer bottles and 36,000 canned beers per hour, according to the company. Type: Blog entry Body: Zhujiang Brewery starts up new plant Guangzhou Zhujiang Brewery Group Co Ltd, a leading Chinese beer maker, put its latest brewery in Meizhou, Guangdong Province, into operation Sunday after having already invested 280 million yuan ($44 million) in the project. The brewery is expected to turn out 200,000 tons of beer annually and generate 263 million yuan in yearly sales revenue for the company. The Meizhou brewery includes production lines capable of turning out 20,000 glass beer bottles and 36,000 canned beers per hour, according to the company. Nid: 615 Post date: 08/15/2012 - 16:08 Title: Teamster AB-InBev California Settle Teaser: Striking workers at Anheuser-Busch’s distribution center in Riverside voted to accept the brewing company’s final offer and have returned to their jobs, according to statements released by both sides in the dispute. The leadership of Teamsters Local 166 received what Anheuser-Busch’s negotiators called their final offer Friday, Aug. 10, and took that deal to its members, said Mike Bergen, CEO of the Bloomington-based local. That offer was ratified Saturday by a margin of about 2-to-1, Bergen said. The workers returned to their jobs Sunday, ending the strike that lasted seven weeks. Type: Blog entry Body: Striking workers at Anheuser-Busch’s distribution center in Riverside voted to accept the brewing company’s final offer and have returned to their jobs, according to statements released by both sides in the dispute. The leadership of Teamsters Local 166 received what Anheuser-Busch’s negotiators called their final offer Friday, Aug. 10, and took that deal to its members, said Mike Bergen, CEO of the Bloomington-based local. That offer was ratified Saturday by a margin of about 2-to-1, Bergen said. The workers returned to their jobs Sunday, ending the strike that lasted seven weeks. It was, for the 130 people who worked at the Marlborough Avenue facility or drove delivery routes to area retailers, not a perfect contract but one that had to be accepted, Bergin said in an interview Monday, Aug. 13. “We’re not really happy with it but it gets everyone back to work,” Bergen said. “We had to do it. It was apparent that the company was not moving and that our options were limited.” Anheuser-Busch emailed a statement Saturday from Henry Dominguez, the St. Louis-based company’s regional vice president, that stated the firm is pleased with the new labor agreement, and that the drivers, warehouse workers and mechanics would return to work Sunday. “All differences between the company and the union have been resolved, and we expect a smooth and orderly transition in the return of our employees and the resumption of normal business operations,” the statement said. The three-year deal calls for drivers to be paid, in part, on a base pay plus commission basis starting in 2013. The Teamsters had opposed this arrangement, saying that this amounted to piecework. But Bergen said the deal calls for 15 workers who had been working for Anheuser-Busch for several years but officially classified as temporary workers to be given full-time status. Also, the company had proposed increasing health benefit costs for retirees, but the Teamsters bargained to reduce those increases and delay the hikes until 2014, he said. A key win for the union was a three-year contract. Bergen said Anheuser-Busch had pushed for five years. “We’re back to work and we get another shot in three years,” he said. “That puts the onus on them to do it right, next time.” Both sides had filed charges for improper labor procedures with the National Labor Relations Board, but under the terms of the contract, all of those charges will be dropped. The strike began June 24 and included a legal challenge to the scope of the Teamsters’ picketing at access points to the warehouse on Marlborough and Atlanta avenues. A Riverside County court commissioner turned down Anheuser-Busch’s efforts to limit the time pickets could block the driveways. The strike did delay some deliveries to Inland retailers, particularly some smaller ones, but no major problems were reported. The Teamsters also threw up pickets for more than a month at Anheuser-Busch warehouses in Carson and Sylmar. The union represents about 8,000 workers of the brewing company nationwide. Nid: 613 Post date: 08/10/2012 - 02:41 Title: AB-InBev shuts down one of it's nine Russian Breweries Teaser: The maker of Budweiser and Stella Artois said on Tuesday it would shut its brewery in Kursk, whose output fell 30 percent last year, and move production to other sites. About 50 of the plant's 275 staff will likely remain with the company. Russia has been toughening up the regulation of alcohol sales, with measures already taken including excise tax hikes and a ban on advertising in all media, including online. Type: Blog entry Body: The maker of Budweiser and Stella Artois said on Tuesday it would shut its brewery in Kursk, whose output fell 30 percent last year, and move production to other sites. About 50 of the plant's 275 staff will likely remain with the company. Russia has been toughening up the regulation of alcohol sales, with measures already taken including excise tax hikes and a ban on advertising in all media, including online. "We do not see any other option in the current beer market conditions which continue to negatively reflect on SUN InBev's financial results," said SUN InBev, the group's Russian unit. Earlier this year, Danish brewer Carlsberg - the Russian market leader and maker of Baltika and Tuborg - missed first-quarter profit expectations due to a hit from Russian beer tax hikes. Nid: 612 Post date: 08/07/2012 - 13:52 Title: Teamsters, Anheuser-Busch set to resume talking Riverside distribution Teaser: LABOR: Teamsters, Anheuser-Busch set to resume talking Striking Teamsters and representatives of brewing company Anheuser-Busch will return to the bargaining table Monday, after more than a month where there were no efforts to settle the strike at the Riverside distribution center, a union representative said. The strike started on June 25 after efforts to reach a contract agreement broke down. Overtime pay is one of the main tipping points in the talks, although the Teamsters have issues with some of the other aspects of what Anheuser-Busch is offering. T Type: Blog entry Body: LABOR: Teamsters, Anheuser-Busch set to resume talking Striking Teamsters and representatives of brewing company Anheuser-Busch will return to the bargaining table Monday, after more than a month where there were no efforts to settle the strike at the Riverside distribution center, a union representative said. The strike started on June 25 after efforts to reach a contract agreement broke down. Overtime pay is one of the main tipping points in the talks, although the Teamsters have issues with some of the other aspects of what Anheuser-Busch is offering. T hat has kept some 130 Inland workers out of work and on the picket line since the start of the strike. The Teamsters since had extended pickets to Anheuser-Busch facilities in Sylmar and Carson in Los Angeles County, but have agreed to pull these pickets off in exchange for the restarting of talks, said Ruben Luna, an organizer for Bloomington-based Teamsters Local 166. In the month since the start of the strike, one of the few points of contact for the two sides was in Riverside County Superior Court. Anheuser-Busch sought an injunction to limit the time Teamsters pickets could block the entrances and exits to the distribution center. A court commissioner sided with the union and declined to alter the time limit, which had been set by the police department. Nid: 611 Post date: 08/07/2012 - 13:30 Title: Heinekin and Tiger beer Teaser: Heineken NV will boost its Asian growth with control of the group which brews Tiger beer after Singapore's Fraser and Neave (F&N) agreed to sell its stake in the firm for $5.1-billion (Singapore) ($4.1-billion U.S.). The purchase gives Heineken 82 per cent of the prized Asia Pacific Breweries (APB) and it will now launch an offer for the rest of the company, while F&N, a drinks and property group, could be broken up eventually. Type: Forum topic Body: Heineken NV will boost its Asian growth with control of the group which brews Tiger beer after Singapore's Fraser and Neave (F&N) agreed to sell its stake in the firm for $5.1-billion (Singapore) ($4.1-billion U.S.). The purchase gives Heineken 82 per cent of the prized Asia Pacific Breweries (APB) and it will now launch an offer for the rest of the company, while F&N, a drinks and property group, could be broken up eventually. Amsterdam-based Heineken already owned 42 perc ent of APB, which runs 24 Asian breweries, and buying F&N's 40-per-cent stake will help it to defend its turf in Asia, which is under threat from Thailand's second-richest man. Heineken began brewing Tiger with F&N in the 1930s but that partnership hit the rocks after Thai Beverage and others linked to Thai billionaire Charoen Sirivadhanabhakdi bought stakes in F&N and APB for $3-billion (U.S.) last month. The investment by Mr. Charoen, who is seeking to expand his own Chang beer business in Asia, pushed Heineken into an offer for APB as it saw its position in Asia coming under threat. Japanese brewer Kirin is also a big F&N shareholder. F&N's board, whose chairman Lee Hsien Yang is the younger son of Singapore's elder statesman Lee Kuan Yew, will recommend the $50 (Singapore) an APB share cash deal to its shareholders, Heineken said in a statement on Friday. This was at the same level of Heineken's original bid two week ago that surprised analysts who had expected that a higher bid would be needed to win control. The Dutch company will now mop up minority shareholders at a similar price to make the total purchase worth about $6-billion (U.S.). Control of APB is vital for Heineken, the world's third largest brewer, as this will raise the proportion of its total profits from the fast-growing Asian market to 15 percent from 6 percent, while boosting the growth rate of the whole group. By winning APB, Heineken gets ownership of Tiger, Bintang, Anchor and other brands of beer plus two dozen breweries in 14 countries including Singapore, Malaysia, Indonesia, Vietnam, Thailand and Cambodia. However, the biggest brand APB brews is Heineken itself, which accounts for 30 per cent of its volumes. "Not cheap by any stretch of the imagination, but strategically a 'must do' deal which secures Heineken's future in Asia," said analyst Dirk Van Vlaanderen at brokers Jefferies. He calculated the deal at a multiple of 17.4 times EBITDA core profit, above the 15.4 times paid by Anheuser Busch InBev for Mexico's Modelo in June, but being pushed out of APB would have left Heineken with no long-term strategy in Asia. "We thought the deal price would most likely go above the initial $50 offer given the interest in F&N by both Kirin and Thai Bev so to get the F&N board to agree on $50 should be well received by the market," he added. APB is seen as a very attractive business with near 20-per-cent annual earning growth over the last decade, with leading positions in key markets such as Vietnam that helps offset sluggish sales in Europe, which account for half its sales. Nid: 600 Post date: 07/24/2012 - 15:46 Title: Heineken union leaders taken to hospital; hunger strike suspended Teaser: AIWU’s Vitaliy Morozov and Solidarnost’s Sergey Kollegov were taken to hospital on 20 July night after 4 days of dry hunger strike. They demand cease of employer’s repressions against workers who went on strike on 15 December 2011 and their own reinstatement. Both local unions’ chairs were unfairly dismissed in the end of January 2012. Type: Blog entry Body: AIWU’s Vitaliy Morozov and Solidarnost’s Sergey Kollegov were taken to hospital on 20 July night after 4 days of dry hunger strike. They demand cease of employer’s repressions against workers who went on strike on 15 December 2011 and their own reinstatement. Both local unions’ chairs were unfairly dismissed in the end of January 2012. Morozov and Kollegov started their hunger strike and put a tent at brewery gates last Monday. The conflict between unions and Heineken management in St.-Petersburg has a long history and is rooted in the excessive use of agency labour on the site that employer turned also into a weapon against the union. Activists got gradually fired or moved to a night shift while their former jobs were outsourced to a number of agencies and subcontractors. After 2 years of this practice some shifts accounted more than a half of workforce being employed via any kind of intermediary. This was added by changes in the system of shifts and work-time accounting which lead to great overtimes mostly not paid. Unions representing brewery workers constantly called management to enter talks on the matter but were always refused any meaningful discussion. 10 November 2011 workers went on a warning one hour strike, followed by a one day strike on 15 December. No talks started; instead number of strikers was punished by disciplinary actions. To protest this Morozov and Kollegov went on hunger strike on 12 January 2012 but suspended it after 5 days as management promised to start negotiation. Meanwhile the Labour Inspection ruled disciplinary actions against strikers were illegal. But Heineken never entered into negotiations with the union and never fulfilled demands of the labour Inspection. The same month, Morozov and Kollegov were dismissed. Nid: 599 Post date: 07/24/2012 - 15:42 Title: Heineken union leaders on hunger strike again in St.-Petersburg, Russia Teaser: Two union leaders of Heineken brewery in St.-Petersburg, Russia went on hunger strike in a tent at the factory gates on July 16. Vitali Morozov (AIWU) and Sergei Kollegov (Solidarnost) were unfairly dismissed in January 2012 for leading a month earlier one day strike against excessive use of agency labour and unpaid overtimes. For Morozov and Kollegov this won’t be the first hunger strike – half a year ago they already undertook similar action to protest the pressure employer put on union members and strikers. Type: Blog entry Body: Two union leaders of Heineken brewery in St.-Petersburg, Russia went on hunger strike in a tent at the factory gates on July 16. Vitali Morozov (AIWU) and Sergei Kollegov (Solidarnost) were unfairly dismissed in January 2012 for leading a month earlier one day strike against excessive use of agency labour and unpaid overtimes. For Morozov and Kollegov this won’t be the first hunger strike – half a year ago they already undertook similar action to protest the pressure employer put on union members and strikers. “We tried to find justice in court, - Morozov tells, - but the process came to a dead end: half of the courts’ decisions are in our favor, half are against us. The case was probed by three judges and they all have quite different understanding of the very same law. 26 June, we were informed that St.-Petersburg city court ruled against us. We are to appeal this decision, but if we act as the demandant the hearings take much longer then when the employer does so”. The demands of the hunger strikers are the same as in January: no prosecution of the strikers of 15 December 2011, reinstatement of the union leaders. This time the hunger strike is declared to be indefinite. Nid: 596 Post date: 07/19/2012 - 20:30 Title: AmBev could be penalized for antiunion practices Teaser: The Brazilian transnational corporation could be penalized for harassing workers members of the National Union of Sales Workers of Compañía Cervecera AmBev Perú SAC (SITRAMBEVSAC). On July 2, management suspended nine union members and four leaders and has yet to back this action with the proof required by the Labor Ministry. Type: Blog entry Body: The Brazilian transnational corporation could be penalized for harassing workers members of the National Union of Sales Workers of Compañía Cervecera AmBev Perú SAC (SITRAMBEVSAC). On July 2, management suspended nine union members and four leaders and has yet to back this action with the proof required by the Labor Ministry. Julio Falla, president of the National Federation of Food, Beverage and Related Industry Workers (FNT-CGTP-ABA), informed SIREL that the Labor Ministry had demanded that the company provide proof of the "serious" misconduct that AmBev accuses the 13 suspended workers of. "The company has until July 16 to provide such proof, otherwise it will have to reinstate the workers." he said. "The company's representatives were mistaken in thinking that by suspending 13 workers they would be dealing a harsh blow to SITRAMBEVSAC, and they have been greatly surprised to learn that the union has 62 workers and that they are all determined to stand up for their rights," Falla said. Under Peruvian labor laws, a minimum of 24 workers are needed in order to forma a union. This right is protected under Article 28 of Peru's Political Constitution, as is freedom of association. According to Falla, the suspension of these workers constitutes an "antiunion practice, as it is no coincidence that the workers affected are all members of SITRAMBEVSAC. The company fears that the union will grow and join forces with the production workers' union. We can't forget that AmBev has not distributed profits among its workers since it began operating in Peru, and that this demand has grown stronger with each passing year," he noted. "The workers in the union are determined to take this fight to the end in order to enforce their rights," the union leader continued, "and they will demand that the company present the findings of the audit conducted by Yellow company." "They have to provide proof of the 'serious misconduct' that these workers are supposedly guilty of. FNT-CGTP-ABA will continue supporting and advising the union in carrying out whatever actions are necessary to have the suspended workers reinstated," the leader concluded. According to Falla, the suspension of these workers constitutes an "antiunion practice, as it is no coincidence that the workers affected are all members of SITRAMBEVSAC. The company fears that the union will grow and join forces with the production Nid: 595 Post date: 07/19/2012 - 20:26 Title: AmBev cracks down on new union; Thirteen unionized workers suspended Teaser: On July 2, just eleven days after the National Union of Sales Workers of Compañía Cervecera AmBev Perú SAC (SITRAMBEVSAC) was formed, management suspended nine union members and four leaders for six days, accusing them of irregularities in beer sales, based on an audit conducted on May 25. For Homero Zumaran, SITRAMBEVSAC general secretary, the company suspended them in an attempt to intimidate all unionized workers. “It’s no coincidence that just a few days after the resolution to acknowledge our union is issued the company discovers that we have committed a serious infraction. And, oh, surprise!, the only ones found at fault are workers who are in the union.” Type: Blog entry Body: On July 2, just eleven days after the National Union of Sales Workers of Compañía Cervecera AmBev Perú SAC (SITRAMBEVSAC) was formed, management suspended nine union members and four leaders for six days, accusing them of irregularities in beer sales, based on an audit conducted on May 25. For Homero Zumaran, SITRAMBEVSAC general secretary, the company suspended them in an attempt to intimidate all unionized workers. “It’s no coincidence that just a few days after the resolution to acknowledge our union is issued the company discovers that we have committed a serious infraction. And, oh, surprise!, the only ones found at fault are workers who are in the union.” Ten days ago the sales manager, Carlos Ángulo, and the supervisors were questioning workers, calling them in to meetings where they were invited to chat over a beer. “What they were really doing was trying to get information on the union,” Carlos Huapaya, assistant general secretary, said. “They were trying to find out who the leaders were. What they did last week was conduct an operation. On Monday, July 2, we showed up to work like any other day, and were taken by surprise when management separated 13 of us from the rest and read us the results of an audit that had been conducted back in May,” the leaders said. “We think this is a pretext, and what they’re really trying to do is get rid of our union. Isn’t it strange that after so many weeks they suddenly realized there were problems? When we process sales every day and neither the supervisor nor the manager have ever made any observations? They operate the system and verify orders, and when promotional items are returned we hand everything over to them in an envelope and they check the contents. There’s no way we can make a mistake because they control everything.” According to the audit, the workers “presumably” granted certain customers more Brahma beer discounts than they were entitled to, and some promotional strips are missing. The workers deny the charges saying that before they grant a discount they ask for authorization from the sales manager or their supervisor, who authorize it orally. “That’s how it’s always been for all sales workers; the only thing that sets suspended workers apart is union membership,” Huapaya said. SITRAMBEVSAC is formed by 62 workers whose seniority in Compañía Cervecera AmBev Perú SAC ranges from a year and a half to nine years. Julio Falla, president of the National Federation of Food, Beverage and Related Industry Workers (FNT-CGTP-ABA), described the suspension of the 13 workers as an “antiunion action, as it’s no coincidence that only members of the new union were affected.” “The company fears that the union will grow and join forces with the production workers’ union. We can’t forget that AmBev has not distributed profits with its workers since it began operating in Peru,” he said. FNT-CGTP-ABA is supporting the suspended workers, and has met with the labor vice-minister, Pablo Checa, who, as soon as he was notified of this arbitrary action, ordered an on-site inspection to find out what happened. The workers are scheduled to present their defense on Monday, July 9. “AmBev says an audit was conducted. The question is if that audit included all workers or only those who are members of the union. As the Federation that represents these workers, we will stand by them throughout any legal proceedings they have to face, and we are confident that we will, in turn, have the support of our international organization,” Falla said. FNT-CGTP-ABA appealed to the IUF for support in making AmBev’s antiunion policy in Peru known around the world. “We need to exert political pressure. These gentlemen are bent on doing away with this new union. It’s a trial by fire. But the workers are facing this together,” Falla underlined. Nid: 594 Post date: 07/19/2012 - 17:20 Title: Judge rules in favor of picketing Teamsters in Riverside California USA Teaser: A Riverside County Superior Court commissioner has denied Anheuser-Busch’s request for an injunction that would have limited the time that striking Teamsters workers could block vehicles leaving and entering the company’s Riverside distribution center. Type: Blog entry Body: A Riverside County Superior Court commissioner has denied Anheuser-Busch’s request for an injunction that would have limited the time that striking Teamsters workers could block vehicles leaving and entering the company’s Riverside distribution center. In a decision released late Wednesday afternoon, July 18, Court Commissioner Paulette Durand Barkley ruled that Anheuser-Busch did not prove that an injunction was warranted. Striking members of Teamsters Local 166 have been picketing at the Hunter Park facility for three weeks. Riverside police had instituted a two-minute limit for pickets who are slowing up delivery trucks and other vehicles. George Pappy, the attorney for the Bloomington-based Teamsters local, said Commissioner Barkley apparently did not believe the Police Department’s decision to ask both sides to abide by the two-minute rule was causing a problem, either for the company or other motorists on the street. Pappy cited labor codes that said an employer could get an injunction only if it was evident that the police could not or would not maintain order. “Basically she said the police were doing an adequate job in maintaining the peace and protecting the employer’s property,” Pappy said in an interview. The strike by 130 Inland-area workers is now in its fourth week. Anheuser-Busch attorneys had argued that two minutes was too long to force drivers to wait while pickets made their points. The company had gotten a temporary restraining order in an attempt to speed up the picketing, and the hearing over the issue took more than two days of court time last week. Officials from Anheuser-Busch did not return an email seeking comment. The judge’s decision was received after the end of the normal business day at the company’s home base in St. Louis. Nid: 593 Post date: 07/19/2012 - 17:04 Title: Might be the ass kicking they need Teaser: London, England (Daily Mail) )- SABMiller is the latest corporate giant facing the ire of shareholders at its annual meeting over pay proposals. The Association of British Insurers has issued an ‘amber top’ alert, its second most serious warning, flagging a number of issues at the brewer, including the re-election of directors and remuneration. Type: Forum topic Body: London, England (Daily Mail) )- SABMiller is the latest corporate giant facing the ire of shareholders at its annual meeting over pay proposals. The Association of British Insurers has issued an ‘amber top’ alert, its second most serious warning, flagging a number of issues at the brewer, including the re-election of directors and remuneration. It comes at a crucial time for Britain’s leading companies who have been at the sharp end of the so-called Shareholder Spring. Investors have flexed their muscles like never before giving bloody noses to bosses like Sir Martin Sorrell, chief executive of advertiser WPP and claiming scalps at Trinity Mirror and Aviva. The shareholder group, which includes most of the UK’s largest insurance firms and investment funds, sent a report to its members raising concerns over the independence of the bulk of SAB’s board. The Peroni-maker is also proposing to take the unusual step of elevating long-standing chief executive Graham Mackay to executive chairman, which flouts corporate governance rules. Chairmen who have occupied executives roles within a firm are not deemed to be independent. In such instances firms are required to ‘comply or explain’ why such an appointment is deemed appropriate. SAB said: ‘The board concluded that the appointment of an interim candidate to chair the board for 12 months before Graham Mackay becomes non-executive chairman would not be in the interests of SABMiller or its shareholders.’ It said this would not provide continuity. This is not an argument accepted by another shareholder group Pirc. It has recommended investors oppose Mackay’s re-election. ‘Newly-appointed executive chairman Graham Mackay is stepping up to this position from that of chief executive, following the retirement of Meyer Kahn, who himself was a former chief executive,’ Pirc said. ‘It is intended that he will make the transition to non-executive chairman once Alan Clark is appointed as the new chief executive in a year’s time. This does little to allay fears of a concentration of power at the head of the company.’ Two shareholders control 41pcof the stock in SAB (up 25p to 2685.5p) entitling them to appoint two non-executive directors each to the board, once again raising concerns about its lack of independence. The brewer’s pay report has also come under fire for being ‘less than transparent’ and ‘failing to give any realistic estimate as to the potential future pay-outs under the ‘value share award’ scheme’ instigated two years ago. Nid: 592 Post date: 07/17/2012 - 14:17 Title: $90 million SABMiller Plant in Zambia Teaser: Zambian Breweries Plc, a unit of global brewer SABMiller, said on Friday it plans to begin production at its new $90 million brewery by mid-November. Brewers across Africa are building new facilities to ramp up beer production and meet growing demand from the continent's new middle classes. Zambian Breweries said the new brewery in Ndola, more than 200 km north of Lusaka, will have an annual production capacity of 100 million litres, or 267 million million bottles, a year. The company concluded a rights issue in December through which it raised $70 million of the total financing. Type: Blog entry Body: Zambian Breweries Plc, a unit of global brewer SABMiller, said on Friday it plans to begin production at its new $90 million brewery by mid-November. Brewers across Africa are building new facilities to ramp up beer production and meet growing demand from the continent's new middle classes. Zambian Breweries said the new brewery in Ndola, more than 200 km north of Lusaka, will have an annual production capacity of 100 million litres, or 267 million million bottles, a year. The company concluded a rights issue in December through which it raised $70 million of the total financing. Beer consumption in the poor but fast-growing country increased 15 percent in 2010 and was up 31 percent last year. Zambian Breweries accounts for about 90 percent of beer output in the southern African country. SABMiller plans to spend up to $500 million a year for the next three to five years on building and upgrading breweries in Africa. Nid: 590 Post date: 07/09/2012 - 22:37 Title: 2012 Canadian Brewery Council Meeting In Kelowna British Columbia. 13 breweries 8 distribution centers and more than 12 different unions represented Teaser: 2012 Canadian Brewery Council Meeting In Kelowna British Columbia. 13 breweries 8 distribution centers and more than 12 different unions represented. Type: Image Body: 2012 Canadian Brewery Council Meeting In Kelowna British Columbia. 13 breweries 8 distribution centers and more than 12 different unions represented. Nid: 589 Post date: 07/09/2012 - 17:47 Title: Anheuser-Busch InBev Buys Mexican Brewery Grupo Modelo, Makers of Corona Teaser: Anheuser-Busch InBev announced it is acquiring the rest of Mexican brewer Grupo Modelo, the makers of Corona beer and the biggest brewer in Mexico, for a deal valued at more than $20 billion. A-B InBev has owned 50 percent stake in the brewer since the late 90s and in this deal will buy the remaining stock. This deal unites the No. 1 and No. 3 biggest-selling brewers in the U.S., which will give A-B InBev more than 50 percent of the nation's beer market. Analysts have argued that share may prove too much for anti-trust regulators, who could force A-B to import Corona and other Model beers through a third party or sell off some of the smaller brands, possibly, according to Berstein Research writer Trevor Sterling, Busch, Natural, or Michelob. However, Grupo Modelo also announced today that it will sell its 50 percent stake in Crown Imports to its partner Constellation Brands. Modelo hopes the Crown divestiture will solve any anti-trust concerns about the A-B InBev acquisition Type: Blog entry Body: Anheuser-Busch InBev announced it is acquiring the rest of Mexican brewer Grupo Modelo, the makers of Corona beer and the biggest brewer in Mexico, for a deal valued at more than $20 billion. A-B InBev has owned 50 percent stake in the brewer since the late 90s and in this deal will buy the remaining stock. This deal unites the No. 1 and No. 3 biggest-selling brewers in the U.S., which will give A-B InBev more than 50 percent of the nation's beer market. Analysts have argued that share may prove too much for anti-trust regulators, who could force A-B to import Corona and other Model beers through a third party or sell off some of the smaller brands, possibly, according to Berstein Research writer Trevor Sterling, Busch, Natural, or Michelob. However, Grupo Modelo also announced today that it will sell its 50 percent stake in Crown Imports to its partner Constellation Brands. Modelo hopes the Crown divestiture will solve any anti-trust concerns about the A-B InBev acquisition JPMorgan analyst Mike Gibbs estimates that Modelo would boost the giant brewer's earnings per share by 7 percent next year. A-B InBev said it expects the combination to yield annual synergies of at least $600 million, and the combined company will produce roughly 400 million hectoliters (or 40 billion liters) of beer volume annually and 2012 estimated revenue of $47 billion. Now sold mainly in the U.S. and Mexico, A-B InBev said it will expand Corona with a goal of making it a global flagship brand alongside Budweiser, Stella Artois, and Beck's. Nid: 588 Post date: 07/08/2012 - 14:22 Title: USA Beer Sales Comparison Link Teaser: Interesting link to A Beer comparison chart in the USA. It shows there are really only two companies that control most of the beer. With the recent sale of Corona it changes again http://www.chicagotribune.com/business/ct-biz-0706-beer-brands-gfc.eps-2... Type: Blog entry Body: Interesting link to A Beer comparison chart in the USA. It shows there are really only two companies that control most of the beer. With the recent sale of Corona it changes again http://www.chicagotribune.com/business/ct-biz-0706-beer-brands-gfc.eps-2... Nid: 586 Post date: 07/06/2012 - 08:38 Title: Strike heats up at Anheuser-Busch warehouse in Riverside Teaser: Link to Facebook page http://www.facebook.com/AbRiversideScabs The dispute with striking Teamsters outside Anheuser-Busch’s Sales Co. in Riverside has deepened, with the brew-maker filing a lawsuit in Riverside County Superior Court against the union. The lawsuit seeks court-ordered relief from improper picket activity on a claim the striking Teamsters are interfering with Anheuser-Busch’s ability to run its business. It alleges the Teamsters, Chauffers, Warehousemen, Industrial and Allied Workers of America Local 166, along with 100 unnamed defendants, has gathered in such large numbers that employees, contractors and others having business with Anheuser-Busch are afraid of being hurt or injured. Type: Blog entry Body: Link to Facebook page http://www.facebook.com/AbRiversideScabs The dispute with striking Teamsters outside Anheuser-Busch’s Sales Co. in Riverside has deepened, with the brew-maker filing a lawsuit in Riverside County Superior Court against the union. The lawsuit seeks court-ordered relief from improper picket activity on a claim the striking Teamsters are interfering with Anheuser-Busch’s ability to run its business. It alleges the Teamsters, Chauffers, Warehousemen, Industrial and Allied Workers of America Local 166, along with 100 unnamed defendants, has gathered in such large numbers that employees, contractors and others having business with Anheuser-Busch are afraid of being hurt or injured. Vehicles have been obstructed, the lawsuit says, and verbal threats have been made to belittle, ridicule or insult individuals attempting to cross the picket line at 1400 Marlborough Ave. The lawsuit also claims the union conspired against the company to prevent employees, supervisors and contractors from reporting to work. “Strikes aren’t pretty,’’ Local 166 president Mike Pharris said, but the Bloomington-based union is following the rules. “What we’re doing is exercising our First Amendment rights, our freedom of speech. We’re exercising our rights to freedom of assembly.” Anheuser-Busch regional vice president Henry Dominguez said in a statement that members of the Teamsters have engaged in “threatening and inappropriate conduct” since the strike began on June 25. “While we recognize the right of these employees to strike, their actions must be within the law,’’ he said. “We are asking that this be enforced through our application to the court for a temporary restraining order.” Trucks have been held up at the driveways for no more than two minutes, Pharris said, and no one has been physically touched. No arrests have been made through this entire process, he said. The strike comes at one of the busiest times for the brew-maker, Pharris said, and affects a facility that moves 1 million cases of beer seven to eight months out of the year. “It’s their most effective warehouse distributorship in the country,’’ he said, so it likely has been affected economically. Teamsters are striking on a contract that expired May 31 over an inability to come to terms on overtime pay, retiree health care benefits for new employees and the way temporary employees would be classified. “It was damn-near unanimous to strike,’’ Pharris said, saying the biggest sticking point involves a change from hourly pay and overtime for delivery workers to a flat amount per day, plus a stipend for every case delivered in the field. Anheuser-Bush has given Local 166 its best offer, Dominguez said, and it is still on the table. “It provides one of the best wage and benefit packages in our industry in the Riverside area and improves upon the already exceptional package Riverside employees have been operating under,’’ he said. The lawsuit is set for its first hearing on July 5. Nid: 585 Post date: 07/05/2012 - 16:56 Title: IUF logo Teaser: Type: Image Body: Nid: 584 Post date: 07/05/2012 - 16:54 Title: EFFAT logo Teaser: Type: Image Body: Nid: 582 Post date: 06/15/2012 - 17:13 Title: UK: Carlsberg stops production of Ansells Mild Teaser: Carlsberg has ceased production of a Ansells Mild ale in the UK due to a lack of demand from the country's pubs. First produced by Birmingham-based Ansells Brewery, which was established in 1901, Ansells Mild has been pulled from production as Carlsberg cannot brew the necessary volume "to ensure quality", the Danish brewer confirmed today (14 June). A spokesperson for Carlsberg said: “The demand from pubs for Ansells Mild has reduced so much that we can't brew the required volume of beer to ensure its high quality.” Type: Blog entry Body: Carlsberg has ceased production of a Ansells Mild ale in the UK due to a lack of demand from the country's pubs. First produced by Birmingham-based Ansells Brewery, which was established in 1901, Ansells Mild has been pulled from production as Carlsberg cannot brew the necessary volume "to ensure quality", the Danish brewer confirmed today (14 June). A spokesperson for Carlsberg said: “The demand from pubs for Ansells Mild has reduced so much that we can't brew the required volume of beer to ensure its high quality.” However, the spokesperson added the company is not ruling out it the possibility of restarting brewing in the future. “If we could ensure enough pubs wanted to stock the beer and could be certain the volume we brew would guarantee quality, we would certainly consider brewing Ansells Mild again,” the spokesperson added. Carlsberg was criticised by campaigner group CAMRA in 2008 after it announced it was closing the Tetley’s brewery in Leeds, Yorkshire. It later announced it was moving production of Tetley's to Wolverhampton. Resource: http://www.just-drinks.com/news/carlsberg-stops-production-of-ansells-mi... Author: James Wilmore | 14 June 2012 Nid: 581 Post date: 06/15/2012 - 16:21 Title: Beyond the pale of Peruvian law, SABMiller invents "The Anti-Union Inquisition" Teaser: Against a background of persecution, hostility and sackings, the Brewery Workers' Union of Backus and Johnstone SAA sign a three-year collective agreement with the subsidiary of the transnational SABMiller. Antonio Silipu, president of the workers' bargaining committee told Sirel that the process was difficult due to the anti-union measures implemented by the company and the actions of the Ethics Committee, a kind of Inquisition court which punishes workers accused by their line managers of "serious misconduct". Type: Blog entry Body: Against a background of persecution, hostility and sackings, the Brewery Workers' Union of Backus and Johnstone SAA sign a three-year collective agreement with the subsidiary of the transnational SABMiller. Antonio Silipu, president of the workers' bargaining committee told Sirel that the process was difficult due to the anti-union measures implemented by the company and the actions of the Ethics Committee, a kind of Inquisition court which punishes workers accused by their line managers of "serious misconduct". According to the company, the Ethics Committee's function is to "ensure fair treatment of the workers" yet, curiously, it consists only of the factory manager, César Becerra, Luis José Jacobs, Backus Human Resources Manager, ex-regional labour director, and the Area Manager or Leader. The Ethics Committee arbitrarily dismissed workers whose breath allegedly smelled of alcohol: "While the Bargaining Committee was away in the provinces, there were three dismissals. They made them blow repeatedly into the breathalyser and did not carry out a confirmatory test such as a blood or urine sample, and they were condemned to unemployment, cast out in the street. The three workers sacked for allegedly having alcohol on their breath have now begun a legal action against the company, "and the Union has coordinated this because it is illegal dismissal since it did not follow the formal procedures laid down in Peruvian legislation", said Silipu. The Ethics Committee is arbitrary and illegal, it is chiefly unionized workers who are subjected to "Disciplinary Hearings". For Silipu, the Ethics Committee is arbitrary and illegal, and it is chiefly unionized workers who are subjected to "Disciplinary Hearings". In this Committee, "there have been cases in which, despite not proving misconduct, the workers were still punished as if they were guilty", he said. Referring to the collective bargaining, he said that SABMiller "delayed the process for almost eleven months; we were discussing point by point, and the dismissal of several workers during the bargaining process even went so far as to violate the principle of good faith. The process included the claims of the five centers making up our union: Cuzco, Arequipa, Lima, Motupe and Malteria, the latter having recently joined the union". He said that the collective agreement signed in February had won a wage increase for workers in all the Backus breweries nationwide of 2.40 dollars per day in the first year and 2.7 dollars per day in the second and third years. In addition, the Union also succeeded in having a catering concessionaire contracted, operating for all three shifts; 50 per cent of the cost of the food will be paid by the worker and the rest by the company. Under the collective agreement, from 1 April this year, the productivity bonus paid to the workers in the Arequipa and Cuzco breweries is abolished, and in the case of the Motupe brewery workers, transferred from the Trujillo brewery, the company will pay their travel back to their homes in Trujillo, 296 kilometers south of Motupe. The benefits also include workers' children, who are eligible for education grants which range from 407.40 to 666.66 dollars, and Backus will pay it for all educational levels. En Lima, Julia Vicuña Yacarine, Rel-UITA http://www.rel-uita.org/contratapa/companias/sabmiller/sabmiller_inventa... Nid: 580 Post date: 06/14/2012 - 14:54 Title: Bavarian Beer Gardens Celebrate 200 years Teaser: Why Munich's beer gardens rule, 200 years on June 12, 2012 . The birth of the beer garden came about in the early 19th century Bavaria, by royal decree. This year marks the 200th anniversary of the law that brought into existence one of Germany's greatest institutions, the beer garden. Type: Blog entry Body: Why Munich's beer gardens rule, 200 years on June 12, 2012 . The birth of the beer garden came about in the early 19th century Bavaria, by royal decree. This year marks the 200th anniversary of the law that brought into existence one of Germany's greatest institutions, the beer garden. When it comes to beer-drinking, Bavarians do not do things by halves: there are more than 180 beer gardens of varying sizes in and around Munich, with seating space for 180,000 imbibers. The birth of the beer garden came about in the early 19th century. Bavarians were allowed to brew beer in winter only, and to keep it cool for sale in the summer it was stored in cellars along the River Isar, commonly in the shade of chestnut and linden trees. These shaded areas soon became popular spots for those wanting to sample the goods before taking them home. ..On January 4, 1812, King Max Joseph I stated in the "Bayerische Biergartenverordnung" (Bavarian beer garden decree) that these gardens could be places where both beer and food could be served - and the beer garden was born. Crucially, in addition to being served food, people were allowed to bring their own, a tradition that has been maintained into the 21st century. While most beer gardens serve a range of delicious dishes - Steckerlfisch (usually grilled mackerel on a stick), racks of ribs, spit-roasted half-chickens, pretzels - they continue to be places where people bring their own picnic spreads of breads, cold meats, cheeses, salads and radishes. As for the beer, most of the gardens serve it by the litre (a "Mass"); it is only "Weissbier" (wheat beer) that is typically bought in half-litre glasses. Nid: 579 Post date: 06/14/2012 - 14:41 Title: Carlsberg Increases Presents in China Teaser: Carlsburg is to build a giant brewery in China to tap growth in the world’s largest beer market, as the Danish group looks to expand outside sluggish European markets. The world’s fourth-biggest brewer will sign the deal on Friday to coincide with the visit to Denmark of Chinese President Hu Jintao, and spend 4bn Danish crowns on the project in the southwest province of Yunnan. Type: Blog entry Body: Carlsburg is to build a giant brewery in China to tap growth in the world’s largest beer market, as the Danish group looks to expand outside sluggish European markets. The world’s fourth-biggest brewer will sign the deal on Friday to coincide with the visit to Denmark of Chinese President Hu Jintao, and spend 4bn Danish crowns on the project in the southwest province of Yunnan. China, which overtook the US as the world’s biggest beer market in 2003 and was nearly twice the size by 2010, is expected to grow five per cent annually in coming years, twice the growth of the global market in 2011. While Carlsberg is the biggest beermaker in western China, it lags other foreign and domestic brewing heavyweights elsewhere. China’s four biggest brewers – China Resources Snow, Tsingtao, Anheuser-Busch InBev and Beijing Yanjing Brewery – have nearly 60 per cent of the market and are all looking for local partners to strengthen their positions. CRS – the largest brewer and a joint venture between China Resources Enterprise and London-listed SABMiller – makes Snow, the world’s biggest beer brand. The four big brewers are all bidding to buy most of the operations being sold by Chinese peer Kingway Brewery Holdings, worth around $700m (£450m). Carlsberg’s new brewery will start in 2014 and produce local brands as well Carlsberg and Tuborg. “The brewery will be gradually built over a period of time to suit China’s growing demand for beer in the future,” a Carlsberg spokesman said. . Nid: 578 Post date: 06/11/2012 - 18:44 Title: SABMiller Panama: Progress despite very unfavorable conditions Teaser: On May 25, the Union and SABMiller reached an agreement that rests primarily on the company’s undertaking to respect union rights, as attacks on the labor movement spread nationwide. According to Union president Alejandro John, the company has agreed to deduct the workers’ union fees from their pay and will allow leaders to enter the company’s workplaces. “We have made progress with respect to union freedoms, as on May 25 SABMiller undertook to respect the Union and improve management-union relations, which had been marked by arbitrariness on the part of management. So, on Tuesday, May 29, we filed the agreement with the Labor Ministry authorities.” Type: Blog entry Body: On May 25, the Union and SABMiller reached an agreement that rests primarily on the company’s undertaking to respect union rights, as attacks on the labor movement spread nationwide. According to Union president Alejandro John, the company has agreed to deduct the workers’ union fees from their pay and will allow leaders to enter the company’s workplaces. “We have made progress with respect to union freedoms, as on May 25 SABMiller undertook to respect the Union and improve management-union relations, which had been marked by arbitrariness on the part of management. So, on Tuesday, May 29, we filed the agreement with the Labor Ministry authorities.” “We were also able to form a bilateral dialogue committee that will meet every two months to hold talks between management and the Union. This is an important gain because up until now there was no dialogue between the parties,” John stressed. Consulted about the situation of the workers who were fired and held against their will at their Chorrera and Chiriquí workplaces, the union leader said, “the agreement had some positive aspects and some negative ones. We progressed on the issues that I mentioned but as for the arbitrarily fired and suspended workers we will have to file a complaint with the competent labor authorities to obtain their reinstatement and the payment of the wages owed to them.” “We can’t ignore,” John continues, “the context in which this ploy by SABMiller was carried out. There is a strategy implemented by the national government that clearly favors companies and is aimed at undermining combative trade unions. To achieve this aim, Labor Ministry authorities have given transnational corporations complete freedom of action to commit abuses and take arbitrary measures against their workers, including unjustified dismissal and human rights violations.” For the president of the Union, this non-aggression pact reached with SABMiller was only possible thanks to the pressure exerted by Rel-UITA (IUF Latin America) and the categorical support from the 26th International Congress of the IUF. Alejandro John informed that the Union will go ahead with the legal action against the transnational corporation that held workers against their will last May 4, as on this issue no agreement was reached or will be reached with the company. According to John, “the affected workers are firmly determined to press forward with the criminal action, charging the company with deprivation of liberty, and [the Union] will monitor the company’s actions to make sure that the agreement is implemented to the letter.” From Montevideo, Gerardo Iglesias Rel-UITA ,June 4, 2012 Interview with Alejandro John Please find the original version of the story in Spanish here: http://www.rel-uita.org/ Nid: 577 Post date: 06/11/2012 - 17:25 Title: Research in Focus - Brewers look to premium brands to alleviate recessionary woes Teaser: Premium beer sales are set to grow in "every continent" over the next four years according to a new just-drinks report, with Asia expected to show particularly strong growth. However, premium beer growth is forecast to be "sluggish" in Europe. As counter-intuitive as it may seem, the global downturn has been a relatively dynamic period for the premium beer category, a new just-drinks report suggests. The report, Premium Beer in Emerging Markets – Forecasts to 2016, points out that, like all consumer goods, beer sales have been impacted by the downturn over the last four years. Type: Blog entry Body: Premium beer sales are set to grow in "every continent" over the next four years according to a new just-drinks report, with Asia expected to show particularly strong growth. However, premium beer growth is forecast to be "sluggish" in Europe. As counter-intuitive as it may seem, the global downturn has been a relatively dynamic period for the premium beer category, a new just-drinks report suggests. The report, Premium Beer in Emerging Markets – Forecasts to 2016, points out that, like all consumer goods, beer sales have been impacted by the downturn over the last four years. Recession, unemployment and lower consumer spending, compounded by increased consumer concern over excessive alcohol consumption, may have exacted a heavy toll on previously reliable Western beer markets, but this unquestionably hostile environment has led the big four brewers, Anheuser-Busch InBev, SABMiller, Heineken and Carlsberg, to revise their approach and increase the emphasis on premium beers. At the same time, it has prompted those same brewers to pursue expansion strategies in emerging markets, where increasing urbanisation, swelling middle classes, increased average incomes and rising consumer sophistication are also providing fertile ground for premium brands. "Beer consumption in Asia is continuing to grow, as it is in Latin America and Africa, on the back of a steadily-expanding population with an emerging class of wealthy, sophisticated consumers thirsty for superior products," the report states. The premium beer category currently accounts for around 18% of the global beer market, with mainstream products representing 68% and economy brands making up the remaining 14%. However, the premium sector is forecast to grow from 34.02m kl in 2011 to 39.29m kl in 2016, representing a compound annual growth rate (CAGR) of 2.8%. "The global premium beer market is unquestionably set for growth over the next four years to 2016. Interest in the sector has never been higher and all of the major brewers now appear to be convinced of the merits of pursuing the strategy," the report states. "We foresee the total global premium beer marketing growing steadily by 2016, with an increase anticipated in every continent as the economic recovery continues, consumption increases and the premium sector becomes more established." However, while there may be growth in premium beer in every continent, some regions are expected to show stronger growth than others. In Europe, premium beer sales are only predicted to show "sluggish" growth of around 1% per year over the next four years to reach total sales of 20.04m kl by 2016. In 2011, premium beer sales in Europe stood at 19.07m kl. North America is also expected to post only "modest" growth of 2% per year over the period, to 7.09m kl in 2016, spurred in part by reviving interest in craft beers and microbreweries. By contrast, Asia is set for much stronger growth, with premium sales forecast to rise to 7.88m kl in 2016, from 5.37m kl in 2011. "Economic growth in Asia is creating a more affluent demographic, allowing international beer companies and their local counterparts to increasingly follow a strategy of premiumisation," the report states. China is expected to lead the way for premium beer in the Asian region, accounting for the majority of the growth over the four years to 2016. However, the report states that India also offers "enormous potential" by dint of its size and in spite of the "comparative immaturity" of its beer industry. Smaller South-East Asian countries such as Vietnam, Thailand and the Philippines should remain "dynamic" but the problem of these markets becoming "saturated" with cheaper, lower quality beers remains an issue for companies seeking to carve out a niche for premium products, the report adds. Although marketing has a "key role" to play in elevating the social standing of beer drinking, the report warns that advertising restrictions in countries such as Thailand present a challenge for brewers in this regard. However, online advertising and promotions offered on social networking websites could provide "a way past" these prohibitions, the report suggests, and help to attract younger consumers. Sponsorship of popular events will also remain "crucial". South America is "almost as exciting a prospect as Asia", with the premium sector forecast to grow to 3.29m kl in 2016, representing a CAGR of 6% per year. Traditionally, drinkers in major Latin American markets such as Brazil tended to opt for lighter beers with lower alcohol levels, but tastes are beginning to change. This, coupled with rapid economic growth, the report suggests, is driving the premium beer sector forward. "Latin America continues to progress well and shows huge promise as a premium beer market," the report states. In Latin America, Brazil is performing a similar leadership function as China is doing in Asia. "Like Asia, [Latin America] has a thriving leader in Brazil with a big population comprising aspirational consumers." In addition, Mexico also looks "strong", while Argentina and Colombia are both currently "exciting markets" for premium brewers. The Middle East and North Africa (MENA) region, meanwhile, is "another significant growth area" for premium beer, with sales set to hit 0.99m kl in 2016, notwithstanding the religious prohibitions which restrict advertising and marketing. The growth in the MENA region stems primarily from "booming" northern African markets and the return of tourism to Middle Eastern resorts after the instability of the Arab Spring. Author: Ben Cooper | 11 June 2012 http://www.just-drinks.com/analysis/research-in-focus-brewers-look-to-pr... Nid: 576 Post date: 06/04/2012 - 18:26 Title: Panama: Gross Violations of Workers’ Rights at SAB Miller Teaser: Voices and faces of SITRAFCOREBGASCELIS ;Retained, suspended and fired workers won’t back down On May 4, dozens of workers members of the Industrial Union of Soft Drink, Beverage, Soda, Beer, Liquor and Similar Beverage Production and Distribution Workers (SITRAFCOREBGASCELIS) were summoned by managers of Cervecería Nacional (SABMiller) and pressured to sign a veiled dismissal in the form of a “mutual agreement.” Faced with the workers’ negative reaction, the British-South African multinational corporation unleashed its repression, but failed to silence their voices. Type: Blog entry Body: Voices and faces of SITRAFCOREBGASCELIS ;Retained, suspended and fired workers won’t back down On May 4, dozens of workers members of the Industrial Union of Soft Drink, Beverage, Soda, Beer, Liquor and Similar Beverage Production and Distribution Workers (SITRAFCOREBGASCELIS) were summoned by managers of Cervecería Nacional (SABMiller) and pressured to sign a veiled dismissal in the form of a “mutual agreement.” Faced with the workers’ negative reaction, the British-South African multinational corporation unleashed its repression, but failed to silence their voices. Fausto Romero- Union member of Las Sabanas Distribution Center I got to the company after a long and exhausting workday and the administrative manager, Humberto Castillo, handed me a document telling me to sign it. It was a mutually agreed dismissal. When I told him I had never asked to leave the company, Castillo presented me with a dismissal letter. Members of the administrative staff came over and started watching me as if I were a criminal and then escorted me outside the facilities. They claim the dismissals are due to a personnel restructuring, but we know that what they’re really trying to do is destroy the union and force workers to join a pro-management union that exists in the company. Juan Mojica- Union member of Las Sabanas Distribution Center I showed up at the management office confident that they couldn’t do anything to me because I was protected by union privileges. However, that didn’t matter to the company, and they fired me in open violation of labor laws. What’s happening is absurd. They’re killing us at work, but in the end they pocket the wealth and we’re left with abuse and suffering. We’re going to continue fighting until we achieve the reinstatement of all the workers who were fired. Jose Rodriguez - Las Sabanas union representative The real goal of Cervecería Nacional (SABMiller) was to strike a deathblow to the union by firing 130 to 160 union members. They didn’t get away with it because we acted immediately and stepped in to advice the workers on how to handle the situation. In the end, some 60 workers were fired and another 80 were suspended for three days without pay, nationwide. Jonathan Velez - SITRAFCOREBGASCELIS education secretary I was suspended twice in less than two weeks for demanding that management respect my right as a union leader to have access to the Penonomé and Chitré Distribution Centers. The company obviously didn’t want us advising our members when they tried to fool them with their “mutual agreement” proposal. It’s also an attempt to intimidate workers to make us back down and give up the struggle. They’re not going to get away with it because we’re going to continue fighting, stronger and more committed than ever. We know we can count on our members’ support and the decisive backing of the IUF and all its affiliates from across Latin America. Resource: http://www.rel-uita.org/ Nid: 575 Post date: 06/04/2012 - 17:45 Title: The Growing African Beer Market Teaser: It’s three o’clock in the afternoon and the bars in Tanzania’s capital, Dar es Salaam, are already filling up with small groups of drinkers, sheltering from the stifling heat with a beer and “Nyama Choma” barbecued meat. The city’s watering holes, which are typically informal beer gardens with plastic tables and chairs, are in for a good night, yet there is something bothering James Bokella. Type: Blog entry Body: It’s three o’clock in the afternoon and the bars in Tanzania’s capital, Dar es Salaam, are already filling up with small groups of drinkers, sheltering from the stifling heat with a beer and “Nyama Choma” barbecued meat. The city’s watering holes, which are typically informal beer gardens with plastic tables and chairs, are in for a good night, yet there is something bothering James Bokella. The district manager for Tanzania Breweries Limited (TBL), which is majority owned by global beer giant SABMiller, has spotted something while doing the rounds of the capital’s bars and kiosks that sell his company’s lagers such as Castle and Safari. An advertising war has broken out on the streets of Dar es Salaam between TBL, the country’s biggest brewer, and its arch-rival Serengeti, which was bought by Diageo in 2002 Marketing in Africa goes well beyond billboards and TV adverts and drinks companies fight hard to persuade bar owners their properties should be painted top to bottom in the colours of their beer brands. On this occasion, Serengeti has hijacked a centrally-located pub heavily branded with TBL’s Castle Lager with its own bright yellow Serengeti gazebos. It may seem trivial but in Africa, global giants like SABMiller, Diageo and Heineken are ploughing millions of pounds into marketing as they jostle for position in the continent’s rapidly expanding drinks industry. The big listed drinks groups have long been investing in emerging markets such as China and Latin America to counteract falling demand in mature markets, particularly Europe. But industry veterans such as SABMiller executive chairman Graham Mackay are now referring to Africa as the most important growth story of the next decade. “If you talk about the immediate runway for growth, I don’t think there’s anything that beats Africa,” said Mackay. Most of the “big four” in Africa – France’s Castel, SABMiller, Heineken and Diageo – have long associations with the continent, some going back well over 100 years. Over the next two decades consumer companies are forecasting Africa will be hit by a positive “perfect storm” of a booming population, above average GDP growth and riches generated by rapidly expanding mining and energy industries. “All of that together makes Africa at this moment really the sweet spot,” says Siep Hiemstra, president for Africa & the Middle East at Heineken. Take one look at the raw statistics and it’s easy to understand their optimism. Already, one-in-six people in the world is African. But population growth for the continent, at 2.4pc, far outpaces even other emerging markets such as Latin America and Asia, where populations are expanding at just over 1pc. Twelve out of the 25 fastest growing economies in the world are also on the African continent. “We have got everything leaning our way,” says Mark Bowman, SABMiller’s managing director for Africa. “From around 2000, GDP growth has progressed at a solid pace – 6pc to 8pc – which, by developed country growth rates, is very high. By our forecasts that will continue for 20 years. “In 20 years, you’ll have 2bn people [on the continent] and that’s a tremendous opportunity for consumer businesses.” Then there is the average consumption of beer per capita in Africa. At eight litres compared with 35 litres in the rest of the world, they believe there is a rich pool of potential customers. Trevor Stirling, drinks analyst with Sanford C Bernstein, estimates the industrial beer market in Africa was worth $10.9bn (£7.1bn) in revenue in 2010 and $2.5bn of earnings before interest and tax. But it is also estimated that 75pc of the drinks market on the continent is still dominated by cheap home brews or illicit spirits. Drinks companies believe many of these consumers can be converted to industrially-produced lagers and spirits as they move up the wealth chain. “We believe there is little doubt that Africa will be one of the engines of growth for the beer category in the next decades,” Mr Bernstein wrote in a research note. There are few better illustrations of the fierce rivalry between the drinks majors than in East Africa, where a nine-year agreement between SABMillers’s TBL and Diageo’s East Africa Breweries was aborted last year. Diageo decided to go it alone in Tanzania by snapping up a 51pc stake in TBL’s main rival, Serengeti Breweries, while SABMiller is making in-roads in Diageo and Heineken strongholds such as Nigeria, where it is building a new greenfield brewery. SABMiller, Africa’s biggest brewer, is currently still ahead of the game, with an estimated 40pc share of profits across the region, including South Africa. The FTSE 100 group also has a 20pc stake in France’s Castel, which is in second place. Heineken last year expanded its presence on the continent with the acquisition of two hard-fought Ethiopian state breweries and is the third biggest player – claiming about 17pc of earnings according to Sanford C Bernstein. Diageo, number four, is also ploughing billions of pounds into expansion in Africa at the behest of its chief executive, Paul Walsh, who wants half of the group’s revenues to come from emerging markets by 2014. “We have invested about £1.5bn in capacity expansion and acquiring new business in the past five years in Africa,” says Diageo’s president for Africa, Nick Blazquez. Nid: 574 Post date: 06/01/2012 - 13:14 Title: SABMiller Faces Long Haul To Turn Around Foster's Teaser: World No.2 brewer SABMiller is set for a tough battle to turnaround its Australian Foster's acquisition as its beer volumes sink and it loses key import contracts which will stretch management to meet new aggressive targets. World No.2 brewer SABMiller (SABMiller plc) is set for a tough battle to turnaround its Australian Foster's acquisition as its beer volumes sink and it loses key import contracts which will stretch management to meet new aggressive targets. Type: Blog entry Body: World No.2 brewer SABMiller is set for a tough battle to turnaround its Australian Foster's acquisition as its beer volumes sink and it loses key import contracts which will stretch management to meet new aggressive targets. World No.2 brewer SABMiller (SABMiller plc) is set for a tough battle to turnaround its Australian Foster's acquisition as its beer volumes sink and it loses key import contracts which will stretch management to meet new aggressive targets. Investors are unconvinced that SABMiller, which has built up its business around fast-growing emerging markets to become the biggest brewer there, made the right move in buying the No.1 player in mature market Australia when its beer volumes, profit and market share were all going south. SABMiller's shares have underperformed its main rival Anheuser Busch InBev (AB INBEV). SABMiller spent $11.8 billion late last year on Foster's and set out ambitious targets to reverse the decline of the perennial underperformer in an Australian market where beer has lost out to wine and volumes have been flat for nearly 20 years. "We bought into the SABMiller emerging market story and Foster's dilutes that. The size of the task in Australia makes us cautious as we do not hold its optimism for a quick turnaround," said one top ten SABMiller shareholder. Last week, the Miller Lite brewer reported Foster's volumes of beers like Victoria Bitter, Carlton Draught and Pure Blonde dipped 4 percent in its year to end-March due largely to a weak Australian economy, poor summer weather and management distractions during the bid battle. This compared to the SABMiller group which saw an overall 3 percent annual volume rise for its beers such as Peroni, Castle and Grolsh with Africa growing volumes as fast as 13 percent and Latin America by some 8 percent. "SABMiller has turned around difficult situations before but those have often been from dominant market share positions. Australia is a tough beer market with two big powerful retailers," said another major shareholder. The Australian beer market is a virtual duopoly between Foster's and Kirin-owned (Kirin Holdings Co) Lion Nathan, and Foster's has seen its edge in market share diminish with both big brewers now having a market share of around 45 percent each. SABMiller's takeover of Foster's prompted the loss of certain license and import arrangements for Modelo-owned (Grupo Modelo SAB de CV) Corona, Stella Artois (AB INBEV) and Asahi (Asahi Breweries) beers with combined annual volume of 915,000 hectoliters out of an Australian overall annual market of 18 million hectoliters. Corona was a major blow as it was the clear leader in the growing Australian imported beer sector and accounted for two-thirds of SABMiller's lost volume, while the Mexican beer is now being distributed by its arch-rival Lion. Analysts estimate the loss of these three brands could cut Foster's profits by $70-100 million from a base of $735 million for the year to end-March, although SABMiller will be looking to minimize any lost volume by pushing its premium beer Peroni. "I think Foster's will be a reasonably long job to turn around as it is relatively unusual of SABMiller to acquire business leadership in a mature market," said analyst Martin Deboo at Investec Securities. He remains a pragmatic buyer of SABMiller shares as the group still earns around 70 percent of profits from emerging markets, but the Foster's move has made him more cautious as it cut that proportion from around 80 percent. TOUGH TARGETS In March, SABMiller announced its medium-term targets for Foster's to see volumes increase 1-3 percent, revenues rise 5-8 percent, and margins to gain 60-80 percent basis points a year before cost synergies from the deal of A$180 million by year four. "Foster's guidance remains aggressive in our view and we would expect SABMiller to continue to underperform the rest of the beer group. We question the SABMiller premium to its peers," said analyst Pablo Zuanic at Liberum Capital, who prefers shares of the world's No.1 brewer AB InBev. SABMiller shares have gained 5 percent this year compared to a rise in AB InBev of 16 percent, while the former trades on 15.3 times consensus 2012 earnings to AB InBev's 14.3. Analyst Ian Shackleton at Nomura points out that two retailers, Coles owned by Wesfarmers Ltd WES.AS and Woolworths Ltd WOW.AS, have rapidly expanded their market share and now sell two-fifths of all beer drunk in Australia. This virtual retail stranglehold puts pressure on both Foster's and Lion to improve their beer offering, while the retailers have introduced their own private label beers as Coles imports from Vietnam and Woolworths has a brewery in Perth. Analysts worry SABMiller's Foster's deal reflects its Miller purchase in 2002 when SAB bought into an effective duopoly in a low-growth U.S. market and gave the brewer a long-term headache. In the U.S., SABMiller did have advantages with Miller as it took its pricing from market leader AB InBev, avoiding a price war, and gained from cost savings from merging its U.S. operations with Molson Coors (Molson Coors Brewing Company) in 2008 to form MillerCoors, they added. SABMiller Chief Executive Graham Mackay has argued Foster's is in a better position than Miller was in 2002 as Foster's has growing craft beers like Fat Yak and Matilda Bay and ciders such as Strongbow and Bulmers as well as its mainstream beers. SABMiller's Asia Pacific and Foster's chief Ari Mervis is optimistic the Australian business will be in beer volume growth by the end of 2012 as it recovers from last summer's heavy rainfall and the distractions of the bid battle. Source: Reuters Link: http://www.flex-news-food.com/console/PageViewer.aspx?page=43446 Nid: 573 Post date: 05/31/2012 - 02:27 Title: Look out Big Four This Could Be # 5 Teaser: Japanese brewer Asahi close to buying Romania’s Bergenbier parent company Japanese beer producer Asahi, which is currently under negotiations to buy beer producer StarBev, could enter the Romanian market directly, as it would also take over local brand Bergenbier, owned by StarBev. T Type: Blog entry Body: Japanese brewer Asahi close to buying Romania’s Bergenbier parent company Japanese beer producer Asahi, which is currently under negotiations to buy beer producer StarBev, could enter the Romanian market directly, as it would also take over local brand Bergenbier, owned by StarBev. T he international deal, evaluated at some USD 3 billion by Reuters, could be announced early this week. Asahi is in negotiations with investment fund CVC Capital Partners, which bought StarBev in 2009. The fund was approached by other brewers: Carlsberg, SABMiller and Heineken, which wanted to take over StarBev. The private equity firm had bought the business from the world’s largest brewer Anheuser-Busch InBev. It has operations in nine eastern European countries including the Czech Republic, Romania, Bulgaria and Hungary. Bergenbier, with a turnover of some EUR 112 million in 2010, produces beer under the brands Bergenbier, Noroc, Staropramen, Stella Artois, Beck’s and Löwenbräu. Asahi is known for Japan’s best sold beer, Super Dry. Nid: 572 Post date: 05/25/2012 - 05:24 Title: Fosters not doing as well under SAB Miller Teaser: BREWING major Foster's has had a bumpy start to life under new parent SABMiller, losing contracts that accounted for almost 10 per cent of sales by volume while its flagship VB brand continued to decline. In annual accounts lodged with the London Stock Exchange last night, SABMiller revealed the loss of contracts to brew or distribute imported brands such as Corona, Asahi, Stella Artois, Carlsberg and Kronenbourg had cut 91.5 million litres from its annual sales by volume, which in 2010-11 were 971 million litres. Type: Blog entry Body: BREWING major Foster's has had a bumpy start to life under new parent SABMiller, losing contracts that accounted for almost 10 per cent of sales by volume while its flagship VB brand continued to decline. In annual accounts lodged with the London Stock Exchange last night, SABMiller revealed the loss of contracts to brew or distribute imported brands such as Corona, Asahi, Stella Artois, Carlsberg and Kronenbourg had cut 91.5 million litres from its annual sales by volume, which in 2010-11 were 971 million litres. The owners of the brands -- SAB's international rivals -- were able to terminate their contracts with Foster's under change-of-control provisions triggered by the $12.3 billion takeover, completed in December. The loss of such volumes has toppled Foster's from its position as Australia's largest brewer -- a position now held by Japanese-owned competitor Lion, maker of the Toohey's and XXXX brands and the new local distributor of market-leading import Corona. SABMiller said losing the contracts "was a known risk at the time of the acquisition". However, the bad news extended to Fosters' domestic beer brands, whose sales declined by 4 per cent in volume on an annualised basis -- a result SABMiller blamed on "continued subdued consumer sentiment". "The traditional regular mainstream segment, which includes Victoria Bitter, declined at a higher rate than the market," but Carlton Draught consolidated share, the company said. Sales of premium beers including Crown Lager were stronger, while craft brands such as Matilda Bay Fat Yak Ale grew rapidly. Revenue per litre increased by 3 per cent for the first three months of the year on a pro forma basis, as SABMiller wound back heavy discounts to retailers. Earnings before interest, tax and amortisation were down because of lower sales volumes and what SABMiller described as "increased commercial investment in the market", which could suggest retailers were offered rebates to shore up its market position. SABMiller had pulled out $US6 million in costs from Foster's so far, which it expected to translate into annualised savings of $US40m, with cost savings expected to contribute $180m to pre-tax earnings by the end of the 2015-16 financial year. SABMiller reported net profit of $US4.2bn for the 12 months to the end of March, up 75 per cent from the previous fiscal year, or 13 per cent to $US3.4bn excluding one-off items. Nid: 571 Post date: 05/18/2012 - 17:15 Title: Labatt (AB-InBev) Advertising Campaign Unethical Teaser: . A controversial advertising campaign by Labatt Brewing Co. Ltd., called Playoff Payoff, has Molson Coors Brewing Co., the NHL’s exclusive beer rights-holder in North America, fuming. It also has other members of the advertising community crying foul. Type: Blog entry Body: . A controversial advertising campaign by Labatt Brewing Co. Ltd., called Playoff Payoff, has Molson Coors Brewing Co., the NHL’s exclusive beer rights-holder in North America, fuming. It also has other members of the advertising community crying foul. After a lengthy court battle, Labatt lost the North American NHL rights last year to Molson Coors, which is paying $375-million over seven years. That didn’t stop Labatt from still trying to exploit hockey as a promotional tool here in Canada. In one of its more creative campaigns, Labatt staged the hockey flash-mob event when it surprised some beer-league hockey players in Mississauga by putting them in a Budweiser commercial. The commercial has attracted almost four million views on the Internet. Fair enough. Making lemonade from a lemon. But when Labatt launched its Hockey Playoff Payoff: Hockey Tickets For Life promotion to coincide with the start of the NHL playoffs, some said the campaign was an ambush of rights-holder Molson Coors. In its promotion, Labatt promises a fan tickets to 20 games a year for 50 years to any Canadian hockey team in its home city. It doesn’t specify tickets to which team, but it implies that NHL teams are included. Coming as the buy did at the start of the playoffs, Labatt is accused of trying to exploit the lucrative postseason marketing period when it doesn’t have the rights. Molson has cried foul, pointing out that some commercial buys are in NHL cities, implying you can win tickets to those teams. This brand protection is not dissimilar to efforts made by the Vancouver Olympic Organizing Committee to root out any commercial references to the word Olympics or its logo by non-rights-holders before and during the 2010 Games. Or the infamous case of Dutch beer company Bavaria, which employed girls dressed in its branded orange colours in the stands of games at the soccer’s World Cup in 2010 – even though another company held the rights. Labatt has been vague about the details of how the tickets will be awarded. If you look carefully at the fine print it says the fan could win the cash equivalent of tickets for life, say about $250,000. “If the winner chooses hockey tickets for life, Labatt will do everything it can to facilitate that decision, including giving the winning fan the money to obtain the tickets,” says a statement. The fine print of the Labatt ad also acknowledges that “Budweiser is not an official sponsor of the National Hockey League and that the ‘Playoff Payoff’ contest isn’t licensed or sponsored by, or otherwise associated with the NHL or its teams.” But those legalisms don’t wash with Molson Coors, which insists that the ads piggy-back on its exclusive rights to the NHL. The promotion also rankles others in the business. Brian Cooper, CEO and president of S&E Sponsorship Group Inc., thinks that Labatt has crossed an ethical line where, if successful, such tactics could diminish the value of exclusive brand rights and damage the industry overall. Cooper, whose company does NHL sponsorships but has no connection to the Playoff Payoff fight, believes that Labatt’s tack is dirty pool. “We admire what Labatt has done in fighting back since it lost the NHL national contract,” Cooper told Usual Suspects on Thursday. “But this campaign is ambush marketing. Labatt is letting consumers fill in the blanks. It’s giving away NHL tickets, therefore Budweiser must still the beer of the NHL.” Cooper says it’s a crossroads for his business. “If we as an industry let this happen now, when will we stop it? If we don’t check this ourselves, then who will?” Which begs the question of what the NHL is doing to protect Molson’s exclusivity? So far, the league has posted this message on its website, NHL.com, “We want our fans to know that the NHL has no affiliation with that promotion, and we can offer no assurances to our fans that the desired tickets will be available to the winner.” Cooper and others in the industry want them to go farther. Thursday the NHL declined a request for comment on the issue. But sources tell Usual Suspects that the league is waiting to see how Labatt tries to convert its promotion into actual NHL tickets before it acts. Should Labatt provide authentic NHL tickets, then the league may have the legal connection to act. It might be a different issue if Labatt gives the fan the equivalent money to buy whatever tickets the winner wants. For now, says Cooper, Labatt is technically not in violation of infringing on the NHL’s trademarks. “But in this case they have crossed the line. This is an ambush of the highest degree.” Nid: 570 Post date: 05/18/2012 - 17:01 Title: HEINEKEN Receives GBCHealth Business Leadership Award Teaser: Last night, HEINEKEN received the prestigious GBCHealth Business Leadership Award at GBCHealth’s annual conference in New York City. HEINEKEN has been selected to receive this award by GBCHealth for its enduring commitment to and excellence in its support for health-related programming for its employees, their dependents and the communities in which it operates. Type: Blog entry Body: Last night, HEINEKEN received the prestigious GBCHealth Business Leadership Award at GBCHealth’s annual conference in New York City. HEINEKEN has been selected to receive this award by GBCHealth for its enduring commitment to and excellence in its support for health-related programming for its employees, their dependents and the communities in which it operates. John Tedstrom, CEO GBCHealth, stated, “HEINEKEN is an unsung hero in Global Health. It is a corporate leader who has dedicated its energy, attention and resources over more than two decades to tackling some of the most challenging global health issues of our time. From the company’s first HIV awareness and prevention programs in 1989 to its decision in 2001 to offer HIV care services as part of its employee medical benefits package (a program many other companies have since replicated), to being an integral voice in shaping critical policy efforts, Heineken has been a trailblazer in the global health space going above and beyond its core business to address issues that other companies find difficult to address.” Stefaan van der Borght, Global Director Health Affairs HEINEKEN, said, “We are extremely honored with this award. At HEINEKEN people are our greatest assets. No other asset in the company is as important as the people that contribute with their work to our business results. Therefore, HEINEKEN commits itself to provide a healthy working environment for all employees, contractors working on its premises and for those hired by HEINEKEN further along the supply chain. We have been actively focusing on health care of our employees and communities for over twenty years now and will continue to do so going forward. At the same time we realize our health care work has only just begun.” HEINEKEN operates in many different countries. Particularly in the area of healthcare, being a multinational company means taking on responsibilities and actively contributing to the development of societies. HEINEKEN is active in helping combat the world’s poverty diseases: malaria, tuberculosis and HIV/AIDS. Its HIV/AIDS program is an important and integrated part of HEINEKEN’s healthcare initiatives, aimed at both prevention and access to anti-retroviral drugs. At the end of 2007 HEINEKEN launched the Heineken Africa Foundation in order to support the improvement of health for communities in sub-Saharan Africa. HEINEKEN has endowed the Foundation with 20 million EUR (approximately $25.7 million), which allows up to 1 million EUR (approximately $1.3 million) per year to be invested in relevant health projects and health-related education. To date, the Foundation has committed 3 million EUR (approximately $3.9 million) which supports 33 projects. Nid: 569 Post date: 05/16/2012 - 18:28 Title: Molson Vancouver Canada April 2012 Teaser: Type: File Body: Nid: 568 Post date: 05/14/2012 - 16:18 Title: Profits Down at Molson-Coors Teaser: Molson Coors has reported a 4.1% decline net profit in the first quarter after weaker-than-expected sales in Canada and acquisition costs associated with the firm’s takeover of StarBev hit the Denver-based brewer’s bottom-line. Net income reached $79.4 million, down from $82.6 million a year earlier. Earnings were at the top end of forecasts after gross margins at Molson Coors’ joint venture with SAB Miller beat expectations. Type: Blog entry Body: Molson Coors has reported a 4.1% decline net profit in the first quarter after weaker-than-expected sales in Canada and acquisition costs associated with the firm’s takeover of StarBev hit the Denver-based brewer’s bottom-line. Net income reached $79.4 million, down from $82.6 million a year earlier. Earnings were at the top end of forecasts after gross margins at Molson Coors’ joint venture with SAB Miller beat expectations. Sales of products such as Coors Light and Blue Moon fell by 0.5% in the Canada, bucking the industry trend of growth in the region of 1.3%. Molson Coors, whose business is concentrated in Canada, the US and UK, registered a 0.1% increase in overall sales to $691.4 million. Revenue was lower than the $703.8 million that analysts had forecasted. Volumes were also down 0.4% to 9.9 million hectolitres. "We come away seeing incrementally positive margin news but with added concerns about the company's share trajectory in Canada and the U.S., its two largest markets," Mark Swartzberg, an analyst at Stifel Nicolaus told Reuters. Last month, Molson revealed plans to boost its developing markets business by buying Eastern European brewer StarBev for €2.65 billion. Yesterday, Molson Coors announced an executive reshuffle that will see Alain Beyens, StarBev’s chief executive leave the business once the deal is concluded. Mark Hunter, Molson UK and Ireland’s chief executive will succeed Beyens. Hunter will be replaced by Stewart Glendinning, Molson Coors’ chief financial officer. Gavin Hattersley, previously Miller Coors’ executive vice president and chief financial officer has been appointed as Glendinning’s replacement. Nid: 567 Post date: 05/04/2012 - 07:34 Title: AB-InBev The Company Line not reality Teaser: Anheuser-Busch InBev announced its annual financial results this month and they are impressive, especially for a company with roots as a small brewer in Sao Paolo, Brazil. The brewer, the world's largest, A-B InBev reported a double digit EBITDA growth rate and almost 30% growth in earnings per share. And yet, in announcing those numbers, management confessed: "We know we can do better. A fundamental part of our culture is never entirely being satisfied with our results: we always challenge ourselves to dream bigger and achieve more." Type: Blog entry Body: Anheuser-Busch InBev announced its annual financial results this month and they are impressive, especially for a company with roots as a small brewer in Sao Paolo, Brazil. The brewer, the world's largest, A-B InBev reported a double digit EBITDA growth rate and almost 30% growth in earnings per share. And yet, in announcing those numbers, management confessed: "We know we can do better. A fundamental part of our culture is never entirely being satisfied with our results: we always challenge ourselves to dream bigger and achieve more." That's A-B InBev in a nutshell: a relentless focus on achieving bottom line results, coupled with a 'desire to dream.' Observers tend to overlook the "dream" talk and chalk up A-B InBev's extraordinary success to its relentless cost-cutting culture. But, they're only seeing part of the story: The firm's success is the result of a shared dream - a set of non-negotiable beliefs that everyone in the company lives by. To understand what made A-B InBev - a descendant of multiple mergers and acquisitions - the success story it is today, we need to trace the lineage of this 'desire to dream' through its complex family tree. In 1989, a group of investors led by Marcel Telles purchased Brahma, then the number two brand of beer in Brazil. Telles and his team built the brand, took over the number one slot, and in 1999 combined with their chief competitor to form AmBev. Expanding rapidly throughout South America, AmBev soon became the third largest brewer in the world. In 2004, the European beer company Interbrew, itself a product of several mergers, acquired a majority stake in AmBev, creating InBev. In 2008, InBev bought Anheuser-Busch, the leading US brewer. The result was A-B InBev. These acquisitions, coupled with organic growth, naturally fuelled a rapid rise in revenue for each combination. But, what's most interesting is the brewer's meteoric increase in profits in all of its previous guises: Between 2000 and 2010, earnings before interest, taxes, depreciation and amortisation (EBITDA) at the companies that now make up A-B InBev rose at a compound annual rate of 38%. A prime reason for the growth in profitability appears when one dissects the contribution of each party to the mergers. The Brazilian company AmBev, already at 20% EBITDA in 2000, increased its margins to a whopping 36% in 2003. Something was working at AmBev. Then, Interbrew bought the company, and the effect was like yeast in bread dough: The EBITDA of the new company, InBev, rose from 21% in 2003 to 37% in 2007. When InBev then acquired Anheuser-Busch, the combination had a similar effect. A-B's EBITDA in 2007, prior to its acquisition, was 23%. By 2010, the EBITDA of the combined company A-B InBev had risen to 38%. In our book, 'Repeatability: Build Enduring Businesses for a World of Constant Change '(HBR Press, March 2012), Chris Zook and I describe how companies with repeatable business models grow sustainably and profitably. The consistent, dramatic increases in profitability after each of these combinations — in AmBev, then in InBev, then in A-B InBev — are evidence of a repeatable model at work. A-B InBev's model is built around ten non-negotiable beliefs; only one of them talks about cost-cutting. The majority focus on the kind of people, culture and ways of working that A-B InBev believes are required to win. And, it is not enough that top management believes in these ideas: What makes a repeatable model so powerful is that the employees on the front line believe in them too. Management and front-line employees dream the same dreams. I've witnessed the power of these dreams on a number of occasions. While working in Brazil, we invited an A-B InBev team (from the original AmBev) to talk to a client of ours about how they compete. Our client was amazed by their passion for winning. They spoke about how they "owned each city, each store and each shelf" and battled every day to beat the competition. A-B InBev's executives devote a lot of time and energy to fostering this culture. As one manager said: "We create restaurant owners, not waiters." When we looked perplexed, he explained: "If you're a restaurant owner and a new restaurant opens across the street serving the same food, how do you feel? You feel like someone is putting your livelihood at risk, threatening you, threatening your family. It's personal, because the restaurant is your dream. But if you are a waiter and a new restaurant opens across the street how do you feel? At best, indifferent. Actually, there's now competition for your services. Many companies inadvertently create waiters. We work tirelessly to create restaurant owners." Repeatable models all share some specific design principles. One is that these companies focus on their true source of differentiation. Another, as clearly seen here, is that they embed non-negotiables: Management and front-line employees work together to define how they compete and behave. These routines - routines that reflect the company's differentiation and are supported by widely understood non-negotiables - have incredible transformational power. They ensure that strategy doesn't end at the boardroom, but is embedded in the daily actions of each employee. Nid: 566 Post date: 05/04/2012 - 06:42 Title: Heineken Brewery in Goss Austria, Solar panels Teaser: Heineken Brewery In Goss Austria, Solar Panels Type: Image Body: Heineken Brewery In Goss Austria, Solar Panels Nid: 565 Post date: 05/04/2012 - 06:39 Title: Heinken Goes Solar Teaser: BusinessNewsHeineken Breweries Go Solar Heineken Breweries Go Solar 03 May 2012 inShare0diggsdigg Heinken's solar installations on four of its breweries is cuttiing costs, reducing carbon and helping the company achieve its sustainability goals. At the Heineken brewery in Göss, Austria, solar panels will heat malt and water, contributing roughly 18% of the energy requirement of the initial mashing process. The Göss brewery already derives 35% of its energy needs from district heating from the nearby sawmill that produces hot water for heating, using wood chips. The sawmill burns woodchips and supplies the steam via a pipeline to the brewery. Type: Blog entry Body: BusinessNewsHeineken Breweries Go Solar Heineken Breweries Go Solar 03 May 2012 inShare0diggsdigg Heinken's solar installations on four of its breweries is cuttiing costs, reducing carbon and helping the company achieve its sustainability goals. At the Heineken brewery in Göss, Austria, solar panels will heat malt and water, contributing roughly 18% of the energy requirement of the initial mashing process. The Göss brewery already derives 35% of its energy needs from district heating from the nearby sawmill that produces hot water for heating, using wood chips. The sawmill burns woodchips and supplies the steam via a pipeline to the brewery. The other two projects are at the Valencia brewery in Spain and in Vialonga, Portugal. In Belgium, the solar power installation at the Alken-Maes brewery became operational in 2011. Owned by Solar Access, it is the largest solar energy installation on a brewery in Europe and includes 6000 solar panels. The installation supplies approximately 12% of the brewery’s electrical energy requirements or the same amount of energy consumed by 440 European families on a yearly basis. The panels are supported by an innovative aerodynamic mounting system, the Solar-Access Frame. The solar installation, combined with co-generation equipment installed in 2010, means that the brewery now sources 20% of its energy requirements from non-fossil, renewable sources. Nid: 564 Post date: 04/25/2012 - 03:06 Title: Duty to accommodate Teaser: Type: File Body: Nid: 563 Post date: 04/25/2012 - 02:16 Title: Worker Dies Filling Kegs Teaser: Redhook Employee Killed in Keg Explosion Hospital confirms brewery worker died this morning after suffering injuries from a keg that exploded in his face. By Robert Cook Portsmouth Police are at the scene of a workplace injury at Redhook Brewery PORTSMOUTH, NH – A hospital spokeswoman confirmed just after noon today that the Redhook worker who was injured when a beer keg exploded in his face died this morning. Type: Blog entry Body: Redhook Employee Killed in Keg Explosion Hospital confirms brewery worker died this morning after suffering injuries from a keg that exploded in his face. By Robert Cook Portsmouth Police are at the scene of a workplace injury at Redhook Brewery PORTSMOUTH, NH – A hospital spokeswoman confirmed just after noon today that the Redhook worker who was injured when a beer keg exploded in his face died this morning. Portsmouth Regional Hospital spokeswoman Nancy Notis could not provide any other details about the Redhook worker's death, only that he succumbed to his injuries sometime after he was transported to the hospital by Portsmouth firefighters. Neither Redhook officials nor Portsmouth Police have released the name of the Redhook employee at this time. Andy Thomas, Redhook's president of commercial operations, issued the following statement on the tragedy shortly before 2 p.m.: "We are saddened by the tragic event that occurred at the Portsmouth brewery this morning resulting in the death of one of our employees. Our deepest sympathies go out to his family. Out of respect for his family we are not releasing his name at this time. We are doing everything in our power to understand the circumstances surrounding this tragic accident, and have closed down all non-essential operations at the Portsmouth brewery, including the pub, while the investigation continues. We believe it would not be appropriate to comment further until the investigation is concluded. Our sympathy is with his family and everyone touched by the tragedy." Many people have already posted notes on Facebook and Twitter offering prayers for the worker and his family. "Our thoughts and Prayers are with you all," one person said. "Thinking about the entire Red Hook family," said another. The Occupational Safety and Health Administration has opened an inspection following today's incident, according to Ted Fitzgerald, a spokesman for the agency. "The purpose of OSHA's inspection is to determine which workplace safety standards apply in this situation and whether or not the employer complied with those standards," Fitzgerald said in an email. "If the inspection determines there were violations, OSHA could issue citations to and propose fines for the employer." He said OSHA will have nothing further to say until its inspection is complete, and it is too early to estimate when that might be. Nid: 542 Post date: 04/19/2012 - 17:28 Title: Modified Work Week Arbitration Teaser: Type: File Body: Nid: 541 Post date: 04/16/2012 - 15:51 Title: Reversal of Russian Heineken strike reprimands upheld Teaser: The Kirovsky District Court in St. Petersburg upheld on Friday the local State Labor Inspectorate's order to reverse the disciplinary punishment imposed on Heineken subsidiary workers for going on strike. Type: Blog entry Body: The Kirovsky District Court in St. Petersburg upheld on Friday the local State Labor Inspectorate's order to reverse the disciplinary punishment imposed on Heineken subsidiary workers for going on strike. The brewery's trade unions held a one-hour warning strike on November 10, 2011. On December 15 they held a 24-hour strike. The trade union demanded from the management to stop practicing unlimited workday and one-year accounting periods which the unions considered unlawful. They also protested against the use of outsourced labor. The plant's management reprimanded the employees who took part in strikes. Heineken Joint Breweries contested the reversal of two disciplinary actions against its workers for taking part in a one-hour warning strike in November 2011 and 25 disciplinary actions for participation in the December 2011 strike, according to the inspectorate. Nid: 540 Post date: 04/11/2012 - 14:19 Title: Heineken's New Employees’ & Human Rights policy Teaser: Paste this link in . It is an interesting read on how Heinekin is going to present itself in the future. We shall see http://www.sustainabilityreport.heineken.com/empower/engaging-employees/... Type: Blog entry Body: Paste this link in . It is an interesting read on how Heinekin is going to present itself in the future. We shall see http://www.sustainabilityreport.heineken.com/empower/engaging-employees/... Nid: 539 Post date: 03/29/2012 - 03:07 Title: The Plants fall Apart But Brito Makes His Bonus at AB-InBev Teaser: BRUSSELS/LONDON, March 28 (Reuters)Discontent is building against executive bonuses totaling more than 1 billion euros ($1.33 billion) at Anheuser-Busch InBev triggered when the brewer cut its huge debt two years ahead of target following the acquisition of the maker of Budweiser. Executive options were set on how rapidly the world's biggest brewer could cut debt, and with the target now reached Chief Executive Carlos Brito is in line for a windfall of more than 100 million euros among 40 AB InBev executives set to benefit from the scheme. Type: Blog entry Body: BRUSSELS/LONDON, March 28 (Reuters)Discontent is building against executive bonuses totaling more than 1 billion euros ($1.33 billion) at Anheuser-Busch InBev triggered when the brewer cut its huge debt two years ahead of target following the acquisition of the maker of Budweiser. Executive options were set on how rapidly the world's biggest brewer could cut debt, and with the target now reached Chief Executive Carlos Brito is in line for a windfall of more than 100 million euros among 40 AB InBev executives set to benefit from the scheme. "No one can be worth that kind of money. Indeed, companies with the highest bonuses are not necessarily the best run. Just look at the financial sector," said Flemish Socialist Democrat lawmaker Dirk Van der Maelen. The brewer of Stella Artois and Beck's reported earlier this month in its annual results that net debt had fallen sharply by the end of 2011 to trigger the options, half of which are due to vest at the start of 2014. Belgium-based Inbev took over Budweiser-brewer Anheuser Busch in late 2008 for $52 billion in cash, and then sold off non-core business rapidly and cut costs at the U.S. brewer dramatically to bring its hefty debt down sharply. The company's shares slumped as the group tried to conclude the then world's biggest cash takeover in the midst of a financial crisis following the collapse of Lehman Brothers, but since the deal was concluded in November 2008 the shares have soared. The shares hit a low of 9.96 euros in late November 2008 from a high of 43.1 euros in October 2007 due to the financial crisis and concern over the deal's size, but have recovered strongly and hit a new record high on March 27 of 55.61 euros. "Clearly the Anheuser Busch acquisition has been good for shareholders, but in hindsight the bonuses were set very generously considering the cash generative nature of brewing and the programme of disposals the group had agreed," said one AB InBev shareholders speaking in London. The brewer cut debt by selling off brewing assets in eastern Europe, Korea and China and non-core businesses like Anheuser Busch's SeaWorld leisure parks, while bringing together two of the world's top brewers created big cost savings. TWO YEARS EARLY The company granted 28 million share options at an exercise price of 10.32 euros at the closing of the Anheuser Busch deal to 40 executives it believed were key to the successful integration of the two brewing companies. Half the options vest on Jan. 1, 2014 and the other half on the same date in 2019. This 2008 exceptional option grant was set to vest if the group's net debt to core EBITDA profit ratio fell below 2.5 times before the end of 2013. The actual debt ratio fell to 2.26 times by the end of 2011. Based on a current share price of 54.62 euro, the profit would be 1.24 billion euros for the 40 executives, or some 144 million euros for Brito. "A worker would take 4,500 years to get to the bonus of Brito... Bonuses for managers are based on hitting budget targets, so you have cutbacks in repairs or preventative measures," said Kris Croonenborghs of blue collar ABVV union. The bonus issue also annoyed group managers and office staff who are seeking work security guarantees, according to union officials, while Brito appeared to have security up to 2019 when his options fully vest. "There is a lot of indignation. We are talking about white-collar staff and managers who are seeking guarantees of work until the end of 2014, which InBev is refusing to provide. We are not asking for anything that costs," said Roger Van Vlasselaer, a leader in the white collar BBTK union. "Set against this is the gigantic bonus. It's a huge scandal, pure madness," he added. Analysts said it had been clear that debt was going to tumble sharply given the group's planned disposals and the costs which could be trimmed from Anheuser Busch's bloated budgets. Group net debt/EBITDA stood at 5.5 times when the deal was completed in November 2008, then it fell to 4.7 times by the end of 2008 after a planned $9.8 billion rights issue, which was set at a steeply discounted price of 6.45 euros a share. The brewer said its debt fell to $34.7 billion at end 2011 down $5 billion from end-2010 and the net debt to EBITDA fell to 2.26 times from 2.86 times. It expects to reach a net debt to EBITDA ratio of 2 times during 2012. Nid: 538 Post date: 03/26/2012 - 18:04 Title: Canadian Union Story. Does it sound Familiar? Teaser: Gone are the days when collective bargaining was considered a positive social force and strikes something that could float every worker's boat. John Allemang sees a pivotal moment rapidly approaching for organized labour in this country So it has come to this: Even union leaders are losing faith in the power of their unions. "There used to be a time when we had great respect from the public," says Ken Georgetti, president of the Canadian Labour Congress. "But we've lost that. There's this notion that unions are just out for themselves and not for society. You get that label hung on you, and you have to work to get rid of it." Type: Blog entry Body: Gone are the days when collective bargaining was considered a positive social force and strikes something that could float every worker's boat. John Allemang sees a pivotal moment rapidly approaching for organized labour in this country So it has come to this: Even union leaders are losing faith in the power of their unions. "There used to be a time when we had great respect from the public," says Ken Georgetti, president of the Canadian Labour Congress. "But we've lost that. There's this notion that unions are just out for themselves and not for society. You get that label hung on you, and you have to work to get rid of it." Or as Mark Ferguson, president of a Toronto branch of the Canadian Union of Public Employees put it more bluntly in a recent e-mail to a fellow CUPE member who had complained about a failure to win concessions: "The public hates unions right now." That simmering hatred turned visceral early Friday when a man spat on a female Air Canada employee during a wildcat walkout at Toronto's Pearson airport. It's a precarious moment for the labour movement. Next week's federal and Ontario budgets will bring thousands of job losses. British Columbia's 30,000 nurses are bargaining and the province's teachers appear headed for a showdown with the government over back-to-work legislation. Toronto's 23,000 inside workers are in a strike position. Meanwhile, the very survival of unions' collective-bargaining powers is at stake. Witness the Harper government's pre-empting of the Air Canada pilots' right to strike, calling it damaging to the economy, as well as March-break travel plans. "In that case, you can't ever have a strike ... because every strike has an economic impact," says Buzz Hargrove, former president of the Canadian Auto Workers. In a hostile environment, unions are beginning to realize that they must alter both their tactics and their attitudes. "A major defeat is staring us in the face," says Sam Gindin, a former top union adviser who holds the Packer Chair in Social Justice at York University. "We have to change how unions function." Leading Canadian unions are echoing this dissatisfaction and have undertaken an unprecedented exercise in self-criticism and renewal - the Communications, Energy and Paperworkers Union is in talks with the CAW to create a new private-sector super-union designed to reinvent the labour movement. "If unions do not change, and quickly, we will steadily follow U.S. unions into continuing decline," states a discussion paper ominously entitled A Moment of Truth for Canadian Unions. The unions' motivation to reinvigorate their faltering movement is powerful. Private-sector unions have been unable to halt their steady slide toward oblivion, as traditional manufacturing jobs disappear in a fiercely competitive globalized economy and the growing categories of young service-industry workers and post-industrial independent job-seekers prove impervious to old-style unionization. Public-sector unions, meanwhile, are on the defensive: In their upcoming confrontations with deficit-slashing governments - the Conference Board of Canada has predicted an increased level of labour conflict this year - they stand to lose the battle for taxpayers' hearts and minds that sees them portrayed as out-of-touch elitists mocking hard-pressed taxpayers with their job security, regular hours and gold-plated pensions. The hard times that followed the 2008 economic meltdown have fostered class warfare, naturally enough. But much of the hostility, contrary to the usual left-wing analysis, has been directed at the perks and presumptions of organized labour. "There's been a change in the paradigm," says Mr. Georgetti. "People used to aspire to belong to a union to get the benefits and be well off. Now the aspiration is, 'I'd be happy to take those benefits away from someone because I don't have them.'" The anti-union voices are vocal and influential, even on the CBC. Entrepreneur Kevin O'Leary's bully pulpit on the public broadcaster inspires fear and outrage among union leaders, who recognize his Don Cherry-like power to win over the masses when he opines that unions are evil and their members should be "thrown in jail." Influence on NDP waning As the New Democratic Party meets in Toronto today to select the new Opposition Leader, it should be a heady time to be a union member. But the modern, broadly based NDP is not automatically or instinctively the party of working people, even as its leadership candidates have continued to chase union endorsements and the ready-made organizing abilities that come with them. Electability in a country that has growing reservations about the power of unions often means playing down labour's special place and influence. Even candidate Peggy Nash, a former lead negotiator for the CAW, acknowledges the problems posed by public discontent. "Unions are facing a difficult climate. There's an unease out there, and some of the biggest challenges relate to the tremendous insecurity people are feeling in the workplace." The insecurity is understand- able, but hardly confined to the non-union sector. If anything, union leaders and members are more anxious as they watch their historic power and privileges being eroded by governments and corporations that sense this is the time to attack. For unions to dictate terms in the labour market, they need to have a strong presence in the private sector. But that's exactly where they have declined, to the point where they cease to set the standard for wages and working conditions. Instead of representing the gold standard that all workers aim for, unions become the symbol of uncompetitive greed and outmoded status. That reversal in status was highlighted in the labour showdown preceding Caterpillar Inc.'s shutdown of its locomotive plant in London, Ont., when unionized workers refused to accept a 50-per-cent pay cut - a few days before, Caterpillar had reported a $4.9-billion profit. Remaining competitive in the global marketplace was the multinational's avowed goal, and if Ontario wouldn't play along, somebody else would: Indiana, which had just passed "right-to-work" legislation to discourage union organization and keep costs down. "It used to be the unionized sector that set the pattern," says Gregor Murray, professor of industrial relations at the University of Montreal. "Now we see clearly in the Caterpillar case that the non-union sector in Indiana becomes the benchmark." In a globalized economy, this is known as a location tournament, in which the lowest costs win out over the kind of community values and obligations that tied old-economy companies to their company towns. It's a battle Canadian unions are not in a position to win. "We shouldn't kid ourselves," says CAW president Ken Lewenza. "The multinational companies we deal with can move capital from one jurisdiction to another with no impediment." Unions have talked about trying to catch up and become more powerful global entities through the International Trade Union Confederation, especially since the application of Canada's foreign investment laws appears highly arbitrary. "A lot of these companies are larger than some nation-states," says Mr. Georgetti. "They have too much power: They need to make a profit but they don't have a structure that lends itself well to the public interest." Rebranding the union movement and reclaiming the messaging from anti-unionists isn't going to be easy. Stating the union's case directly to the public through billboards, advertisements and social media is the preferred tactic these days. But some hard-core unionists think modern technology is less productive than the old fashioned tools of social unionism: conversations around the table, meetings in ethnic and community halls, reaching out to a wider range of disaffected groups. "It's not enough for union leader to send out tweets in an uncertain world," says John Cartwright, president of the Toronto and York Regional Labour Council. Mr. Gindin is sharply skeptical about the union's appetite for imaginative change. "The auto workers should have taken over the Caterpillar plant," he says. "You don't get anywhere by putting out a press release saying Caterpillar's closure is a bad thing - you take it over and force these problems onto the agenda." Caught flat-footed by the rise of the Occupy movement - which revealed the attention-getting power of audacious action - union leaders are belatedly recognizing that they need to build support beyond the boundaries of union membership. The historic model of a collective union identity - auto workers working in the same plant, living in the same close community, sharing the same group values - is dead or dying, with what survives perceived as isolated and privileged. And so, says Prof. Murray, "unions have to change their repertoire, and develop new ways of acting out of these new conflicts: not just 'Let's have a strike,' but connecting with people in a broader set of debates." That was the historic mission of the union movement that helped shape the Canada Pension Plan, medicare and health and safety legislation - a legacy unions have been living off a little too smugly ever since, even as the social contract of the post-war prosperity years has devolved into the harsher survival strategies of post-Thatcher neoliberalism. "We haven't reached out enough to engage with other people," says Paul Moist, president of CUPE. "And if we don't argue for CPP to be expanded, who will? All those workers in lousy jobs don't have the resources to argue for it." But just as fundamental to union survival is the need to win over new members to the movement - particularly among recent immigrants and young people. "Unions are facing a choice," Mr. Cartwright says. "They can either engage the new work force as it changes or go with those who are a part of the power structure of the last generation." He points to successful campaign to sign up service employees at Chinese-language seniors' homes, led by a Filipina organizer who'd won her spurs organizing her compatriots in the growing union domain of long-term-care facilities. "This speaks to the bridges that unions rooted in new immigrant communities can build," he says. Immigrant communities can form a natural grouping - the Painters Union in Toronto was able to sign up several hundred Turkish stucco workers after partnering with influential imams who saw the union could improve workers' lives. In the new economy, such large and cohesive groupings aren't the norm: To reach more a more transient, independent work force, union leaders look to models like ACTRA, the performers union that negotiates rates, conditions and benefits for what are essentially freelance and itinerant workers. Getting through to young people remains the biggest challenge. The decline of traditional private-sector industries means that younger workers are often shut out completely. "I was a local president at 28," says CEP president David Coles. "Now in the same kind of factories and plants that people like me came out of, it takes 30 years of fricking seniority to get a job." Being excluded builds resentment among the minimum-waged young. But so do the two-tier systems that desperate-to-survive unions construct to ensure their survival - limiting wages and pension benefits available to new hires, for example. "It seems like a great idea if you're trying to get an agreement, because those new workers don't vote," says Mr. Gindin. "But it's bad if you're trying to build a union since it alienates the very people you'll need to run the organization some day." Unions, particularly in the private sector, are a movement of the old, with a nostalgic attachment to a more glorious past. "I don't see that much hostility to unions among young people," says Pradeep Kumar, professor emeritus of industrial relations at Queen's University. "But they certainly don't get excited by what unions do. These are people who don't obey authority, and they tend to find unions very condescending and patronizing." In this troubled union world, the stylish young woman handing out leaflets and parrying the questions of passers-by on a strike-choked Toronto sidewalk is something of a godsend. The city's library workers, quite unexpectedly, have gone on strike. According to the anti-union stereotype, this should be the ugly face of modern unionism, public-sector holdouts against municipal budget-paring who don't realize the real world has moved on. And yet 27-year-old Diana in picket-line heels and black leather jacket (new to the contentious world of union struggles, she's reluctant to give her last name) is winning over the waverers. "Do you just want higher wages?" an older woman demands. "Isn't it all about your salary?" "No," answers the young librarian. "It's about providing services to people and keeping what we have. They want to get rid of professional librarians. The quality of the libraries will go down." The older woman takes a flyer and walks away, possibly mollified, certainly better informed about the strikers' position. Strikes may represent old-style unionism, but Diana at least seems content and engaged. "If you want to get something," she says, talking over the repetitive bull-horn chants, "and if you want to be heard, then you have to fight for what you believe in." Nid: 537 Post date: 03/23/2012 - 02:11 Title: Mexican Government Helps the Race to the Bottom Teaser: Mexico's pro-industry unions undermining workers' rightsU.S. organized labor offers support to stop 'race to the bottom' MEXICO CITY – During a 5.6-magnitude earthquake, Eduardo Vargas rose from his cubicle at the Atento call center in Mexico City and tried to evacuate the swaying building. He didn’t get far. Vargas said supervisors blocked the exits and ordered panicked Atento employees to keep working. Although no one at the call center was hurt, the shoddy treatment prompted Vargas and a few dozen co-workers to join the Mexican Telephone Workers Union to press Atento to raise their dollar-per-hour wages and improve working conditions. But to their surprise, they learned that they already belonged to a union. Type: Blog entry Body: Mexico's pro-industry unions undermining workers' rightsU.S. organized labor offers support to stop 'race to the bottom' MEXICO CITY – During a 5.6-magnitude earthquake, Eduardo Vargas rose from his cubicle at the Atento call center in Mexico City and tried to evacuate the swaying building. He didn’t get far. Vargas said supervisors blocked the exits and ordered panicked Atento employees to keep working. Although no one at the call center was hurt, the shoddy treatment prompted Vargas and a few dozen co-workers to join the Mexican Telephone Workers Union to press Atento to raise their dollar-per-hour wages and improve working conditions. But to their surprise, they learned that they already belonged to a union. That’s because when they were hired by Atento, which is owned by the Spanish telecommunications giant Telefonica, they unwittingly signed up for a pro-business union that works in cahoots with the company to suppress wages and maintain a docile labor force. Under Mexican law, the union with the most members — in this case, the official Atento union — controls contract negotiations. As a result, Vargas and other employees who defected to the more militant Telephone Workers Union had no bargaining power. “When unions fail to defend workers,” Vargas said, “everything is lost.” The Atento case, which has turned into a cause célèbre for labor activists in the United States and Europe, is a prime example of the power and omnipresence of company unions that help employers in Mexico minimize costs and stand firmly in the way of workers as they try to boost their wages and working conditions. Nearly all unions in Mexico “protect the patron and not the worker,” said Maria Xelhuantzi Lopez, a political science professor at Mexico’s National Autonomous University. She’s not exaggerating. About 10 percent of Mexico’s labor force carries union cards but nine out of every 10 members belong to secretive and undemocratic pro-business unions, Xelhuantzi-Lopez said. Thus, she estimates the proportion of Mexican laborers who belong to real unions that fight for their rights at about 1 percent which would represent one of the lowest unionization rates in the world. In Mexico, sham worker syndicates are known as “protection unions.” Their leaders, who often receive kickbacks, negotiate secret deals with company bosses designed to shield businesses from strikes and worker demands for substantial increases in wages and benefits. These agreements, in turn, are known as protection contracts. Protection unions and contracts are illegal in the United States. However, about 60 percent of the foreign multinational companies operating in Mexico are U.S. firms and “virtually all of them benefit from protection contracts,” said Robin Alexander, director of international labor affairs for the U.S.-based United Electrical, Radio and Machine Workers union. Like Vargas and the other Atento employees, most Mexican workers are unaware they belong to protection unions because these unions don’t collect dues while union leaders have almost no contact with the labor forces they nominally represent. They also try to hoodwink workers by employing belligerent, power-to-the-people language when, in fact, workers receive the bare minimum, said Carlos de Buen, a Mexico City labor lawyer. For example, if a business is required by law to pay workers two-week bonuses, a protection contract might state: “Under no circumstances shall the employer pay the worker anything less than a two-week bonus.” According to a recent U.S. State Department report, the abuses are so brazen that at new job sites, companies often sign protection contracts with union leaders before they hire a single worker. Race to the bottom Because they rob Mexican workers of leverage, protection unions depress salaries which have been falling in real terms for the past 30 years, De Buen said. This wage stagnation also hurts American workers by encouraging U.S. factories to relocate south of the border and by depressing Mexican demand for U.S. exports. “When that happens, workers in both countries get screwed,” Dan Kovalik, a top legal advisor for the United Steelworkers, told GlobalPost. As a result, Kovalik and other U.S. union activists, many of whom used to view Mexican factory workers as the enemy for taking their jobs, are now offering them support, advice and solidarity as they try to break the stranglehold of protection unions. For too long, multinationals “have been able to divide us by race, border, language and political orientation, while increasing their profits,” United Auto Workers President Bob King wrote last month in a letter of support to Mexican workers who earn just $16.50 per day at a Honda auto plant and are trying to form an independent union. “As unionists, we have to figure out how to work together regardless of our national identities,” King wrote. “Otherwise, we’re going to continue competing in a race to the bottom.” But forming democratic unions can be a long, demoralizing march. Since the organizing drive began at Atento following the 2009 earthquake, the government labor board has presided over three elections in which employers chose between the protection union and the independent Telephone Workers Union. But all three votes were marred by irregularities. In some cases, management refused to release workers from their jobs to cast ballots. Others were blocked from entering voting booths by armed guards or threatened with termination if they opted for the wrong union, according to former Atento employees. Repeated requests by GlobalPost for comment from Atento were ignored. Today, Atento’s protection union remains in place while activists, like Vargas, have lost their jobs. “They said it was for low productivity,” said Vargas, an intense 25-year-old who now makes a living selling soda and beer at soccer games. “But everyone knows we were fired for trying to start a new union.” The perfect dictatorship Mexico’s protection unions are the legacy of a political system that Nobel Prize-winning novelist Mario Vargas Llosa once described as “the perfect dictatorship.” For most of the 20th century, Mexico was controlled by the Institutional Revolutionary Party, or PRI. Though sometimes compared to the old Soviet Communist Party, the PRI is credited with giving Mexico the longest period of peace in the country’s history during a time when other Latin American nations were wracked by labor upheaval, abusive military regimes and guerrilla wars. Unions, it turns out, were key to the PRI’s system of command and control. Mexico’s largest confederation of workers, known as the CTM, was founded in 1936 as part of the PRI and affiliates automatically became party members. That allowed union bosses, like Fidel Velazquez who headed the CTM for 56 years, to deliver thousands of votes to PRI candidates. In return, labor leaders received payoffs, political posts and other perks. Working together with business owners and government officials, union leaders would also keep their workers in line. Increases in wages and benefits were small enough to mollify companies yet just large enough to stave off worker revolts. “It’s been said that Fidel Velazquez brought labor peace to Mexico,” De Buen said. “But it’s like the Chicago mafia of the 1930s. It’s a totally undemocratic system in which the last thing that matters is the worker.” The PRI finally lost power in the 2000 election but subsequent administrations have maintained the unseemly triad between government, business owners and labor leaders in the name of maintaining low wages and global competitiveness. “It doesn’t matter if it’s right-wing or left-wing, the government is an accomplice,” Xelhuantzi-Lopez said. Mexican government officials did not respond to requests from GlobalPost for comment. However, De Buen pointed out that in a 2010 response to a complaint filed before the UN-run International Labor Organization, the government denied that protection unions and contracts even exist. But according to the latest U.S. State Department report on human rights, protection unions are expanding in Mexico and now cover nearly all public and private sectors of the economy. By contrast, the report noted that “workers who sought to form independent unions risked losing their jobs, as inadequate laws and poor enforcement generally failed to protect them from retaliatory dismissals.” One of the most brazen examples of a company leaning on a protection union occurred this year at Arneses y Accesorios, which was once owned by the U.S. aluminum firm Alcoa but was sold last year to PKC Group of Finland. Arneses y Accesorios, which is located in Ciudad Acuña on the U.S.-Mexican border, produces wiring harnesses and components for American. cars and trucks. Many of its 7,000 workers complained about their $1.35-per-hour wages, dangerous chemical leaks and restrictions on bathroom breaks. They wanted the National Miners and Metalworkers Union, one of the few Mexican unions with a reputation for fighting hard for worker rights, to represent them. Thanks for reading TucsonSentinel.com. Tell your friends to follow us on Facebook and Twitter. But after the union approached PKC about contract negotiations, company executives quickly signed a protection contract with the CTM, the workers confederation that critics contend serves as a stooge for corporate interests. In a Jan. 31 message to employees at the plant, Harri Suutari, PKC Group’s president and CEO, seemed to acknowledge that the CTM had been brought in to serve the company, not the workers. “In order to protect itself and jobs, the company has decided to sign a collective agreement with the CTM,” Suutari said. “How much will the union dues be? Nothing, because the company is going to pay them so that the CTM does not enter the plants and has nothing to do with you.” Winning while losing Democratic unions can prevail over protection unions but examples can be counted on one hand. That’s why labor activists often refer to a lengthy 2010 conflict at an auto parts factory in the city of Puebla owned by Milwaukee-based Johnson Controls, a Fortune 500 company with operations on six continents. The dispute began over bonuses. Under Mexican law, 10 percent of a company’s annual profits must be shared equally among the labor force but workers were offered just $5 each. That prompted a majority of the workers signed affiliation cards with the Miners and Metalworkers Union even though the company already had a deal with a protection union. Soon afterward, 70 members of the protection union showed up outside the factory in a show of force. Workers also faced trumped-up accusations that they had kidnapped company executives. Still, employees held firm and eventually announced a work stoppage. Shutting down the assembly line for very long could have affected deliveries to Mercedes-Benz, Nissan and other automakers and might have led to major fines against Johnson Controls. As a result, the company quickly recognized the Miners and Metalworkers Union and ended its relationship with its protection union. In the collective bargaining agreement that followed, workers who were receiving minimum wage secured a 7.5 percent salary plus school aid payments of about $50 per child and increased insurance coverage. “It was a standout victory because it was so hard to do,” said Kovalic of the United Steelworkers which provided support and advice Johnson Controls workers. “And it’s especially significant for American workers because it involved an American company.” Although the union uprising in Puebla lifted the spirits of Mexico’s democratic labor movement, many activists say it was an aberration in what’s turning out to be a long and perhaps unwinnable campaign. For example, Johnson Controls this month announced plans to close the Puebla factory. Indeed, most attempts to fight back against protection unions end with lots of workers receiving pink slips. Vargas, who was fired by Atento for his activism, refuses to give up. He is now a volunteer organizer for the independent Telephone Workers Union and is trying to sign up his former Atento co-workers, one by one. On a recent afternoon, Vargas stood outside one of Atento’s call centers passing out leaflets detailing the low wages negotiated by the company’s protection union. But with security guards keeping close watch, most Atento workers hustled out the door at the end of their shifts and hurried past Vargas without giving him a second glance. Nid: 536 Post date: 03/22/2012 - 00:57 Title: Another Serious Attack on Working Folks Teaser: On Saturday, March 17, 2012, over forty organizations and two thousand citizens gathered at the State Capitol to "kill the bill." SB 469--which as previously reported by Atlanta Progressive News, would make protesting on private property an aggravated misdemeanor, carrying steep fines and prison time--has drawn opposition from Fulton County Sheriff Ted Jackson; Martin Luther King, III; US Rep. John Lewis (D-GA); Rev. Joseph Lowery; the Teamsters and other union groups; Occupy Atlanta; and a growing list of community organizations. Even the Atlanta Tea Party opposes the bill. "When we're talking about the First Amendment of the US Constitution, we're not talking about political right-versus-left. We're talking about right versus wrong," Julianne Thompson, Georgia State director for the Tea Party Patriots, told the Huffington Post. "If it's a violation of free speech we're going to be on the side of the Constitution. I'm happy that we've reached across party lines with regard to this issue." Type: Blog entry Body: On Saturday, March 17, 2012, over forty organizations and two thousand citizens gathered at the State Capitol to "kill the bill." SB 469--which as previously reported by Atlanta Progressive News, would make protesting on private property an aggravated misdemeanor, carrying steep fines and prison time--has drawn opposition from Fulton County Sheriff Ted Jackson; Martin Luther King, III; US Rep. John Lewis (D-GA); Rev. Joseph Lowery; the Teamsters and other union groups; Occupy Atlanta; and a growing list of community organizations. Even the Atlanta Tea Party opposes the bill. "When we're talking about the First Amendment of the US Constitution, we're not talking about political right-versus-left. We're talking about right versus wrong," Julianne Thompson, Georgia State director for the Tea Party Patriots, told the Huffington Post. "If it's a violation of free speech we're going to be on the side of the Constitution. I'm happy that we've reached across party lines with regard to this issue." Many believe SB 469, sponsored by State Sen. Don Balfour (R-Snellville), was drafted to destroy the unions and Occupy Atlanta that are presently camped in front of AT&T midtown headquarters. But instead of killing its target, it has expanded the movement to include many veterans of the Civil Rights Movement, Tea Party activists, and community leaders and organizations. SB 469 seeks to intimidate working families and silence those who call for economic justice, and sets steep penalties for act of protest. "Today we stand up and speak out to fight for good jobs, free speech, and human rights, and against partisan and radical attacks," Charlie Flemming, President of the Georgia American Federation of Labor-Council of Industrial Organizations (AFL-CIO) said at Saturday’s Capitol rally. Flemming listed some of the problems Georgians are facing today. "People are losing their homes to foreclosure, others can't retire because their pension funds tanked, our children are burdened by student loan debt, unions are being denied collective bargaining rights, our neighbors are being poisoned by pollution in our air and water," "This is the result of rampant greed, deliberate manipulation of our economy by the one percent who amass wealth and power at our expense," Flemming said. "SB 469 is government interference at its worst. A bill that seeks to intimidate and criminalize Georgians for speaking out for economic justice. It would interfere with your ability to join and support a union. The Georgia Legislature is out of touch. Instead of creating jobs, they are busy making laws attacking hard working Georgians and our middle class," Flemming said It is ironic SB 469 is being championed by politicians who say they oppose government interference, yet they want to interfere with people's ability to speak out for economic justice and to support unions. "We are becoming a hateful state when we pass legislation that will hurt working families, public employees, women, and unions. I will vote no on SB 469. Let's work on job creation, health care for everyone, providing education for children," State Rep. Pedro Marin (D-Duluth) said. "I have been in the Legislature for sixteen years and I have never seen such hateful legislation. Not only SB 469 but so much legislation that is anti-poor folks and anti-women," State Senator Vincent Fort (D-Atlanta) said. "I am here to oppose SB 469. This bill intends to completely take our voice away. As an undocumented student, I would not be able to march and rally for the Dream Act, that is desperately needed. Civil disobedience plays a crucial role in the effort of undocumented youth to let our voices be heard and raise awareness to the millions of undocumented youth. We have already been unjustly treated with hateful legislation such as HB 87 and SB 458," Nayeli Quezada, a student at Freedom University and a member of the Georgia Undocumented Youth Alliance, said. "There are forces in America who want to take us back to another period when you won't have a right to organize and engage in collective bargaining," US Rep. Lewis said. Many individuals who spoke questioned the rationale and sanity of wasting time and money on legislation that will only further hurt Georgians who are already suffering from high unemployment and joblessness in Georgia. It will also cost Georgia taxpayers an untold amount of money to fight this bill as it undergoes Constitutional challenges. The energy and opposition to SB 469 continued Monday, March 19, as citizens attended the Industrial Relations Committee Hearing on SB 469. State Rep. Roger Williams's (R-Dalton) office called this APN reporter on Monday morning to state that the House Industrial Relations Committee hearing on SB 469 had been cancelled. Williams’s office had received the information from an email from State Rep. Bill Hembree (R-Winston), Chairman of the Industrial Relations Committee. When APN arrived at the Capitol, this reporter checked the House announcement board and it showed an agenda change that the Industrial Relations Committee would he hearing SB 447, not SB 469. However, all that information turned out to be false because, in fact, the Committee did hear both SB 447 and SB 469 that day. Some people who work at the capitol said that it was not unusual for meetings to be cancelled and then rescheduled on the same day and time. Others alleged that SB 469 was drawing so much attention that Republicans deliberately put out misinformation to confuse people and reduce the number of those attending. Yet, the misinformation did not eliminate the attendance, as an overflow room was opened to accommodate all the people opposed to SB 469. A number of Capitol Police were in the room with other police outside in the hall. Activists delivered a petition by Martin Luther King, III, with over ten thousand signatures in opposition to SB 469 to the Industrial Relations Committee. It is rare for King III to get involved in current political issues. Activists also made Sheriff Jackson's letter to Sen. Balfour available to Committee Members. "The role of law enforcement shouldn't be to police free speech but the intent of this bill seems to be just that by targeting only protests dealing with labor disputes. You are putting police officers in the difficult position of silencing the voices of Georgians,” Jackson's letter stated. Dissent is fundamental to who we are as a Democratic society and it runs throughout our history from the Boston Tea Party, the Suffrage movement, the Civil Rights Movement, the Feminist movement, the LGBTQI movement, the peace movement, and the environmental movement, to the Occupy movement, many who testified said. "All the increased penalties will apply to everyone in the future. Members of this legislative body called us and warned us about this bill. You will be making criminals out of Tea Party activists, labor unions, Occupy Atlanta, and people exercising their First Amendment rights. There are poison pills in this bill," Debbie Dooley with the Tea Party Patriots said. The fines for high and aggravated criminal trespass are one thousand dollars per person for each day of the violation, and ten thousand for each organization for each day of the violation. One can also be charged for conspiracy to commit criminal trespass. "I know you say this bill limits picketing to labor disputes but there is no language is subsection B that limits it to labor picketing. In section 5, relating to criminal trespass, it applies to all applications of criminal trespass in every circumstance which is overwhelmingly protest situations. I do not agree this bill is limited to labor picketing and if it were, it would be unconstitutional. Section C create an anomaly in Georgia law; it eliminates the showing of irreparable harm for obtaining an injunction," Elizabeth Abbleby, an attorney who represents the AFL-CIO of Georgia, said. "In sections 3 and 4 the issue of whether or not the State can intrude in regulating the issue of dues check off for union members and the revocation of that membership is a question already settled under Georgia law and national law. Other sections are vague and overly broad," Abbleby said. "Mr. Chairman, the penalty of conspiracy to commit murder has a minimum penalty of one year in jail. So we could be putting people in jail longer for conspiracy to commit criminal trespass for exercising their First Amendment rights than for conspiracy to commit murder," Appleby said. "Mr. Chairman, you are very emphatic that this law only targets labor disputes. Laws that single out labor disputes was [sic] ruled unconstitutional over seventy years ago. The case is Thornhill v. Alabama,” Sara Amis, a college professor and Occupy Atlanta member, said. At the end of the meeting, everyone put a sticker across their mouth which said: No to SB 469, Justice, or Free Speech. Some politicians believe the bill will pass because it is a Republican bill and they are in the majority. Republicans typically do not vote the merits of each bill, but rather vote as a herd. The Industrial Relations committee did not vote on SB 469. Their vote is expected at some time today, Wednesday, March 21. If the committee votes yea, the bill would then go to the House Rules Committee for a vote, then to the full House for a vote, and finally to the Governor for his signature. If he signs, it would become law but likely also face legal challenges Nid: 535 Post date: 03/16/2012 - 09:01 Title: Different Approach That Worked Teaser: New film details how locked-out workers resolved a labour dispute peacefully by Jon MacNeill Locked out by management at Moosehead Breweries last February, the workers of Union Local 362 could have responded with bully tactics, and called for a boycott of the storied lager. "We went out and said, 'No, we love this company. This is an argument and we've got to get through it, do us a favour and drink the beer," said Sheldon Garland from his home in Saint John. "Deplete their stock so they can bring us back to work." Type: Blog entry Body: New film details how locked-out workers resolved a labour dispute peacefully by Jon MacNeill Locked out by management at Moosehead Breweries last February, the workers of Union Local 362 could have responded with bully tactics, and called for a boycott of the storied lager. "We went out and said, 'No, we love this company. This is an argument and we've got to get through it, do us a favour and drink the beer," said Sheldon Garland from his home in Saint John. "Deplete their stock so they can bring us back to work." Garland, a Moosehead employee of seven years and a Vancouver Film School graduate, directed a documentary chronicling the 38-day lockout which began Feb. 20, 2011. Drink 'Em Dry explores how the union garnered public support and leverage over management without vilifying the company, and examines what the international labour movement can learn from their approach. "It's not a knock'em down, drag'em out story of a labour dispute," said Tom Mann, executive director of the New Brunswick Union of Public and Private Employees, which represents Local 362 and produced the doc. "It's more about how you get to a win-win solution." The 48-minute film premiered last month at the Harvard Trade Union Program in Boston, where Garland brushed shoulders with international labour leaders while sipping Moosehead at the reception. This month it's headed to Pittsburgh to air at a United Association of Labour Educators conference. "People love the fact that for once there's going to be something out there that's positive for unions. Because in the past, all you ever see from unions is the negative, people yelling at each other." That's not how the 172 workers of Local 362 played it. "We're all very proud to be working at Moosehead, so for us to boycott, to kill our market share and to hurt our company - it wouldn't have been a smart move," Garland said. Instead, knowing the company would eventually run out of product without new beer getting bottled, they encouraged sales and toughed it out through double-digit lows and fierce snowstorms on the picket line. "We attacked the inventory of the company rather than the product," Mann said. "It was victory - one beer at a time." When talks resumed, the union had a solution that satisfied both party's needs in the dispute, which was about post-retirement benefits. "You don't have to go the violent, reactive way to approach a situation like that," Garland said. "We used our head instead of our emotions. It was about people bonding together, the critical thinking, the community support and the solidarity among the group." ---- Negotiations started: Dec. 22, 2010 Company locked out Local 362: Feb. 20, 2011. Negotiations resumed: Mar. 16, 2011 New contract signed: Mar. 30, 2011 Lockout length: 38 days Employees affected: 172 Work hours lost: 374,000 Conditions on the picket line Temperature range: High 11.5 C; Low -21.1 C Snowfall: 18.7 cm over 23 days. 54 cm accumulated at deepest. Rainfall: 83.3 mm over nine days. Nid: 534 Post date: 03/11/2012 - 03:19 Title: It Is Not About Quality Beer It Is About Money For A Select Few Teaser: Million Bonus for the Boss While it went unmentioned in official discussions of 2011 earnings that were released on Thursday, Anheuser-Busch InBev last year paid down enough debt to trigger huge stock options for a few dozen top executives at the brewer, according to data included in their annual report. Type: Blog entry Body: Million Bonus for the Boss While it went unmentioned in official discussions of 2011 earnings that were released on Thursday, Anheuser-Busch InBev last year paid down enough debt to trigger huge stock options for a few dozen top executives at the brewer, according to data included in their annual report. The options, created in the wake of InBev's takeover of Anheuser-Busch in late 2008, are today worth $1.57 billion in stock, divvied up among roughly 40 key executives at the company. They were set to vest when the company's debt fell to less than two-and-a-half-times earnings before interest, tax, depreciation and amortization (EBITDA). As of Dec. 31, 2011, A-B InBev's ratio of debt to EBITDA was 2.26, less than half what it had been three years earlier. That fact is worth approximately $182 million in stock to chief executive Carlos Brito, who received 3.25 million shares at 10.32 euros, or $13.52 at current exchange rates, in the deal. A-B InBev closed Friday at $69.56 per share. To qualify, Brito and other recipients must stay with the company until 2014, at which point they can sell half of the stock. The other half they can sell if still employed there in 2019. The executives "were identified as key for a successful integration of A-B's business, to underpin the rapid deleveraging of the group, in the midst of unprecedented economic distress and a historic financial crisis," the company said in a statement. "The vesting of the options was therefore linked to a performance test related to the company's deleveraging." About 40 executives in all were awarded the options. No full list has ever been published, but regulatory filings that Brito is eligible, as are at least two former A-B chiefs who stayed on after the takeover. David Peacock, A-B's post-merger president, was due shares now worth roughly $40.5 million, until he stepped down last month, before the 2014 trigger date. It's unclear if Peacock received other compensation when he left. David Almeida, vice president of sales in North America, has remained with the company and also received stock options worth roughly $40.5 million. The company has reduced its total debt by more than $20 billion since the end of 2008 - from $56.6 billion to $34.7 billion - and lowered its debt-to-EBITDA ratio by more than half. It's done this through sharp cost cuts, including eliminating hundreds of jobs in St. Louis, an equity offering and the sale of some breweries and other assets. The options have also been made considerably more valuable by a surge in A-B InBev's share price, which has has grown 189 percent since the takeover closed in Nov. 2008, compared to the 68 percent growth of the S&P 500 index. Their true value won't be determined for another two years, when they're eligible to be sold starting in 2014. Nid: 533 Post date: 03/08/2012 - 09:11 Title: Carlsberg Lithuania - 'worst excuse in the world' for union busting Teaser: Developments in the Baltic countries rarely make the news, but the UK press has given extended coverage to global brewer Carlsberg's use of a court decision declaring beer an "essential service" to block strike action at its Lithuanian brewery. (http://cms.iuf.org/?q=node/1343) Type: Blog entry Body: Developments in the Baltic countries rarely make the news, but the UK press has given extended coverage to global brewer Carlsberg's use of a court decision declaring beer an "essential service" to block strike action at its Lithuanian brewery. (http://cms.iuf.org/?q=node/1343) On February 28, Unite National Officer Jennie Formby wrote Carlsberg top boss Jorgen Buhl Rasmussen in support of the union, cautioning him that "The determination that beer is an essential service in Lithuania cannot be allowed to stand." Unite released the statement to the press, and they've been having a field day. "Worst excuse in the world", declared the Daily Mirror on March 5. "Brewing is a vitally essential service…probably" headlined the article in the same day's edition of the Times, which added that "to the workers at the Carlsberg factory in Lithuania it is probably the worst bit of strike-busting in the world." The specialized web publication Just Drinks featured the story, honoring the union and the IUF with a link to our urgent action appeal. And Carlsberg was quoted in the Telegraph saying "We did not use those words, they were used by the lawyers…" This is the second-worst excuse, for Carlsberg, certainly failed to publicly repudiate the June 20, 2011 court decision, and it's safe to assume their lawyers were well rewarded for their services. And the company's statement to Just Drinks that they will "fully follow the decision of the court" is misleading, to say the least. The Supreme Court of Lithuania is deliberating on the issue because the company has consistently appealed lower court decisions authorizing the union to take strike action. Whether beer is an essential service will be decided by the ILO Committee on Freedom of Association, because the IUF has brought the matter to their attention through a formal complaint. For the past three years, the workers have had no wage increase while business has boomed. That is why, in the negotiations last year which went nowhere due to management's refusal to bargain, the union demanded a 12.4% increase over the coming 3 years - to compensate for three years of lost wages. Carlsberg has used the courts to impose an agreement after rejecting all efforts at good faith negotiation. This triggered a mechanism for automatic renewal of the old agreement, and the company, having successfully banned a strike in the summer peak season, has since been hiding behind the dubious court decision that strike action is unnecessary and illegal because the workers' wages are above the national average (no arguments with the lawyers on this either, as far as we know). The entire trade union movement of the country rightly perceives this as a major threat to the collective bargaining process, and fears that if Carlsberg gets away with it other employers will be encouraged to follow suit. Carlsberg's efforts to distance itself from their lawyers' assault on trade union and collective bargaining rights are as unconvincing as their ongoing efforts to promote their company as a "socially responsible" employer. Now is the time to reverse course and start the long delayed negotiations. Nid: 532 Post date: 02/28/2012 - 15:13 Title: Oland's Canada Memorandum of Agreement Feb 2012 Teaser: Olands (labatt) Halifax Nova Scotia Memorandum Type: File Body: Olands (labatt) Halifax Nova Scotia Memorandum Nid: 531 Post date: 02/28/2012 - 14:48 Title: Carlsberg to build £20M bottling plant creating 60 jobs Teaser: Carlsberg UK is to build a £20M bottling plant at its Northampton brewery, which will create 60 new jobs. Click on the Link below to read the rest of the story. http://www.foodmanufacture.co.uk/Manufacturing/Carlsberg-to-build-20M-bo... Type: Blog entry Body: Carlsberg UK is to build a £20M bottling plant at its Northampton brewery, which will create 60 new jobs. Click on the Link below to read the rest of the story. http://www.foodmanufacture.co.uk/Manufacturing/Carlsberg-to-build-20M-bo... Nid: 530 Post date: 02/24/2012 - 03:53 Title: This is how it ends Teaser: Workers voted 95 per cent in favour of the severance package, which provides three weeks of pay for each year served. Labour laws stipulate workers with less than five years of experience aren’t required to receive severance, while those with more than five years on the job get one week’s pay for each year served to a maximum of 26 weeks. Type: Blog entry Body: Workers voted 95 per cent in favour of the severance package, which provides three weeks of pay for each year served. Labour laws stipulate workers with less than five years of experience aren’t required to receive severance, while those with more than five years on the job get one week’s pay for each year served to a maximum of 26 weeks. Though the severance package is above the required minimum “nobody is walking out of here celebrating,” CAW national president Ken Lewenza said Thursday at a news conference at the Marconi Club in London’s east end. “People are now walking out of here with a soft transition to job loss.” Peoria, Ill.-based Caterpillar bought the 62-year-old locomotive plant 18 months ago. The closing garnered media attention from as far away as the U.K., U.S., Australia and Sweden. Wes Gatschene, 28, said he will use the severance to pay down debt, which has ballooned since the lockout. The welder and millwright has two children, and a mortgage on a house. Like other plant employees, he said he might head to booming Western Canada to look for work, leaving his family in London. “I'm relieved,” said John Vandergulik, a quality auditor with almost 23 years at the plant, who is hoping to find work at local John Deere facilities. “Now a lot of the uncertainty is gone.” Details on pensions are still being ironed out, partly because the plant was formerly owned by General Motors and 190 workers had pensions with GM. After 29 and a half years at the factory, Ross Seeley said he was planning to retire in six months. “It's disappointing,” he said of the potential impact on his pension. He's not yet sure of how it will be affected, but estimates it could be reduced by a third or more, given his long tenure at GM. The shutdown feels like a “bad divorce,” he said. Outside the plant, several workers started dismantling the picket line – taking down flags, loading lumber from a makeshift shelter onto a pickup, and folding tarps. They talked of Ontario’s future – of maybe going North to the mines – before going home. In addition to the three weeks pay per year, each employee will get a lump-sum ratification bonus of $1,500 and a drug plan to Aug. 31. The CAW will receive a lump sum payment of $350,000 for settling grievances, job-retraining and job-search assistance. Company officials were not available for an interview on Thursday. In a statement, the company said it is now focusing on a safe and orderly wind-down of the facility. “While it is regrettable not being able to reach an agreement with the union that would have sustained the London plant, EMC is pleased that the parties were able to successfully negotiate a generous severance agreement for represented employees,” it said. “We wish them all the best for the future.” A total 190 plant employees, some just six months from retirement, spent years as employees of General Motors Corp., which owned the plant before selling it to a hedge fund in 2005. Caterpillar bought the operation from the hedge fund in 2010. Those workers will receive a combined pension from the General Motors of Canada Ltd. unionized pension fund and the pension fund of Electro-Motive Canada. But the CAW is negotiating with GM Canada about whether those employees will be allowed to participate in so-called grow-in provisions, which would allow them to begin drawing a GM pension earlier than age 65. “We are currently in discussions with GM about GM’s obligation to this group of 190 people with respect to both pension and other benefit entitlements, “ CAW benefits specialist Jeff Wareham said. Mr. Lewenza said discussions with GM continued Thursday. “We think we have some very sound arguments on behalf of our members,” he said. “General Motors sold this facility with the commitment that workers would have long-term job security and obviously that did not happen.” Nid: 529 Post date: 02/20/2012 - 14:28 Title: Oland Brewery workers accept new deal Teaser: Unionized workers at Oland Brewery in Halifax accepted an offer by Labatt Breweries of Canada on Sunday, avoiding a lockout. Don Roberts, president of Local 361 of the Brewery and Soft Drink Workers, wouldn't say how many of the 130 unionized workers voted in favour of the new seven-year deal, but said it passed by a close margin. He said he's glad the deal has been made, although some workers are unhappy. There were no details of what is contained in the new deal. Type: Blog entry Body: Unionized workers at Oland Brewery in Halifax accepted an offer by Labatt Breweries of Canada on Sunday, avoiding a lockout. Don Roberts, president of Local 361 of the Brewery and Soft Drink Workers, wouldn't say how many of the 130 unionized workers voted in favour of the new seven-year deal, but said it passed by a close margin. He said he's glad the deal has been made, although some workers are unhappy. There were no details of what is contained in the new deal. "It should be a good day for some. The vote was close, so there's going to be some mending involved. Where the vote was so close, there's hard feelings on one side, but again it was accepted by the majority," Roberts said. "It's always, I think, a good thing when you have a contract accepted. It's not everything the membership wanted. It'll take some time to work through." Brewery spokesman Wade Keller said they're pleased the union accepted their latest offer. "Our workforce is very professional and we don't expect anything but professionalism going forward," he said. "There's always give-and-take in negotiations and we accept that. But, at the end of the day, we have a new collective agreement and we can continue with the business of brewing the best brands of beer in the Maritimes." Keller said the new contract will allow the brewery to be more competitive. "We feel it's one that will allow our brewery to be more competitive not only with other breweries but within our Labatt network," he said. "It provides employees with an increase in wages and some other benefits and again it allows the brewery to be competitive." Last Friday morning, a majority of the workers at the Agricola Street plant rejected an agreement in principle. That offer included a 6.5 per cent wage increase over the next seven years, Keller said Friday. Oland Brewery notified Labour Minister Marilyn More Friday afternoon that the company would lock out employees within 48 hours if they don't agree to a deal. Nid: 528 Post date: 02/19/2012 - 16:21 Title: Heineken Sees More Cuts in Europe Teaser: Heineken has already closed 46 breweries and maltings across Europe in the last decade, but there are more cuts to come as the brewer seeks to fuel its drive into Africa and Latin America. The brewer will seek to achieve a further EUR500m (US$660m) in cost savings over the next three years, with the axe set to fall hardest on recession-hit Europe. "Europe will continue to take the lion's share of the programme," Heineken's CFO, Rene Hooft Graafland, told analysts yesterday (15 February). Type: Blog entry Body: Heineken has already closed 46 breweries and maltings across Europe in the last decade, but there are more cuts to come as the brewer seeks to fuel its drive into Africa and Latin America. The brewer will seek to achieve a further EUR500m (US$660m) in cost savings over the next three years, with the axe set to fall hardest on recession-hit Europe. "Europe will continue to take the lion's share of the programme," Heineken's CFO, Rene Hooft Graafland, told analysts yesterday (15 February). Heineken increased its global beer sales by 3.6% in volume in 2011. Although sales rose in all regions, the brewer echoed its rivals by citing emerging markets as the key growth drivers. In Vietnam, for example, Heineken brand volumes rose by 20%. But, it is in Africa and, to a slightly lesser extent, Latin America and Asia, where Heineken sees its future. Alongside the cost savings plan, it intends to increase its global capital spend by 56% in 2012, to EUR1.25bn. Most of this will be spent on capacity upgrades in Africa and bottling operations in Mexico, according to Hooft Graafland. Altogether, the strategy marks a further shift out of Western Europe, which still accounts for 43% of Heineken's net sales, according to Sanford Bernstein estimates. On Europe, Heineken's chairman & CEO, Jean-François van Boxmeer, said: "We all feel that Europe is in a recession and it is not going to be a pretty place. "That is no reason to step away from programmes that we have engaged on, aimed at improving our cost base in Europe. Cost savings measures are deeply embedded in our Euroepan organisation." But, he added that Heineken will continue to invest behind brands to grow market share in Europe and said that the region is an important engine for the group. "Europe is a very large cashflow for us, fuelling all our expansion overseas, helping to tranforsm the profile of our group towards emerging markets," he said. Heineken's performance in 2011 has broadly impressed analysts. Despite a 1.2% slip in net profits, to EUR717m (US$944.9m), net sales rose by 6% to EUR17.1bn. Heineken's share price rose by 4% following the results announcement. Bernstein analysts said that many observers had become too gloomy about the Netherlands-based brewer. "Consensus estimates have been too cautious on 2011 earnings, sticking too closely to the company's August guidance which, although prudent at the time, had in our view become too pessimistic," they said. "We expect up to a 10%-plus revision in consensus earnings estimates for 2012." Looking to the year ahead, Heineken did not issue profits guidance. However, the brewer did highlight a likely 6% rise in input costs, driven by more expensive malting barley. Volume sales are set to continue growing strongly across Africa, Latin America and Asia, the firm said. Resource: http://www.just-drinks.com/news/just-on-call-heineken-sees-more-cuts-in-... More cuts in Europe would mean more factory closures(in addition to 46 breweries and maltings across Europe in the last decade) and dismissed workers. The Company doesn’t provide any future plans on the clousures and cuts of employment and workers benefits which is frustrating for the Heineken breweries workers in Europe. Workers of Heineken Europe shouldn’t be made to pay for Heineken’s future profits by sacrificing jobs or pay in the region. Nid: 527 Post date: 02/15/2012 - 16:10 Title: HEINEKEN N.V. Full Year Results 2011 Teaser: Heineken N.V. delivers solid top-line and earnings growth in 2011 Amsterdam, 15 February 2012 – Heineken N.V. today announced:  Top-line: Revenue grew 3.6% organically, driven by total consolidated volume growth of 2.1% and revenue per hectolitre growth of 1.5%. Group beer volume increased 3.6%, with growth in all regions driving global market share gains;  Heineken®: Volume growth of the Heineken® brand in the international premium segment accelerated to 5.4%, once again outperforming the overall beer market; Type: Blog entry Body: Heineken N.V. delivers solid top-line and earnings growth in 2011 Amsterdam, 15 February 2012 – Heineken N.V. today announced:  Top-line: Revenue grew 3.6% organically, driven by total consolidated volume growth of 2.1% and revenue per hectolitre growth of 1.5%. Group beer volume increased 3.6%, with growth in all regions driving global market share gains;  Heineken®: Volume growth of the Heineken® brand in the international premium segment accelerated to 5.4%, once again outperforming the overall beer market;  EBIT: Organic EBIT (beia) growth of 1.4% as higher revenues, cost savings and increased profit from joint ventures were partly offset by increased marketing expense, higher input costs and capability building investments;  Net profit: Net profit (beia) grew 9.2% organically to €1,584 million, driven by higher EBIT (beia), lower interest expense and a lower effective tax rate (beia). Reported net profit declined 1.2%, following an exceptional capital gain in 2010;  Total Cost Management (TCM): TCM delivered pre-tax savings of €178 million in 2011 and total savings of €614 million over the entire three year period; New €500 million cost saving programme (TCM2) launched covering 2012-14;  Cost synergies: Achieved cost synergies of €94 million in 2011, relating to acquired beer operations of FEMSA, bringing cumulative savings to €136 million;  Cash flow: Strong free operating cash flow generation of over €2 billion, resulting in a cash conversion ratio of 122%. Net debt/EBITDA (beia) ratio of 2.2x, in line with 2010, despite acquisition activity and accelerated completion of the ASDI share repurchase programme;  Dividend: Proposed total dividend of €0.83 per share, representing an increase of 9% compared with 2010 (€0.76). Key figures1 (in mhl or € million unless stated otherwise) Full Year 2011 Full Year 2010 (restated)2 Change % Organic growth % Group beer volume 213.9 192.3 11 3.6 Total consolidated volume 194.4 178.1 9.1 2.1 Of which: Consolidated beer volume 164.6 145.9 13 3.2 Heineken® volume in premium segment 27.4 26.0 5.4 5.4 Revenue 17,123 16,133 6.1 3.6 EBIT 2,455 2,491 -1.4 EBIT (beia) 2,697 2,623 2.8 1.4 Net profit 1,430 1,447 -1.2 Net profit (beia) 1,584 1,456 8.8 9.2 Free operating cash flow 2,093 1,993 5.0 Net debt/EBITDA (beia)3 2.2x 2.2x Diluted EPS (beia) (in €) 2.70 2.58 4.7 1 For an explanation of the terms used please refer to the Glossary in the Appendix. Unless otherwise stated, any reference to growth rates used throughout the report is calculated on an organic basis and volume relates to group beer volume. 2 2010 restated figures as disclosed in the half year report dated 24 August 2011. 3 2011 includes the Galaxy Pub Estate on a 12 month pro-forma basis; 2010 includes the beer operations of FEMSA on a 12 month pro-forma basis. CEO STATEMENT Jean-François van Boxmeer, Chairman of the Executive Board and CEO, commented: “At the start of 2011, we said that we would significantly increase investment in our brands and innovation to drive long-term value and volume growth. This strategy helped us to deliver organic volume and revenue growth across all five reporting regions for the year. We also grew the bottom-line organically in 2011, with 9.2% net profit (beia) growth. Our successful activation of the Heineken® brand and investment in global priority brands such as Desperados and Strongbow Gold supported global share gains. Our innovation rate reached 4.1% at the end of 2011 and we are well on our way to achieving our goal of 6% by 2020. The Heineken® brand continued to outperform the international premium segment and overall beer market, with particularly strong brand performances in Brazil, China, France, Nigeria and Vietnam. Heineken® was also launched in Mexico and India, two attractive growth markets. 2011 also saw the successful completion of our TCM programme. We have now launched TCM2, a new 3-year €500 million cost saving programme. Our free operating cash flow was strong in 2011, exceeding €2 billion, and this will remain a core focus area going forward. In the year ahead, we will continue to invest in our brands and global business capabilities across the Company. We will also invest in emerging markets to maintain our growth momentum. In Europe, we will continue to leverage our leadership position through our value growth strategy.” 2012 FULL YEAR OUTLOOK In 2012, HEINEKEN expects to benefit from continued positive growth momentum in higher growth economies and from revenue enhancing initiatives in developed markets. In addition, revenue development will continue to be supported by an ongoing shift towards higher growth economies in Africa, Latin America and Asia. The Heineken® brand is expected to continue its strong performance in the international premium segment. The ‘Open Your World’ campaign will be activated around the world. HEINEKEN will also invest in the expansion of its other global brands - Desperados, Strongbow Gold and Amstel - with further planned introductions in new markets in 2012. In addition, Sol, our Mexican global priority brand, will be launched internationally from 2012. HEINEKEN expects marketing and selling (beia) expense as a percentage of revenue to remain broadly in line with 2011 (12.8%). HEINEKEN anticipates an approximate 6% increase in input costs per hectolitre, primarily reflecting higher pricing for malted barley. The Company expects to mitigate this impact through the implementation of planned revenue growth initiatives, as well as ongoing efficiency programmes. Following the successful completion of TCM in 2011, HEINEKEN is introducing a new €500 million cost saving programme (TCM2) that will run from 2012 to 2014 across Supply Chain, Commerce, Wholesale and other functions. TCM2 is focused on driving operational cost efficiencies, and on leveraging HEINEKEN’s increasing global scale, primarily enabled through the Global Business Services (GBS) organisation formed in 2010. The initial scope of GBS will require an upfront investment of approximately €200 million through to the end of 2014, of which €32 million has already been incurred in 2011. These will be reported as part of the Company’s operating costs. HEINEKEN has made strong progress on the realisation of its targeted €150 million cost synergies related to the acquired beer operations of FEMSA and expects to achieve this during 2012. HEINEKEN expects a further organic decline in the number of employees in 2012. HEINEKEN expects a slight increase in the effective tax rate (beia) in 2012 (2011: 26.8%) and forecasts a slightly higher average interest rate of around 5.5% (2011: 5.2%), primarily reflecting a movement in the currency mix of its debt. Alongside ongoing business capability investments to leverage its global scale, HEINEKEN continues to focus on capital investment in higher growth markets. The Company plans to increase capital expenditure on property, plant and equipment to approximately €1.25 billion (2011: €800 million) reflecting investment in additional capacity and the renewal and expansion of its returnable bottle fleet in higher growth markets. As a consequence, HEINEKEN expects a cash conversion ratio below 100%. Total dividend for 2011 The Heineken N.V. stated dividend policy is a pay-out ratio of 30% to 35% of full-year net profit (beia). The payment of a total cash dividend of €0.83 per share of €1.60 nominal value for 2011 (total dividend 2010: €0.76) will be proposed to the annual meeting of shareholders. If approved, a final dividend of €0.53 per share will be paid on 2 May 2012, as an interim dividend of €0.30 per share was paid on 6 September 2011. The payment will be subject to a 15% Dutch withholding tax. The ex-final dividend date for Heineken N.V. shares will be 23 April 2012. Investor Calendar Heineken N.V. Trading update for Q1 2012 18 April 2012 Annual General Meeting of Shareholders (AGM) 19 April 2012 Half Year 2012 Results 22 August 2012 Trading update for Q3 2012 24 October 2012 Financial Markets Conference 13-14 November 2012 Nid: 526 Post date: 02/09/2012 - 19:09 Title: Carlsberg Denmark cuts 100 packaging jobs Teaser: Carlsberg has confirmed that it is likely to cut 100 jobs at its packaging operations in Denmark and replace the jobs with more automated system. The brewer plans to use automated picking systems in its Danish warehouses from 2014. As a result, up to 100 jobs are set to be lost from its 1,700 workforce in Denmark. In Denmark, Carlsberg plans to concentrate most of its packaging operations in its Fredericia facility and will significantly reduce operations at its Taastrup facility which will then become a consolidation centre Type: Blog entry Body: Carlsberg has confirmed that it is likely to cut 100 jobs at its packaging operations in Denmark and replace the jobs with more automated system. The brewer plans to use automated picking systems in its Danish warehouses from 2014. As a result, up to 100 jobs are set to be lost from its 1,700 workforce in Denmark. In Denmark, Carlsberg plans to concentrate most of its packaging operations in its Fredericia facility and will significantly reduce operations at its Taastrup facility which will then become a consolidation centre As expected from a company where there are many violations of labour and union rights in order to increase its profit, Carlsberg Company in its statement uses the competitiveness argument to slash the jobs. Whatever the excuse is at the end of the day it’s always the workers who are punished in order to keep the company’s profitability competitive enough and make sure that the shares distributed to the shareholders are high enough. Separately, in December last year, Carlsberg announced it would cut between 130 and 150 headquarter positions across its operations in its European beer business. The same period Carlsberg announced job cuts also at its Copenhagen headquarters. For more information you can visit; http://www.just-drinks.com/news/carlsberg-to-shed-packaging-jobs_id10627... http://www.just-drinks.com/news/carlsberg-to-shed-up-to-150-jobs_id10570... http://www.just-drinks.com/news/carlsberg-mulls-hq-job-cuts_id105681.aspx Nid: 525 Post date: 02/04/2012 - 01:22 Title: This is the Future. Not very Promising if this Keeps Up Teaser: Caterpillar pulls plug on London plant The relentless push by global corporations to slash costs has eliminated the jobs of about 450 people in London, Ont., who had been locked out of their Caterpillar Inc. (CAT-N113.943.613.27%) workplace since Jan. 1 in a high-profile and bitter dispute. Caterpillar’s Progress Rail Services unit is ceasing operations at the city’s Electro-Motive Canada diesel locomotive factory, two months after Canadian Auto Workers president Ken Lewenza said company officials assured him they had no intention of closing the plant. Type: Blog entry Body: Caterpillar pulls plug on London plant The relentless push by global corporations to slash costs has eliminated the jobs of about 450 people in London, Ont., who had been locked out of their Caterpillar Inc. (CAT-N113.943.613.27%) workplace since Jan. 1 in a high-profile and bitter dispute. Caterpillar’s Progress Rail Services unit is ceasing operations at the city’s Electro-Motive Canada diesel locomotive factory, two months after Canadian Auto Workers president Ken Lewenza said company officials assured him they had no intention of closing the plant. Tough year ahead for labour negotiations The Caterpillar move is the latest in a series of plant closing or lockout actions taken by foreign companies against employees in Canada amid globalization, a fragile recovery from the recession, the rising value of the Canadian dollar and a perception that workers are in a weak position. “Power has definitely shifted [to] the employers,” said Professor Victor Devinatz at Illinois State University in Normal, Ill. The closing infuriated Mr. Lewenza, whose union represents the plant’s workers. Caterpillar had demanded pay cuts of 50 per cent in many job categories, elimination of a defined-benefit pension plan, reductions in dental and other benefits and the end of a cost-of-living adjustment. “I’ve never had a situation where I’ve dealt with such an unethical, immoral, disrespectful, highly profitable company like Caterpillar,” Mr. Lewenza said in a telephone interview Friday as he drove to London from Toronto to meet with the workers. He said that during bargaining in December, he told the company’s negotiators: “If it’s in your business plan to close us, don’t punish us, let’s work out a closure agreement. They said: ‘We have no intention of closing the facility.’ ” Caterpillar officials would not respond to the CAW leader’s comments. Spokesman Rusty Dunn said much the reasoning for the company’s decision is summed up in one of the four paragraphs in the Progress Rail news release announcing the closing. “The cost structure of the operation was not sustainable and efforts to negotiate a new, competitive collective agreement were not successful,” the statement said. “This is something that EMC-Progress Rail has been saying quite consistently,” Mr. Dunn added in an e-mail from Caterpillar’s headquarters in Peoria, Ill. “All facilities within EMC [Electro Motive Diesel] Progress Rail Services must achieve competitive costs, quality and operating flexibility to remain viable in the global marketplace. Expectations at the London plant were no different.” The company said the work is moving to other operations in North and South America. Union officials and other observers expect a new Progress Rail plant in Muncie, Ind., to be the beneficiary. The closing was announced 36 hours after Indiana Governor Mitch Daniels signed so-called right-to-work legislation, which makes it more difficult for unions to organize. “It’s possible that’s a coincidence,” but doubtful, said Mike Moffat, a professor at University of Western Ontario in London who has followed the lockout closely. Eight days ago, Caterpillar reported record annual profit of $4.9-billion (U.S.), an 83-per-cent increase from $2.7-billion in 2010. That came from record sales of $60.1-billion for one of the signature companies of Corporate America. Those kinds of increases had not been seen since the post-Second World War boom days of Harry Truman’s presidency from 1945 to 1952, Caterpillar’s investor relations director Mike DeWalt told investors on a conference call last week. Caterpillar is the third U.S.-based manufacturing powerhouse in six months to close a Canadian factory and cut some of the best-paying jobs in southwestern Ontario. In August, heavy truck manufacturer Navistar International Inc. announced the official closing of a factory in Chatham, Ont., that had ceased production in July, 2010. In September, Ford Motor Co. closed its St. Thomas Assembly Plant in Talbotville, Ont., just south of London. Meanwhile, Rio Tinto Alcan locked out about 750 workers at a smelter in Saguenay-Lac-Saint-Jean, Que., on Dec. 31 after their contract expired. A United States Steel Corp. lockout of workers in Hamilton ended last fall after workers agreed to concessions on pensions. Caterpillar has been relentless in facing down unions, notably the United Auto Workers, with which it fought a series of epic battles in the 1990s that included a 17-month strike. “Since then, they’ve been taking hard lines in terms of their negotiations with the United Auto Workers and apparently the Canadian Auto Workers,” Prof. Devinatz said. Caterpillar, a manufacturer of earth movers, mining equipment and other machinery, purchased Progress Rail in 2010 from a hedge fund that had bought the diesel locomotive division of General Motors Corp. in 2007. GM opened the London plant in 1951. The factory served as a site for Prime Minister Stephen Harper to tout the advantages of corporate tax breaks in the 2008 federal budget, including doubling the capital cost allowance deduction for locomotive purchases. Several months after that budget, Canadian National Railway Co. announced an order for the purchase of 40 locomotives from the London plant. Mr. Harper climbed into the cab of a locomotive and waved to assembled workers. Nid: 524 Post date: 01/27/2012 - 16:14 Title: Unfair penalties of 4 Heineken-St-Petersburg strikers reversed after independent investigation Teaser: Joint commission consisted of city brunch of Agro-Industrial Workers’ Union (AIWU), St-Petersburg Regional Unions’ Federation, State Labour Inspection and district prosecutor’s office claim that prosecution of Heineken workers who went on a one-day warning strike on 15 December 2011 was illegal. While an act was issued to reverse penalties imposed on 4 strikers, other 25 cases are still to be examined. Type: Blog entry Body: Joint commission consisted of city brunch of Agro-Industrial Workers’ Union (AIWU), St-Petersburg Regional Unions’ Federation, State Labour Inspection and district prosecutor’s office claim that prosecution of Heineken workers who went on a one-day warning strike on 15 December 2011 was illegal. While an act was issued to reverse penalties imposed on 4 strikers, other 25 cases are still to be examined. Workers went on strike desperate to bring brewery management to bargaining table over the issues of extent usage of agency labour on the site and manipulation with the work time calculation which leads to almost no overtime being paid. In spite of all efforts made by IUF affiliated AIWU and “Solidarnost” unions for over three years, Heineken refused to recognize the issue as an industrial dispute. Outraged by the management's extra pressure on workers after the strike, leaders of the two local unions went on hunger strike on 12 January 2012. They received solidarity support from St-Petersburg regional unions and social movements as well as IUF affiliates in the EECA. On the 16th of January employer agreed to enter talks which resulted in creation of the joint independent commission to investigate the legitimacy of management’s action after the strike. As a sign of good will the hunger strike was suspended. Unions welcomed the results of the investigation which proved that the strike was legal and workers should'nt be punished for strike participation. The AIWU, “Solidarnost” and the IUF are expecting all penalties to be reversed and meaningful negotiations with the unions on issues of agency labour and overtime to start. Nid: 523 Post date: 01/27/2012 - 15:50 Title: Carlsberg’s “Baltika” unions protesting ongoing destruction of permanent jobs Teaser: January 24, unions of Carlsberg’s “Baltika” breweries in Russia held demonstrations at factories’ gates to say “No” to the ongoing destruction of permanent jobs and the pressure management puts on union activists. Recently Rostov-on-Don city court was examining a case of Eugeni Bykadorov, member of “NovoProf” union, who was unfairly dismissed from “Baltika-Rostov” plant after he refused to withdraw his complaint about unpaid overtime he submitted along with other workers to State Labour Inspection despite managers’ intimidation. Type: Blog entry Body: January 24, unions of Carlsberg’s “Baltika” breweries in Russia held demonstrations at factories’ gates to say “No” to the ongoing destruction of permanent jobs and the pressure management puts on union activists. Recently Rostov-on-Don city court was examining a case of Eugeni Bykadorov, member of “NovoProf” union, who was unfairly dismissed from “Baltika-Rostov” plant after he refused to withdraw his complaint about unpaid overtime he submitted along with other workers to State Labour Inspection despite managers’ intimidation. Pickets were held by workers in Rostov, Voronezh, Yaroslavl and St-Petersburg. “Baltika” unions affiliated to IUF’s “NovoProf” and Agro-Industrial Workers Union of Russia (AIWU) are deeply concerned with the growing expansion of different forms of precarious employment which isn’t only worsening workers’ terms and conditions and endangering good jobs but appears to be a part of the corporation’s anti-union policy along with intimidation, pressure and dismissals of activists. “Baltika-Rostov” fired 39 loaders during the last four months alone. Others were fired in 2010 and by now there’re only 11 loaders on the payroll of Carlsberg in Rostov while most of work is performed by agency workers. The same had happened to janitors during the spring of 2011, technicians of bottling department in 2010 and inspectors of department of control in 2009. Earlier all workers from constructions and equipment maintenance departments were also replaced by contractors. Obviously such anti-labour and anti-union attacks have no chance to match with the image of “socially responsible company” which should value its employees. “Baltika” unions are aware that if they don’t step in, the situation will only get worse. This is proved to them by the example of the Heineken brewery in St-Petersburg where over a half of entire workforce is already put off the payroll of the plant. Nid: 522 Post date: 01/26/2012 - 18:08 Title: Labatt Montreal Contract Hi-Lights 2009 to 2016 Teaser: Type: File Body: Nid: 521 Post date: 01/25/2012 - 14:53 Title: Savage Lockout at Grenada Breweries! Teaser: Grenada, an island in the southeastern Caribbean Sea, can be heaven for tourists but Grenada Breweries Company turned it into a hell for workers as 125 of them were locked out just before the Christmas on December 19, 2011. Workers of the Grenada Breweries Ltd (a company owned by ANSA McAL) and their IUF affiliated Grenada Technical & Allied Workers' Union are involved in a struggle for the rights of these locked out workers for the past 42 days. Read on or you can click here to send a protest to the company: http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=647 Type: Blog entry Body: Grenada, an island in the southeastern Caribbean Sea, can be heaven for tourists but Grenada Breweries Company turned it into a hell for workers as 125 of them were locked out just before the Christmas on December 19, 2011. Workers of the Grenada Breweries Ltd (a company owned by ANSA McAL) and their IUF affiliated Grenada Technical & Allied Workers' Union are involved in a struggle for the rights of these locked out workers for the past 42 days. Read on or you can click here to send a protest to the company: http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=647 The company started dismantling industrial relations when the union submitted its proposals for a new industrial agreement in August 2010. The company was only prepared to start negotiations in July 2011. When the negotiations reached a deadlock the union started a strike on December 13 that ended on December 19, 2011 following an agreement between the parties. The Company's Chairman, Andrew Sagba gave the commitment that he would travel back to Grenada on December 23, 2011 to continue negotiations thereby ensuring progress will be made. Immediately after the strike ended, workers reported for work and the company then locked out the workers and used replacement labour to take the jobs of the permanent workers. Workers have been off the job without pay since December 13 and throughout the festive period. The struggle has also seen an assault by riot police on December 21, 2011 when hundreds of workers blockaded the plant to prevent the distribution of product. The blockade was smashed by riot police but was later reestablished. The struggle also saw the arrest and the detention by police of Senator Chester Humphrey, President of the Grenada Technical & Allied Workers' Union, 1st Vice President of the Grenada Trade Unions' Council and General Secretary of the Caribbean Congress of Labour. Mr. Andrew Sagba, Chairman of the Board of Directors of the Grenada Breweries Ltd. (GBL) has refused to lift the lock-out of the workers and has threatened to close the brewery and to import brewed products from their breweries in St. Kitts and Trinidad and Tobago. Meanwhile, the Company is demanding the reduction of profit sharing in the first instance and a removal of it altogether. Grenada trade unions are considering a national strike in support of this struggle. IUF affiliated Grenada Technical & Allied Workers Union is formally calling for protest statements demanding the company stops violating fundamental trade union rights in Grenada. Use the form below to send that message to Grenada Breweries. Click here to send a message; http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=647 Nid: 520 Post date: 01/23/2012 - 14:09 Title: Heineken workers on hunger strike for meaningful negotiations Teaser: For over three years, workers of Heineken brewery in St-Petersburg and their unions affiliated to the IUF's Agro-Industrial Workers Union of Russia and Union of Food, Tobacco, Services and Allied Workers "Solidarnost" have been seeking negotiations to limit the extent of agency labour on the site and manipulation with the work time calculation which leads to almost no overtime being paid. Type: Blog entry Body: For over three years, workers of Heineken brewery in St-Petersburg and their unions affiliated to the IUF's Agro-Industrial Workers Union of Russia and Union of Food, Tobacco, Services and Allied Workers "Solidarnost" have been seeking negotiations to limit the extent of agency labour on the site and manipulation with the work time calculation which leads to almost no overtime being paid. But Heineken keeps refusing to recognize this as an industrial dispute. Meanwhile it is gradually destroying union membership by outsourcing more and more jobs to subcontractors and agencies. Today over half the entire workforce of the brewery is not on the payroll of Heineken itself. Desperate to bring management to a bargaining table, workers held a one-day warning strike on December 15, 2011 but company's reaction was rude: more pressure was put on strikers and unions. January 12, leaders of two locals went on hunger strike in order to protest this open violation of workers' rights and Russian law. They held a picket line if front of brewery gates and started hunger strike in a tent despite sub-zero temperatures for four days when management agreed to meet chairs of St-Petersburg Regional Unions' Federation and city brunch of AIWU. The talks are not a major success yet but gave workers a hope for some meaningful bargaining and can result with a possible solution of the dispute. As a sign of a good will the hunger strike was suspended. IUF gives its full support to its two affiliates' efforts to resolve this long lasting conflict in order to protect decent jobs and fair conditions for Heineken workers in St-Petersburg. Nid: 519 Post date: 01/23/2012 - 04:03 Title: Needs to be kept in the fore front Teaser: LONDON, ONT — A crowd of more than 10,000 descended upon this city’s Victoria Park to support local workers who have been locked out of their jobs since the new year. They came from all over, from Timmins, Sudbury, and Pennsylvania in scores of buses. They came to protest corporate greed and Stephen Harper. The prime minister didn’t come, although he was invited. “We need you down here to support Canadian workers,” yelled London Mayor Joe Fontana. “Get your ass down here!” Type: Blog entry Body: LONDON, ONT — A crowd of more than 10,000 descended upon this city’s Victoria Park to support local workers who have been locked out of their jobs since the new year. They came from all over, from Timmins, Sudbury, and Pennsylvania in scores of buses. They came to protest corporate greed and Stephen Harper. The prime minister didn’t come, although he was invited. “We need you down here to support Canadian workers,” yelled London Mayor Joe Fontana. “Get your ass down here!” At issue is a three-week-old lockout at Electro-Motive Canada, a subsidiary of Caterpillar. The company locked out 425 Canadian Auto Workers Local 27 employees when the collective agreement expired on Jan. 1, citing the union’s negotiating flip-flops as the reason for the labour stoppage. Workers became outraged over the company’s last offer in late December, which they said included wage reductions by as much as 50 per cent for some jobs, and the elimination of pensions, benefits and holidays. So the union voted to strike, but would work under their old agreement as negotiations continued. The company said no. Jeremy Beyea, who took a break from the picket line to join the rally, said the workers’ resolve is strong. “There is no going back now,” Beyea said. “We’re digging in, here for the long haul.” Beyea said the community has supported those locked out with food, drink and clothing. His family has also provided support, both moral and financial. But some of his co-workers are struggling. “Some have lost their homes already and some relationships have already broken down,” Beyea said. “It’s been tough.” The anti-government and anticorporate sentiment was palpable throughout the park, many waving signs that read, “Harper: stop corporate greed.” Bob Scott, union chair in the negotiations with Electro-Motive, said the union will hold a hard line. “Caterpillar, you want a fight, you got one,” Scott yelled. “You pissed off the wrong membership here.” The vitriol continued from the country’s union heavyweights. “If the government doesn’t step in, Canada will become a low-paid workforce,” Ken Lewenza, president of Canadian Auto Workers, told the Star before the rally. “We need to protect the middle class if we want a more equal society.” Equality has been the klaxon call for the occupy movement, which mixed easily with the workers in the crowd. Occupiers have set up tents on the picket line in support. “Caterpillar is the poster child for corporate greed — we can now put a face to the 1 per cent,” said Sid Ryan, president of the Ontario Federation of Labour. “Let’s link the occupy movement with the labour movement.” Ryan focused on hallmarks of the occupy movement by comparing Caterpillar executives with its workers. The crowd roared “Shame!” at every suggestion of corporate greed. Meanwhile, at the back of the throng, where the speeches couldn’t be heard, some workers wanted solutions, not just talk of it. “We need governments that make proper trade agreements, especially now with these large multinational companies,” said Angus MacDonald, with an Oakville union. “Otherwise these companies can pit workers in places like Mexico against workers in Canada.” Labour leaders fear settling with Caterpillar would set a dangerous precedent for workers around the world. That’s why Gene Elk came from Pittsburgh. “I’m here because we’re worried that this is a race to the bottom of the wage scale,” said Elk, who’s a member of United Electrical. “If Caterpillar is successful, General Electric might do the same in the U.S.” video http://www.youtube.com/watch?v=dhPFuhTZLso Nid: 518 Post date: 01/13/2012 - 09:37 Title: Carlsberg's attacks on trade union rights supported by Lithuanian court decision to declare beer an 'essential service' ! Teaser: Brewery transnational Carlsberg is attacking trade union rights in Lithuania with the support of the country's legal system, which has declared beer production an "essential service". On June 10 last year members of the IUF-affiliated Lithuanian Trade Union of Food Producers (LPMS) voted in favour of strike action at the Carlsberg brewery in Lithuania in support of their demand for a decent company-level collective agreement. Click here to send a message; http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=643 Type: Blog entry Body: Brewery transnational Carlsberg is attacking trade union rights in Lithuania with the support of the country's legal system, which has declared beer production an "essential service". On June 10 last year members of the IUF-affiliated Lithuanian Trade Union of Food Producers (LPMS) voted in favour of strike action at the Carlsberg brewery in Lithuania in support of their demand for a decent company-level collective agreement. Click here to send a message; http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=643 Management sought to stop the strike and applied to the court with a petition to declare the strike ballot procedure invalid and the strike illegal, and demanded compensation for litigation costs. The company not only tried to stop the strike and declare it illegal but also argued that no strike action was possible until the "high season" had passed. The Klaipeda district court on June 20 suspended the start of the planned strike for 30 days based on a dubious determination that the production of beer was recognized as 'vitally essential' in Lithuania. On the July 5, 2011 the Klaipeda city district court ruled that the strike was legal. Carlsberg Lithuania management appealed this decision. On August 5, 2011 the Klaipeda regional court annulled the decision of the lower court, ruling that the brewery strike announced in June was illegal. The court decision to rule the strike illegal is based on the following astonishing grounds: "The collective agreement is in compliance with the Labour Code because the wages of Carlsberg employees are above the market level, jobs are maintained and wages are not reduced." With this absurd ruling, the court is attempting to legitimize Carlsberg's attempt to freeze wages for 3 years by declaring a legitimate strike unlawful. The union has appealed the regional court decision to a higher court, where it is still under appeal, and submitted a complaint to the ILO which the IUF has formally supported and which will now be examined by the Committee on Freedom of Association. The brewery sector is unlikely to be considered an essential service by the ILO Committee on Freedom of Association! We therefore expect the ILO to condemn a court decision to suspend a strike for an unreasonable period as denying the right to strike in contravention of international labour standards Carlsberg Lithuania management has stepped up its anti-union aggression by pressuring union leaders and activists at the plant through disciplinary action. Furthermore the company initiated a police enquiry against workers who joined the picket line to protest the suspension of the strike. Since then, 9 workers who were active in protest actions have been dismissed on the grounds of 'lost production'. These 9 dismissed workers are now reengaged, but on temporary contracts, punishing them for their union activities in the plant. Carlsberg's healthy 2011 profits have produced global job cuts and attacks on trade union rights in Lithuania. You can support the Lithuanian beer workers' struggle by sending a message to Carlsberg, the 4th largest global brewery, and the government of Lithuania calling on the company and government to stop violating fundamental trade union rights in Lithuania. Use the form below to insist they act to ensure that rights are respected. Click here to send a message; http://www.iuf.org/cgi-bin/campaigns/show_campaign.cgi?c=643 Nid: 517 Post date: 01/04/2012 - 14:29 Title: HEINEKEN to increase shareholding in leading Haitian brewer Teaser: Amsterdam – 14 December 2011 – HEINEKEN N.V. announced today the intention to increase its shareholding in Brasserie Nationale d’Haiti S.A. (‘Brana’), the country’s leading brewer, from 22.5% to 95%. The shares are currently owned by Brana’s management and private shareholders. Financial details are not disclosed. The transaction is subject to customary closing conditions and is expected to be completed and consolidated in January 2012. HEINEKEN expects the acquisition to be earnings accretive from January 2012 and value enhancing in the first year after completion. Type: Blog entry Body: Amsterdam – 14 December 2011 – HEINEKEN N.V. announced today the intention to increase its shareholding in Brasserie Nationale d’Haiti S.A. (‘Brana’), the country’s leading brewer, from 22.5% to 95%. The shares are currently owned by Brana’s management and private shareholders. Financial details are not disclosed. The transaction is subject to customary closing conditions and is expected to be completed and consolidated in January 2012. HEINEKEN expects the acquisition to be earnings accretive from January 2012 and value enhancing in the first year after completion. Commenting on the transaction, John Nicolson, Regional President Americas for HEINEKEN, said: “The Haitian beer market has shown solid year-on-year growth, but remains relatively underdeveloped. A growing population together with increased political and economic stability creates good prospects for continued growth. Brana is uniquely positioned to benefit from this environment with its leading brands, local brewery and nationwide distribution network.” “By investing in the country, HEINEKEN will also create further opportunities for the people of Haiti as the nation continues to rebuild after the devastating earthquake in 2010,” Nicolson concluded. Brana is the leading beverage company in Haiti, producing, marketing and distributing various beer and malt brands, most notably Prestige, Malta H and Guinness (licensed), as well as various PepsiCo licensed soft drink brands. HEINEKEN acquired its initial 22.5% stake in the company in the 1980’s. Press enquiries Investor and analyst enquiries John-Paul Schuirink George Toulantas Financial Communications Manager Director of Investor Relations Tel. +31 20 5239 355 Tel. +31 20 5239 590 E-mail: john-paul.schuirink@heineken.com E-mail: investors@heineken.com Nid: 516 Post date: 01/03/2012 - 03:51 Title: Not Beer but very disturbing to us all. They may need everyone's support Teaser: London - The fence is up and the question now being asked is: "What next?" Despite the Electro-Motive Diesel (EMD) plant having a long history in London, Ontario, there are fears in this Southwestern Ontario community of losing the large, successful plant. In a city struggling with one of the highest unemployment rates (9.8 percent) for a city its size in Canada, the loss of yet another major industry would be a hard blow to the area economy. Progress Rail Services, a subsidiary of giant Caterpillar Inc., is threatening to close the 61-year-old locomotive manufacturing plant unless employees accept a pay-cut of more than 50 percent in some cases. Bob Scott, plant chair, confirmed to Digital Journal that the company's latest offer would slash wages to $16.50 from $35 an hour. The bargaining committee has rejected the offer and Friday a strike vote will be held. The workers are represented by the Canadian Auto Workers (CAW). Union members, fearing the company may attempt to move valuable, core equipment from the London plant, have been watching the facility 24-hours a day since last Friday. Where would the equipment go? EMD employees with whom Digital Journal spoke believe a plant recently opened in Muncie, Indiana would be the logical destination. Muncie may be located in the United States but it is a city becoming known for its third world wages. "The lower wages offered in London still top what's paid at Progress Rail's refurbished plant in Muncie, Ind., where workers make as little as $12 an hour," according to Jonathan Sher of The London Free Press. According to the Working Poor Families Project, Indiana ranks 27th among American States when it comes to jobs in occupations offering pay below the poverty line. There's a good reason why Caterpillar picked the rust belt city of Muncie for its latest American plant. Skilled workers are available there for unskilled worker wages Type: Blog entry Body: London - The fence is up and the question now being asked is: "What next?" Despite the Electro-Motive Diesel (EMD) plant having a long history in London, Ontario, there are fears in this Southwestern Ontario community of losing the large, successful plant. In a city struggling with one of the highest unemployment rates (9.8 percent) for a city its size in Canada, the loss of yet another major industry would be a hard blow to the area economy. Progress Rail Services, a subsidiary of giant Caterpillar Inc., is threatening to close the 61-year-old locomotive manufacturing plant unless employees accept a pay-cut of more than 50 percent in some cases. Bob Scott, plant chair, confirmed to Digital Journal that the company's latest offer would slash wages to $16.50 from $35 an hour. The bargaining committee has rejected the offer and Friday a strike vote will be held. The workers are represented by the Canadian Auto Workers (CAW). Union members, fearing the company may attempt to move valuable, core equipment from the London plant, have been watching the facility 24-hours a day since last Friday. Where would the equipment go? EMD employees with whom Digital Journal spoke believe a plant recently opened in Muncie, Indiana would be the logical destination. Muncie may be located in the United States but it is a city becoming known for its third world wages. "The lower wages offered in London still top what's paid at Progress Rail's refurbished plant in Muncie, Ind., where workers make as little as $12 an hour," according to Jonathan Sher of The London Free Press. According to the Working Poor Families Project, Indiana ranks 27th among American States when it comes to jobs in occupations offering pay below the poverty line. There's a good reason why Caterpillar picked the rust belt city of Muncie for its latest American plant. Skilled workers are available there for unskilled worker wages . In October 2010, Caterpillar Inc. acquired an empty 740,000-square-foot factory in Muncie. The former Westinghouse plant was reportedly ideal for conversion to locomotive production. It took only a year to ready the plant. The Muncie facility, after an investment of approximately $50 million US, is larger than the London, Ontario, complex. Like London, a locomotive test track is part of the plan. [Photo credit: Indiana Railroads Bull Session] With the Muncie plant operational, Progress Rail can bid on contracts to supply locomotives to publicly funded US passenger rail agencies that require their rail equipment to be assembled in the United States. GE, the only other major American locomotive builder, now has competition when it comes to these "Buy American" contracts. With contract talks at an impasse, the London workers are concerned about the possibility of a lock out. Come January 1st the company will be in a legal lock out position. On the other hand both sides may decide to continue under the old agreement which has already had a 7 month extension. There is good justification for concern. In one of the most infamous labour confrontations of modern times, Caterpillar locked out its workers in 1991 marking the beginning of a multi-year, no holds barred, winner take all, labour dispute. Caterpillar won. Multinational Monitor, a bimonthly magazine founded by Ralph Nader, named Caterpillar Inc. one of the ten worst corporations of 1996 for their part in the conflict. MM reports, "by the time it was over, the National Labor Relations Board had charged Caterpillar with more than 300 unfair labor practice violations, the most of any single labor dispute in U.S. history." In a paper on the loss of good manufacturing jobs, The W.E. Upjohn Institute for Employment Research reported: "To get a flavor of the problem, consider recent reports of changes at Caterpillar, one of the nation’s largest manufacturers. In the past, a typical worker received a package that averaged about $25 an hour in pay; with benefits included the package was valued at $40 an hour. Under the new contract, new employees would receive $12 an hour and an additional $9 per hour in benefits. Explaining this shift, a group president at the firm commented that, “There is a balance that must be struck between being competitive and being middle class” (Uchitelle 2006)." As one worker watching the London plant for suspicious activity told Digital Journal Thursday, "If they [EMD-Progress-Caterpillar] pull off what they are trying here, every worker in Canada is threatened." There is another interesting twist to this all-too-common story of banishing the middle class to the bottom, and that's the fact that Caterpillar is a Johnny-Come-Lately to the London locomotive scene. Electro-Motive Diesel (EMD) was purchased from General Motors in 2005 by the Greenbriar Equity Group LLC and Berkshire Partners LLC for an undisclosed sum, but rumours pegged the selling price at $200 million. Five years after EMD was spun off from GM, EMD had increased investment in R&D, upgraded its factory equipment, doubled revenues, increased exports, and grown its workforce and supplier base. It was at this point that Progress Rail, a wholly-owned subsidiary of Caterpillar Inc., joined the game, acquiring EMD in 2010 for $820 million in cash, plus a net working capital adjustment estimated at approximately $108 million. The two private equity investment firms sold EMD for a tidy profi t. With Progress Rail at the helm, EMD has added three additional locomotive assembly plants to the mix: the one in Muncie, Indiana, plus one in Sete Lagoas, Minas Gerais, Brazil, and another in Sahagun, Mexico. Make no mistake: This is one successful, global company. The plant in Mexico is not a new facility but one operated by a Progress Rail global strategic partner, Bombardier Transportation. William (Billy) Ainsworth, President and CEO, Progress Rail Services, said he was very pleased with the work performed by the entire Bombardier team at the Ciudad Sahagun plant. Nid: 515 Post date: 12/22/2011 - 16:53 Title: Merry Christmas and a Safe and Happy New Year Teaser: From The staff of Beerworkers.org, we would like to wish you all a Merry Christmas and a safe and prosperous New Year Type: Blog entry Body: From The staff of Beerworkers.org, we would like to wish you all a Merry Christmas and a safe and prosperous New Year Nid: 514 Post date: 12/21/2011 - 19:01 Title: Problems at Ingwebu Breweries Zimbabwe Teaser: JUDGING by drinking habits of residents of the city of Kings and Queens, one would conclude with confidence without thinking twice that those that brew the holy waters have been thanked with a fat thirteenth cheque for a job well done: then think again, because you are certainly wrong! An acrimonious wrangle has erupted between the Bulawayo Municipal Commercial Undertaking (BMCU) which trades as Ingwebu Breweries workers and their employees over not only payment of their bonuses but meagre salaries they get every month, we reveal today. Type: Blog entry Body: JUDGING by drinking habits of residents of the city of Kings and Queens, one would conclude with confidence without thinking twice that those that brew the holy waters have been thanked with a fat thirteenth cheque for a job well done: then think again, because you are certainly wrong! An acrimonious wrangle has erupted between the Bulawayo Municipal Commercial Undertaking (BMCU) which trades as Ingwebu Breweries workers and their employees over not only payment of their bonuses but meagre salaries they get every month, we reveal today. Our investigations, whose findings have been confirmed by the municipality's top management, have revealed that some workers at Ingwebu Breweries, especially technicians earn a third of what their counterparts at the BCC earn despite being on the same grade. Further, Ingwebu workers have not been given their bonuses despite the fact that their business concern is one of the council's cash cows. The troubled company has also opened the door for workers who want out of it and offered exit packages. We have it on good authority that some of those that accepted the early retirement got their "hand shakes" on Thursday from a local bank. Ingwebu Breweries are producers of Indlovu Calabash and Shake-Shake, which affordable and popular. Recently workers at Ingwebu Breweries were shocked by a notice, which this paper has at hand, plastered at their work stations reading thus in full: "The organisation continued to operate under unprecedentedly difficult conditions throughout the year (2011). "As a result, some 14 beer outlets had to be franchised and the other 13 outlets reverting to the Bulawayo City Council. "Because of this unpleasing organisational performance, there will be no bonus this year (2011)," reads the notice in full which is signed by Mr Themba Khumalo the Human Resources Manager. The workers, who all requested anonymity for fear of internal reprisals, say they are not happy with the way management has handled the whole issue as they were never briefed on the latest sad development. They also argue that it was unfair for their bosses to continue paying them a third of their colleagues, some unqualified, at the BCC earn. "We cannot run a company as big as Ingwebu Breweries via the notice board. When it is matters that concern increasing production they call us for marathon meetings and when it is time to pay us they put notices at boards and just vanish," said a worker. Another added: "I know a colleague of mine who is a technician at BCC, they spend even a week without doing a thing and we work 24 hours. The guy earns between US$1200-US$1400, I earn between US$350 –US$400, but I do more work. "This is unlawful, unfair and is tantamount to slave-driving. Management seems to be happy with the way things are going, maybe they have their bonus, who knows," he said rhetorically. Efforts to get a comment from Mr Khumalo were fruitless, however contacted for comment on the matter Bulawayo Major, Councillor Thaba Moyo said: "I will not be able to answer your questions. Talk to Dumisani Sibanda (the Board Chairman) he can give you all the details but you know the situation is not ok at BCC this time," he said. In an interview on Thursday, Mr Sibanda said: "This is not news. When we have the news we will tell you next year. Those people that are complaining must know that Ingwebu has not been doing well since dollarization and we have not paid bonuses since then. "We have been avoiding discretionary costs. We saw that it was not a prudent business decision to pay out bonus when we are not making enough money, this is business and we don't use goodwill to run it," he said. Mr Sibanda added that it was not that the company does not want to pay bonuses or good salaries but that the economic operational environment was not enabling such kind gestures. "It is not that we don't want to pay our workers good wages and bonuses, no, it is because we are operating on a shoe-string budget and we cannot afford such discretionary costs," he said. He could however not be drawn to comment on the salary discrepancies between Ingwebu Breweries technicians and BCC technicians. All has not been rosy at the BCC recently workers went on strike demanding salaries and bonuses for the month of November. The strike came hard upon the council's failure to pay for its electricity and to satisfactorily deliver essential services. Thus, the BMCU called potential businesspeople interested in running its outlets dotted around the city's high density suburbs to run business for it in the said concerns under a franchise scheme. The local authority said bidders should be Bulawayo residents with not less than 10 years as council ratepayers and be able to support the initial investment start-up capital of not less than $15 000. Targeted outlets included Nketa 8 Beer Garden, Hlanganani Bar Lounge, Mahadebe Beer Garden, Matshobana Beer Garden, Nkulumane Beer Garden, Phekiwe Beer Garden, Pumulani Beer Garden, Mandlovu Beer Garden, Khongo Beer Garden, Totobisa Beer Garden, Masilela Beer Garden, Sidudla Beer Garden, Woodville Tavern and Mondela Beer Garden. Bulawayo residents, civic society and political activists have cried foul about the BCC‘s glaring failures arguing that it shows how "useless" the opposition dominated council has been to the city. The council is made up of councilors from the Movement for Democratic Change formation led by Prime Minister Mr Morgan Tsvangirai. The Minister Local Government, Public Works and Urban Development Cde Ignatius Chombo has said councils from refrain from imbedding themselves in politics and focus on service delivery. Nid: 513 Post date: 12/21/2011 - 18:47 Title: Heineken In the UK is being investigated for pension complaints Teaser: Trade union Unite said today (21 December) that it welcomes the investigation, which has emerged from a complaint against Heineken by a group of pensioners who worked for Scottish & Newcastle (S&N). Heineken bought S&N's UK business in 2008 and the dispute centres on commitments allegedly given by the brewer on increases to staff pension plans. Type: Blog entry Body: Trade union Unite said today (21 December) that it welcomes the investigation, which has emerged from a complaint against Heineken by a group of pensioners who worked for Scottish & Newcastle (S&N). Heineken bought S&N's UK business in 2008 and the dispute centres on commitments allegedly given by the brewer on increases to staff pension plans. Heineken, which said that the Ombudsman has already been weighing the merits of the case for several months, said today that it will continue to defend itself. A spokesperson for the brewer said: "Over the last few months, we have fully cooperated with the Ombudsman's office and provided detailed answers to any questions that have been put to us on the issue of discretionary increases." He added: "Our position remains as it has always been, that where pensions are subject to discretionary increases, a decision on the level of such increases will be made on an annual basis and in light of prevailing circumstances. In November 2011, we announced a 2.5% discretionary increase for pensions which are subject to this provision. "Overall, we have acted responsibly and in the best interests of all our pension stakeholders." Unite accused the brewer of failing to honour its agreements to tens of thousands of pensioners. Nid: 512 Post date: 12/20/2011 - 10:22 Title: Industrial Dispute at Grenada Breweries Ltd. and call for solidarity Teaser: Workers of the Grenada Breweries Ltd (a company owned by ANSA McAL) and their Union, the Grenada Technical & Allied Workers' Union are currently involved in a just struggle for better conditions of employment. The Union is of the view that the company has for some time now degraded industrial relations. The Company has consciously refused to corporate with the Union in activities geared at promoting the welfare of the members; it has also founded reasons not to give time off to attend union activities and has done so consistently over the last 5 years. The latest example of the company's attitude towards the union is its refusal to allow a Health Clinic for its workers to take place at its location. This year's Occupational Health and Safety (OHS) week focused on cardiovascular diseases and cancers. Type: Blog entry Body: Workers of the Grenada Breweries Ltd (a company owned by ANSA McAL) and their Union, the Grenada Technical & Allied Workers' Union are currently involved in a just struggle for better conditions of employment. The Union is of the view that the company has for some time now degraded industrial relations. The Company has consciously refused to corporate with the Union in activities geared at promoting the welfare of the members; it has also founded reasons not to give time off to attend union activities and has done so consistently over the last 5 years. The latest example of the company's attitude towards the union is its refusal to allow a Health Clinic for its workers to take place at its location. This year's Occupational Health and Safety (OHS) week focused on cardiovascular diseases and cancers. The Grenada Breweries is the only company which prevented its workers from benefitting from this programme. In fact, several companies which were not part of the schedule were calling the Union for inclusion in the programme. Many companies contributed financially and praised the union for this initiative. This year's OHS week was able to discover 8 cases of pre-cancerous growth in women and over half a dozen cases of advanced cardiovascular disease. The company refused to allow the union to conduct a clinic amongst its employees nothing could be more insensitive and lacking in compassion. It is no wonder that workers are angered and are in no mood to suffer the slow agonising pace in which the company is attending to the negotiation. Understanding the frustration of the workers, Grenada Technical & Allied Workers Union is formally calling upon its entire sister Unions in Grenada, regionally and internationally to issue statement of solidarity in support of their members in this struggle at the Grenada Breweries Ltd. Please send your solidarity letters to tawu@gtawu.org, the general correspondence of the union. Nid: 511 Post date: 12/15/2011 - 00:09 Title: Two Quebec Canada workers suffer serious burns at Molson brewery Teaser: December 13, 2011 Two Quebec workers remain in hospital one week after suffering severe burn injuries after coming into contact with a cleaning solution at a brewery in Montreal. On November 29, just before midnight, the two Molson Coors operations employees came into contact with "an extremely hot cleaning solution" used industry-wide to wash and sterilize beer bottles, says Molson Coors Canada spokeswoman Marie-Hélène Lagacé. The burn injuries were caused by a "combination of the solution itself and the temperatures that it was at," Lagacé says, and the workers remained in hospital as of December 8. Type: Blog entry Body: December 13, 2011 Two Quebec workers remain in hospital one week after suffering severe burn injuries after coming into contact with a cleaning solution at a brewery in Montreal. On November 29, just before midnight, the two Molson Coors operations employees came into contact with "an extremely hot cleaning solution" used industry-wide to wash and sterilize beer bottles, says Molson Coors Canada spokeswoman Marie-Hélène Lagacé. The burn injuries were caused by a "combination of the solution itself and the temperatures that it was at," Lagacé says, and the workers remained in hospital as of December 8. Jacques Nadeau, a spokesman for Quebec's workplace safety board, the Commission de la santé et de la sécurité du travail (CSST), says that the workers - experienced and long-time Molson Coors employees in their 50s - were washing recyclable bottles when they opened a panel on the bottle-washing machine and were splashed with the solution. The company and the union representing the workers, Teamsters Canada, disagree with the CSST regarding the contents of the solution. While Molson Coors says that "the solution itself is not acid, it was misreported originally," and the union calls it a "cleaning solution at high temperature," Nadeau says most of the solution consists of a corrosive acid. "Our specialists wrote in their preliminary report that there was caustic acid in there," he says. Nadeau says that the CSST still has to interview the injured workers and will further investigate the company's operations involving the bottle-washing machine, "which is used all the time...without stopping." A stop-work order was issued for the machine, Nadeau says, adding that a preliminary examination of the machine found it was not malfunctioning. Lagacé says that the company is conducting an internal investigation into the incident to parallel those of the CSST and Teamsters Canada. Safety measures at the company are also being reviewed, she says. Stéphane Lacroix, director of communications with Teamsters Canada, says that the union has been representing approximately 800 workers at the brewery for more than 20 years. Gilles Lafortune, a union representative with Local 1999 of Teamster Québec, adds that the union cannot comment on the case while the investigation continues. Nid: 510 Post date: 12/14/2011 - 16:07 Title: Carlsberg gets Asahi deal Teaser: The right to locally manufacture, sell and distribute Asahi Super Dry beer has been awarded to Carlsberg Brewery Malaysia Bhd. Laying claim to be the number one Japanese beer worldwide, Asahi Super Dry draught – an extension to the existing bottle and can packaging – will be brewed locally at the Carlsberg Malaysia brewery in Shah Alam. Type: Blog entry Body: The right to locally manufacture, sell and distribute Asahi Super Dry beer has been awarded to Carlsberg Brewery Malaysia Bhd. Laying claim to be the number one Japanese beer worldwide, Asahi Super Dry draught – an extension to the existing bottle and can packaging – will be brewed locally at the Carlsberg Malaysia brewery in Shah Alam. Asahi Super Dry is brewed in the Karakuchi style to give a clean, crisp and refreshing taste with no bitterness. The beer will be available at selected trendy bars, concept restaurants and high-end eateries nationwide. Asahi Group Holdings Ltd director corporate affairs Toshido Kodato said: “Carlsberg Malaysia is the second brewery in the Carlsberg Group Worldwide after Baltika Breweries (Carlsberg Russia) that was awarded the rights to manufacture this high quality beer.” Asahi Super Dry will add to their line of premium beers which now include Kronenbourg 1664, Erdinger, Hoegaarden and Budweiser among others. Nid: 509 Post date: 12/12/2011 - 15:46 Title: SABMiller entrusts Foster's Group to Ari Mervis Teaser: SABMiller has said that it will extend the responsibilities of Ari Mervis, its current MD for Asia, to include Foster's Group. Mervis will become MD of SABMiller Asia-Pacific and will also be CEO of Foster's, from 16 December. Based in Melbourne, he will oversee SABMiller's integration of the Foster's business, which it acquired at the end of November. Type: Blog entry Body: SABMiller has said that it will extend the responsibilities of Ari Mervis, its current MD for Asia, to include Foster's Group. Mervis will become MD of SABMiller Asia-Pacific and will also be CEO of Foster's, from 16 December. Based in Melbourne, he will oversee SABMiller's integration of the Foster's business, which it acquired at the end of November. Meanwhile, the Peroni Nastro Azzurro brewer said that it will appoint a new MD for Asia specifically, who will report to Mervis. The MD for Asia will have a particular focus on India and Vietnam and will be based in Hong Kong, where SABMiller's Asia regional office will continue to be situated. The current CEO of Foster's, John Pollaers, will leave the company, but will advise Mervis for the first few months of 2012, SABMiller said. Pollaers has only held the role since May, when Foster's split from its wine business, Treasury Wine Estates. Nid: 508 Post date: 12/12/2011 - 13:56 Title: Nazir Hussain Shah, the President of the Muree Brewery Workers’ Union and President of NFFBTW (seated third from right) at the NFFBTW National Conference “Fighting Precarious Employment” in December 2010. Teaser: Nazir Hussain Shah, the President of the Muree Brewery Workers’ Union and President of NFFBTW (seated third from right) at the NFFBTW National Conference “Fighting Precarious Employment” in December 2010. Type: Image Body: Nazir Hussain Shah, the President of the Muree Brewery Workers’ Union and President of NFFBTW (seated third from right) at the NFFBTW National Conference “Fighting Precarious Employment” in December 2010. Nid: 507 Post date: 12/12/2011 - 13:55 Title: Nazir Hussain Shah with IUF General Secretary Ron Oswald at the 12th IUF Asia/Pacific Regional Conference in Bali in October 2011 where a resolution was adopted calling on all affiliates in the region to fight to roll back casualizatio Teaser: Nazir Hussain Shah with IUF General Secretary Ron Oswald at the 12th IUF Asia/Pacific Regional Conference in Bali in October 2011 where a resolution was adopted calling on all affiliates in the region to fight to roll back casualization Type: Image Body: Nazir Hussain Shah with IUF General Secretary Ron Oswald at the 12th IUF Asia/Pacific Regional Conference in Bali in October 2011 where a resolution was adopted calling on all affiliates in the region to fight to roll back casualization Nid: 506 Post date: 12/12/2011 - 13:51 Title: Brewery workers in Pakistan roll back casualization Teaser: On November 25, 2011, the Muree Brewery Workers’ Union in Islamabad, Pakistan, signed a collective agreement that brought significant increases in wages and new benefits to its members, as well as permanent jobs for 26 casual workers Type: Blog entry Body: On November 25, 2011, the Muree Brewery Workers’ Union in Islamabad, Pakistan, signed a collective agreement that brought significant increases in wages and new benefits to its members, as well as permanent jobs for 26 casual workers . The Muree Brewery Workers’ Union, a member of the IUF-affiliated National Federation of Food, Beverages and Tobacco Workers (NFFBTW), is committed to rolling back casualization and under the previous collective agreement 12 casual workers employed for more than six years were made permanent. Now another 26 casual workers will be made permanent and enjoy the protection and benefits of the collective agreement, as well as becoming members of the union. Nazir Hussain Shah, the President of the Muree Brewery Workers’ Union and President of NFFBTW, declared that the union will include the conversion of casual jobs to permanent jobs in all its collective bargaining as part of the IUF’s global fight against precarious employment. Nid: 505 Post date: 12/09/2011 - 06:15 Title: New collective labour agreement at AB InBev Teaser: Thu 08/12/2011 - 12:58 Management and the trade unions at the Leuven (Flemish Brabant) – based drinks company AB InBev have reached agreement on a new collective labour agreement for the company’s blue collar workers. The agreement came after a marathon round of talks. On Wednesday, workers at almost all AB In Bev sites downed tools because the talks had broken down. They resumed work today. The main bone of contention was the union’s demand for salary guaranties over the coming year and for guarantees around job security. The unions have now been given such guarantees. Type: Blog entry Body: Thu 08/12/2011 - 12:58 Management and the trade unions at the Leuven (Flemish Brabant) – based drinks company AB InBev have reached agreement on a new collective labour agreement for the company’s blue collar workers. The agreement came after a marathon round of talks. On Wednesday, workers at almost all AB In Bev sites downed tools because the talks had broken down. They resumed work today. The main bone of contention was the union’s demand for salary guaranties over the coming year and for guarantees around job security. The unions have now been given such guarantees. "The agreement now covers the period up until 2014. Blue-collar workers that lose their jobs for economic reasons in 2012 will be given 36 months’ wages. Those that fall foul of restructuring in 2013 will be given severance pay equivalent to 24 months’ wages, while anyone made redundant in 2014 will be given 18 months’ wages”, Kris Croonenborghs of the socialist trade union told the VRT. Kris Van Autgaerden of the Christian trades union believes that the agreement will make AB Inbev think twice before restructuring. It was also agreed that blue and white collar staff will be treated the same if the company decides to restructure in the future. "A strong agreement with a number of useful advantages” Management is also pleased with the accord. In a statement AB InBev said that “The management believes that workers at AB InBev can fall back on a strong accord with a number of useful extra advantages. Management adds that wages at AB InBev will rise by 7% during the period 2011-2012. Nid: 504 Post date: 12/07/2011 - 16:52 Title: AB-InBev workers Protest Negotiations Dec 7 2011 Teaser: AB-InBev workers Protest Negotiations Dec 7 2011 Type: Image Body: AB-InBev workers Protest Negotiations Dec 7 2011 Nid: 503 Post date: 12/07/2011 - 16:28 Title: AB-InBev Workers in Belgium to Strike Teaser: Anheuser-Busch InBev workers at production and distribution sites in Belgium will strike this morning to protest the failure of negotiations for a new labor agreement for the coming two years, Belga newswire reported, citing a union official. The point of contention is a union demand for a guaranteed income for the next two years to accompany a work-assurance guarantee, which the management is prepared to give for the period. Type: Blog entry Body: Anheuser-Busch InBev workers at production and distribution sites in Belgium will strike this morning to protest the failure of negotiations for a new labor agreement for the coming two years, Belga newswire reported, citing a union official. The point of contention is a union demand for a guaranteed income for the next two years to accompany a work-assurance guarantee, which the management is prepared to give for the period. Nid: 502 Post date: 12/06/2011 - 15:59 Title: HEINEKEN to leverage global scale by consolidating media buying for its brands Teaser: Amsterdam – 30 November – HEINEKEN announced today that it is to consolidate media planning and buying for its brands worldwide into one media agency. Two agencies, Publicis‟ Starcom MediaVest and WPP‟s MindShare, have been shortlisted. The selected agency will be tasked with maximizing the effectiveness of the company‟s world-class brand building and fully utilizing the company‟s increased buying power. HEINEKEN plans to have the new agency in place by the middle of 2012. Type: Blog entry Body: Amsterdam – 30 November – HEINEKEN announced today that it is to consolidate media planning and buying for its brands worldwide into one media agency. Two agencies, Publicis‟ Starcom MediaVest and WPP‟s MindShare, have been shortlisted. The selected agency will be tasked with maximizing the effectiveness of the company‟s world-class brand building and fully utilizing the company‟s increased buying power. HEINEKEN plans to have the new agency in place by the middle of 2012. HEINEKEN already works with both agencies in the majority of its regions. Both have the capability to provide a global service and have the scale to give HEINEKEN the improved performance the company is looking for in all its brands. The chosen agency, in first instance, will focus on HEINEKEN‟s top fifteen markets (1), which represent 85% of the company‟s media spend. Alexis Nasard, Chief Commercial Officer at HEINEKEN said: “HEINEKEN is the world‟s most international brewer. We have the opportunity to leverage the benefits of our global scale to achieve efficiencies and quality improvements in our media buying.” He added: “The ultimate goal is to improve our media performance through better strategy, planning and execution, while maintaining the absolute requirement for stand-out brand communication in all channels we choose to focus and operate in.‟‟ The move to globalize media buying is in line with a number of other initiatives across several aspects of the company‟s business designed to leverage its global scale, including the appointment of a global advertising agency for the Heineken brand and the creation of the Global Business Services organization. -END- Note to editors: (1) HEINEKEN „s Top 15 markets: USA, Spain, UK, Russia, Italy, Poland, Mexico, France, Netherlands, Portugal, Ireland, Romania, Brazil, Finland and Nigeria. About Heineken HEINEKEN is one of the world‟s great brewers and is committed to growth and remaining independent. The brand that bears the founder‟s family name - Heineken - is available in almost every country on the globe and is the world‟s most valuable international premium beer brand. The Company‟s aim is to be a leading brewer in each of the markets in which it operates and to have the world‟s most valuable brand portfolio. The Company operates 140 breweries in more than 70 countries and sold 205 million hectolitres of beer on a 2010 pro-forma basis. Heineken is Europe‟s largest brewer and the world‟s third largest by volume. Heineken is committed to the responsible marketing and consumption of its more than 200 international premium, regional, local and specialty beers and ciders. These include Amstel, Birra Moretti, Cruzcampo, Dos Equis, Foster‟s, Kingfisher, Newcastle Brown Ale, Ochota, Primus, Sagres, Sol, Star, Strongbow, Tecate, Tiger and Zywiec. On a 2010 pro-forma basis, including FEMSA Cerveza, revenue totalled €17 billion and EBIT (beia) was €2.7 billion. The average number of people employed is more than 70,000. Heineken N.V. and Heineken Holding N.V. shares are listed on the Amsterdam stock exchange. Prices for the ordinary shares may be accessed on Bloomberg under the symbols HEIA NA and HEIO NA and on the Reuter Equities 2000 Service under HEIN.AS and HEIO.AS. Most recent information is available on Heineken's website: www.theHEINEKENcompany.com. Press enquiries: Marnie Kontovraki Heineken International Tel: + 31 (0) 20 52 39 355 Email: Marnie.Kontovraki@heineken.com Nid: 501 Post date: 12/06/2011 - 15:50 Title: HEINEKEN announces new Regional President Central and Eastern Europe Teaser: Amsterdam – 29 November 2011 – HEINEKEN N.V. today announced that Nico Nusmeier, Regional President HEINEKEN Central and Eastern Europe, has decided to leave HEINEKEN. Effective January 1, 2012 he will be succeeded by Jan Derck van Karnebeek, currently Managing Director, Romania. In his new role, Jan Derck will be based in Vienna as a member of HEINEKEN’s Executive Committee, reporting to Jean-François van Boxmeer, Chairman of the Executive Board/CEO. Type: Blog entry Body: Amsterdam – 29 November 2011 – HEINEKEN N.V. today announced that Nico Nusmeier, Regional President HEINEKEN Central and Eastern Europe, has decided to leave HEINEKEN. Effective January 1, 2012 he will be succeeded by Jan Derck van Karnebeek, currently Managing Director, Romania. In his new role, Jan Derck will be based in Vienna as a member of HEINEKEN’s Executive Committee, reporting to Jean-François van Boxmeer, Chairman of the Executive Board/CEO. Commenting on the changes, Jean-François van Boxmeer said: "Throughout his long successful career with HEINEKEN, Nico has always been a strong, professional colleague, making a significant contribution and positive difference to our business. Under his leadership as Regional President, Central and Eastern Europe has grown considerably through organic growth, M&A and innovations, transforming the region into an important platform for future growth. Nico leaves with our thanks for his contribution to the success of our company.” "We are fortunate to have someone as talented and experienced as Jan Derck to take over from Nico. Throughout his career, Jan Derck has consistently demonstrated the ability to lead teams and generate growth. His business understanding and his leadership capabilities will be important assets as he builds regional growth in the coming years." Press enquiries: Investors and analyst enquiries: John-Paul Schuirink George Toulantas Financial Communications Manager Director of Investor Relations Tel: +31 20 5239 355 Tel: +31 20 5239 590 E-mail: john-paul.schuirink@heineken.com E-mail: investors@heineken.com Note to editor: Jan Derck van Karnebeek - Career Highlights 2009-2011 HEINEKEN ROMANIA S.A. Managing Director  Moved company from # 2 to market leadership position 2006-2009 HEINEKEN/CCHBC, Bulgaria General Manager  Moved company from # 2 to market leadership position 2001-2005 HEINEKEN, The Netherlands General Manager Heineken Beer Systems B.V.  Finished development and launched BeerTender  Finished development and launched DraughtKeg  Doubled sales yearly for the last 3 years 1999-2000 HEINEKEN, Slovak Republic Commercial Director 1997-1999 HEINEKEN, People’s Republic of China Marketing Manager 1993-1997 HEINEKEN, The Netherlands Brand Manager 1991-1992 HEINEKEN, The Netherlands Management Trainee Education 1992-1993 INSEAD, Fontainebleau, France Master’s degree in Business Administration (MBA) 1985-1991 UNIVERSITY OF UTRECHT, The Netherlands Master’s degree in Law Editorial information: HEINEKEN is one of the world’s great brewers and is committed to growth and remaining independent. The brand that bears the founder’s family name – Heineken – is available in almost every country on the globe and is the world’s most valuable international premium beer brand. The Company’s aim is to be a leading brewer in each of the markets in which it operates and to have the world’s most valuable brand portfolio. The Company operates 140 breweries in more than 70 countries and sold 205 million hectolitres of beer on a 2010 pro-forma basis. HEINEKEN is Europe’s largest brewer and the world’s third largest by volume. HEINEKEN is committed to the responsible marketing and consumption of its more than 200 international premium, regional, local and specialty beers and ciders. These include Heineken, Amstel, Birra Moretti, Cruzcampo, Dos Equis, Foster’s, Kingfisher, Newcastle Brown Ale, Ochota, Primus, Sagres, Sol, Star, Strongbow, Tecate, Tiger and Zywiec. On a 2010 pro-forma basis, including FEMSA Cerveza, revenue totalled €17 billion and EBIT (beia) was €2.7 billion. The average number of people employed is more than 70,000. HEINEKEN N.V. and HEINEKEN Holding N.V. shares are listed on the Amsterdam stock exchange. Prices for the ordinary shares may be accessed on Bloomberg under the symbols HEIA NA and HEIO NA and on the Reuter Equities 2000 Service under HEIN.AS and HEIO.AS. Most recent information is available on HEINEKEN's website: www.theHEINEKENcompany.com Nid: 500 Post date: 12/01/2011 - 14:56 Title: Carlsberg to cut 150 jobs Teaser: - Danish brewer Carlsberg said it was cutting up to 150 jobs to help cope with difficult and uncertain market conditions in European markets where it earns as much as half its profit. "We are preparing for challenging market conditions in the coming years in Europe," said Chief Executive Jorgen Buhl Rasmussen in the statement. Type: Blog entry Body: - Danish brewer Carlsberg said it was cutting up to 150 jobs to help cope with difficult and uncertain market conditions in European markets where it earns as much as half its profit. "We are preparing for challenging market conditions in the coming years in Europe," said Chief Executive Jorgen Buhl Rasmussen in the statement. "Although the outlook is uncertain, we maintain our long term ambition for profitable growth," Rasmussen said in the statement. Two weeks ago, Rasmussen told Reuters the group was preparing for the worst conceivable business conditions next year and looking for ways to control costs as the euro zone crisis threatens to escalate. Brewers' profits have been battered by the crisis in Greece and Iberia and analysts worry Italy and France might be next, while, outside the euro zone, Britain's beer market may suffer from national austerity measures aimed at cutting debt. Rival Heineken has said the group has cut costs by over one billion euros since 2006, and that it will continue these cost cuts with the launch of its new Total Cost Management (TCM2) programme in 2012. Carlsberg said it would cut 95 jobs in Denmark, Poland and Switzerland. The brewer said it would transfer 25 employees from Carlsberg IT to a business standardisation project and establish an integrated supply organisation for Europe, which will incorporate the group procurement, supply chain and logistics functions. The organisation would be located in Switzerland and be in place by the end of 2012, Carlsberg said in the statement. "2011 has generally been a challenging year for Carlsberg, not least in Russia, and when you look at the Western world, in the next two years, we believe it will be challenging for another two years," Rasmussen told TV2 News. "Therefore, we have to make adjustments now. We cannot wait," Rasmussen said. "By focusing and prioritising our activities, we have a solid foundation for future growth, when market conditions return to normal again," Rasmussen said in the statement. Nid: 499 Post date: 12/01/2011 - 14:51 Title: General meeting of the union NGG urges securing employment with Beck's Teaser: "The General Assembly of the trade union NGG called on the management of ABInbev Germany to negotiate the planned relocation of U.S. business in the U.S. with the works council and trade union NGG a backup of the jobs," said the unanimous request of the NGG members to management. Type: Blog entry Body: "The General Assembly of the trade union NGG called on the management of ABInbev Germany to negotiate the planned relocation of U.S. business in the U.S. with the works council and trade union NGG a backup of the jobs," said the unanimous request of the NGG members to management. The most recent shocking news from the ABINbev management, the filling of Beck's (and later of "St. Pauli Girl") to relocate a U.S. brewery was the first subject well attended general meeting of the union NGG yesterday Saturday. None of the employees trust the management's statement that "no jobs in Germany will be affected" by this measure . Especially since this statement was the management with the word "currently" provided. Dieter Nickel, director of trade union NGG in Bremen, relies on the solidarity of the workers: "This employee has in recent years have shown repeatedly that she is willing and able to enforce their legitimate interests, whether in the social collective agreement or the last pay round. We do not rely on general statements of management experience, whose shelf life is very short. We want to have the job security in writing. The Plant this is moving to is in Baldwinsville New york. USA Nid: 498 Post date: 11/27/2011 - 15:32 Title: Magor Brewery Employees for Environmental Stewardship Teaser: AB InBev’s Magor brewery in Wales recently captured the attention of His Royal Highness The Prince of Wales, who recognized the 400 employees for their environmental stewardship. “We’re committed to investing in energy reduction programmes, but an equally important component of these results is the enthusiasm of our colleagues here at Magor, who have really embraced the energy reduction initiative,” says David Marshall, brewery manager, Magor Type: Blog entry Body: AB InBev’s Magor brewery in Wales recently captured the attention of His Royal Highness The Prince of Wales, who recognized the 400 employees for their environmental stewardship. “We’re committed to investing in energy reduction programmes, but an equally important component of these results is the enthusiasm of our colleagues here at Magor, who have really embraced the energy reduction initiative,” says David Marshall, brewery manager, Magor . As part of AB InBev’s dream to be the Best Beer Company in a Better World, Magor brewery has adopted an ambitious energy reduction program. In the past three years, the brewery has invested over £3.5 million in new technology. This has allowed the brewery to cut CO2 emissions by 9.6 per cent in 2011 and water consumption by 10 per cent in 2011. Improvements continue to be made and so far this year Magor brewery has saved almost 3.9 million hectoliters of water – enough to fill 154 Olympic size swimming pools. At the Magor brewery, the 20 Energy Guardians, all volunteers who have made hundreds of water, electricity and gas-saving suggestions, have taken a real leadership role in driving change. They got the chance to meet with the Prince of Wales in their Brewhouse. His Royal Highness saw firsthand how energy reduction methods have been implemented on the brewery’s bottle lines and met with groups of family members who work at the site. He presented Cathy Tomlinson, one of the brewery’s Energy Guardians, with a special award in recognition of her work to reduce energy consumption. Before he completed his visit, His Royal Highness was invited to taste some freshly-poured Stella Artois to personally experience the great work AB InBev employees do onsite. “We were honoured to have His Royal Highness visit us,” said Marshall. “Our employees make an invaluable contribution to the business through their hard work and commitment. It was great to be able to showcase our brewery and its staff to The Prince of Wales and tell him more about the steps we’ve taken to reduce our environmental impact”. Magor brewery bottles and packages some of the world’s leading beer brands including Stella Artois, Budweiser and Beck’s. The brewery produces about two million bottles, 1.8 million cans and 13,000 kegs of beer daily. Nid: 497 Post date: 11/18/2011 - 22:51 Title: EU Brewers about to take it out on workers again Teaser: Europe’s biggest brewers may be forced to cut jobs and close breweries to cope with the escalating euro zone crisis and Danish brewer Carlsberg is already preparing for the worst. The downturn in 2008 heralded a three-year cost-cutting exercise at Amsterdam-based Heineken and a number of brewery closures at Carlsberg. Analysts say another round of bloodletting is on the cards Type: Blog entry Body: Europe’s biggest brewers may be forced to cut jobs and close breweries to cope with the escalating euro zone crisis and Danish brewer Carlsberg is already preparing for the worst. The downturn in 2008 heralded a three-year cost-cutting exercise at Amsterdam-based Heineken and a number of brewery closures at Carlsberg. Analysts say another round of bloodletting is on the cards . Both brewers are threatened by the euro zone crisis -- Heineken earns 35 per cent of its profit from western Europe and Carlsberg as much as half, with the Dutch brewer more exposed to euro zone economies on the critical list. Brewers’ profits have already been battered by the crisis in Greece and Iberia and analysts worry Italy and France might be next, while, outside the euro zone, Britain’s beer market may suffer from national austerity measures aimed at cutting debt. Germany is western Europe’s biggest beer market in a $29-billion (U.S.) industry with around one third of the volume, followed by Britain, Spain, France, Italy and then the smaller markets of the Netherlands, Belgium and Denmark. Heineken is coming to the end of its cost-cutting program, and analysts have said the next round, to be outlined in February, may have to go deeper, while Copenhagen-based Carlsberg has said it will look at overall costs. Chief executive Jorgen Buhl Rasmussen told Reuters this week Carlsberg was preparing for the worst conceivable situation and looking back to its experience in 2008. It was important to act fast and ahead of the field, he said. “For that reason, we are right now looking at our entire cost base to see if all activities are necessary and if any could perhaps be postponed for a period of time,” he said. Analysts said brewery closure will be more difficult after a number of recent shutdowns -- Carlsberg is operating in a number of countries with just one brewery. But, if trading is hit by the euro zone crisis, brewers may have no option. “If the top line looks a bit gloomy and pricing in Europe is not fantastic, you need to adjust the cost base,” Bernstein Research analyst Jean-Marc Chow said. In 2008, Carlsberg decided to focus its Danish and Italian businesses on just one brewery each, with the closure of Valby and Ceccano. It also decided to close its Loule brewery in Portugal and Tetley brewery in Leeds, northern England. Heineken’s three-year 2009-11 Total Cost Management cut €435-million ($588-million U.S.) off costs in the first two years, with just over half the cuts in western Europe, and was still cutting costs this year. Last year, Heineken closed two breweries in England, at Dunston in the northeast and Reading in the south, following its 2008 takeover of Britain’s biggest brewer Scottish & Newcastle in a year when the beer market fell 4 per cent. A Heineken spokesman said his group is very focused on productivity and cost savings and has cut costs by over €1-billion since 2006, and it will continue these cost cuts with the launch of its new TCM2 program in 2012. Heineken and Carlsberg, ranked No. 3 and No. 4 in the world, are more exposed to western Europe than the world’s two biggest brewers -- Anheuser Busch InBev and SABMiller, which earn just 8 per cent and 2 per cent, respectively, there. Carlsberg, which also brews Baltika, Kronenbourg and Tuborg, is the No. 1 brewer in France and No. 4 in Italy but makes most of its regional profit further north in Scandinavia, Germany and Britain. Heineken, which also brews Amstel, Birra Moretti and Cruzcampo, is the most exposed of the big brewers to the euro zone crisis being No. 1 in Greece, Italy and Portugal and No. 2 in France, Ireland and Spain. Societe Generale analyst Andrew Holland said brewers were finding it very difficult to increase beer volumes and push prices higher in Greece and Ireland, and the tough trading conditions could easily spread. “The Italian market could be the next to suffer a consumer downturn. Austerity has yet to bite. From the experience of Greece, people stop spending a bit after the announcement of measures and then you get a second downturn when they actually find they have less money.” Nid: 496 Post date: 11/14/2011 - 00:14 Title: Stella started being brewed in 1926 Teaser: Despite the nearly 700 years Den Horen’s Brewery has been in existence, it wasn’t until 1926 that the history of Stella Artois itself began. The drink was originally promoted as a seasonal beer (for the Christmas months), but after finding tremendous success in the Canadian market, it quickly became a year-round favorite. This began a successful and profitable expansion of the Stella Artois brand into new markets around the world. By the '30s, the unique lager was popular throughout Europe, Canada, and the US. Type: Forum topic Body: Despite the nearly 700 years Den Horen’s Brewery has been in existence, it wasn’t until 1926 that the history of Stella Artois itself began. The drink was originally promoted as a seasonal beer (for the Christmas months), but after finding tremendous success in the Canadian market, it quickly became a year-round favorite. This began a successful and profitable expansion of the Stella Artois brand into new markets around the world. By the '30s, the unique lager was popular throughout Europe, Canada, and the US. The growth hasn’t stopped, and in 2006, nearly 10 million gallons of Stella were being produced every year. Stella Artois is currently manufactured by Anheuser-Busch InBev, a company that produces hundreds of brands of beer but stills works to keep Stella’s unique history intact. In fact, InBev is based out of Leuven, Belgium, the exact spot were Stella was first created. Today, just taking a look at a bottle of Stella Artois shows you that the company hasn’t forgotten its storied past. The bottle design reflects the very first design of 1926, incorporates the logo of the original Den Horen brewery, and features the date 1336, when the brewery first began. Truly, Stella Artois is a beer rooted in history. Although it started in Belgium, the beer has become an international sensation and is currently sharing its story with beer lovers across the globe. Nid: 495 Post date: 11/14/2011 - 00:10 Title: AB-InBev launched Stella Artois in China Teaser: Belgium-based brewer Anheuser-Busch InBev (AB InBev) unveiled plans last Sunday to tap into China's high-end beer market with the launch of its Stella Artois brand in the country. "We launched Stella Artois in China, for the super premier market," said John Hsu, president of BU North Business of AB InBev, which also makes Beck's, Budweiser, Corona and Harbin. Type: Blog entry Body: Belgium-based brewer Anheuser-Busch InBev (AB InBev) unveiled plans last Sunday to tap into China's high-end beer market with the launch of its Stella Artois brand in the country. "We launched Stella Artois in China, for the super premier market," said John Hsu, president of BU North Business of AB InBev, which also makes Beck's, Budweiser, Corona and Harbin. In China, Stella Artois will retail at 40 yuan ($6.3) for a 330ml bottle, while most beers in the country are under 10 yuan. Hsu said the company will offer unique marketing strategies for Stella Artois, such as targeting private sports car clubs, luxury bars and restaurants. "We have witnessed rapid economic development in China, as well as increased demand for high-end products," Hsu said. "AB InBev's launch of the high-end beer brand is aimed at improving the image of the company and its other products," said Gong Bo, an analyst with Beijing-based consultancy and investment firm Gold Valley Investment Co. Last year, China's beer consumption hit 450 million hectoliters - nearly twice that of the United States. It is expected to grow 5 percent annually over the next few years. "China is the third-largest market for AB InBev globally, after the US and Brazil," said Hsu. "And the country is the world's largest and fastest-growing beer market by volume. In the next 10 years, volume will increase 62 percent in China, compared with the 5.8 percent volume growth in the US." Premium draught beers account for just 5 percent of China's overall beer market, compared with 50 percent in developed markets such as France and Germany, and 30 percent in the US, according to Reuters. Analysts expect premium beer to account for a quarter of China's annual production in five to 10 years, largely driven by rising brand awareness and lifestyle changes as China's wealthy grow in number. "But so far, high-end beer products are unlikely to make big money as the market share is so tiny," said Gong. AB InBev entered China in 2008, and now it has more than 30 breweries with over 5 million tons of annual beer output in the country. Last year, the New York-listed company had revenue of $36.3 billion. Nid: 494 Post date: 11/12/2011 - 02:23 Title: Wincanton gets out of food service industry. Questions and Answers Teaser: EMPLOYEE KEY QUESTIONS AND ANSWERS 1. Why are you withdrawing from the Foodservice business? Wincanton has made an executive decision to withdraw from the Foodservice business. It is not a reflection of the employees who have worked on this sector. 2. Who is affected by the proposal? All employees currently employed by Wincanton on the Foodservice operations at Trafford Park, Hoddesdon, Bathgate and Bristol. 3. How many people are effected In total, approximately 400 people based at Trafford Park, Hoddesdon, Bristol or Bathgate may become part of Kuehne+Nagel Limited or Brakes Logistics. 4. What is TUPE Type: Blog entry Body: EMPLOYEE KEY QUESTIONS AND ANSWERS 1. Why are you withdrawing from the Foodservice business? Wincanton has made an executive decision to withdraw from the Foodservice business. It is not a reflection of the employees who have worked on this sector. 2. Who is affected by the proposal? All employees currently employed by Wincanton on the Foodservice operations at Trafford Park, Hoddesdon, Bathgate and Bristol. 3. How many people are effected In total, approximately 400 people based at Trafford Park, Hoddesdon, Bristol or Bathgate may become part of Kuehne+Nagel Limited or Brakes Logistics. 4. What is TUPE ? The Transfer of Undertakings (Protection of Employment) Regulations (TUPE) 2006 are designed to protect employees where a business or undertaking is transferred from one employer to another. The main effect of TUPE applying is that the employment of employees is automatically transferred (unless the employee objects) from the transferor to the transferee. 5. Will my main Wincanton Terms and Conditions of Employment change? Should you transfer to either Kuehne+Nagel Limited and Brakes Logistics under the TUPE legislation, your contract of employment and main Wincanton terms and conditions of employment will transfer to either Kuehne+Nagel Limited and Brakes Logistics under the TUPE legislation with the exception of pensions. 1 6. What is meant by a 'period of consultation'? A TUPE 'period of consultation' is a process through which employees and their representatives are given time to understand the implications of what may affect them with a change of employer and the transfer process in general. It is also an opportunity for you to ask questions and raise any queries in order to satisfy yourself generally that you know what is happening. 7. What will the consultation period for Foodservice sites consist of? Wincanton has now entered into a period of informing/consulting with all affected employees, Kuehne+Nagel Limited and Brakes Logistics will be available to meet with employees and their representatives alongside the TUPE consultation process run by Wincanton. Collective consultation will commence immediately with union representatives and employee representatives once elected. Wincanton, Kuehne+Nagel Limited and Brakes Logistics will undertake separate and joint consultations on the implications of proposed withdrawal of the Foodservice business. It is understood that alongside the collective consultations process, Kuehne+Nagel Limited and Brakes Logistics will be available to meet with employees. 8. How will Wincanton consult with Managers and AT graded employees? It is proposed that a consultative forum of management and AT graded employees will be established shortly for each site. 9. If I transfer, will I still have continuous service? Yes. Should you transfer to Kuehne+Nagel Limited or Brakes Logistics, your existing service and starting date with Wincanton will be protected and transfer to Kuehne+Nagel Limited or Brakes Logistics. 10. Will there be redundancies? Yes, should the proposal go ahead, unfortunately there may be a number of redundancies? It is anticipated that Wincanton will consult (on behalf of Kuehne+Nagel Limited and Brakes Logistics) on a collective and individual basis with regards to the actual numbers of employees affected. 11. What happens to my pension? As part of the consultation process, separate briefings will be held by Wincanton company pensions representatives to explain what individual options are available to you. 12. Will I have to move to a different site? It is proposed that The Restaurant Group (TRG) business will transfer to Brakes Logistics and the Spirit business will transfer to Kuehne+Nagel Limited. It is proposed that the TRG operation will withdraw from all the existing Wincanton sites and be integrated into the existing Brakes Logistics network across the UK. Kuehne+Nagel are proposing that they will retain operations for the Spirit business at the existing Trafford Park site but will transfer the remaining Hoddesdon and outbase site operations into their existing network across the UK. 2 Once Kuehne+Nagel Limited and Brakes Logistics have provided the detail of their proposed measures, Wincanton will confirm the specific detail on a collective and individual basis with regards to the proposed locations of where the work will transfer to. 13. If Hoddesdon closes down and I do not transfer to Kuehne+Nagel Limited or Brakes Logistics, will there be any redeployment opportunities within Wincanton? Wincanton will endeavour to find suitable redeployment opportunities should this scenario arise. 14. Will we meet the Kuehne+Nagel Limited and Brakes Logistics management teams? It is anticipated that Kuehne+Nagel Limited and Brakes Logistics management teams will be available to meet with you alongside the TUPE consultation process run by Wincanton. 15. What happens after today? It is very much business as usual, i.e. we must provide continuity of service for our customers. From a communications/consultation perspective further communications will take place to keep you up to date with what is happening. Please look at the notice board on a regular basis to ensure you are aware of the up to date information. 16. What if I have any further questions? Consultations will commence today and you will be kept informed of developments. Meanwhile, if you have any immediate questions you should put these in writing to your line manager. Questions will be consolidated and answers will be provided through the consultation process and these answers will be published on the Communications board. 3 Nid: 493 Post date: 11/09/2011 - 19:42 Title: Cut Jobs and Raise the price. The only way they know how to do it Teaser: Anheuser-Busch InBev, the world's largest brewer, increased profits by more than expected in the third quarter after charging more for the same amount of beer. The maker of Budweiser, Stella Artois and Beck's persuaded increasingly affluent Brazilians to swallow higher prices and U.S. drinkers to stick with or shift to premium brands despite an economic slowdown. The Belgium-based brewer said on Wednesday third-quarter core profit (earnings before interest, tax, depreciation and amortization) rose 5.5 percent on a like-for-like basis to $3.97 billion, against a market expectation of $3.88 billion. T Type: Blog entry Body: Anheuser-Busch InBev, the world's largest brewer, increased profits by more than expected in the third quarter after charging more for the same amount of beer. The maker of Budweiser, Stella Artois and Beck's persuaded increasingly affluent Brazilians to swallow higher prices and U.S. drinkers to stick with or shift to premium brands despite an economic slowdown. The Belgium-based brewer said on Wednesday third-quarter core profit (earnings before interest, tax, depreciation and amortization) rose 5.5 percent on a like-for-like basis to $3.97 billion, against a market expectation of $3.88 billion. T Total volumes of beer and other drinks fell by 0.2 percent on a like-for-like basis, but revenue grew by 3.6 percent. AB InBev said it expected volumes to gain momentum in the fourth quarter, particularly because of relatively weak year-earlier levels in Brazil. Increases in global commodity costs should be mitigated by the company's hedging, savings in procurement and efficiency improvements, it said. By contrast, Danish brewer Carlsberg (CARLb.CO), the world number four also reporting on Wednesday, missed third-quarter profit expectations and lost share in major market Russia, although maintained its full-year forecast. In October Heineken reported a surprise increase in volumes and revenues, helped by a rebound in Russia and stronger African markets. The same month, SABMiller (SAB.L) said beer volumes were up 3 percent in the six months to the end of September, driven by Latin America, but below expectations due to poor performances in Europe and China. Nid: 492 Post date: 11/05/2011 - 01:54 Title: After all these people have been through. Now this Teaser: Mooshead Breweries in Saint John is laying off some administrative staff. (CBC) Moosehead Breweries is laying off administrative staff at its head office in Saint John, but it’s unclear how many people will lose their jobs. In an email sent to employees, Moosehead said there have been "major changes" in a contract with a "large, international brewer." The company said the economic climate and strong Canadian dollar means that the contract may not be renewed, or revenue will be significantly reduced. This comes just two months after the brewery announced a $20-million expansion plan, adding onto its main bottling line to include new labelers, as well as more modern equipment for packing, inspecting and moving products Type: Blog entry Body: Mooshead Breweries in Saint John is laying off some administrative staff. (CBC) Moosehead Breweries is laying off administrative staff at its head office in Saint John, but it’s unclear how many people will lose their jobs. In an email sent to employees, Moosehead said there have been "major changes" in a contract with a "large, international brewer." The company said the economic climate and strong Canadian dollar means that the contract may not be renewed, or revenue will be significantly reduced. This comes just two months after the brewery announced a $20-million expansion plan, adding onto its main bottling line to include new labelers, as well as more modern equipment for packing, inspecting and moving products . Administrative employees are not unionized, but Jeff Stoddard, president of the Brewer Workers Union Local 362 representing Moosehead workers, said his members are bracing for the worst. “It will certainly have an impact, not only on the staff who may lose their jobs in their near coming future, but I think it will go much deeper than that if we lose this contract completely,” he said Friday. Stoddard expects Moosehead will have more details next week. In March, unionized employees voted to ratify a new collective agreement, ending a five-week labour dispute. The new seven-year contract kept health benefits in place for all retired workers — the issue that was at the heart of the lockout. It also introduced a retirement savings plan with mandatory joint employee and employer contributions for all employees. Workers also received a modest wage increase of about one per cent per year. Nid: 486 Post date: 11/02/2011 - 02:10 Title: Carlsberg Malawi tension brewing over pension Teaser: Instead of leading the company to greater heights, executive management at Carlsberg Malawi Limited are busy brewing, not beer but, trouble with their employees. Sources at Africa’s only Carlsberg plant confided in Nyasa Times this week that they suspect some members of the executive management to have connived to rip them off their pension benefits But when contacted for comment Carlsberg said they are treating the issue as an internal matter Type: Blog entry Body: Instead of leading the company to greater heights, executive management at Carlsberg Malawi Limited are busy brewing, not beer but, trouble with their employees. Sources at Africa’s only Carlsberg plant confided in Nyasa Times this week that they suspect some members of the executive management to have connived to rip them off their pension benefits But when contacted for comment Carlsberg said they are treating the issue as an internal matter . Chanje (C): Not immedietely available for comment This development was unearthed after one employee who served for over 30 years was told point blank by Carlsberg Malawi Head of Human Resources Sabit Sayed that he will not get any money after retirement because the new Pension Act. “We found it strange that one could work for all these and then get nothing after service so when the colleague went to complain to labour authorities he was given his dues and that amazed us because then it means the money was there but management wanted to abuse it,” said one of the employees speaking on condition of anonymity. But in a brief interview Saidi said he would not comment on the matter as it is internal and referred Nyasa Times to his Chief Executive Officer Abel Chanje who was not immediately available for comment. However, the group of employees added that senior managers at Carlsberg Malawi work on three year contracts and don’t even care about employees’ welfare. “We feel they want to short-change us on the pension money and we will strike if they don’t clear up these issues. They don’t care about our welfare since senior executives are on contracts,” said the sources. After employees expressed their disappointment on the matter, Carlsberg Malawi management claimed that they received threats and issued an internal notice which is in Nyasa Times possession. The notice advises on new security measures to all staff handling money and company resources and it furthers stresses that security for managers has been increased. Currently the company has started a crash civic education programme on pensions in line with the new law for employees which is being done by Saidi during lunch hour. Carlsberg Malawi is the holding company for Coca-cola Malawi, local spirit and whiskey producer-Malawi Distilleries Limited (MDL) and Southern Bottlers Limited (Sobo). This is the second time Saidi has rubbed Carlsberg Malawi employees the wrong way after he used money won by staff from Coca-Cola headquarters (United States) meant to be shared equally for construction of a canteen. Nid: 475 Post date: 10/31/2011 - 00:26 Title: Carlsberg UK's Sheps to leave Teaser: Carlsberg UK chief executive Isaac Sheps is leaving to take over leadership of the brewer’s Russian business, Baltika, and its eastern European operations. Sheps has headed the UK operation since October 2008, and under his leadership it has tripled its profits and grown its market share from 13% to 15% against a declining beer market. He said: “This is an exciting prospect and I look forward to ensuring that Baltika continues to deliver a very positive contribution to the Carlsberg Group.” Type: Forum topic Body: Carlsberg UK chief executive Isaac Sheps is leaving to take over leadership of the brewer’s Russian business, Baltika, and its eastern European operations. Sheps has headed the UK operation since October 2008, and under his leadership it has tripled its profits and grown its market share from 13% to 15% against a declining beer market. He said: “This is an exciting prospect and I look forward to ensuring that Baltika continues to deliver a very positive contribution to the Carlsberg Group.” The group said it will appoint a new chief executive for Carlsberg UK “as soon as possible”. When Sheps leaves on December 1, western European senior vice-president Jesper Friis will step in as interim chief executive. Carlsberg Group chief executive Jørgen Buhl Rasmussen said: “Isaac Sheps has a great track record at Carlsberg, both in south east Europe and the UK, and I am confident that his strong leadership skills, operational focus and his diverse international experience will serve us well at Baltika and across the eastern European region.” Nid: 466 Post date: 10/28/2011 - 12:04 Title: HEINEKEN Q-3 Update Teaser: Amsterdam, 26 October 2011 – HEINEKEN N.V. today announced its trading update for the third quarter of 2011. In the quarter:  On an organic1 basis, revenue grew 3.0% driven by higher volumes and improved price and sales mix;  Higher marketing investment supported total consolidated volume and consolidated beer volume organic growth of 1.1% and 2.2%, respectively;  Volume of the Heineken® brand in the international premium segment increased 4%, outperforming group beer volumes, supported by the continued success of the global brand campaign „Open Your World‟;  Organically, EBIT (beia) was lower, primarily due to higher planned costs;  Reaffirm outlook for full year 2011 net profit (beia) to be broadly in line with last year, on an organic basis;  The share repurchase programme in connection with the acquisition of FEMSA Cerveza has been completed ahead of schedule. Type: Blog entry Body: Amsterdam, 26 October 2011 – HEINEKEN N.V. today announced its trading update for the third quarter of 2011. In the quarter:  On an organic1 basis, revenue grew 3.0% driven by higher volumes and improved price and sales mix;  Higher marketing investment supported total consolidated volume and consolidated beer volume organic growth of 1.1% and 2.2%, respectively;  Volume of the Heineken® brand in the international premium segment increased 4%, outperforming group beer volumes, supported by the continued success of the global brand campaign „Open Your World‟;  Organically, EBIT (beia) was lower, primarily due to higher planned costs;  Reaffirm outlook for full year 2011 net profit (beia) to be broadly in line with last year, on an organic basis;  The share repurchase programme in connection with the acquisition of FEMSA Cerveza has been completed ahead of schedule. Financial Results During the quarter, revenue grew 0.6% to €4,645 million, including a positive first time consolidation impact of €32 million, or 0.7%, mainly related to the acquired breweries in Nigeria in January 2011. Foreign currency movements contributed to a negative translational effect on revenues of 3.1% in the quarter. This primarily reflects devaluation of the Nigerian naira, Polish zloty, British pound and Mexican peso versus the euro reporting currency. On an organic basis, revenue grew 3.0%, reflecting a positive volume effect of 0.5% (including the impact of country mix) and improved price and sales mix of 2.5%. On an organic basis, EBIT (beia) was lower in the quarter. While revenues increased and ongoing TCM cost savings were realised, the effect of poor weather in July and early August resulted in negative operational leverage in Europe. In addition, higher planned marketing spend, upfront capability building investments in Commerce and Business Services and a low single-digit increase in input costs per hectolitre reduced profit. In the quarter, a slight positive consolidation scope impact was more than offset by an adverse translational effect from foreign currency movements. HEINEKEN‟s share of net profit of associates and joint ventures grew substantially, driven by strong performances of the Asia Pacific Breweries and South African joint venture operations. 1 An explanation of key volume and financial terms used are provided under the heading „Definitions‟ at the end of this update. MEDIA RELEASE P.O. Box 28 – 1000 AA Amsterdam – The Netherlands Page 2 of 6 Office address - Tweede Weteringplantsoen 21 – 1017 ZD Amsterdam HEINEKEN N.V. - Registered Office at Amsterdam – Trade Register Amsterdam No. 33011433 There were no exceptional costs in the quarter. Reported net profit in the quarter was €525 million, broadly in line with the prior year. Full Year Outlook HEINEKEN confirms its earlier outlook for net profit (beia) to be broadly in line with last year, on an organic basis. The Company reaffirms its previous cost synergy target, related to the acquisition of FEMSA Cerveza, of €150 million by the end of 2013. The Company reiterates its estimate of an average interest rate of around 5.5% and does not expect material changes to the effective tax rate (beia) in 2011 (2010: 27.3%). Volume Total Consolidated Volume Q3 2011 (mhl) Change (%) Organic Change (%) Regions 9 months 2011 (mhl) Change (%) Organic Change (%) 18.4 -3.0 -3.3 Western Europe 50.6 -2.3 -1.2 14.6 4.8 4.8 Central & Eastern Europe 37.9 6.6 6.6 7.1 10 6.2 Africa & the Middle East 20.8 11 5.8 12.9 0.2 0.5 The Americas 37.3 44 -0.7 0.4 12 12 Asia Pacific 1.1 -5.2 9.1 53.4 1.6 1.1 Total 147.7 11.5 2.1 In the third quarter, total consolidated volume grew by 1.1% on an organic basis, with growth in consolidated beer volume (+2.2%) partly offset by lower volumes in wholesale operations and soft drinks. Volume of the cider category was broadly in line with the prior year. Consolidated Beer Volume Q3 2011 (mhl) Change (%) Organic Change (%) Regions 9 months 2011 (mhl) Change (%) Organic Change (%) 12.7 -1.7 -1.7 Western Europe 35.1 0.0 0.0 13.8 5.8 5.8 Central & Eastern Europe 35.6 7.5 7.5 5.2 12 6.4 Africa & the Middle East 15.9 15 7.8 12.8 0.4 0.8 The Americas 37.1 51 -0.7 0.4 12 12 Asia Pacific 1.0 -3.8 9.3 44.9 2.7 2.2 Total 124.7 16 3.2 MEDIA RELEASE P.O. Box 28 – 1000 AA Amsterdam – The Netherlands Page 3 of 6 Office address - Tweede Weteringplantsoen 21 – 1017 ZD Amsterdam HEINEKEN N.V. - Registered Office at Amsterdam – Trade Register Amsterdam No. 33011433 Group Beer Volume Q3 2011 (mhl) Change (%) Organic Change (%) Regions 9 months 2011 (mhl) Change (%) Organic Change (%) 12.8 -1.7 -1.7 Western Europe 35.4 0.3 0.0 16.0 4.9 4.9 Central & Eastern Europe 41.4 6.5 6.5 6.8 10 6.0 Africa & the Middle East 20.5 11 5.9 14.8 0.6 0.9 The Americas 43.7 41 0.6 6.5 3.8 3.8 Asia Pacific 20.1 9.7 6.1 56.9 2.7 2.3 Total 161.1 14 3.5 7.9 4.0 4.0 Heineken® volume 22.7 4.4 4.4 Group beer volume development in the third quarter 2011 Group beer volume grew 2.3% on an organic basis, with volume gains across four of the five regions. In Western Europe, group beer volume decreased 1.7% organically. This primarily reflects the impact of unusually poor weather in July and early August across large parts of the region and ongoing economic uncertainty. However, group beer volumes showed a solid improvement in the latter part of the quarter as weather conditions became favourable. In the quarter, volume was lower in the United Kingdom, France, Netherlands and Spain, while volume in Italy grew in the low-single-digits. In Central & Eastern Europe, group beer volume grew 4.9%, on an organic basis, driven by a strong volume rebound in Russia. Volume also increased in other key markets including Austria, Hungary and Romania, whilst volume declined in Poland and Greece. In the latter market, the effect of government austerity measures continues to impede consumer demand, leading to a high single-digit decline in volume in the quarter. In Africa & the Middle East, group beer volume was up 6%, on an organic basis, led by high single-digit growth in Nigeria, Rwanda and our joint venture in the Republic of Congo. Volume of our South African joint venture grew in the mid single-digits, while volume in the Democratic Republic of Congo grew in the low single-digits. Volume in Egypt declined by high single-digits, reflecting a slower pace of volume decline compared with the first half of 2011. Heineken completed the transfer of three breweries acquired from the Sona Group to Nigerian Breweries in early October. The two breweries acquired in Ethiopia in August 2011 will be consolidated in the fourth quarter of 2011. The Americas achieved organic group beer volume growth of 0.9% driven by higher volume in Brazil, the Caribbean region and the CCU joint venture in Chile and Argentina. MEDIA RELEASE P.O. Box 28 – 1000 AA Amsterdam – The Netherlands Page 4 of 6 Office address - Tweede Weteringplantsoen 21 – 1017 ZD Amsterdam HEINEKEN N.V. - Registered Office at Amsterdam – Trade Register Amsterdam No. 33011433 Depletions in the USA declined at a slightly slower rate versus the first half of 2011 with improving trends for the Heineken® brand and continuing strong double-digit growth of Dos Equis. Volume in Mexico was in line with the prior year period. The successful implementation of the commercial strategy and realisation of planned cost synergies in Mexico continues to support positive revenue and profit momentum in the country. In Asia Pacific, group beer volume increased 3.8% organically, led by mid single-digit growth at our Asia Pacific Breweries joint venture, primarily driven by a continued strong performance in Vietnam. The Taiwanese and South Korean export markets grew strongly, while volume of the United Breweries joint venture in India grew moderately following strong comparative growth in the prior year quarter. Global brand volume development in the third quarter 2011 Volume of the Heineken® brand in the international premium segment grew in the third quarter and year-to-date by 4.0% and 4.4%, respectively. The Africa & the Middle East and Asia Pacific regions led this solid brand performance, up 18% and 15%, respectively, in the quarter. Strong activation around the „Open Your World‟ global marketing campaign supported brand growth in many key markets including the UK, Mexico, Brazil, Chile, Nigeria, South Africa, Vietnam and Taiwan. The Heineken® brand was launched in Mumbai in August 2011 and will be rolled-out to other major Indian cities in the coming months. Brand volumes declined in Greece and the USA, primarily reflecting the challenging economic conditions in these markets. Volume of Desperados, the tequila-flavoured beer, grew 18% in the quarter. This follows successful launches in 10 countries since the beginning of 2011 and continued growth in existing markets, led by strong volume gains in France. Volume of Strongbow was in line with the prior year quarter. Higher brand volumes in South Africa and Italy were offset by a low single-digit decline in the UK in the quarter. Financial structure At the end of September 2011, HEINEKEN privately placed US$90 million of notes with a 6-year maturity, further improving the currency and maturity profile of its long-term debt. On 3 October 2011, the Company announced that all 29,172,504 shares under the terms of the Allotted Share Delivery Instrument (“ASDI”) concluded between HEINEKEN N.V. and Fomento Económico Mexicano, S.A.B. de C.V. (“FEMSA”) were repurchased. All repurchased shares have now been delivered. Based on the current shareholders‟ equity base of HEINEKEN N.V., the weighted average diluted number of shares outstanding would be approximately 586.3 million for the full year 2011 and 576.0 million for the full year 2012. Editorial information: HEINEKEN is one of the world‟s great brewers and is committed to growth and remaining independent. The brand that bears the founder‟s family name - Heineken - is available in almost every country on the globe and is the world‟s most valuable international premium beer brand. The Company‟s aim is to be a leading brewer in each of the markets in which it operates and to have the world‟s most valuable brand portfolio. The Company is present in over 70 countries and operates 140 breweries with volume of 205 million hectolitres of beer sold on a pro-forma basis. HEINEKEN is Europe‟s largest brewer and the world‟s third largest by volume. The Company is committed to the responsible marketing and consumption of its more than 200 international premium, regional, local and specialty beers and ciders. These include Heineken, Amstel, Birra Moretti, Cruzcampo, Dos Equis, Foster‟s, Kingfisher, Newcastle Brown Ale, Ochota, Primus, Sagres, Sol, Star, Strongbow, Tecate, Tiger and Zywiec. On a 2010 pro-forma basis, including FEMSA Cerveza, revenue totalled €17 billion and EBIT (beia) was €2.7 billion. The average number of people employed is more than 70,000. HEINEKEN N.V. and HEINEKEN Holding N.V. shares are listed on the Amsterdam stock exchange. Prices for the ordinary shares may be accessed on Bloomberg under the symbols HEIA NA and HEIO NA and on the Reuter Equities 2000 Service under HEIN.AS and HEIO.AS. Most recent information is available on HEINEKEN's website: www.theHEINEKENcompany.com. Disclaimer: This press release contains forward-looking statements with regard to the financial position and results of HEINEKEN‟s activities. These forward-looking statements are subject to risks and uncertainties that could cause actual results to differ materially from those expressed in the forward-looking statements. Many of these risks and uncertainties relate to factors that are beyond HEINEKEN‟s ability to control or estimate precisely, such as future market and economic conditions, the behaviour of other market participants, changes in consumer preferences, the ability to successfully integrate acquired businesses and achieve anticipated synergies, costs of raw materials, interest-rate and exchange-rate fluctuations, changes in tax rates, changes in law, pension costs, the actions of government regulators and weather conditions. These and other risk factors are detailed in HEINEKEN‟s publicly filed annual reports. You are cautioned not to place undue reliance on these forward-looking statements, which are only relevant as of the date of this press release. HEINEKEN does not undertake any obligation to release publicly any revisions to these forward-looking statements to reflect events or circumstances after the date of these statements. Market share estimates contained in this press release are based on outside sources, such as specialised research institutes, in combination with management estimate. Nid: 452 Post date: 10/18/2011 - 14:31 Title: Expansion and Spending in the United States Teaser: Anheuser-Busch today announced plans to invest more than $1 billion in its breweries and other facilities nationwide that will support the growth of its brands and reinforce its commitment to local U.S. communities where it operates. These capital expenditures include resources spent or committed in 2011 toward projects to further modernize brewing processes, upgrade systems to reduce greenhouse gas emissions, and install equipment for new products and innovations, among other items, with additional allocations being made for projects through 2014 Type: Forum topic Body: Anheuser-Busch today announced plans to invest more than $1 billion in its breweries and other facilities nationwide that will support the growth of its brands and reinforce its commitment to local U.S. communities where it operates. These capital expenditures include resources spent or committed in 2011 toward projects to further modernize brewing processes, upgrade systems to reduce greenhouse gas emissions, and install equipment for new products and innovations, among other items, with additional allocations being made for projects through 2014 . “Our beer brands are the favorites of millions of U.S. adults, and supporting their growth requires an ongoing commitment to quality, innovation and technologically advanced operations,” said Luiz Edmond, president of Anheuser-Busch InBev North America. “Our employees, local leaders and communities where we operate are a part of our success, and we are pleased to make business investments that are good for all of our stakeholders.” Future investments will continue Anheuser-Busch’s long-standing commitment to continuous process improvements in its operations. Projects launched since 2010 include: $60 million invested in the company’s historic St. Louis brewery for various improvements, including a utilities overhaul to conserve fuel, electricity and water. $34 million for upgrades at the Houston brewery, including a project that allows expanded production by an additional 500,000 barrels per year. The capital investments also help the facility, which runs on 70 percent renewable energy, further reduce its environmental footprint. $34 million to introduce packaging and brand innovation in Cartersville, Ga. Other brewery upgrades improve efficiencies and environmental impact, reducing greenhouse gas emissions. $30 million in capital investments at the Los Angeles brewery for various projects, including environmental modifications to reduce the amount of fiberboard required for packaging and updated energy efficient lighting. $27 million for upgrades in the Baldwinsville, N.Y., facility to increase brewing capacity, add new packaging lines and upgrade wastewater treatment process. “We are known for our quality brewing, and these investments allow Anheuser-Busch to continue our legacy of brewing and packaging the highest-quality beer at facilities where we make environmental sustainability a priority,” said Pete Kraemer, vice president, Supply for Anheuser‑Busch. “Brewery upgrades are only one way we contribute to the communities where we live and work, and our local teams deserve the credit for their initiatives to conserve water and energy, increase recycling and make a difference through volunteerism programs.” In addition to its breweries, Anheuser-Busch is investing in its agricultural operations and other facilities. For example, earlier this year the company announced a $40 million investment in its Longhorn Glass facility in Houston. The project involved a re-bricking of the very heart of the plant – its furnace – and expanded production capacity with the introduction of one of the fastest glass-forming machines in the world. Future spending plans are based on no new or increased taxes or unforeseen events that would negatively impact Anheuser-Busch’s business. The expenditures are consistent with Anheuser-Busch InBev’s 2011 net capital expenditures guidance. Disclaimer: This release contains certain forward-looking statements reflecting the current views of the management of AB InBev with respect to, among other things, AB InBev’s strategic objectives, business prospects, future financial condition, budgets, projected levels of production, projected costs and projected levels of revenues and profits, and the synergies it is able to achieve. These statements involve risks and uncertainties. The ability of AB InBev to achieve these objectives and targets is dependent on many factors, some of which may be outside of management’s control. In some cases, words such as “believe,” “intend,” “expect,” “anticipate,” “plan,” “target,” “will” and similar expressions to identify forward-looking statements are used. All statements other than statements of historical facts are forward-looking statements. You should not place undue reliance on these forward-looking statements. By their nature, forward-looking statements involve risk and uncertainty because they reflect AB InBev’s current expectations and assumptions as to future events and circumstances that may not prove accurate. The actual results could differ materially from those anticipated in the forward-looking statements for many reasons, including the risks described under Item 3.D of AB InBev’s annual report on Form 20-F filed with the U.S. Securities and Exchange Commission on 13 April 2011. AB InBev cannot assure you that the future results, level of activity, performance or achievements of AB InBev will meet the expectations reflected in the forward-looking statements. Moreover, neither AB InBev nor any other person assumes responsibility for the accuracy or completeness of the forward-looking statements. Unless AB InBev is required by law to update these statements, AB InBev will not necessarily update any of these statements after the date of this release, either to confirm the actual results or to report a change in its expectations. Nid: 444 Post date: 10/05/2011 - 16:46 Title: AB-InBev to spend over a Billion in USA Teaser: Anheuser-Busch today announced plans to invest more than $1 billion in its breweries and other facilities nationwide that will support the growth of its brands and reinforce its commitment to local U.S. communities where it operates. These capital expenditures include resources spent or committed in 2011 toward projects to further modernize brewing processes, upgrade systems to reduce greenhouse gas emissions, and install equipment for new products and innovations, among other items, with additional allocations being made for projects through 2014 Type: Blog entry Body: Anheuser-Busch today announced plans to invest more than $1 billion in its breweries and other facilities nationwide that will support the growth of its brands and reinforce its commitment to local U.S. communities where it operates. These capital expenditures include resources spent or committed in 2011 toward projects to further modernize brewing processes, upgrade systems to reduce greenhouse gas emissions, and install equipment for new products and innovations, among other items, with additional allocations being made for projects through 2014 . “Our beer brands are the favorites of millions of U.S. adults, and supporting their growth requires an ongoing commitment to quality, innovation and technologically advanced operations,” said Luiz Edmond, president of Anheuser-Busch InBev North America. “Our employees, local leaders and communities where we operate are a part of our success, and we are pleased to make business investments that are good for all of our stakeholders.” Future investments will continue Anheuser-Busch’s long-standing commitment to continuous process improvements in its operations. Projects launched since 2010 include: •$60 million invested in the company’s historic St. Louis brewery for various improvements, including a utilities overhaul to conserve fuel, electricity and water. •$34 million for upgrades at the Houston brewery, including a project that allows expanded production by an additional 500,000 barrels per year. The capital investments also help the facility, which runs on 70 percent renewable energy, further reduce its environmental footprint. •$34 million to introduce packaging and brand innovation in Cartersville, Ga. Other brewery upgrades improve efficiencies and environmental impact, reducing greenhouse gas emissions. •$30 million in capital investments at the Los Angeles brewery for various projects, including environmental modifications to reduce the amount of fiberboard required for packaging and updated energy efficient lighting. •$27 million for upgrades in the Baldwinsville, N.Y., facility to increase brewing capacity, add new packaging lines and upgrade wastewater treatment process. “We are known for our quality brewing, and these investments allow Anheuser-Busch to continue our legacy of brewing and packaging the highest-quality beer at facilities where we make environmental sustainability a priority,” said Pete Kraemer, vice president, Supply for Anheuser‑Busch. “Brewery upgrades are only one way we contribute to the communities where we live and work, and our local teams deserve the credit for their initiatives to conserve water and energy, increase recycling and make a difference through volunteerism programs.” In addition to its breweries, Anheuser-Busch is investing in its agricultural operations and other facilities. For example, earlier this year the company announced a $40 million investment in its Longhorn Glass facility in Houston. The project involved a re-bricking of the very heart of the plant – its furnace – and expanded production capacity with the introduction of one of the fastest glass-forming machines in the world. Future spending plans are based on no new or increased taxes or unforeseen events that would negatively impact Anheuser-Busch’s business. The expenditures are consistent with Anheuser-Busch InBev’s 2011 net capital expenditures guidance. Based in St. Louis, Anheuser-Busch is the leading American brewer, holding a 48.3 percent share of U.S. beer sales to retailers in 2010. The company brews popular brands, such as Budweiser and Bud Light. Anheuser-Busch also owns a 50 percent share in Grupo Modelo, Mexico’s leading brewer. Anheuser-Busch is a major manufacturer of aluminum cans and has been a leading aluminum recycler for more than 30 years. The company is a wholly-owned subsidiary of Anheuser-Busch InBev, the leading global brewer, and continues to operate under the Anheuser-Busch name and logo Nid: 441 Post date: 10/03/2011 - 00:31 Title: Workers shut down Sungold Brewery Teaser: Mocking the agreement signed between the big trade unions and industrialists for not shutting down industries for at least four years, the workers of Sungold Brewery Nepal based in Mukundapur of Nawalparasi district have halted the production by putting various demands from Saturday Type: Blog entry Body: Mocking the agreement signed between the big trade unions and industrialists for not shutting down industries for at least four years, the workers of Sungold Brewery Nepal based in Mukundapur of Nawalparasi district have halted the production by putting various demands from Saturday . All works in the factory have been halted from early this morning after the workers saw no sign of agreement with the factory management. The workers had been obstructing the export from the factory for the past three days. The management side and workers are in a tug-of-war regarding the issue of bonus to be given to the workers. The Brewery is producing Sun Gold, Nepal Ice and Real Gold brands of beer. At least 80 workers are associated with the company. Laborer Ganga Subedi said that the efforts to begin dialogue to resolve the problem and reopen the factory are underway. Nid: 438 Post date: 09/27/2011 - 19:31 Title: This just won't go away. AB-InBev and SABmiller Teaser: In a global brewing industry marked by huge consolidation over the last decade, bankers are hopeful of an $80 billion plus deal to end all deals between the industry's two giants, Anheuser-Busch InBev and SABMiller Type: Blog entry Body: In a global brewing industry marked by huge consolidation over the last decade, bankers are hopeful of an $80 billion plus deal to end all deals between the industry's two giants, Anheuser-Busch InBev and SABMiller . If AB InBev buys SABMiller it could be the biggest cash takeover in history and would create a group brewing a third of the world's beer. Analysts and bankers suggest 2013 as a likely time frame for a takeover that is seen as the final play in deal making in big world brewing. They say the world's No 1 brewer AB InBev will not be deterred from making a move for SABMiller even after the No 2 brewer swallows up Australia's Foster's by the end of 2011 in a $10.2 billion deal. A Foster's deal may delay an AB InBev-SABMiller linkup by six to twelve months pushing a possible deal to 2013, after AB InBev's Chief Executive Carlos Brito said its debt would fall during 2012 to levels which made further acquisitions possible. A deal would close out a decade of rapid consolidation led largely by AB InBev and SABMiller and leave few remaining easy targets, with the remaining big global brewers like Heineken and Carlsberg , as well as AB InBev, controlled by families, individuals or charity shareholders. "The Foster's deal may delay an AB InBev-SABMiller tie up, but it doesn't change the strategic view that eventually it will make sense for these two to link up," said one banker who has worked for one of the big brewers. AB InBev's Brito is said to like the high-margin Australian beer market and although a Foster's deal will add to the cost of an eventual SABMiller takeover, it would give a combined group an even wider spread of the world's beer market. A deal would link AB InBev's Budweiser, Stella Artois and Brahma beer brands with SABMiller's Peroni, Miller Lite and Grolsch, and cause only major anti-trust headaches in the U.S. and China which would force sell-offs in those markets. AB InBev swallowed Budweiser-brewer Anheuser-Busch for $52 billion in 2008 in the world's biggest ever cash takeover, and due to big cost savings, sell-offs and hefty cash generation has cut its debt to be able to start thinking about its next move. SABMiller is attractive to AB InBev due to the London-listed brewer's large operations in the high-growth emerging markets of Africa, South America and eastern Europe which will help AB InBev reduce its reliance on the tough U.S. beer market "Over 90 percent of AB InBev's earnings come from America, so a move for SABMiller would create a real powerhouse with big operations on six continents," said another banker. "AB InBev has been built by a string of good M&A deals over the last decade so the market is likely to support one final deal based on its impressive record especially with the Anheuser-Busch deal," the banker added. Analysts say the Foster's deal will not change the rationale behind a bigger tie-up after SABMiller last week agreed a $10.2 billion cash deal to take over the Australian brewer which it hopes to complete by the end of 2011. This takeover will gives SABMiller a near half share in the Australian beer market where AB InBev has virtually no presence, so will create no new competition hurdles, and the only downside is it will make any eventual deal more expensive. The Foster's deal is set to dilute SABMiller's exposure to emerging markets to just above 70 percent of its earnings from over 80 percent. AB InBev's big reliance of the U.S. beer market sees it make just 45 percent of its earnings from emerging markets. A potential tie up would entail at least $13 billion of disposals to get around anti-trust issues in the U.S. and China, but annual cost savings could potentially top $1 billion. Disposals would likely include the sale of SABMiller's 58 percent stake in U.S. brewer MillerCoors, probably to 42 percent co-owner Molson Coors , for around $9 billion as MillerCoor's near-30 percent U.S. market share added to AB InBev's 50 percent would be too much for U.S. authorities. A further move would likely be the sale of SABMiller's 49 percent share in leading Chinese brewer CR Snow, to appease Chinese authorities as AB InBev already has a significant Chinese presence. AB InBev's Brito has said its cash and balance sheet usage is an issue to be addressed only when group's debt to core EBITDA profit fall below 2 times, which is due "during 2012" according to the company. The Belgium-based brewer's record of cutting debt after deals is impressive as its net debt to EBITDA ratio fell to 2.9 times from 3.7 times during 2010, and many analysts believe it will fall below the company's 2 times target in 2012. AB InBev's ability to do and then make deals pay is illustrated by its shares outperforming DJ Food and Beverage index by around 45 percent since it sealed the Anheuser-Busch deal in late 2008, analysts said. SABMiller is more vulnerable than other big brewers such as Heineken and Carlsberg as it has a relatively open shareholder base. While other possible targets in the beer world such a MolsonCoors or Africa's Castel are family controlled. SABMiller's two big shareholders include U.S. cigarette maker Altria which has a 27.1 percent stake as a legacy of SABMiller's 2002 deal to buy Miller, and the Colombian Santo Domingo family with a 14.2 percent stake which dates back to SABMiller's deal to acquire South American brewer Bavaria in 2005. Nid: 437 Post date: 09/27/2011 - 02:07 Title: Big tax deal brewing to keep Anheuser-Busch Plant Open Teaser: In 1994, the Miller Brewing Co. shocked Central New Yorkers by closing what many assumed was a recession-proof business — its brewery in the Oswego County town of Volney. The closing killed 900 local jobs, and Oswego County has struggled ever since to recover. Government officials in neighboring Onondaga County worry that Central New York’s only other major brewery, the Anheuser-Busch plant near Baldwinsville, just 16 miles south of the Miller plant, might face the same fate Type: Blog entry Body: In 1994, the Miller Brewing Co. shocked Central New Yorkers by closing what many assumed was a recession-proof business — its brewery in the Oswego County town of Volney. The closing killed 900 local jobs, and Oswego County has struggled ever since to recover. Government officials in neighboring Onondaga County worry that Central New York’s only other major brewery, the Anheuser-Busch plant near Baldwinsville, just 16 miles south of the Miller plant, might face the same fate . Anheuser-Busch, the maker of Budweiser and many other beer brands, agreed not to close any of its 12 U.S. breweries during the five-year term of its current labor contract. But the agreement expires in February 2014. And officials fear that Busch’s new owner, Belgium-based InBev, might close breweries after the agreement ends. InBev has a reputation of being more profit-oriented than the brewer’s former management, the Busch family. Although InBev has made no threats to close the Baldwinsville plant, those worries are a big reason why the administration of Onondaga County Executive Joanie Mahoney, the town of Lysander and the Baldwinsville Central School District are negotiating a deal that will save the Baldwinsville brewery more than $6 million in property taxes over the next 15 years. The deal, which has been approved by the county Legislature and awaits an OK from the town council and school board, would slash the brewery’s taxes in exchange for a pledge by Anheuser-Busch not to close the plant for 15 years. “The school district, the town and the county all want to send a clear message: We all want to help the plant be competitive,” said Deputy County Executive Bill Fisher. The Baldwinsville plant’s strengths include access to plenty of cheap water and expertise in producing specialty brews, a growing market. The brewery produces more than 50 of Anheuser-Busch’s brands. Its workforce of a little more than 400 is less than half the size it was in the 1990s. Many of the reductions occurred before InBev’s $52 billion takeover of Anheuser-Busch in November 2008, but they have continued under the new owner. When it announced the takeover three years ago, InBev told investors it expected the merger of the two companies to create $1.5 billion in cost savings by 2011. The company financed the purchase with $45 billion in debt. Adding to the concerns is the economic recession’s impact on beer sales. In the first half of 2011, Anheuser-Busch InBev’s worldwide total revenue grew 4.6 percent, but its U.S. beer sales fell. Beer shipments in the U.S. fell 2.5 percent in the first half of 2011 and 3 percent last year. Union officials at the Baldwinsville plant say it is running at about 50 percent of capacity. “Any global company like InBev, faced with a shrinking market, is going to have to decide if they have overcapacity,” Fisher said. “We saw that with Miller.” Concern about a potential plant closing is not the only reason for the tax deal. In December, the local governments agreed to lower the plant’s assessment from $96 million to $75 million. But in July, the company filed a new challenge to its assessment, saying the brewery’s market value was only $35 million. That raised worries that the company could get a court to knock down the brewery’s assessment even further. Under the deal being cut with Anheuser-Busch, the brewery would still be the town’s biggest property taxpayer, contributing nearly $2 million a year. Though employment has fallen, the brewery remains the Baldwinsville area’s largest employer. And it pays well — about $28 an hour for production workers. Workers at the plant receive a fringe benefit that most beer drinkers could only dream about — two free cases of the beer of their choice each month. St. Louis-based Anheuser-Busch has also been a major sponsor of community events and a popular facility in Baldwinsville. In 2000, the company donated $250,000 of the $300,000 cost to build an outdoor concert stage on the village’s Paper Mill Island beside the Seneca River. The Budweiser Amphitheater is home to weeknight and weekend concerts during the summer. Mum on any closings Anheuser-Busch officials would not comment on whether they are considering closing any breweries. Asked about its plans for Baldwinsville, the company’s headquarters issued a statement from Steve McCormick, the brewery’s general manager, that said the company was working with local taxing jurisdictions to craft an agreement “that will help the brewery to remain viable and provide tax revenue for the local community.” “Our objective is to grow volume and increase production at each brewery,” the statement said. “Anheuser-Busch has been a leading employer and contributor to the local economy since 1983 and we look forward to continuing a positive relationship with the greater Syracuse community.” The brewery was built on a 370-acre site off Route 31 by the Joseph Schlitz Brewing Co. in 1975. Schlitz closed the brewery in 1980. Anheuser-Busch bought it from Schlitz in 1981 and, after substantial modifications, reopened it in 1983. Lysander Supervisor Barry Bullis said InBev has not even hinted it might close the brewery. But InBev makes each of its 12 U.S. breweries compete with each other for work, giving new production lines to those that can make beer at the lowest cost and taking lines away from those that can’t, he said. “They’re bottom-line driven,” he said. “There’s not a lot of that Kumbaya feeling.” Production at the 1.6-million-square-foot brewery has fallen in recent years. The company does not generally disclose its production levels at individual plants. But court records from the brewery’s tax assessment fight show that beer production at the plant fell 20 percent from 7.7 million barrels in 2003 to 6.1 million barrels in 2007. The records contain only partial information on overall production at the plant in 2008 and 2009. But they show that the plant’s production of Budweiser — Anheuser-Busch’s flagship brand and the top-selling beer in the country — fell 55 percent from 1.9 million barrels in 2003 to 852,233 barrels in 2009. The company said the drop in production was “due to a decrease in customer demand across the beer industry.” According to the Brewers Association, a trade group that represents American beer makers, beer sales in the United States fell 3.3 percent by volume from 2008 to 2010. Association Director Paul Gatza said the decline likely is related to the poor economy. Automation vs. jobs In 1992, 1,100 people worked at the Baldwinsville plant. While InBev has promised not to close any breweries during its labor contract, it has not promised to keep all the jobs. The company refuses to say how many people work at the brewery now. But while fighting its tax assessment in 2009, Anheuser-Busch’s lawyers reported that the plant had 475 full-time employees that year. Steve Richmond, president of the Teamsters union local at the plant, put the current number at between 425 and 450. The reductions have occurred quietly. Richmond said all have been through attrition — not replacing those who leave or retire — and from other voluntary separations. There have been no permanent, involuntary layoffs, he said. New technology has allowed the Baldwinsville brewery to automate its beer-making and bottling processes, so it needs fewer people. During a recent tour of the brewery, a machine filled up to 1,200 bottles a minute with Margaritaville Spiked Lemonade, one of the plant’s new products. Just one production worker watched over the bottles as they flew by on a conveyor system to a second machine that attached labels. Electronic scanners checked each bottle’s volume and label. If any were wrong, the system knocked them off the line. A second production worker occasionally pulled a bottle to manually check the label. Nearby, another machine filled up to 1,500 cans of Michelob Ultra every minute, sealed their tops and sent them speeding to packaging machines. Not far away, fully automated forklifts called “smart loaders” — driven by onboard computers, not human beings — picked up large stacks of beer and other beverages and drove them to the plant’s warehouse or right onto delivery trucks. The forklifts, equipped with electronic eyes, stopped when a visitor walked in front of them, then continued on their way after the human stepped aside. “The company has invested a lot of money in modernizing the property,” said Richmond. “It’s highly automated.” New brews land here That modernization allows the Baldwinsville plant to quickly switch production from one brand to another. “They’ve learned to be very nimble,” said Fisher. The Baldwinsville brewery is one of only two Anheuser-Busch plants in the U.S. that packages Michelob Ultra — a low-calorie, low-carb version — in special slim cans. (The company’s brewery in Fort Collins, Colo., is the other.) Since spring, the Baldwinsville brewery has been the exclusive maker of Bass Ale, an InBev product, for the U.S. market. In addition, the brewery has begun producing flavored alcoholic beverages, such as the spiked lemonade, and special brews such as the Shock Top line of citrus-flavored wheat beers. In July, the Chicago Tribune reported that Goose Island Beer Co., a craft beer maker bought by Anheuser-Busch this spring for $39 million, will switch production of its 312 Urban Wheat Ale from Chicago to Anheuser-Busch’s brewery in Baldwinsville. The switch prompted one headline announcing that 312 (named after a Chicago area code) will now be made “courtesy of area code 315.” Bullis said the plant is competing with other Anheuser-Busch breweries for another new product line — a beer packaged in a 24-ounce can. He’s hoping the cut in property taxes helps the plant get that line and others. “We want this to be a thriving entity,” he said. Nid: 433 Post date: 09/24/2011 - 03:23 Title: Beer Girls Didn't Win Carlsberg no different than the Rest Teaser: I stand corrected. I fell for the headlines just as Carlsberg had intended us to believe. The real story is this no agreement is reached in Cambodia Unfortunately there is no win yet in favour of Angkor/Carlsberg beer promoting women. The real union organizing the workers declared that "“Carlsberg and Cambrew have now issued a gravely misleading statement claiming that they have reached an agreement with the union. We are seriously disappointed with the lack of commitment from Carlsberg/Cambrew . “ Type: Blog entry Body: I stand corrected. I fell for the headlines just as Carlsberg had intended us to believe. The real story is this no agreement is reached in Cambodia Unfortunately there is no win yet in favour of Angkor/Carlsberg beer promoting women. The real union organizing the workers declared that "“Carlsberg and Cambrew have now issued a gravely misleading statement claiming that they have reached an agreement with the union. We are seriously disappointed with the lack of commitment from Carlsberg/Cambrew . “ CAMBODIAN FOOD AND SERVICE WORKERS' FEDERATION (CFSWF)has denounced the yellow union that Carlsberg claimed to reached an agreement with. I hope this news can be edited and changed with the accurate information. Nid: 431 Post date: 09/23/2011 - 01:00 Title: Foster's Employees Worried about their Jobs Teaser: Foster's beer makers are worried about their job security after finding out through the media that the iconic Australian company likely will be taken over by British-based brewer SABMiller. The board of Foster's Group on Wednesday backed a $12.3 billion takeover bid by the global brewing giant, saying it would be good for local jobs and the company's branding overseas Type: Blog entry Body: Foster's beer makers are worried about their job security after finding out through the media that the iconic Australian company likely will be taken over by British-based brewer SABMiller. The board of Foster's Group on Wednesday backed a $12.3 billion takeover bid by the global brewing giant, saying it would be good for local jobs and the company's branding overseas . About 250 beer makers at Foster's Abbotsford brewery in Melbourne were not notified about the take-over by management, but found out about it through the media, said Jess Walsh, Victorian secretary of the United Voice union. Advertisement: Story continues below She said staff were concerned about foreign ownership of the company and whether the new owners would understand the cultural and historical significance of the brewery. "The most important thing is that whoever owns the company understands the significance of the Abbotsford brewery in production but also culturally," Ms Walsh said. "It's where brands like Victoria Bitter have been made for 100 years, so their concern is that whoever owns the company understands that historical link. "It may not necessarily matter where the ownership of the company is located but it does matter, obviously, to the workers but also to Australians where the beer is produced." She said there was no indication as yet regarding job losses but, adding that the union would meet with staff and management in coming days to ensure job security at the brewery. "Workers are understandably worried but at the same time they're very confident in the work that they do down there and they're the heart and soul of the company," she said. "They've been making those iconic brands of beer for generations down there and they expect that SABMiller is going to respect the contribution that they make." Foster's chief executive John Pollaers said he believed SABMiller was committed to doing "what's right" to keep the Foster's workforce in Australia. "All I can say is that I had a very personal, warm conversation with Graham Mackay, the CEO of SABMiller, the day before last and he believes, as I do, in the future of this business and in the people and the importance of this business to Australia," Mr Pollaers told ABC TV. But he would not be drawn on the possibility of future job cuts. "There will always be changes with an event like this," he said. Read more: http://www.smh.com.au/business/beer-makers-worry-for-their-jobs-20110922... Nid: 430 Post date: 09/23/2011 - 00:50 Title: Finally SABMiller buys Fosters Teaser: SABMiller finally reached an agreement to buy Foster's for $10.15 billion, ending a four-month-long takeover battle. SABMiller's acquisition of Foster's will be the biggest takeover of a brewer since InBev acquired Anheuser-Busch for $52 billion in 2008 Type: Blog entry Body: SABMiller finally reached an agreement to buy Foster's for $10.15 billion, ending a four-month-long takeover battle. SABMiller's acquisition of Foster's will be the biggest takeover of a brewer since InBev acquired Anheuser-Busch for $52 billion in 2008 . Under the terms of the deal, the giant global brewing company will pay 5.10 Australian dollars ($5.13) a share, an increase from its previous bid of AU$4.90. Foster's investors will also receive a special cash payout of 30 Australian cents per share, part of a previously announced capital initiative. "Foster's will become an important part of our business," SABMiller's chief executive, Graham Mackay, said in a statement. With its acquisition of Foster's, SABMiller will gain exposure to a market with high margins, albeit sluggish growth. Foster's has a 50 percent share of the Australian industry, with seven of the top 10 brands, including the No. 1 beer, Victoria Bitter. Foster's reported lackluster full-year results last month that probably made shareholders more amenable to a revised offer from SABMiller. It booked a loss of 89 million Australian dollars (91 million US dollars) for the fiscal year to June on revenue of 2.2 billion Australian dollars. The result was an improvement on the 464 million Australian dollar loss in the previous financial year when revenue was 5 percent higher. The company blamed economic uncertainty, lower household disposable income and bad weather for a 5.6 percent slide in beer sales — a figure slightly better than the 6 percent drop for the sector as a whole. SABMiller, the maker of almost 200 brands from Miller High Life to Lech and Chairman's Extra Strong Beer, became the second-largest brewer by volume after at least 30 deals in developing nations from Colombia to Poland and India. Read more: http://www.stltoday.com/business/local/article_3972a5d3-63c0-5036-9b4d-7... Nid: 428 Post date: 09/20/2011 - 18:43 Title: Drinking at Home Costing Jobs Teaser: European beer drinkers enjoying a cold one from the comfort of their couch, instead of at a barstool, could be hurting the economy, according to a recent study. Beer production in the European Union fell 6 percent between 2008 and 2011 and consumption dropped by 8 percent during the same period, an Earnst & Young study commissioned by Brewer’s of Europe found. The declines cost the region 260,000 jobs, according to the study Type: Blog entry Body: European beer drinkers enjoying a cold one from the comfort of their couch, instead of at a barstool, could be hurting the economy, according to a recent study. Beer production in the European Union fell 6 percent between 2008 and 2011 and consumption dropped by 8 percent during the same period, an Earnst & Young study commissioned by Brewer’s of Europe found. The declines cost the region 260,000 jobs, according to the study . Though the period of the report coincides with that of the global financial crisis, the study’s authors say there are other trends driving the decline in production and consumption and the subsequent job losses: Consumers are opting for cheap beers over premium ones and they’re drinking it at home instead of at bars or restaurants. Close to three-quarters of jobs indirectly attributed to the beer industry are in the hospitality field, which is why a boost in home consumption resulted in so many jobs losses, according to the study. Total employment in the European Union dropped 2 percent, while employment in beer-related industries fell 12 percent, the study found. While changes in beer drinking behavior may not be high on economic policymakers’ priority lists, they could be having a larger-than-expected impact on European economies. The study’s authors estimate that beer industry’s impact on employment in the region is comparable to that of countries such as Finland, which accounts for about 2.4 million jobs. And the countries most affected by the European debt crisis may be most affected by consumers’ increasing interest in drinking at home because their hospitality industries rely more heavily on beer drinkers heading to pubs and restaurants. In Greece, Ireland, Spain and Portugal more than 60 percent of beer drinking takes place in bars and restaurants compared with Baltic states where most people drink beer at home, according to the study. Though a large-scale shift to home beer drinking could hurt the U.S. economy, it likely wouldn’t have as big of an impact as in Europe. Less than half of U.S. beer industry jobs come from the retail sector, according to a study commissioned by the Beer Institute and the National Beer Wholesalers Association. The U.S. beer industry accounts for about 1.8 million jobs or just above 1 percent of the American workforce, the study found. Nid: 427 Post date: 09/20/2011 - 18:39 Title: Beer Market to Grow by 2.5% in 2011 Teaser: Growth in the world beer market is set to reach around 2.5 percent this year in a "two-speed" recovery driven by emerging markets, while mature economies are set for more meagre advances, industry research group Plato Logic said on Monday Type: Blog entry Body: Growth in the world beer market is set to reach around 2.5 percent this year in a "two-speed" recovery driven by emerging markets, while mature economies are set for more meagre advances, industry research group Plato Logic said on Monday . "Globally, the beer industry continues to show resilience in the current economic climate; we are forecasting some further recovery in 2011 to near 'normal' growth rates," said Plato director Ian Pressnell in a statement. The 2.5 percent volume growth forecast for this year -- largely reflecting the increasing taste for beer among emerging market consumers -- compares with 1.6 percent growth in 2010 and an 0.4 percent advance in 2009. For this year, the research group predicts 1 percent growth in Europe and America and some 4 to 5 percent in the emerging regions of Asia, Africa and the Middle East. For 2010, there was no change in the ranking of the world's five biggest beer markets, with China increasing its lead over the United States to be nearly twice as large, having consumed some 450 million hectolitres of beer, Plato's figures showed. Those two nations stay well ahead of Brazil, Russia and Germany. China's Snow beer retained its top spot in the world's leading beer brands in 2010, according to Plato. The beer, brewed by a joint venture involving the world's second-biggest brewer SABMiller , was followed by Bud Light, Budweiser and Brazil's Skol, all brewed by the world's biggest brewer Anheuser Busch InBev in an unchanged top four from 2009. Chinese beer Tsingtao jumped to fifth spot, swapping places with Mexico's Corona , while AB InBev's Brazilian brew Brahma stayed in seventh position. Another Chinese brand Beijing Beer jumped over Heineken to make eighth spot, while Coors Light remained the 10th best-selling beer brand. Nid: 413 Post date: 09/12/2011 - 12:33 Title: Exploding Stella Artois Cidre Teaser: Stella Artois Cidre is subject to a product recall after a number of bottles exploded. The recall applies to 56.8cl bottles sold individually or in 12-packs with the codes 1182381, 1214381 or 1217381 printed on the neck. On a 12-pack the batch code can be located on the long side of the pack, to the right of the barcode. Supplier AB Inbev advised retailers or consumers to examine stock carefully, “wearing gloves and protective eyewear, to determine if the product is from the affected batch”. Type: Forum topic Body: Stella Artois Cidre is subject to a product recall after a number of bottles exploded. The recall applies to 56.8cl bottles sold individually or in 12-packs with the codes 1182381, 1214381 or 1217381 printed on the neck. On a 12-pack the batch code can be located on the long side of the pack, to the right of the barcode. Supplier AB Inbev advised retailers or consumers to examine stock carefully, “wearing gloves and protective eyewear, to determine if the product is from the affected batch”. Retailers who find bottles from the affected supply should call 0800 0731736 between 8am and 8pm. Nid: 406 Post date: 09/06/2011 - 17:07 Title: New Beer Can Teaser: Wouldn't life be much easier if someone came up with an idea to replace old fashioned ring-style-stay-on-tab beer cans for a more practical (and greener) way of enjoying the world's most popular drink? Thinking of that, Brazil's AmBev - a subsidiary of Belgium-based Anheuser-Busch InBev - requested one of the country's top advertising agencies to orchestrate a campaign in order to mark the launching of its first easy-to-open beer can that transforms into a drinking cup when the top is removed. Type: Blog entry Body: Wouldn't life be much easier if someone came up with an idea to replace old fashioned ring-style-stay-on-tab beer cans for a more practical (and greener) way of enjoying the world's most popular drink? Thinking of that, Brazil's AmBev - a subsidiary of Belgium-based Anheuser-Busch InBev - requested one of the country's top advertising agencies to orchestrate a campaign in order to mark the launching of its first easy-to-open beer can that transforms into a drinking cup when the top is removed. The new design was created for AmBev's top brand Brahma, and it will be unveiled in Brazil this Saturday. After conducting monthly researches with more than 2,500 consumers, AmBev's innovation team noticed a public interest in a way of drinking beer that could combine both the experience of drinking from a cup plus the convenience of the can. Based on the feedback they got from consumers, they created a can called Brahma Copaço (Brahma Big Cup), which will be available in 12 fl oz size cans in most of Sao Paulo's supermarkets beginning tomorrow. Besides its nuts and bolts look, the eco-friendly Brahma Copaço will also help in reducing waste at sporting events, hence the decrease in the use of glass and plastic at stadiums. As for the marketing campaign to promote its newest product (which was created by the Africa agency,) AmBev opted to go for the idea of a "wedding" between the beer can and the cup, freely inspired by Prince William's and Catherine's royal wedding. The campaign consists of two parts. In the first part, a teaser with several references to the British event of the decade premiered on August 25, in which a regular can of Brahma beer (the royal) and a glass cup (the commoner) are treated as celebrities, even with speculations about the can possibly being pregnant. The second part of the campaign begins tomorrow, with the release of a short-movie detailing the milestones of the relationship, the planning of the wedding and the subsequent "birth" of Brahma Copaço. Nid: 404 Post date: 09/06/2011 - 00:04 Title: Fear of Job Loses at Harp Teaser: fears of job losses at the Diageo Dundalk brewery surfaced this week as the company took another step towards creating a 'super brewery' in Dublin. Diageo, which announced a 3% drop in profits last week, confirmed they have lodged a planning application for a major development at their world famous St. James' Gate brewery site, where a €100 million-plus investment has been mooted. But the impact of such plans on existing Diageos sites, including Dundalk, hasn't yet been made clear. Type: Blog entry Body: fears of job losses at the Diageo Dundalk brewery surfaced this week as the company took another step towards creating a 'super brewery' in Dublin. Diageo, which announced a 3% drop in profits last week, confirmed they have lodged a planning application for a major development at their world famous St. James' Gate brewery site, where a €100 million-plus investment has been mooted. But the impact of such plans on existing Diageos sites, including Dundalk, hasn't yet been made clear. ' The news that the company is advancing its plans by lodging planning permission is an indication of their long term plans,' said Willie Quigley, Unite spokesman, the union which represents the majority of workers at the Carrick Road brewery. 'As yet we are not aware of a timeframe for the proposed development in Dublin, and I'm sure that will very much depend on the planning process.' 'But our members have been informed of the news over the last few weeks, and we await further developments.' In 2009, Diageo announced plans for an ambitious €650 million overhaul of its brewing activities in Ireland. This involved closing long-established breweries in Kilkenny and Dundalk by the end of 2012 and reducing capacity at St. James's Gate. The plan was put on ice in January 2010 due to the impact of the recession on beer sales and the collapse in the property market. ' There has been no further news for staff in Dundalk, about the future of the brewery here, which would obviously be of huge local significance, given that it is the last brewery in town. 'But UNITE, along with the other unions, will be working to ensure that if any closures are planned, that we will secure re-deployment for staff, and for those who do not want to be redeployed, the very best redundancy deal,' added Willie. Nid: 402 Post date: 09/05/2011 - 23:56 Title: Anheuser-Busch InBev Announces Changes to its Teaser: Anheuser-Busch InBev (Euronext: ABI) (NYSE: BUD) today announced that Peter Harf will step down as Chairman of the Board and a member of the Board of Directors in April 2012. Commenting on his decision Mr. Harf said, "I love Anheuser-Busch InBev, one of the truly great consumer goods companies, and will miss all my colleagues there. I am reassuming my role as Executive Chairman of DKMS, the non-profit cure blood cancer organization, and my role at Joh. A. Benckiser remains demanding." Mr. Harf will be succeeded as Chairman of the Board by fellow Board member Kees Storm. Mr. Type: Forum topic Body: Anheuser-Busch InBev (Euronext: ABI) (NYSE: BUD) today announced that Peter Harf will step down as Chairman of the Board and a member of the Board of Directors in April 2012. Commenting on his decision Mr. Harf said, "I love Anheuser-Busch InBev, one of the truly great consumer goods companies, and will miss all my colleagues there. I am reassuming my role as Executive Chairman of DKMS, the non-profit cure blood cancer organization, and my role at Joh. A. Benckiser remains demanding." Mr. Harf will be succeeded as Chairman of the Board by fellow Board member Kees Storm. Mr. Storm has been a Board member since 2002. Born in 1942, he is a Dutch citizen and received an MA in Business Economics from the University of Rotterdam in 1969. Among others, he is currently Chairman of the Supervisory Board of KLM, a member of the Board of Directors of Baxter International and Vice-Chairman of the Board of Unilever. His interest in improving healthcare has also led him to active involvement with the Amsterdam Cancer Center and the Health Insurance Fund. Mr. Harf and Mr. Storm will work together closely in the coming months to ensure a smooth transition of the Chairman's responsibilities. Mr. Storm will become Vice-Chairman of the Board with immediate effect. About Nid: 401 Post date: 09/05/2011 - 00:12 Title: Celebrate Labour Day but Remember the Past. Teaser: If we remembered what it was like for workers before the labor movement, or had a clear vision of how many American workers would take it on the chin without a movement, we'd know how special it is. As we gorge ourselves with burgers and beer on this Labor Day weekend, we'd do well to give a second thought to the movement that gave us the 40-hour week, an eight-hour day and, yes, weekends. Type: Blog entry Body: If we remembered what it was like for workers before the labor movement, or had a clear vision of how many American workers would take it on the chin without a movement, we'd know how special it is. As we gorge ourselves with burgers and beer on this Labor Day weekend, we'd do well to give a second thought to the movement that gave us the 40-hour week, an eight-hour day and, yes, weekends. There was no such thing as a weekend in 1882 when the first Labor Day was celebrated. Blue collar workers hit the clock Monday through Saturday. If they got Sunday off, they were lucky. "Labor bought the weekend," said Jerry Jordan, president of the Philadelphia Federation of teachers. "Uni ons fought for things that the entire society benefitted from, whether they were union members or not. Child-labor laws, disability payments. You don't have to be in a union to get those things." But you wouldn't have them without a labor movement. We wouldn't have time-and-a-half for overtime or unemployment benefits or health insurance or many of the workplace safety rules in place today. Without the persistent prodding of the labor movement, there would be no Social Security or Medicare. Organized labor has backed universal health care even though it's not in its self-interest to have government provide a benefit that made union membership more attractive. You'd have to be a poor student of history to believe that American industrialists would have provided any of those benefits on their own. If you want to know what big business sees as fair wages and acceptable working conditions, look at what they pay their overseas workers. Textile workers employed by American multinational corporations in Korea and China and South America work for a fraction of what workers are paid even in so-called "right-to-work" states. But many of us are poor enough students of history to believe that we no longer need to organize in our own interests, or that when we do it harms the American economy. That's what politicians mean when they say that labor unions are a special interest. Respected political figures haul water for these multinationals and mischaracterize U.S. workers without fear of reprisal because most Americans have no idea what the labor movement means to them. Nid: 394 Post date: 08/26/2011 - 23:25 Title: Hockey and Beer-Molson AB-InBev Round Three Teaser: With just two weeks to go until the start of NHL training camps, the fate of the biggest sponsorship deal in league history hangs in the balance. Again. Arguments in Labatt’s suit to stop the NHL’s $375 million North American sponsorship agreement with archrival Molson Coors wrapped up in a Toronto courtroom Thursday. It was the second time the suit has been heard. “This is the end of the third round,” said Ontario Superior Court judge Geoffrey Morawetz after lawyers had finished presenting their cases. Type: Blog entry Body: With just two weeks to go until the start of NHL training camps, the fate of the biggest sponsorship deal in league history hangs in the balance. Again. Arguments in Labatt’s suit to stop the NHL’s $375 million North American sponsorship agreement with archrival Molson Coors wrapped up in a Toronto courtroom Thursday. It was the second time the suit has been heard. “This is the end of the third round,” said Ontario Superior Court judge Geoffrey Morawetz after lawyers had finished presenting their cases. The case had already been heard once before. At that hearing, in June, Superior Court judge Frank Neubold ruled against Molson Coors and the NHL, saying the league had already sold Canadian rights to the Molson’s archrival Labatt. Neubold’s ruling was overturned in July by the Ontario Court of Appeal. During the appeal hearings, lawyers for Labatt confirmed that their deal for Canadian rights was worth just $36 million, spread over three years. NHL executive vice-president Bill Daly, on hand to watch Thursday’s proceedings, acknowledged that having such a major deal in doubt just weeks before the season is to start isn’t exactly an ideal circumstance. “It would be fair to say that,” said Daly. “I hope it will end as quickly as it possibly can, given that there’s also a right of appeal (once Justice Morawetz hands down his decision).” In an emailed statement, a Labatt spokesman said the brewing giant, which is owned by Anheuser-Busch/InBev, was confident it would prevail in the end. “We continue to believe that we have a strong case that Budweiser is the official beer of the NHL, and we are eagerly awaiting the judge’s decision,” said Charlie Angelakos, Labatt’s vice-president of corporate affairs. Molson Coors spokesman Adam Moffat said the company is hopeful the case will be decided soon. But in the interim, it is still putting together plans for the NHL season. “Today we are still the official sponsor and are moving ahead on our planning,” said Moffat. Veteran players report to training camp Sept. 19, while rookies report Sept. 12. Labatt lawyer Linda Rothstein argued in court that long before the NHL announced its deal with Molson Coors, it had already reached agreement on the key parts of an agreement with Labatt, even if there wasn’t a long-form legal text. “It was, by all accounts, a deal on material business terms,” said Rothstein, who suggested that this meant the league had an obligation to keep talking to Labatt to hammer out a full legal agreement. Molson lawyer Paul Steep said Labatt was asking Morawetz to rule the NHL “had a duty to negotiate that was open-ended.” When the league announced in February that it had signed a North America-wide agreement with Molson-Coors, NHL chief operating officer John Collins called it “a monster deal.” The $375 million deal included roughly $100 million in rights fees, another $100 million in guaranteed advertising buys, and $100 million in “activation” money. “Activation” money would include promotions such as miniature Stanley Cups in cases of beer, promotions at restaurants, “fan experience” tents at all-star games and drafts, and even trips to NHL events like the Stanley Cup or draft. Nid: 393 Post date: 08/25/2011 - 00:12 Title: Italys General Strike Teaser: Italys General Strike Type: Image Body: Italys General Strike Nid: 392 Post date: 08/24/2011 - 23:32 Title: Italian Trade Union calls For General Strike . This includes Peroni Brewery (Miller) Teaser: Italy's biggest trade union, the CGIL, on Sunday called for a general strike against the government's new austerity plans. Union chief Susanna Camusso, speaking in the daily La Repubblica newspaper, said the CGIL (Italian General Confederation of Labour) would hold a meeting on August 23 to fix a date for the strike. Type: Blog entry Body: Italy's biggest trade union, the CGIL, on Sunday called for a general strike against the government's new austerity plans. Union chief Susanna Camusso, speaking in the daily La Repubblica newspaper, said the CGIL (Italian General Confederation of Labour) would hold a meeting on August 23 to fix a date for the strike. "I can't see any other way to oppose the iniquity of this austerity plan," she added. Italy's cabinet on Friday approved a 45.5-billion-euro ($64.8-billion) austerity package of spending cuts and tax hikes that Prime Minister Silvio Berlusconi said was due to pressure from Finland, Germany and the Netherlands. The draft measures -- which must still go before parliament for final approval expected early September -- include a new tax on high earners and deep cuts to local government and cabinet costs. Nid: 390 Post date: 08/23/2011 - 20:29 Title: Why do the Big Four Love China Teaser: For the past three years, the world's top-selling beer is a pale, Budweiser-like brew that barely anyone in the West has ever heard of, let alone tasted. It is Snow Beer. The Chinese drank 16.5bn pints of Snow last year, making it easily China's favourite and roughly twice as popular as Bud Light, the global beer from which it snatched the number-one spot back in 2008. Type: Blog entry Body: For the past three years, the world's top-selling beer is a pale, Budweiser-like brew that barely anyone in the West has ever heard of, let alone tasted. It is Snow Beer. The Chinese drank 16.5bn pints of Snow last year, making it easily China's favourite and roughly twice as popular as Bud Light, the global beer from which it snatched the number-one spot back in 2008. Snow may not yet generate as much profit for SABMiller, the brewer that part owns it, as Bud Light does for its rival, Anheuser-Busch InBev, but the Chinese beer market is booming, with around 10pc growth each year. By contrast, US and European beer drinkers, sobering up fast thanks to the economy's poor state in the developed world, are steadily reducing their consumption. "A lot of foreigners who have been to the mainland are surprised when they stop by my office," said Ari Mervis, the head of SABMiller in Asia, from his base in Hong Kong. "They ask me: 'What is this brand Snow? We did not see it anywhere.'" "And, of course, I tell them it is the biggest beer in China, ahead of rivals who have been around for 110 years when we have only been going for 15. But it is in a very Chinese part of the market, not in places where foreigners go to." Snow is not even available in Hong Kong, just across the border. The beer that most foreigners see, both inside and outside China, is Tsingtao, first brewed by Germans in the north-east of the country and now owned partly by Asahi, the Japanese conglomerate, a Chinese entrepreneur and the Chinese government. More than 11bn pints of Tsingtao were sold last year. And Tsingtao is said to be up against SABMiller in the race to take over Foster's, after the South African brewers put up a £6bn hostile offer last week. Snow is not marketed as aggressively as Tsingtao. Indeed, it barely advertises at all. But its parent company, which is 49pc-owned by SABMiller and 51pc-owned by China Resources, has steadily gone about buying up China's network of local breweries, traditionally the main providers of beer in each region, moving from the north-east down the coast and then to the south and inland. The spate of acquisitions has given Snow control of large areas of the country where it dominates the local market. "When we entered the market in 1993, we did so very humbly with only three breweries," said Mr Mervis. "Now we have 80 and there are 500 across the country," he added. In the beginning, as Tim Clissold, a former banker who invested heavily in China in the 1990s, relates in his book Mr China, the Chinese beer market produced "a great deal of froth". International investors piled into the market, but there was little quality control at breweries that had been state-run for decades. "Late that summer, I was given several samples of our beer that had been recovered from a Beijing market," wrote Mr Clissold of the Five Star brand he had invested in. "One bottle had leaves in the bottom, several contained only an inch of beer and another was full but contained a large ball of adhesive tape. We could never figure out how it ever got in there." Mr Mervis admits that when he started in China, some of the breweries reminded him of his days in Russia, when he would see "places with just a kettle and a tank that had been set up for distilling vodka". Nevertheless, in the early days of Snow, he said the team looked at under-performing breweries as "an opportunity". These days, of course, the breweries have all been upgraded with the latest equipment. "The technological and technical advances have been remarkable," he said. "When we look at our breweries globally, there are some in China that are right up there, in terms of low water usage, energy per hectolitre [100 litres], and output per person." He added: "In terms of quality we have focused on consistency of quality, and we have rationalised the brands - so there used to be over 60 brands of Snow and now there are just five key varieties. We focused on the glass, the labelling, the crowns." Earlier this summer, Snow's expansion continued down in Jiangsu province, Shanghai, and then in Zhejiang, with the £111m purchase of four major breweries, one of which produces one of Shanghai's favourite beer brands, Reeb. The sellers were Asahi and Heineken. "For us it was important to have control of those areas," said Mr Mervis. "Hangzhou in particular is a large and affluent city, very prosperous and attracts a lot of visitors." He declined to comment on why Asahi and Heineken had sold, beyond saying that the Japanese brewer was focusing its efforts on Tsingtao and that Heineken is after China's premium market. Last week, Snow struck a £25m deal to take a 70pc stake in Kweichow Moutai beer, a spin-off brand of China's most famous "baijiu", or white spirit, distillery. With the purchase of each new brewery, Snow targets a 50pc share of the local market, slowly replacing the local brewery's brand with its own and courting distributors. The focus on logistics, rather than image, has so far been the key to its success. The product itself is difficult to distinguish from the rest of China's beers, all of which tend to taste the same to a European palate, much as American beers do, but it is a good example of where localisation is essential to success in China. According to SABMiller, the beer is "bright, almost transparent in nature, with a tight pure white foam". According to beer enthusiasts outside of China, posting on the BeerAdvocate magazine's website, it is "bland and watery". "The Chinese do not look at beer the way that you do in the UK, where people go to a pub to drink. Chinese still see beer mostly as an accompaniment to a meal," said Mr Mervis. "Half of all beer is drunk in restaurants, and with spicy food, they want a less filling and less heavy beer. The prefer low alcohol (typically between 3pc and 4pc) and a more American taste profile," he added. Looking forward, Mr Mervis predicted that Snow's march of acquisitions would start to slow. The jumps that saw Snow double in size between 2005 and 2006 are unlikely to be repeated. "I cannot see much on the horizon," he said. "It is a big challenge to make sure acquisitions can see a clear path to profitability," he added. "It is hard in China, because to do well in fastmoving consumer goods, you need to be big. But you have to balance that investment. We want to build an unassailable lead, but we want to be profitable too." Instead, he hinted that the company's experiments with moving the brand towards the premium sector had been successful, and that with the national coverage that Snow has, it could be time to start a national advertising campaign. "Beer is not really seen as a real premium product in China so far," he said. "But, in the future, it may move that way." "There was little quality in breweries that were state-run for decades" Nid: 388 Post date: 08/18/2011 - 19:20 Title: Tastes are Different in each Country Teaser: With beer consumption falling for seven straight years and neighbourhood pubs closing at a rate of 29 per week, traditionally suds-soaked Britain is facing a beverage identity crisis while brewers are left scrambling to find new markets for their products. And at least one, Molson Coors Brewing Co., believes it has found the answer: women Type: Blog entry Body: With beer consumption falling for seven straight years and neighbourhood pubs closing at a rate of 29 per week, traditionally suds-soaked Britain is facing a beverage identity crisis while brewers are left scrambling to find new markets for their products. And at least one, Molson Coors Brewing Co., believes it has found the answer: women . Molson Coors, the company that resulted from the merger of the storied Canadian brewer and Coors Brewing Co. in 2005, is rolling out a new brand in the U.K. and Ireland called Animée, aimed directly at the fairer sex, which currently accounts for just 17 per cent of beer sales there. Described as "lightly sparkling and finely filtered with a delicious fresh taste," Animée contains four per cent alcohol by volume and comes in three flavours: "clear filtered, crisp rosé and zesty lemon." "We are way behind almost every other beer drinking country in the world when it comes to women," says Kristy McReady, a spokesperson for Molson Coors in Britain, noting that 79 per cent of women in the U.K. say they never, or rarely, drink beer-in part because it's viewed as being high in calories. "Beer is seen as very masculine, the way it's marketed and sold. It's drank from pint glasses and sold in big boxes." Molson Coors, which spent two years developing Animée with the input of some 30,000 women, isn't the only company going down this road. Danish brewer Carlsberg launched Eve in some European markets in 2006, another light, sparkling beer-like beverage flavoured with either lychee, grapefruit or peach and passion fruits. Nor is it the first time brewers have tried to shed beer's macho image in the hopes of broadening sales. In the early 1990s, Coors introduced a clear, sparkling beverage called Zima that was meant as an alternative to the then-popular category of wine coolers. It was supposed to target men but ended up appealing mostly to women (which essentially killed any chance of anyone with a Y chromosome ever drinking it), and ended up becoming a running joke among late-night talk show hosts like David Letterman because of its "girly man" image. Zima was discontinued in most markets in 2008. In Canada, the picture is slightly different. There are no plans to roll out Animée here, nor anything like it, since women already account for close to 40 per cent of beer sales, according to Peter Nowlan, Molson Coors Canada's chief marketing officer. "It's different here," Nowlan says. "Beer plays a broader role in Canadian culture." At the same time, consumption of beer is holding up rather well in the face of increased competition from wine and other alcoholic beverages. According to the Brewers Association of Canada, the volume of beer sold grew by nearly 17 per cent between 1996 and 2010, roughly at the same rate as the country's population. Spokesperson André Fortin says the Canadian industry has been successful in offsetting a global decline in beer consumption by developing new products, ranging from craft brews to the current flood of lime-flavoured concoctions. Women provide yet another opportunity. "It's a huge part of the market that's available for growth to brewers," Fortin says. "That's why you're starting to see breweries pushing new ways of looking at beer, whether it's beer pairings or new flavours." So while Molson Coors is going after women directly in the U.K., where the situation is more dire, the company has opted for a soft-sell approach in Canada. After conducting an extensive 2009 study that found Canadians increasingly associated beer with specific occasions (a weekend at the cottage, for example), the brewer has dumped the industry's traditional, demographic-focused marketing campaigns-most of which followed a similar script: young, shaggy-haired guy opens a case of beer, bikini-clad blond models appear from nowhere-in favour of more sexually neutral spots. Hence, a recent Molson Canadian television ad highlights the appeal of a Canadian summer for both men and women, while ads for Molson 67, a light, low-calorie beer, shows an apparently weight-conscious twentysomething male in the bar enjoying a tall 67, while one of his peers is stuck with a tiny glass of shiraz (with the equivalent number of calories). Nowlan says it's all part of an effort to position Molson Coors products as more than just high-octane beverages to be guzzled by rowdy guys who watch hockey. He says the company also hopes to capitalize on a growing trend among Canadians-both men and women-toward beer and food pairings, particularly as young urbanites expand their gastronomic horizons beyond wine-focused European cuisines. "I think we're seeing the start of a beer renaissance," he says. And thankfully for Canada's beer purists, it didn't require any exotic fruit-flavoured malt beverages to get there. Nid: 387 Post date: 08/16/2011 - 23:32 Title: Molson Coors To Invest in the UK Teaser: Molson Coors will invest £175m in its breweries across the UK, in an endeavor to boost the struggling British beer industry with breweries closing down and beer sales plummeting to low levels. The North American brewing giant, which has four plants in the country, has also vowed to invest an additional £15m a year over the next five years developing its site in Burton-on-Trent. In addition, Molson Coors also revealed that it would invest a £5m in the Sharp's brewery in Cornwall and in its two other brewing plants in the country. Type: Blog entry Body: Molson Coors will invest £175m in its breweries across the UK, in an endeavor to boost the struggling British beer industry with breweries closing down and beer sales plummeting to low levels. The North American brewing giant, which has four plants in the country, has also vowed to invest an additional £15m a year over the next five years developing its site in Burton-on-Trent. In addition, Molson Coors also revealed that it would invest a £5m in the Sharp's brewery in Cornwall and in its two other brewing plants in the country. The group said the Burton investment will result in modernization of the site, and achievement of the targeted savings of 1 billion liters of water by 2012 and energy reduction of 20% by 2020. Investment will also be made in the group's packaging operation. Molson Coors UK and Ireland chief executive Mark Hunter said the company has to ensure that it has the flexibility on both brewing and packaging to reflect the fact that the on-premise is getting smaller and the off-premise is growing. According to the British Beer and Pub Association (BBPA), beer sales in Britain slumped 9.8% in the three months to the end of June, and are 7% lower so far in 2011 Nid: 385 Post date: 08/14/2011 - 17:00 Title: Carlsberg Beer Girls Win ! Teaser: ANGKOR Beer promoters, who had been striking against Cambrew for unpaid overtime and respect, have won their battle. Each will receive retroactive overtime pay totalling as much as US$320, following intervention by city officials, the president of the union representing them said yesterday Type: Blog entry Body: ANGKOR Beer promoters, who had been striking against Cambrew for unpaid overtime and respect, have won their battle. Each will receive retroactive overtime pay totalling as much as US$320, following intervention by city officials, the president of the union representing them said yesterday . Phnom Penh deputy governor Pa Socheatvong reached an agreement with the women about half way through a two-hour meeting yesterday afternoon, said Mora Sar, president of the Cambodia Food Workers’ Federation. The deputy governor will now urge the company to honour a July ruling by the Arbitration Council that called on Cambrew to adhere to labour laws and pay its beer promoters US$2 overtime on Sundays, Mora Sar said. The council’s ruling was retroactive for three years. The city will pay the beer promoters for the overtime they are owed if Cambrew is slow to pay, Mora Sar added. He said city officials said they intervened in the strike because it was affecting public order and also said that the deputy governor told the women yesterday that “the company needs to follow the law”. Beer promoter Oum Thavy said she was happy with the city’s offer, but added that the payment was not the issue. “The money is not important for the company and it is not important to me. I want the company to respect the law and the women who promote its brands. Even though we work for the company we have rights,” she said. Mora Sar said yesterday’s agreement opened the door for the estimated 1,000 beer promoters who work for Cambrew to file complaints for unpaid overtime. “In fact, the company owes them money back to 1997 when the labour law required double pay for overtime,” he said. The strike began on July 25 when 34 beer promoters began protesting in front of Cambrew’s headquarters on Norodom Boulevard. The women suspended their strike for one week last Thursday after Pa Socheatvong agreed to mediate. Their strike drew support from Cambodian unions who threatened to boycott Angkor Beer. They were followed by Danish and international unions, who pressured Carlsberg, which owns half of Cambrew, to settle the strike over $2 of daily overtime. The boycott of Cambrew products saw some bars in Phnom Penh stop serving its products. Garage bar, which is located along the riverside, stopped serving Cambrew products to support the strike. “Beer girls are among the most exploited workers in Cambodia,” its owner explained. “My staff and I wanted to show our support.” Mora Sar said yesterday’s victory would boost the confidence of the Kingdom’s estimated 4,000 beer promoters. “It’s only the second time they won,” he said, referring to a strike last year when they protested to have fired colleagues reinstated. Cambrew and Carlsberg declined to comment. Nid: 384 Post date: 08/14/2011 - 16:50 Title: Stella Cidre Helps UK declining sales for AB-InBev Teaser: AB InBev yesterday said its newly Stella Artois Cidre had helped offset a 16% decline in beer volumes in the UK. The group, which makes Stella Artois, Beck’s and Budweiser, said beer volumes in the UK had fallen in the second quarter of 2011, after it came up against tough comparative figures a year ago when sales were boosted by the World Cup. But it said its cider had proved a success since its launch in April and had claimed a 16% share of the market, according to industry figures. Type: Blog entry Body: AB InBev yesterday said its newly Stella Artois Cidre had helped offset a 16% decline in beer volumes in the UK. The group, which makes Stella Artois, Beck’s and Budweiser, said beer volumes in the UK had fallen in the second quarter of 2011, after it came up against tough comparative figures a year ago when sales were boosted by the World Cup. But it said its cider had proved a success since its launch in April and had claimed a 16% share of the market, according to industry figures. It also hopes volumes of Budweiser will be boosted by its recently announced deal to sponsor the FA Cup for the next three years. The group’s revenues rose 3.7% to £6.1bn in the quarter, while underlying profits rose 6% to £2.3bn, boosted by a strong performance in China and Brazil. Profits were also helped by lower tax and financing costs and the weakness of the US dollar, since AB InBev generates much of its sales in currencies other than the dollar. The Belgium-based company said in western Europe underlying profits rose 1.7% to £237.4m. In the UK, Stella Artois Cidre was helping to attract new drinkers to cider, and the company claimed it was on track to become one of the industry’s most successful consumer product launches. Its “Le President” advertising campaign had also been highly acclaimed, it added. The group recently launched Stella Artois 4%, which at 4% alcohol strength is weaker than Stella Artois, in order to diversify its offer. Nid: 380 Post date: 08/11/2011 - 15:57 Title: When In Doubt Raise The Price. Like True Bankers Teaser: Anheuser-Busch InBev, the world's largest brewer, lifted core profit in the second quarter as price rises compensated for weak beer sales in its main markets of the United States and Brazil. The maker of Stella Artois and Budweiser said on Thursday that in the United States shipments of its own beer fell 1.7 percent, while sales to retailers fell 3.4 percent, hit by the impact of the bad weather and by high petrol prices. Type: Blog entry Body: Anheuser-Busch InBev, the world's largest brewer, lifted core profit in the second quarter as price rises compensated for weak beer sales in its main markets of the United States and Brazil. The maker of Stella Artois and Budweiser said on Thursday that in the United States shipments of its own beer fell 1.7 percent, while sales to retailers fell 3.4 percent, hit by the impact of the bad weather and by high petrol prices. In Brazil beer volumes fell 2.6 percent due to low growth of disposable income, and because of tough comparisons with last year which was boosted by the soccer World Cup. Its normalised EBITDA (earnings before interest, tax, depreciation and amortisation) increased by 6 percent to $3.747 billion (2.3 billion pounds), while total volumes grew 0.3 percent. That compares with an EBITDA of $3.7 billion, and flat beer volumes expected by 15 banks and brokerages polled by Reuters. AB InBev sells roughly three-quarters of its beer in the Americas, and around 40 percent of its total beer sales come from Latin America. Worries over rising unemployment and stagnant wages pushed U.S. consumer sentiment to a two-year low in July, while in Brazil consumer sentiment also reached a two-year low in June due to concerns over inflation. Miller Coors, the second-largest brewer in the United States, owned by SABMiller Plc and Molson Coors Brewing Co, also said earlier this month that it managed to increase profit in the second quarter by raising beer prices and cutting costs in the face of a tough market. AB InBev stuck to its forecast that Anheuser-Busch synergy savings would total $2.25 billion by the end of 2011. Nid: 374 Post date: 08/05/2011 - 02:50 Title: Beer Promotors in Cambodia Block Cars Teaser: Beer Promotors in Cambodia Block Cars Type: Image Body: Beer Promotors in Cambodia Block Cars Nid: 373 Post date: 08/05/2011 - 02:48 Title: Beer Promoters Strike gets Nasty (Carlsberg) Teaser: One Angkor beer promoter was hospitalised yesterday after reportedly being struck by a company minivan and another three fainted from smoke inhalation when police attempted to extinguish flames from tyres they had set alight on the eighth day of their strike. Yoeun Sreymon, 29, was taken to Bayon Hospital after being knocked down by a red Angkor minivan, fellow strikers said. They said she was pregnant and that she was unconscious when they took her to the private hospital for undisclosed injuries. Type: Blog entry Body: One Angkor beer promoter was hospitalised yesterday after reportedly being struck by a company minivan and another three fainted from smoke inhalation when police attempted to extinguish flames from tyres they had set alight on the eighth day of their strike. Yoeun Sreymon, 29, was taken to Bayon Hospital after being knocked down by a red Angkor minivan, fellow strikers said. They said she was pregnant and that she was unconscious when they took her to the private hospital for undisclosed injuries. Phnom Penh Police commissioner Touch Naroth said last night he had told his officers to show restraint, but also to prevent the women from burning tyres. “I assure you that my officers did not cause any injuries,” he said. The women have been protesting outside the head office of their employer, Cambrew, for eight days in a dispute over unpaid overtime. Cambrew executives have declined to meet them or comment on the strike. Carlsberg, which owns half of the company, said last week it was investigating. The strikers said Carlsberg has yet to speak to any of them about the US$2 of overtime the Arbitration Council ruled on July 7 that Cambrew owed them for each Sunday they worked. More than 30 women were joined yesterday by representatives from another union, the Coalition of Cambodian Apparel Workers’ Democratic Union. Its president, Ath Thorn, said Cambrew had agreed to a meeting at 2:30pm and then cancelled. Ath Thorn described this as another example of the company’s unwillingness to settle the dispute. If the company did not settle the dispute, his union would take action, Ath Thorn said. Chou Choung Kim, a spokesman for Cambrew, said its lawyer would reach a settlement with the strikers today. Police chief Touch Naroth said: “The police cannot solve this dispute. It’s up to the Arbitration Council and the company. I don’t know why it has not been solved.” He said the municipality would intervene tomorrow. Deputy governor Pa Socheatvong would meet with the strikers and try to find a solution, he said. Nid: 371 Post date: 08/03/2011 - 15:41 Title: Molson Coors to invest in Sharp’s Brewery Teaser: Molson Coors is to invest £5m in Sharp’s Brewery at Rock, Cornwall, between now and 2013 to ensure that the brewery can manage demand and sustain its growth. The cash will be used for an upgrade to the water treatment plant, additional fermentation vessels and a new packaging area Type: Blog entry Body: Molson Coors is to invest £5m in Sharp’s Brewery at Rock, Cornwall, between now and 2013 to ensure that the brewery can manage demand and sustain its growth. The cash will be used for an upgrade to the water treatment plant, additional fermentation vessels and a new packaging area . Molson Coors acquired Sharp’s Brewery in February 2011 and it says the investment is evidence of its planned growth for the Rock-based brewer. Sharp’s head brewer, Stuart Howe, said: “This is great news for Sharp’s Brewery. Production capacity represents the biggest constraint to exceptional growth and this investment will serve two purposes: to meet immediate demand and support the growth of great beers that continue to capture the attention of drinkers up and down the land.” Mark Hunter, chief executive of Molson Coors (UK & Ireland), added: “The beer industry is under great strain with breweries closing down across the country, but we envisage great things for Sharp’s Brewery. The team at Sharp’s have a passion for brewing beer of the highest quality. This is an exciting new chapter and this investment will help the Sharp’s brands realise their full potential.” North Cornwall MP Dan Rogerson commented: “I am delighted that Molson Coors are demonstrating their commitment to Rock and North Cornwall so early on in their partnership. It is a testament to their belief in the know-how of Stuart Howe and his team that they are investing millions in the future of the brewery and its award-winning ales. I look forward to watching this Cornish success story continue to sweep the country.” The capital investment programme is part of a wider programme from Molson Coors spread across its breweries and maltings in Burton, the UK’s biggest brewery, Tadcaster and Alton. Nid: 369 Post date: 07/28/2011 - 16:02 Title: UAB Carlesberg Strikers in Lithuania Teaser: UAB Carlesberg Strikers in Lithuania Type: Image Body: UAB Carlesberg Strikers in Lithuania Nid: 368 Post date: 07/28/2011 - 15:58 Title: UAB members at Carlsberg on strike in Lithuania Teaser: Lithuania: UAB members at Carlsberg on strike /company retaliates and threatens use of strike-breakers On June 10 more than half of the workers of IUF-affiliated UAB union "Svyturys-Utenos alus", voted in favour of strike action at the Carlsberg brewery in Lithuania in support of their demand for a decent company level collective agreement. Type: Blog entry Body: Lithuania: UAB members at Carlsberg on strike /company retaliates and threatens use of strike-breakers On June 10 more than half of the workers of IUF-affiliated UAB union "Svyturys-Utenos alus", voted in favour of strike action at the Carlsberg brewery in Lithuania in support of their demand for a decent company level collective agreement. Before the secret ballot took place the union called on management to fully implement the provisions of the collective labour agreement and to increase the salaries of the workers by 12,4%. The union noted that between 2008 and 2010 the enterprise paid 200 million litas (approx. 58 million Euros) of dividends to its shareholders. Management rejected this request and refused good faith negotiations even in the period between the strike vote and strike action which will begin July 25 following a court imposed delay. The court had been asked by the company to declare the strike illegal but on July 5 ruled against the company declaring the strike legal but delaying its start. Immediately after the strike announcement Lithuania Carlsberg management notified workers that it would use strike-breakers over the course of the strike. The IUF will be contacting the company at corporate level demanding that Lithuania Carlsberg management fully implement the provisions of the collective labour agreement and meeting the legitimate demands of the workers through their trade union. Other IUF affiliates representing Carlsberg will shortly add their voices to this call for a fair and just outcome from this ongoing conflict. Nid: 366 Post date: 07/26/2011 - 18:31 Title: Anheuser-Busch InBev to sell Lowenbrau in the UK Teaser: It was announced that after a three year holiday Lowenbrau will be sold in the UK. It will only be available in draught starting mid August.The beer will still be produced in Munich Germany Type: Blog entry Body: It was announced that after a three year holiday Lowenbrau will be sold in the UK. It will only be available in draught starting mid August.The beer will still be produced in Munich Germany Nid: 365 Post date: 07/25/2011 - 18:55 Title: Angkor BeerGirls Strike Teaser: About 60 Angkor beer promoters plan to strike today outside the company’s head office on Norodom Boulevard to draw attention to what they say are violations of labour law, as well as discrimination against them. Cham Rong, a representative of the women, promised the strike, planned to begin at 8am, would be loud and colourful. The women will raise banners and beat drums to draw attention from passers-by, including tourists, she said. Type: Blog entry Body: About 60 Angkor beer promoters plan to strike today outside the company’s head office on Norodom Boulevard to draw attention to what they say are violations of labour law, as well as discrimination against them. Cham Rong, a representative of the women, promised the strike, planned to begin at 8am, would be loud and colourful. The women will raise banners and beat drums to draw attention from passers-by, including tourists, she said. The decision to strike was made after the company rejected a decision by the Arbitration Council to double the wages they receive on Sundays to US$4, she said. Cham Rong also said that the company threatened to fire the women if they tried to join a union. Neub Sros, 36, said she had worked as a beer promoter for the company for more than 10 years but was paid only $50 a month. “I can’t survive on this because my expenses are even higher, so I work overtime on Sunday night but that only adds up to [an extra] $8 a month,” she said. She had requested proper overtime pay for women who sell the beer brand in restaurants and nightspots, as well as an increase for Sundays, she added. She also accused their direct manager, Soy Yary, of using insulting language when speaking to the women and said they had asked her to stop. Soy Yary had likened the beer sellers to street prostitutes, Neub Sros said. Soy Yary, manager of Angkor’s beer promotion women, said reporters should visit the strike for themselves to determine whether those present actually worked for the company or came from outside. She admitted that she sometimes used “improper words” when talking to her staff, adding she had worked as a sex health educator and sometimes sexual words spilled out, she explained. Instead of gathering to strike they should be negotiating with the company to keep their jobs and privileges, she said. Sin Chanthoeun of the Cambodian Food and Service Workers’ Federation said she had been informed that the brewer was recruiting an additional 40 to 50 beer-sellers, which would make it easier for them to replace the workers. General Information ‘Beer promotion women’ (hereafter, BPWs) are a relatively new phenomena in Cambodia. Their job is to promote a specific brand of beer or other alcohol, and they work in beer gardens, restaurants, private parties and other entertainment establishments. Marketing research by beer companies has suggested that BPWs help increase beer sales, especially when the girls sit and socialize with customers. Over 4,000 women and girls are engaged in the promotion of beer and alcohol in beer gardens, karaoke bars and local restaurants in Cambodia. This business attracts vulnerable young women and girls. Many international beers are marketed in Cambodia with beer promotion women, and similar techniques are now being introduced into the rapidly expanding China market (see Bouma, 2003; van Luyn, 2004; van Pinxteren, 2004, at www.beergirls.org). The Interbrew family (recently renamed ‘InBrew’) is currently expanding and has marketed during the past two years a number of their international brands including: ‘Three Horses’ from the Netherlands, Stella Artois, Cass, Beck’s, Labbatt’s, Hoegaarden, as well as Bass Pale Ale from the UK. Many other brands are marketed by the beer promotion women as well. The Beer Brands The majority of all of the brands sold by beer promotion women in Cambodia are imported from regional breweries, and distributed via locally managed distribution companies. There are just two breweries in Cambodia – Cambodia Breweries Ltd (CBL) and CamBrew, the national brewery. CBL has the license to brew and distribute Tiger, ABC Stout, Anchor, Anchor Strong and Crown beers. CamBrew produces and distributes its own-label beers of Angkor, Bayon, and Black Panther. All beer which is brewed outside of Cambodia then legally imported, is distributed by one of seven companies: Anco Sutl., Asia Sunrise, Attwood Import and Export Co. Ltd., Duong Chhiv Import Export and Transport Co., Hak Soon Import Export Co. Ltd., Hosten Distributor and Soon Soon Import and Export Co. Ltd. Nid: 364 Post date: 07/25/2011 - 18:05 Title: Teamsters Northern California "Miller is Tastless" Teaser: Miller is Tasteless, Says Sacramento Community at State Fair Share SACRAMENTO, Calif., July 24, 2011 More than 100 members of Teamster Local Unions 150 and 439 converged on the California State Fair today to provide information to the public about the greedy business practices of DBI Beverage, the distributor of MillerCoors products in Northern California. Their leaflets and banners read, "Tell Miller Destroying California Jobs is Tasteless." " Type: Blog entry Body: Miller is Tasteless, Says Sacramento Community at State Fair Share SACRAMENTO, Calif., July 24, 2011 More than 100 members of Teamster Local Unions 150 and 439 converged on the California State Fair today to provide information to the public about the greedy business practices of DBI Beverage, the distributor of MillerCoors products in Northern California. Their leaflets and banners read, "Tell Miller Destroying California Jobs is Tasteless." " After Miller was purchased by a foreign corporation, it hiked the cost of health care for its American workers," said Rome Aloise, President of Teamsters Joint Council 7 and International Vice President. "DBI is simply taking a page out of Miller's playbook, so it is no surprise that DBI is now doing the same." Miller's distributor in the Bay Area, DBI Beverage, racks up more than $350 million in annual revenue, but still wants to force its longtime loyal drivers and warehouse workers to accept grossly substandard wages and an expensive family health care plan. DBI workers in Sacramento and Stockton voted for Teamster representation after democratically conducted elections by the National Labor Relations Board more than a year ago. "The workers that warehouse and distribute MillerCoors products throughout Northern California are appealing to the community today," said Jim Tobin, President of Teamsters Local Union 150 in Sacramento. "We want our neighbors to know that in this devastated economy, DBI wants to destroy these good jobs." "The cuts DBI is demanding will mean shrinking paychecks for these workers and their families," said Sam Rosas, Secretary-Treasurer of Local 439 in Stockton. "All these workers want is a contract that respects the work they do." Founded in 1903, the Teamsters Union represents more than 1.4 million hardworking men and women in the United States and Canada. Nid: 363 Post date: 07/25/2011 - 17:35 Title: More on Stella Cidre Teaser: Stella Cidre 'running out of apples' as sales soar AB InBev is struggling to source enough Jonagold apples to keep up with "unprecedented demand" for its new Stella Artois Cidre, as off-trade sales reached an estimated [pounds sterling]17m just 10 weeks after its April launch. Stella Cidre, a 4.5% abv premium cider brewed in Belgium, marked the first move by a lager brand into the fast-growing cider category, and had got off to "a fantastic start" since its 7 April launch, said AB InBev UK chairman and president Stuart MacFarlane. Type: Blog entry Body: Stella Cidre 'running out of apples' as sales soar AB InBev is struggling to source enough Jonagold apples to keep up with "unprecedented demand" for its new Stella Artois Cidre, as off-trade sales reached an estimated [pounds sterling]17m just 10 weeks after its April launch. Stella Cidre, a 4.5% abv premium cider brewed in Belgium, marked the first move by a lager brand into the fast-growing cider category, and had got off to "a fantastic start" since its 7 April launch, said AB InBev UK chairman and president Stuart MacFarlane. Over 1.3 million households had purchased an estimated 13 million pint bottles since its launch, initially in Tesco and Asda. It rolled out to other multiples and wholesalers in May, helping Stella Cidre take an 18% share of the off-trade premium cider market in its first 10 weeks of trading [Nielsen total sales], with "a large proportion incremental to the cider category," MacFarlane claimed. But "unprecedented demand surpassing all our expectations," and an overwhelmingly positive response from consumers, has left the drinks giant scrambling to source enough Jonagold apples, MacFarlane admitted. "We won't compromise on quality but we're running out, so we may need to look at other varieties," said MacFarlane, adding that the company was also facing constraints in terms of manufacturing, packing and bottling. "We've got two cider-making partners in Belgium, and have already upped our capacity with them fivefold so many need to source additional cider makers." He added: "To ensure we don't disappoint consumers we are working with our retail partners to manage stocks carefully." Stella Cidre has hit the sweet spot - take-home value sales of cider rocketed 15% in the past year to [pounds sterling]580m and volume rose 15% to 371 million litres [Kantar Worldpanel 52w/e 20 March 2011]. And premium cider's share of the total cider market is almost 20% [Symphony IRI total sales 2010]. With NPD and brand extensions boosting cider sales, UK producers are planting more apples. Somerset-based Thatchers is expanding its orchard to 400 acres next year and predicted a bumper crop this year. "The larger and middle-sized players have done a lot to bring new consumers in from beer and wine through innovation and marketing", said MD Martin Thatcher. "There is a chance AB InBev is pulling some Stella Artois drinkers to Cidre but that's good for the cider industry." Developing a European-style cider for the UK market, Stella's approach was refreshing, said branding expert Kate Waddell, MD of consumer brands at Dragon Rouge. "With an offer true to the quality and personality of the Stella brand, they are the 'grown up' sophisticate." Nid: 361 Post date: 07/21/2011 - 21:26 Title: UAW Sell Out Teaser: UAW president calls for elimination of pay increases Bob King, president of the United Auto Workers union, last week reaffirmed his support for cutting scheduled wage increases for US auto workers as part of the impending 2011 contract negotiations with the big three automakers. In an interview published Monday by the Detroit News, King called for replacing wage increases with a “profit-sharing” model that would allow the company to pass off losses onto workers. “Do they [the workers] want base wage increases? Of course,” said King, “But that isn’t the most important priority.” Type: Forum topic Body: UAW president calls for elimination of pay increases Bob King, president of the United Auto Workers union, last week reaffirmed his support for cutting scheduled wage increases for US auto workers as part of the impending 2011 contract negotiations with the big three automakers. In an interview published Monday by the Detroit News, King called for replacing wage increases with a “profit-sharing” model that would allow the company to pass off losses onto workers. “Do they [the workers] want base wage increases? Of course,” said King, “But that isn’t the most important priority.” The UAW head restated the points he made in an interview last month with the Wall Street Journal, where he first broached the idea of “profit-sharing” as a replacement for wage increases. Proposing to tie wage increases to the manufacturers’ assessment of “quality” and “productivity,” King set out to publicly reassure the automakers of the UAW's intent to drive down workers’ incomes. Under the current contract, workers receive increases to their base pay corresponding to seniority. But King would propose eliminating these increases, leaving workers earning wages so low that, at $14 per hour, even the UAW admits that many will qualify for food stamps. “The companies’ history of profit-sharing has not been very consistent or strong,” said King. “There have been many years when it was zero and one when it was just $50. That's not enough. It’s going to have to be significant and reliable.” If profit-sharing were “significant and reliable,” it would not be called profit-sharing, but a wage increase. The only benefit of profit-sharing to corporations is that it allows them to pass on losses to workers in bad years, which is exactly what King wants. What is different now from those previous years, in which companies paid “zero” and $50 in profit-sharing, is that the UAW is advocating the measure not as an additional benefit, but as a replacement for existing wage increases. Accepting wholeheartedly the right of the automakers to fire workers at will, King repeated the UAW’s mantra that wage cuts are the only way to prevent layoffs. “People don’t want a guillotine hanging over their heads,” he said. “They don't want to have to worry about whether they have a job tomorrow or not.” The claim completely contradicts the last three decades of labor history, in which each round of wage and benefits concessions by auto workers paved the way for new mass layoffs. King added that he would like to see UAW representatives on the automakers’ boards of directors, in addition to the representation that the UAW already receives from its trusteeship of the VEBA health care fund, integrating the so-called union even further into corporate management. The effects of the UAW’s efforts can be seen in the automakers’ falling labor costs. Last month, Chrysler announced that from 2006 to 2010, it had slashed its labor costs by an astonishing 35 percent. In 2007, Chrysler spent an average of $77 per hour on wages and benefits. Today it spends a mere $49. This drop in workers’ incomes is the direct result of the UAW’s concessions drive. In the 2007 and 2009 contracts, the UAW expanded the practice of paying new-hires half the wages of existing auto workers. A new auto worker now makes $14 per hour, while older workers start at $28. With King’s proposal to cut pay increases, workers would be stuck at this pay level indefinitely, even amid soaring food and energy prices. According to King, workers have no choice but to take pay cuts in order to keep the companies “competitive and growing,” as the Detroit News put it. But in defending the “competitiveness” of the auto makers, King is not defending the interests of the workers who pay him dues, but the profits of the financiers who own the companies. King’s comments underscore the fact that the UAW has become nothing but a cheap-labor contractor for the automakers, working to cut wages and lower living standards, while keeping workers under control. The incomes of American auto workers have historically set the precedent for the country’s entire working class. Likewise, in recent years, auto workers’ plunging incomes have been the harbinger of a national decline in wages. Amid growing inflation, real wages in the US have fallen by 1.7 percent over the past year. The cost cuts implemented by the UAW at the Big Three have likewise already made their impact on non-union auto workers. Earlier this year, Volkswagen opened a new assembly plant in Chattanooga, Tennessee, on the basis of sharply reduced wages. The plant will pay only $14.50 per hour in wages, equivalent to the cost of new-hires at the Big Three. This new benchmark wage, equivalent to roughly half of that paid to auto workers in Volkswagen’s native Germany, has been made possible through the aggressive cost-cutting implemented by the UAW. With the coming of the 2011 contract, the UAW is working with all its strength to set the bar even lower. Nid: 360 Post date: 07/21/2011 - 21:21 Title: Heineken UK taking a page from A-InBev operation manual Teaser: Heineken, the beer and cider business, has introduced changes to its future pension arrangements for existing employees and new joiners. Whilst the changes have seen the closure of the existing defined benefits (DB) scheme to new employees; and an end to the build up of new defined benefits for existing employees; a new defined contribution pension arrangement (DC) has been introduced for service from this month (July 2011), in partnership with Standard Life Type: Blog entry Body: Heineken, the beer and cider business, has introduced changes to its future pension arrangements for existing employees and new joiners. Whilst the changes have seen the closure of the existing defined benefits (DB) scheme to new employees; and an end to the build up of new defined benefits for existing employees; a new defined contribution pension arrangement (DC) has been introduced for service from this month (July 2011), in partnership with Standard Life . Heineken UK commenced a detailed review of UK pension provision in November 2009. This review covered the Scottish & Newcastle Pension Plan, a DB scheme, which includes many legacy categories arising from previous acquisitions (including Scottish & Newcastle, Courage, and Bulmers). In 2009, the Scottish & Newcastle Pension Plan reported a funding gap of £570 million. The company has already committed to a 12 year recovery plan, which involves additional Company contributions starting at £30 million this year and rising to as much as £61 million each year by 2014. Following the recommendations of the review, an authentic employee consultation was undertaken. Valuable input was provided by the Heineken Employee Council, in addition to feedback made by individual colleagues through the many mechanisms put in place. The final arrangement included some significant enhancements from the outline proposals, thanks to this process. Once the decision to go to DC had been confirmed through consultation an extensive and wide ranging employee engagement programme was put in place, resulting in an active sign up by around 95% of the eligible employee base and strong positive employee feedback on the support process and the revised offering. Robin Pring, HR director of Heineken UK, said: "In common with many businesses across the UK, we face challenges to manage our long term pension commitments and to ensure that we have a sustainable & secure pension scheme for all stakeholders. In simple terms, increasing life expectancy, changes to legislation and investment and inflation volatility meant that the current arrangements were not sustainable. "Whilst the closure of our defined benefit scheme was disappointing news for many, I am confident that we have put in place a competitive and flexible DC scheme to replace it. "We now have a scheme that is attractive, sustainable and in the best interests of all pension stakeholders - including deferred and retired members." Heineken has said the new arrangements have no impact on existing pensioners or those who have deferred benefits arising from previous schemes. All benefits earned to date in the current scheme are preserved by legislation, including those earned by existing employees. Employees can choose to exchange from a base of 3% of salary and will be double matched by the company to a maximum of 12%. The scheme will include Death in Service Cover of seven times pensionable salary; and ill health protection worth 50% of pensionable salary - plus 15% pension contributions until normal retirement date. The DC arrangement has been designed to meet the rigorous "Pension Quality Mark Plus" standards as set out by the National Association of Pension Funds. The new arrangements took effect from 9 July 2011. Nid: 359 Post date: 07/20/2011 - 18:32 Title: A Good Article from The U.S.A. but relevant to all Teaser: As the inequalities in wealth continue to grow, some have argued that the decline in the labor movement is a strong contributing factor to this tendency. During its period of ascendancy in the 1930s through the 1950s, organized labor scored huge gains for working people and narrowed the income inequalities that hit a zenith in the 1920s. Accordingly, it is instructive to take a retrospective look back at the labor movement in its period of militancy to benefit from lessons learned during this climactic period. Type: Forum topic Body: As the inequalities in wealth continue to grow, some have argued that the decline in the labor movement is a strong contributing factor to this tendency. During its period of ascendancy in the 1930s through the 1950s, organized labor scored huge gains for working people and narrowed the income inequalities that hit a zenith in the 1920s. Accordingly, it is instructive to take a retrospective look back at the labor movement in its period of militancy to benefit from lessons learned during this climactic period. 1. The strike is one of the most powerful weapons workers can employ. It brings operations to a halt, profits suddenly drop to zero, and money is actually lost as the inventory sits motionless on loading docks or in warehouses while bills must still be paid. Employers are placed in a situation where they have strong incentives to quickly resolve the conflict, even though concessions are required of them, in order to get operations running again. In 1937 there were 4740 strikes where workers surged ahead in winning union recognition and wage and work-rule gains. In 2010 there were less than ten strikes. 2. Solidarity can play a crucial role in winning strikes. In 1950 Democrat President Truman tried to smash a strike of 100,000 miners by invoking the Taft-Hartley Act (legislation that greatly restricted strikes). In protest, 270,000 additional miners joined the strike. Soon the mine owners backed down, and the miners won a substantial wage increase. 3. Although they bill themselves as “friends of labor” and many in the labor community accept this fraudulent packaging, Democrats are at best entirely unreliable allies of workers and at worst determined opponents. Truman, who claimed he opposed Taft-Hartley and initially vetoed the legislation – only to be overruled by Congress – nevertheless made recourse to it not less than 61 times during his administration. Truman also supported General Motors (GM) in response to the United Auto Workers (UAW) strike in 1945. In 1951 Truman raised taxes on working people by 12 percent, while raising taxes on millionaires by a mere 1 percent. President Roosevelt’s Cabinet was filled with Wall Street representatives. Both he and Truman supported the Smith-Connally Anti-Strike Law. And Roosevelt threatened to use federal troops against striking mineworkers. These are just a few of countless examples of anti-labor Democratic Party policies. 4. During hard times politicians call for “equality of sacrifice.” The more current expression is “shared sacrifice.” Either formulation is a sham. During World War II, strikes were proscribed by law. And supposedly profits were to be restricted as well. But while the no-strike law was harshly enforced, corporate profits received preferential treatment. Accordingly, the profits of some 200 leading corporations during the war were five to ten times greater than during their peacetime years. Today, while working people are losing income, the rich are making enormous gains. Between 2002 and 2008 the income of the top 1 percent grew by 30 percent while the bottom 90 percent of the population suffered a 4 percent drop in income. 5. Although radicals and progressives were critical of the American Federation of Labor (AFL) because of its backwardness in preferring separate and divisive craft unions rather than the unifying, all-inclusive industrial unions, nevertheless they worked within the AFL until their continued work inside the AFL proved impossible. But at that time they could pull out of the AFL as an organized bloc with the maximum number of adherents and constitute the Congress of Industrial Organizations (CIO). Their patience was rewarded, and they proceeded to make history. 6. Striking workers must be prepared to ignore injunctions and other legal restrictions if they want to prevail. In 1943, in order to smash the strike of thousands of miners, Roosevelt conducted a government take-over of the mines, and then ordered the miners to return to work. This tactic is simply a legal maneuver, aimed only at the workers, where they are compelled by law to obey the orders of the U.S. government. Profits continue to flow into the hands of the private owners. However, the miners held their ground and simply responded: “You can’t dig coal with bayonets.” They refused to return to work, and this intransigence led to their eventual victory. In 1937, in the United Auto Workers sit-down strike at GM’s Chevrolet plant in Flint Michigan, the police tried to expel the workers from one of the plants, firing tear-gas into the building. The strikers responded with fire hoses and missiles in the form of door hinges, bottles, and stones and succeeded in repelling the attack. 7. When unions fail to fight for their members’ interests, membership tends to wane. But when unions stage heroic battles and make substantial gains, the membership can soar. The famous 1936-7 successful United Auto Workers sit-down strike at GM provides an instructive example. During the strike the membership count stood at 88,000. The following month after the strike it rose to 166,000; the next month it climbed to 254,000; and one month later it surged to 400,000. Everyone wanted to join a winning organization and share in the benefits. 8. Workers can prevail despite the greatest adversity by acting independently and relying on themselves and their community allies, not on the politicians or government agencies. During the 1934 Minneapolis Teamsters strike, the Farmer-Labor Party Governor Olsen declared martial law and called in the National Guard. The troops then allowed strikebreaking truckers to operate with protection. But when the striking Teamsters responded by defying an injunction forbidding their mobile pickets, the troops invaded the union’s headquarters and arrested 100 union members. The Teamsters then organized a protest rally of 40,000. The protesters’ outrage at the arrests was so great that the union members were released in a few days. Throughout their historic strike the Teamsters also relied heavily on an organization of the unemployed and the Women’s Auxiliary. 9. When a union tactic is used successfully, it can spread rapidly. During the year prior to the 1936-7 UAW sit-down strike at GM in Flint, there were 48 sit-down strikes. In the year after the strike there were 477. 10. Top labor officials can impede successful union struggles. George Meany, who became the head of the merged AFL-CIO, once boasted: “I never went on strike in my life, never ran a strike in my life, never had anything to do with a picket line.” But it was through recourse to the strike throughout the 1930s, the 1940s, and into the 1950s that workers won their most dramatic gains. Conclusion: Today, the incomes of working people are declining, those of the rich are skyrocketing, but federal and state governments are nevertheless aiming their fire at working people, demanding pension cuts, wage cuts, layoffs, and cuts to Social Security, Medicare, Medicaid, public education, and social services. These cuts will only accelerate the inequalities in wealth. Now more than ever, organized labor needs to step up, reclaim its glories from its past, and mount a major campaign to oppose these attacks and demand that the government institute job-creation programs. In this way the growing inequalities in wealth could be reversed. As a first step, organized labor should organize massive demonstrations in major cities across the country on Labor Day to raise these demands. Working people strongly oppose these cuts and desperately want job-creation programs. They would enthusiastically welcome such a campaign. And with the labor movement in the lead, working people could once again make history. Nid: 358 Post date: 07/14/2011 - 18:10 Title: Budweiser Warehouse Robots. Replacing manpower Teaser: press on link http://www.youtube.com/watch?v=vo-fqkyO9kQ Type: Forum topic Body: press on link http://www.youtube.com/watch?v=vo-fqkyO9kQ Nid: 357 Post date: 07/14/2011 - 12:31 Title: Fog Rolls in On Lighthouse By Matt Garrick, Baltic Times Teaser: Fog rolls in on lighthouse Jul 13, 2011 By Matt Garrick DARK DAYS: Svyturys brewery, in Klaipeda, faces labor strikes and a proposed marketing ban on alcohol.KLAIPEDA - Lithuania’s market leading beer, Carlsberg Group-owned Svyturys Alus, or translated into English, ‘Lighthouse Beer,’ could be looking toward foggy futures ahead. With company labor strikes in the pipeline for this month, set to disrupt production at their brewery in the city of Klaipeda, coupled with a proposed national alcohol advertising ban liable to come into force next year, the Danish-run brand has been on the front foot to come up with solutions. Type: Blog entry Body: Fog rolls in on lighthouse Jul 13, 2011 By Matt Garrick DARK DAYS: Svyturys brewery, in Klaipeda, faces labor strikes and a proposed marketing ban on alcohol.KLAIPEDA - Lithuania’s market leading beer, Carlsberg Group-owned Svyturys Alus, or translated into English, ‘Lighthouse Beer,’ could be looking toward foggy futures ahead. With company labor strikes in the pipeline for this month, set to disrupt production at their brewery in the city of Klaipeda, coupled with a proposed national alcohol advertising ban liable to come into force next year, the Danish-run brand has been on the front foot to come up with solutions. A high percentage shift of the beer production, from Klaipeda to Utena, an industrial town in the northeast of the nation, second home to the joint manufacturer of the now named Svyturys-Utenos Alus, has allegedly left production volumes at Klaipeda’s brewery half that of three years prior. Disgruntled workers were questioning the reasons. “As soon as the decision was made to transfer a part of production to Utena Brewery, the financial performance of the company deteriorated. An obvious tendency of the decrease in the company’s earnings, proportionate to the volume of the transferred production, can be observed,” claimed a spokesman on the European Commission sponsored Web site, beerworkers.org. Company strikes were meant to begin last month, but were postponed for 30 days by a ruling of a Klaipeda court on June 22. Demonstrations were thus expected to move into action later in July. It appeared unlikely salary cuts were the main impetus for the strikes to be held, due to reportedly reasonably figured wages. “At this moment, I don’t see employees getting less than the average salary in Lithuania. They get 55 percent more than the average Lithuanian,” relayed development manager for the brewery, Dzuljeta Armoniene. In a report recounting negotiations between the brewery worker’s union and officials, corporate affairs director for the company, Dainius Smailys, detailed, “No realistic compromise proposals from the trade unions were provided.” It has been suggested that dissatisfaction with the Carlsberg Group ownership of the brewery could have played a part in the worker’s demonstrations. “Beer production in Utena may be cheaper, but time has shown that consumers are prone to choose quality. The subsequent saving at the expense of quality will lead to the inevitable loss of the leading positions in the market,” predicted spokesman Raimondas, from beerworkers.org. “Such a policy impaired the high standing of the Carlsberg Group in Lithuania. The destruction of the oldest and most well-known brewery in Lithuania also contributed to that process,” he claimed. While labor changes have affected staff on ground-level, management of Carlsberg were concerned about a different force poised to shake up the nation’s beer industry: the planned implementation of round-the-clock alcohol advertising bans projected for 2012. The industry could risk becoming a “dark market,” warned Armoniene, if the proposed government restrictions come into play next year. The ban, which will act to remove intoxicant adverts from all national mass media, was accepted by Lithuanian Parliament in 2008 as an amendment to an Alcohol Control Law, allegedly to help curb alcohol-related violence. Company spokespeople speculated, though, that Svyturys-Utenos could potentially survive the changes, due to an engrained public knowledge of the brand, though new ideas trying to surface within the market would struggle. “It will be difficult to make new brands and to send them to market [within Lithuania]. But with old brands, I hope big changes won’t really affect them. I hope that it works in the consumer’s mind that it is a good product, at a good price. I hope, but who knows? We have never worked in a dark market before,” Armoniene declared. On the flipside, marketing experts have suggested if the advertising ban was implemented, it could force companies to think outside the box, and utilize new creative strategies to gauge their demographic during a changing industry era. “If the proposed alcohol advertising ban was successful, and alcohol use in the country was decreased, it would stimulate the industry to be more innovative. For example, by introducing new non-alcoholic drinks on to the market, which create less harm to public health,” considered the Coordinator of Alcohol Marketing Europe, Avalon de Bruijn. “In other countries with more stringent alcohol advertising regulations, you can see how the alcohol industry is very creative in circumventing existing legislation. They try to reach the market by international advertising, such as over the Internet, or indirect marketing, such as by advertising non-alcoholic brands with similar names as the alcoholic brand,” she furthered. Though, as the Carlsberg Group Web site, brandishing figures like “The average [annual] beer consumption in Lithuania was 87 liters per person,” it appeared the industry is safe for now. But when vice president of the company, Sven Langeneckert, visited Lithuania recently to billet against the bans, according to Lithuanian daily newspaper Lietuvos Rytas, he mentioned Carlsberg would remove their stakes from the country if restrictions came into force. Carlsberg Group denied these claims, with a media officer telling TBT, “The statement about leaving Lithuania was a misunderstanding between the Carlsberg brand-manager and journalists. We have no plans for leaving Lithuania.” To prevent suffering losses should the advertising ban become reality within the country, Svyturys-Utenos seemed to be focused on steadily expanding the brand’s export reputation. In May, the company picked up two industry-praised awards from the International Taste and Quality Institute (iTQi) in Brussels, for the standards of their beers Svyturys Baltijos and Adler Bock. “These awards are more or less for export purposes. Usually big suppliers of the world, like Tesco or Aldi, look to get the best products, and this award shows it is of a high quality,” claimed Armoniene. “I think it could increase exports. At the moment I know we export to 27 countries.” Plans for entering world beer competitions in the future were being considered. Nid: 356 Post date: 07/14/2011 - 01:49 Title: Heineken Benifits from Increase sales in Belarus Teaser: Belarusian breweries sold 4.4958 million deciliter of beer on the local market. The sales went up 35.2% over the same month of 2010, which exceeds the target by 40.1%, according to Belgospishcheprom Type: Blog entry Body: Belarusian breweries sold 4.4958 million deciliter of beer on the local market. The sales went up 35.2% over the same month of 2010, which exceeds the target by 40.1%, according to Belgospishcheprom . In June the sales of Olivaria Brewery went up almost 2.2 times to 1.1787 million deciliter, Lidskoye Pivo increased sales by 51.3% to 604,600 deciliter, Brestkoye Pivo’s sales went up 49.1% to reach 353,100 deciliter. Heineken Breweries (Mogilev Oblast) sold 1.24 million deciliter of beer (up 33.9%), Krinitsa Brewery sold 1.2945 million deciliter of beer (up 2.5%). Meanwhile, the sales of Dvinsky Brovar (Vitebsk) were down by 76% to 4,800 deciliter. Rechitsapivo sold 29,800 deciliter of beer (down 64.2%). The sales of other Belarusian breweries slimmed down by 52.7% to 6,200 deciliter. In H1 the local sales of beer increased some 25.6% to 19.3226 million deciliter over the same period last year. The export of beer went up 73.7% to reach 5.160 million deciliter. Belarus’ beer output went up 22.3% to the total of 21.8555 million deciliter. Nid: 355 Post date: 07/14/2011 - 01:36 Title: Beer may Run Out in Minnesota Teaser: Faced with a nearly two-week-old government shutdown, many Minnesotans might plan to crack open a cold one and wait for the storm to pass. Easier said than done, though, because the state's restaurants, bars and stores are unable to renew their alcohol purchasing cards amid the shutdown, While the cost for the card is only $20, several establishments were caught with cards that expired on June 30th, and if the shutdown continues, more will expire at the end of July. Type: Blog entry Body: Faced with a nearly two-week-old government shutdown, many Minnesotans might plan to crack open a cold one and wait for the storm to pass. Easier said than done, though, because the state's restaurants, bars and stores are unable to renew their alcohol purchasing cards amid the shutdown, While the cost for the card is only $20, several establishments were caught with cards that expired on June 30th, and if the shutdown continues, more will expire at the end of July. The Ugly Mug, a popular bar near the Minnesota Twins' Target Field, may not have enough beer to last them through the baseball season. "It's going to cripple our industry," Frank Ball, the executive director of the Minnesota Licensed Beverage Association Meanwhile, KSTP-TV in Minneapolis reported that Miller-Coors may have to remove all its brands from Minnesota shelves since the company failed to pay its $30 brand license fee prior to the state shutdown. Nid: 353 Post date: 07/11/2011 - 14:21 Title: Union threatening strike at Budweiser distributor Dayton Ohio USA Teaser: Teamsters at a Dayton beer distributor are threatening to walk off the job after contract negotiations broke down, the Dayton Business Journal reported. The union is accusing Heidelberg Distributing Co.bizWatch , which handles a variety of products made by Anheuser-Busch InBev (NYSE:BUD), including Budweiser beers, of breaking off negotiations and implementing a wide range of changes, including eliminating retiree health-care benefits for longtime employees, the paper reported. Type: Blog entry Body: Teamsters at a Dayton beer distributor are threatening to walk off the job after contract negotiations broke down, the Dayton Business Journal reported. The union is accusing Heidelberg Distributing Co.bizWatch , which handles a variety of products made by Anheuser-Busch InBev (NYSE:BUD), including Budweiser beers, of breaking off negotiations and implementing a wide range of changes, including eliminating retiree health-care benefits for longtime employees, the paper reported. “Coca-Cola, Miller and PepsibizWatch are willing to pay their employees the industry standard for the beverage market and provide them with decent benefits,” Varney Richmond, president of Teamsters Local 957, said in a statement. “Budweiser’s distributor needs to stop being greedy and step up to the plate.” Nid: 352 Post date: 07/11/2011 - 14:11 Title: Scottish and Newcastle Takeover questions Teaser: HEINEKEN'S takeover of the Scottish and Newcastle brewery is to be investigated . The Business, Innovation and Skills Select Committee will look at evidence that there was not enough protection for thousands of S&N pensioners after the takeover by the Dutch lager maker in 2008. The evidence session is expected to take place in the autumn, and it will examine details of the takeover and in particular why Heineken did not pay any discretionary increases in pensions in 2010 Type: Blog entry Body: HEINEKEN'S takeover of the Scottish and Newcastle brewery is to be investigated . The Business, Innovation and Skills Select Committee will look at evidence that there was not enough protection for thousands of S&N pensioners after the takeover by the Dutch lager maker in 2008. The evidence session is expected to take place in the autumn, and it will examine details of the takeover and in particular why Heineken did not pay any discretionary increases in pensions in 2010 . The S&N Pension Group, which was set up to challenge the company’s decision, wrote to the chairman of the BIS select committee in early June requesting a review. The group claimed that a public undertaking had been given by Heineken during the final stages of the S&N takeover that it was the intention of the Dutch business to continue S&N’s long standing practice of providing discretionary rises on pensions in line with inflation. But Heineken now says that it never intended to continue the practice and froze pensions where they had a discretion to do so. Tom Ward, former corporate director of Scottish and Newcastle, said: “We are delighted that the Parliamentary Select Committee is going to hold a wide ranging inquiry. This is a good result as it will allow all the issues to be looked at in detail and with public scrutiny.” Mr Ward, who is also a spokesman for the pressure group, said: “Before the takeover, we understood that Heineken NV, the parent company stood firmly behind their public and private commitments on pensions. To make a U-turn on this very public undertaking is deeply offensive”. The pensioners are continuing with their campaign and have been in talks with relevant politicians and the trade union Unite. Charlie McKenna, 73, from Newcastle, was a tanker driver with S&N until he retired in 1999. He said: “I am very pleased someone is going to look into this now.” It has also now emerged that many hundreds of pensioners have made individual complaints to the Pension Ombudsman. The UK Take Over Panel has also been contacted to offer background help. In a statement Heineken said: “The discretionary decision we took last year was based on the outlook for our fund at that time and we will be reviewing it again later this year. Of course we understand the strength of feeling among those who did not receive pension increases.” Nid: 349 Post date: 07/07/2011 - 14:56 Title: Carlsberg Could have too many Eggs in One Basket Teaser: Carlsberg A/S, the world’s fourth- biggest brewer, slid in Copenhagen trading after a Russian newspaper said that country’s government may ban sales of drinks containing more than 0.5 percent alcohol at night and in kiosks. Carlsberg, the owner of Russia’s biggest brewer, fell as much as 24 kroner, or 4.2 percent, to 546 kroner, marking its lowest intraday price since March 17. The shares were down 2.8 percent to 554 kroner as of 2 p.m. local time Type: Blog entry Body: Carlsberg A/S, the world’s fourth- biggest brewer, slid in Copenhagen trading after a Russian newspaper said that country’s government may ban sales of drinks containing more than 0.5 percent alcohol at night and in kiosks. Carlsberg, the owner of Russia’s biggest brewer, fell as much as 24 kroner, or 4.2 percent, to 546 kroner, marking its lowest intraday price since March 17. The shares were down 2.8 percent to 554 kroner as of 2 p.m. local time . Russia’s lower house of parliament, the State Duma, has had the first reading of a proposal to regulate the sale of alcohol and has conditionally approved the bill, Vedomosti reported today. The proposal is subject to two reviews this week, according to the newspaper. The bill proposes that the sale of beverages stronger than 0.5 percent alcohol be banned from 11 p.m. to 8 a.m., and that vendors at stalls and kiosks be prohibited from selling alcoholic drinks at any time, Vedomosti reported. “The proposed tightening of the legislation will present a challenge to the breweries,” Jens H. Thomsen, an analyst at Silkeborg, Denmark-based Jyske Bank A/S, wrote today. “However, these are challenges that can be solved.” Carlsberg, which sells brands including Tuborg and Kronenbourg, got about 45 percent of its profit from eastern Europe last year and is the owner of Baltika, Russia’s biggest brewer. Russia is clamping down on alcohol sales in order to address burgeoning consumption. The government raised beer taxes 200 percent in January 2010, leading to a slump in sales. Carlsberg’s volume in Russia rose 28 percent in the first quarter of this year as it rebounded from the effect of the tax increase and the company said in February that it expected the Russian beer market to expand 2 percent to 4 percent. Nid: 348 Post date: 07/07/2011 - 14:49 Title: Anheuser-Busch InBev will invest 3 billion pesos ($703 million) in Argentina Teaser: -Quilmes beer and malt company, part of the world's largest brewer Anheuser-Busch InBev (ABI.BR), will invest 3 billion pesos ($703 million) in Argentina between 2011 and 2015, the government said on Wednesday. The money will go toward increasing the company's production capacity, modernizing its bottling methods and developing logistical centers, the industry ministry said in a statement. Type: Forum topic Body: -Quilmes beer and malt company, part of the world's largest brewer Anheuser-Busch InBev (ABI.BR), will invest 3 billion pesos ($703 million) in Argentina between 2011 and 2015, the government said on Wednesday. The money will go toward increasing the company's production capacity, modernizing its bottling methods and developing logistical centers, the industry ministry said in a statement. AB InBev dominates the Argentine market with local brands such as Andes and Quilmes Bock, but it also sells Stella Artois and Brahma beers to the country's population of 40 million. ($1=4.27 Argentine pesos) (Reporting by Karina Grazina; Writing by Hilary Burke Nid: 347 Post date: 07/07/2011 - 14:49 Title: Anheuser-Busch InBev will invest 3 billion pesos ($703 million) in Argentina Teaser: -Quilmes beer and malt company, part of the world's largest brewer Anheuser-Busch InBev (ABI.BR), will invest 3 billion pesos ($703 million) in Argentina between 2011 and 2015, the government said on Wednesday. The money will go toward increasing the company's production capacity, modernizing its bottling methods and developing logistical centers, the industry ministry said in a statement. Type: Forum topic Body: -Quilmes beer and malt company, part of the world's largest brewer Anheuser-Busch InBev (ABI.BR), will invest 3 billion pesos ($703 million) in Argentina between 2011 and 2015, the government said on Wednesday. The money will go toward increasing the company's production capacity, modernizing its bottling methods and developing logistical centers, the industry ministry said in a statement. AB InBev dominates the Argentine market with local brands such as Andes and Quilmes Bock, but it also sells Stella Artois and Brahma beers to the country's population of 40 million. ($1=4.27 Argentine pesos) (Reporting by Karina Grazina; Writing by Hilary Burke Nid: 346 Post date: 07/07/2011 - 14:36 Title: This Could be One of The Reasons for our Problems Teaser: Canadians are moving from grain to grape, with a new report confirming the wine industry here is outpacing growth in the overall drinks sector. The output of the country's wineries has grown at an average annual rate of 7.6% since 1998, outstripping the overall beverage sector which grew at 1%,according to a report from BMO Capital Markets Type: Blog entry Body: Canadians are moving from grain to grape, with a new report confirming the wine industry here is outpacing growth in the overall drinks sector. The output of the country's wineries has grown at an average annual rate of 7.6% since 1998, outstripping the overall beverage sector which grew at 1%,according to a report from BMO Capital Markets . Beer remains the alcoholic beverage of choice among Canadians, with an estimated 10 million beer drinkers, but its dominance is declining as consumers drink more wine, according to Agriculture and Agri-Food Canada. "After a period of sluggish growth through much of the 1990s, wine industry activity quickened substantially," said Kenrick Jordan, senior economist, BMO Capital Markets. "The acceleration reflects a shift from native grape species to wine-quality grapes; the creation of the Vintners Quality Alliance (VQA) standard to enhance quality; expanded efforts to promote Canadian wine; and industry consolidation in the 1990s." However, domestic vineyards are facing a number of challenges and are going to have to fight to retain their share of the Canadian market, the BMO report said. The industry is heavily reliant on the domestic market, with exports dropping from 15% in 2001 to 4% in 2010. At the same time, Canadian wineries' share of the local market has slipped to about one-third in 2010 as vineyards battled competition from imports made cheaper by the strong loonie. "The appreciation in value of the loonie has helped foster import growth from 'New World' producers such as Australia and Argentina, as well as from more traditional sources," said Jordan, who added the share of France - the biggest foreign supplier to Canada - has slipped. The report said that Canada's wine industry needs to focus on gaining market share at home and abroad by raising consumer awareness about the quality of its products. It said exports are likely to continue to play a limited role, though the industry should seek to target countries where income is growing fast and wine consumption is currently low. Nid: 345 Post date: 07/07/2011 - 02:08 Title: Employers Responsibility to Weekly Indenity claims Teaser: Type: File Body: Nid: 344 Post date: 07/04/2011 - 13:56 Title: Heineken and Carlsberg in Israel Teaser: Since 2005, the Israeli beer market is slowly changing, a change that has been more significant during the last couple of years. Sagi Cooper, food & wine correspondent, says that Israel follows up the world's trends. Lager and Basic commercial beers are giving their place for craft and premium beers. "It is nice to see that we are going through the same revolution as the wine industry in Israel went a little bit more than a decade ago and microbreweries are opening to fill in the demand for craft brews" Type: Blog entry Body: Since 2005, the Israeli beer market is slowly changing, a change that has been more significant during the last couple of years. Sagi Cooper, food & wine correspondent, says that Israel follows up the world's trends. Lager and Basic commercial beers are giving their place for craft and premium beers. "It is nice to see that we are going through the same revolution as the wine industry in Israel went a little bit more than a decade ago and microbreweries are opening to fill in the demand for craft brews" . The Israeli beer market size was estimated in 2005 at 800,000 hectoliters. For 2010 are 950,000 to 1,000,000 hectoliters, figures that show a growth of almost 20%. Oren Avrashi, Specialty Beers Manager in Tempo Beer Industries LTD, which holds 51.5% of the market, tries to explain this growth. "There were several factors for the growth and especially the big growth in 2010. This increasing demand for beer and especially premium beers led the players in the market to change their strategy and seek for new beer brands and extend their portfolio rather than focusing on mainstream lagers. The two big breweries launched new products, Tempo with dark roasted beer, Shandy – low alcohol beer with fruit flavors, Abir, which is an Israeli version of the IPA, and new imported beers like Newcastle brown ale, and Samuel Adams seasonal beers. International beer breweries went out to the market with unique version of Skol and limited additions of imported Leffe and Weihenstephan beers. The mainstream beers, mostly lagers, have a market share of 64%; most of them are locally brewed. 15% of the market is premium beer labels like Heineken, Stella Artois, Leffe, Erdinger, Franziskaner, Pilsner Urquell, and others, 5% are super premium or specialty beers, most of them are from Belgium, and only 1% is boutique beers, both Israelis and Imported. The Israeli audience and especially the young audience is very open-minded to new beer styles and always seeks something special and unique; this is the reason that there is an outstanding selection of beers in this relatively small market. The desire for specialty and uniqueness along with the worldwide trend of craft beers led some entrepreneurs to open microbreweries in order to answer the demand. The first microbrewery in the region was opened in 1996 in Taybeh near Ramallah in the Palestinian authority. The next microbrewery, The Dancing Camel, was open in 2005 in Tel Aviv. Since then, more microbreweries opened each year with 2010 as the most productive year till now. The small microbreweries hold only 1% of the market but not for long. Israeli craft beer gets lot of attention and a warm welcome in the market. This market share is very small, but looking at the experience of the American craft beer market we can see that it is in the first stage of the revolution, diversion from mainstream commercial brands to craft beers. The next step will be to increase total beer consumption . Currently there are about ten microbreweries in Israel ranging from two hectoliters per brew up to 20 hectoliters per brew. There are two strategies in the craft brewing industry in Israel. One claim that the beer brewed should be a mainstream beer and the difference between this beer and the commercial mainstream beer will be in the quality and freshness of the product. The other strategy claims that craft beer should use its relatively small size and do what big commercial breweries can't do, allow themselves to brew special beers which hit only part of the market's taste. No matter what strategy, the brewer who adopts craft beer will always be different from mainstream beer. What the future holds for the Israeli beer market one can never know for sure, but looking at the current developments certain patterns can be identified, the same as was in other foreign markets. Applying the foreign experience on the Israeli market will lead to the conclusion that there is still a great potential in this market. Nid: 342 Post date: 06/27/2011 - 15:19 Title: World Trade Union List Teaser: Type: Link Body: Nid: 341 Post date: 06/27/2011 - 15:13 Title: Trade Union Links Teaser: Type: Link Body: Nid: 339 Post date: 06/23/2011 - 11:28 Title: Cardinal brewery in Freiburg to close in August Teaser: English Below La brasserie Cardinal a mis en bouteille sa dernière bière mercredi matin à Fribourg. Ironie du sort, il s'agissait d'une... Feldschlösschen sans alcool. Le groupe de Rheinfelden va progressivement démanteler le site de production fribourgeois d'ici 2012. C’est une page de l’histoire du canton de Fribourg qui se tourne. La dernière bière a été mise en bouteille mercredi matin sur le site de Fribourg. Ironie de l’histoire, ce n’était pas une Cardinal, mais une Feldschlösschen sans alcool, au grand dam des employés. Le représentant du personnel, René Fragnière, s’est d'ailleurs dit «très déçu». Aucune manifestation particulière n’avait été organisée. Type: Blog entry Body: English Below La brasserie Cardinal a mis en bouteille sa dernière bière mercredi matin à Fribourg. Ironie du sort, il s'agissait d'une... Feldschlösschen sans alcool. Le groupe de Rheinfelden va progressivement démanteler le site de production fribourgeois d'ici 2012. C’est une page de l’histoire du canton de Fribourg qui se tourne. La dernière bière a été mise en bouteille mercredi matin sur le site de Fribourg. Ironie de l’histoire, ce n’était pas une Cardinal, mais une Feldschlösschen sans alcool, au grand dam des employés. Le représentant du personnel, René Fragnière, s’est d'ailleurs dit «très déçu». Aucune manifestation particulière n’avait été organisée. Feldschlösschen va maintenant progressivement démanteler le site de Fribourg. Le démontage complet des installations doit durer jusqu’au printemps 2012. C’est à cette période-là que le canton et la ville de Fribourg devraient devenir propriétaires des lieux. Vers un parc technologique Ils projettent de racheter le site pour 25 millions de francs. Le Grand Conseil a déjà donné son aval. Le Conseil général de la ville doit lui se prononcer lundi sur un crédit de 12,5 millions de francs. L’objectif est d’y construire un parc technologique. Trente-cinq employés de Cardinal ont accepté de continuer à travailler sur d’autres sites. Douze brasseurs fribourgeois fabriqueront encore de la Cardinal, mais à Rheinfelden, au siège de Feldschlösschen. Management had decided to close the brewery in Freiburg Cardinal in August. Cardinal Brewery bottled beer the last Wednesday in Freiburg. Ironically, it was a ... Feldschlösschen without alcohol. The group will gradually dismantle the Rheinfelden site Fribourg production by 2012. This is a page in the history of the canton of Fribourg turn. The last beer was bottled on Wednesday morning at the site of Fribourg. Ironically, it was not a Cardinal, but a Feldschlösschen without alcohol, to the chagrin of employees. The staff representative, René Fragnière, was also "very disappointed". No special event was arranged. Feldschlösschen will now gradually dismantle the site of Freiburg. The complete dismantling of the facilities is expected to last until spring 2012. It was at that period that the canton of Fribourg and the city should become owners. Towards a technology park They plan to buy the site for 25 million francs. The Grand Council has already endorsed. The General Council of the City should it decide Monday on a credit of 12.5 million francs. The goal is to build a technology park. Thirty-five employees of Cardinal agreed to continue working on other sites. Twelve Fribourg Brewers still made the Cardinal, but in Rheinfelden, the headquarters of Feldschlösschen. Nid: 338 Post date: 06/23/2011 - 05:52 Title: Lithuanian Court Postones Strike in Svyturys-Utenos alus (Carlsberg) Teaser: A Lithuanian court has postponed the strike in Svyturys-Utenos alus (Carlsberg group) for 30 days. Protests will be organized at the buildings of the factories in Vilnius and Klaipeda at 23 June 11 a.m.(tommorow). The protests at the court of Klaipeda will be organized at 27 June at 13 p.m. Type: Blog entry Body: A Lithuanian court has postponed the strike in Svyturys-Utenos alus (Carlsberg group) for 30 days. Protests will be organized at the buildings of the factories in Vilnius and Klaipeda at 23 June 11 a.m.(tommorow). The protests at the court of Klaipeda will be organized at 27 June at 13 p.m. Nid: 337 Post date: 06/23/2011 - 05:33 Title: A-B to start selling Leffe and Hoegaarden in Turkey Teaser: Anheuser-Busch InBev is going to sell Leffe and Hoegaarden in Turkey after signing an import deal with Turk Tuborg Bira & Malt Sanayii. In the past tax laws have been an obstacle. This has been dealt with so it has opened the way for foriegn investment. Type: Blog entry Body: Anheuser-Busch InBev is going to sell Leffe and Hoegaarden in Turkey after signing an import deal with Turk Tuborg Bira & Malt Sanayii. In the past tax laws have been an obstacle. This has been dealt with so it has opened the way for foriegn investment. Nid: 336 Post date: 06/22/2011 - 06:54 Title: SAB Miller May Buy Fosters Teaser: The group that failed twice to take on the world and this year set itself up for a takeover by spinning off its wine business yesterday announced that one of the world's big brewers, SABMiller's proposal that it take over Fosters for $4.90 a share, or $11.2 billion, was dismissed as too low by the Foster's board and sharemarket investors agreed, pushing Foster's shares more than 13 per cent higher to $5.15 on heavy turnover. Type: Blog entry Body: The group that failed twice to take on the world and this year set itself up for a takeover by spinning off its wine business yesterday announced that one of the world's big brewers, SABMiller's proposal that it take over Fosters for $4.90 a share, or $11.2 billion, was dismissed as too low by the Foster's board and sharemarket investors agreed, pushing Foster's shares more than 13 per cent higher to $5.15 on heavy turnover. The London-listed SABMiller says it will continue to press its case for a friendly takeover, and in all likelihood will eventually increase its offer and add Foster's Lager, Victoria Bitter and other Foster's brands to a stable that includes Miller Draft, Urquell, Peroni and Grolsch. A takeover will leave Australia's two big brewers in foreign hands after Kirin of Japan's move to full ownership of Lion Nathan in 2009. It is unlikely to be blocked by the Gillard government. Foster's is an Australian icon, albeit an emotive one, and does not have the national strategic value that persuaded the government to prevent the Australian Securities Exchange from accepting a takeover bid from the Singapore Exchange in May. The takeover proposal for the Melbourne-based brewer follows mergers that have created an elite group of international beer giants - SABMiller, the union of South African Breweries and Miller Brewing that is five times larger than Foster's; the even larger Anheuser-Busch InBev, a $US92 billion ($A87 billion) amalgam of America's Anheuser Busch (Budweiser) and Europe's InBev group (Stella Artois); and Heineken of the Netherlands. For them and others with international ambition, including Japan's Asahi group, Foster's is a pawn in a larger global game, but things could have been different. In the '80s John Elliott realised early that the brewing industry would go global, and put Foster's into the race with acquisitions in Britain and North America. But what was Elders IXL imploded under the weight of its debts in the early '90s, and the overseas brewing interests were sold off. Elliott got the trend right: it was his execution that was wrong. From the mid-'90s, a rehabilitated Foster's expanded again, into wine. It was a refinement of Elliott's strategy, and a response to a steady decline in beer consumption and brand loyalty that has seen consumption per person here halve since the mid-'70s to levels last seen in the late 1940s. But Foster's overpaid in its 2000 takeover of America's Beringer wine group and paid too much again in 2005 when it took over Southcorp, the Australian owner of Penfolds. It booked total losses of $2.4 billion on the misadventures, and in May last year signalled it would return to its brewing roots by hiving the wine business off. A bid was being tacitly invited from that time, although SABMiller waited until the split happened last month, and it's now probably just a question of price. More than 100 million Foster's shares changed hands yesterday, as traders who gamble on takeovers boarded. Their entry price suggests a 12 per cent increase in the bid to $5.50 a share gets SABMiller in the door. Nid: 335 Post date: 06/17/2011 - 13:36 Title: Five African Companys to keep an Eye on SAB Miller Tax Payments Teaser: Tax regulators from five African countries plan to meet this month to discuss the tax payments of global brewer SABMiller PLC, the latest sign that authorities on the continent are bolstering efforts to scrutinize outflows. The June 28 meeting in Cape Town, South Africa, will follow reports from a nonprofit antipoverty group that said London-based SABMiller used various methods to reduce its tax liability in Zambia, Tanzania, Ghana and South Africa. The year-old, 31-member African Tax Administration Forum invited those four countries, plus Mauritius, to discuss SABMiller's tax payments. Type: Blog entry Body: Tax regulators from five African countries plan to meet this month to discuss the tax payments of global brewer SABMiller PLC, the latest sign that authorities on the continent are bolstering efforts to scrutinize outflows. The June 28 meeting in Cape Town, South Africa, will follow reports from a nonprofit antipoverty group that said London-based SABMiller used various methods to reduce its tax liability in Zambia, Tanzania, Ghana and South Africa. The year-old, 31-member African Tax Administration Forum invited those four countries, plus Mauritius, to discuss SABMiller's tax payments. Nid: 334 Post date: 06/17/2011 - 13:24 Title: Tetley to close Today Teaser: Tetley’s 189-year history in Leeds comes to an end. Carlsberg UK announced plans to close the brewery on 5 November 2008 and 140 jobs will be lost as a result of the closure. Brewing will move to Marston's brewery in Wolverhampton while Tetley's Smoothflow will continue be brewed by Molson Coors in Tadcaster, North Yorkshire. Type: Blog entry Body: Tetley’s 189-year history in Leeds comes to an end. Carlsberg UK announced plans to close the brewery on 5 November 2008 and 140 jobs will be lost as a result of the closure. Brewing will move to Marston's brewery in Wolverhampton while Tetley's Smoothflow will continue be brewed by Molson Coors in Tadcaster, North Yorkshire. Leeds CAMRA is set to hold a silent wake outside the Brewery at midday tomorrow, and a glass of beer from one of Leeds’ independent breweries will be raised, along with a banner to say farewell. Mullholland said:“Friday will be a sad day when the city of Leeds bids a final farewell to Tetley’s Brewery, which has served as an iconic part of Leeds history for the last 189 years “Carlsberg UK’s decision to close Tetley’s Brewery is both very sad and unnecessary. The area’s wonderful independent brewers are showing that it is perfectly possible to make great beer here in Leeds.” Chairman of Leeds CAMRA, John Rowe, said: “Friday will be an incredibly sad day for the city and it is with much regret that we see Tetley’s leaving the city of Leeds, especially for employees at the brewery. “The future however looks bright for beer in Leeds. Huge strides have been made in a short amount of time by the excellent breweries left in the city.” Sad day A spokesman for Carlsberg UK said: “It is a very sad day but I think we said this when we announced the closure back in 2008, and when we announced out-sourcing the brand. “The reasons for the closure are largely economic - there has been a fall in consumption across the industry and beer sales in general continue to fall. “That is the kind of pressure that breweries are facing on top of rising costs, and increased duty as a result of the beer escalator.” “Greg Mulholland is a very worthy and reasonable man who is very passionate about Leeds. We respect his views, and have always responded and engaged with him. However, he has seen this (closure) as a personal slight against Leeds. “The brewery may be closing but we are keeping some of the site open and have managed to secure the future of 114 Carlsberg UK employees in Leeds. They are mainly based in the telesales and credit control functions in Tetley House Nid: 332 Post date: 06/15/2011 - 00:42 Title: Molson Coors UK to stop sending garbage to landfills Teaser: Molson Coors has committed to eliminate landfill waste from each of its four UK breweries by the end of 2012. Supply chain director, Lee Finney said: “Achieving our goal will have commercial and environmental benefits both now and in the future. Reaching zero production waste to landfill across our breweries not only requires excellent inventory management but innovation and collaboration too. “In addition, many of the by-products of the brewing process are valuable resources for farmers and food producers, as well as being a potential energy source.” Type: Forum topic Body: Molson Coors has committed to eliminate landfill waste from each of its four UK breweries by the end of 2012. Supply chain director, Lee Finney said: “Achieving our goal will have commercial and environmental benefits both now and in the future. Reaching zero production waste to landfill across our breweries not only requires excellent inventory management but innovation and collaboration too. “In addition, many of the by-products of the brewing process are valuable resources for farmers and food producers, as well as being a potential energy source.” The brewer’s 2010 global corporate responsibility reporting shows its UK and Ireland business has decreased waste to landfill by 27 per cent in recent years, saving over £60,000 in landfill tax over two years. Nid: 330 Post date: 06/08/2011 - 14:30 Title: Anheuser-Busch InBev to Cut Costs Refinancing $13 Billion Teaser: Anheuser-Busch InBev NV plans to amend the terms of an $13 billion loan signed last year, reducing the size of the financing and its borrowing cost, two people familiar with the matter said. Type: Forum topic Body: Anheuser-Busch InBev NV plans to amend the terms of an $13 billion loan signed last year, reducing the size of the financing and its borrowing cost, two people familiar with the matter said. The world’s largest brewer will consolidate the three- and five-year loans into one single revolving credit facility for $8 billion, the people said. It’s also seeking to cut interest rates demanded by lenders last year, the people said. Marianne Amssoms, a spokeswoman for Leuven, Belgium-based company, declined to comment. Last year AB InBev refinanced acquisition debt from its 2008 merger. The new loans paid initial interest of 117.5 basis points more than the London interbank offered rate for a three- year $5 billion term portion and an interest margin of 97.5 basis points for a five-year $8 billion revolving credit, according to data compiled by Bloomberg. Banks have reduced the average interest they charge for loans to similarly rated companies in Europe to 37.5 basis points this year from 80 basis points more than benchmark lending rates in 2010, Bloomberg data show. InBev’s first-quarter net income more than doubled from a year earlier to $964 million, helped by lower interest charges. Standard & Poor’s Ratings Services raised the brewer’s long-term rating to A- in April, citing debt reduction. AB InBev, which was created when InBev NV took over St. Louis-based Anheuser-Busch Cos. in 2008 for $52.5 billion, said it cut $75 million of costs in the quarter. The company has a three-year target of achieving $2.25 billion in annual cost savings by the end of 2011, with $270 million of that coming from measures including closing factories this year. Nid: 329 Post date: 06/02/2011 - 18:13 Title: KPI'S at the Top Teaser: Morningstar is initiating credit coverage of Anheuser-Busch InBev BUD with a credit rating of BBB+. The integration of Anheuser-Busch is substantially complete, and the firm has captured the preponderance of the synergies it expected to achieve. Since leveraging the balance sheet of the combined entity when InBev purchased Anheuser-Busch, ABInBev has done an admirable job of selling noncore assets and using free cash flow to repay debt. The firm has pledged to reduce net debt leverage to 2 times, and we project it will reach this goal by the end of 2012. This pledge is supported by the firm's incentive program, in which part of management's compensation is determined by reaching certain leverage targets. As of fiscal 2010, leverage has declined to 3.3 times, the debt/capital ratio has declined to 0.56, and EBITDA covered interest expense by 3.7 times Type: Forum topic Body: Morningstar is initiating credit coverage of Anheuser-Busch InBev BUD with a credit rating of BBB+. The integration of Anheuser-Busch is substantially complete, and the firm has captured the preponderance of the synergies it expected to achieve. Since leveraging the balance sheet of the combined entity when InBev purchased Anheuser-Busch, ABInBev has done an admirable job of selling noncore assets and using free cash flow to repay debt. The firm has pledged to reduce net debt leverage to 2 times, and we project it will reach this goal by the end of 2012. This pledge is supported by the firm's incentive program, in which part of management's compensation is determined by reaching certain leverage targets. As of fiscal 2010, leverage has declined to 3.3 times, the debt/capital ratio has declined to 0.56, and EBITDA covered interest expense by 3.7 times . We believe the firm has a wide economic moat driven by its scale, distribution expertise, and relationships. As the largest brewer in the world with dominant market shares in most of the markets it serves, ABInBev will generate mid-double-digit returns on invested capital (excluding goodwill), in our view, well in excess of its weighted cost of capital. Its success has been driven by its management team, which has instilled a corporate culture of relentless cost cutting, a drive to increase shareholder value, and a desire to outperform the competition. We expect the company will continue to use its free cash flow to reduce debt until it reaches its leverage goal, at which point we forecast ABInBev will increase its dividend payout ratio. The firm is not currently buying back shares, and we do not expect any repurchases until its leverage target has been met. While we don't expect any significant brand acquisitions in the near term, the firm may use some cash flow to make smaller, tuck-in acquisitions such as recently acquired craft brewer Goose Island. Nid: 328 Post date: 06/02/2011 - 18:06 Title: Government Intervention Prevents Antigua Brewery Closure Teaser: Eleventh hour talks were being sought yesterday with representatives of Antigua Brewery Limited as government attempts to avert the shutdown of the company’s production facility here. This came as the General Secretary of the Antigua & Barbuda Workers Union (ABWU) David Massiah warned that the decision to close the facility and send home 42 workers could spark a chain reaction among foreign-owned companies operating locally. Type: Blog entry Body: Eleventh hour talks were being sought yesterday with representatives of Antigua Brewery Limited as government attempts to avert the shutdown of the company’s production facility here. This came as the General Secretary of the Antigua & Barbuda Workers Union (ABWU) David Massiah warned that the decision to close the facility and send home 42 workers could spark a chain reaction among foreign-owned companies operating locally. “With this happening with Antigua Brewery, who else is not going to do it? Who other employer (isn’t) going to come and say, ‘I am shutting down shop’,” said Massiah irately. The ABWU represents the affected workers. Prime Minister Baldwin Spencer said his administration is considering several options to stop the company’s plan to shift production to St Vincent and the Grenadines. “We are looking at a scenario where we may be able to get other persons interested in taking over the plant and to continue production because while it is true that another OECS member state would be the beneficiary of the production, we are concerned about the fact that it would have an impact here in terms of employment and other considerations,” he said. “So we are looking at possible alternatives in terms of what can be done.” The chief servant said he has also instructed Finance and Economy Minister Harold Lovell to hold further talks with the company in which the majority shares are owned by Empresas Leon Jimenes SA of the Dominican Republic. The job losses appear to have caught the prime minister and others who should be in the know, off-guard. According to Spencer, members of his administration were in talks with Antigua Brewery to avoid such a situation, and had put forward some suggestions. The company has not responded to date, he explained. “We have had discussions with the brewery people trying to see how best we may be able to avoid them going that route, but I kind of got the impressions they’d made up their minds that that is the only option they had available,” he said. Meantime, the ABWU’s general secretary has expressed anger and disappointment with the company’s decision stating, “More dialogue was necessary; more interaction and engagement of all the parties and for them to hold strain. “How can a government respond to a situation whereby something that is going to carry the Antigua name is not being brewed here? I would want to believe that the government would have put forward some sort of (recommendation) in response,” the union’s general secretary remarked. Senator Massiah, who, on Monday notified the employees about the impending plan, said Antigua Brewery met with the union previously and provided information to support its claim of significant losses. However, according to Massiah, he’d proposed that the company not make the relocation to St Vincent a permanent one, but rather that it be done in the short-term while the facility at Crabb’s Peninsula undergoes renovation. Nid: 327 Post date: 06/02/2011 - 17:57 Title: Cypus Brewery on Strike Teaser: WINE and beer maker KEO yesterday announced the dismissal of 75 workers – the first stage of redundancies that have sparked indefinite industrial action in the Church-controlled company. KEO plans to shed 150 jobs from a workforce of some 550 as part of a bid to “remain a viable economic unit” but its refusal to offer any compensation has prompted workers to go on an indefinite strike. Type: Blog entry Body: WINE and beer maker KEO yesterday announced the dismissal of 75 workers – the first stage of redundancies that have sparked indefinite industrial action in the Church-controlled company. KEO plans to shed 150 jobs from a workforce of some 550 as part of a bid to “remain a viable economic unit” but its refusal to offer any compensation has prompted workers to go on an indefinite strike. “The company is saddened because unions have encouraged and urged the employees to strike, which can only harm the ailing company further,” KEO said. “They don’t seem to be truly aware of the crisis plaguing our economy, especially local industry, and they do not assume their own responsibilities in ensuring the survival of the country’s production units.” Striking workers, angered by the management’s stance, yesterday prevented company brass from entering the premises, forcing them to leave. A group of Limassol MPs from AKEL, DIKO, DISY and EDEK, visited the workers, offering their support and pledging to try and meet the Archbishop to discuss the matter. “We will seek a meeting with the chairman of the company but mainly with Archbishop to discuss the matter because what is happening is really unfair,” AKEL MP Costas Costa told the Cyprus Mail. The point of conflict is the company’s refusal to offer any compensation to the150 workers, beyond what they are legally entitled to. KEO said the workers made redundant will receive a total of €15 million through the redundancy and provident funds – allocated according to their years of service and salaries. An additional €1 million will be paid for other obligations provided for in the law. Unions wanted the same compensation deal afforded to 130 workers sacked from KEO in 2006, which would have cost the company €5.2 million this time round. They also asked the company to offer voluntary redundancies. The company refused and the two sides sought mediation from the labour ministry, which proposed a compensation package of around €2.5 million. KEO rejected the proposal immediately and went ahead with the layoffs, handing workers their dismissal letters on Tuesday. “The ministry asked both sides to respond to this proposal and take no further action for a week to ensure smooth relations. Instead, the company invited the staff yesterday to hand out the redundancies. The employees reacted with an impromptu strike, which we support completely, and this official strike that started today covers all districts,” said Neophytos Constantinou, representing the SEK trade union. KEO urged workers to return to their jobs immediately and “actively show the necessary respect to the organisation that has offered work to thousands of people over the decades and has supported their efforts to provide for their families and educate their children.” The company said the unions ignored the unfavourable economic environment and the KEO’s dire financial position, and persisted in their unreasonable demands for excessive compensation beyond the requirements of the law and the collective agreement, which are impossible to be met. The company said it had offered to pay laid off staff a “significant amount as a bonus” but it was rejected. Constantinou said the offer was for €500,000 but it was never made officially. In any case, it fell far short of the €5 million the unions were initially asking. KEO blamed the decision on the “protracted economic crisis”, as well as an unfavourable market environment – both in consumer shopping patterns, as well as productivity. The reduction in the company’s operations is exacerbated further by the “ever-increasing imports from abroad”, it said. “We have been observing this reduction over the past few years and it has resulted in significant losses for the company, as can be seen through the audited accounts of the past years,” said KEO. As a result, KEO said it has had to take action to boost productivity and competitiveness, which inevitably led to a reduction of the number of required employees. In 2010, the KEO Group made a net loss of €3.4 million. The Cyprus Chamber of Commerce and Industry (KEVE) yesterday condemned the workers’ decision to strike. “At times of deep economic crisis, which has seriously affected the company’s operations, the trade unions are refusing to accept the legal compensation they are being offered by the company and insisting on demanding excessive gratuitous payments, which if satisfied, will lead the company to end its operations, endangering the 400 jobs of the remaining employees,” said KEVE. Nid: 326 Post date: 06/02/2011 - 14:37 Title: The Ukraine to get Carling Lager Teaser: Molson Coors is seeking to bolster its presence in Eastern Europe by launching Carling lager in Ukraine, via a tie-up with local brewer Obolon. Molson Coors said today (1 June) that 50cl bottles of Carling will be available in grocery stores and bars across Ukraine from this month. The North American brewer has signed a commercial venture with Obolon, which has around a 27% volume share of Ukraine's beer market. Type: Blog entry Body: Molson Coors is seeking to bolster its presence in Eastern Europe by launching Carling lager in Ukraine, via a tie-up with local brewer Obolon. Molson Coors said today (1 June) that 50cl bottles of Carling will be available in grocery stores and bars across Ukraine from this month. The North American brewer has signed a commercial venture with Obolon, which has around a 27% volume share of Ukraine's beer market. The move signals Molson Coors' desire to improve its presence in emerging markets. Among its multinational peers, Molson Coors remains the most reliant on sluggish beer markets in North America and the UK. "As the second largest beer market in Eastern Europe, Ukraine presents an excellent opportunity for us to expand our global footprint in emerging markets," said the president of Molson Coors International, Kandy Anand. The tie-up with Obolon also represents a challenge to Anheuser-Busch InBev, whose Sun InBev subsidiary is Ukraine's largest brewer. Molson Coors and Obolon will jointly manage the marketing and distribution of Carling. Obolon, meanwhile, will brew and package Carling for the Ukraine market, Molson Coors said. Beer consumption in Ukraine has risen by an average 8% per year over the past five years, led by the premium category, which now sits at 3m hectolitres, the brewer said. "With a lower per capita consumption, there is strong growth potential for the market in the coming years." Obolon's president, Olexandr Slobodyan, added: "We know consumers are looking for quality lagers with the cachet of an import." Nid: 325 Post date: 05/26/2011 - 15:34 Title: Molson Plant Montreal Canada Teaser: Type: Image Body: Nid: 324 Post date: 05/26/2011 - 15:31 Title: Molson to Explore New Markets Teaser: Molson Canadian in China or Russia? It could become a reality, as Molson Coors Brewing Company looks to expand its sales into non-traditional markets for the company. Molson Coors, which held its annual general meeting at its historic brewery on Notre Dame St. East in downtown Montreal, told shareholders the company will look to enter new markets and will try to attract new customers in its existing markets to curb a general downward trend in the sales of beer, amid difficult economic climates in the U.S. and Britain. The company’s worldwide beer volume dropped 2.6 per cent in the last year. Type: Blog entry Body: Molson Canadian in China or Russia? It could become a reality, as Molson Coors Brewing Company looks to expand its sales into non-traditional markets for the company. Molson Coors, which held its annual general meeting at its historic brewery on Notre Dame St. East in downtown Montreal, told shareholders the company will look to enter new markets and will try to attract new customers in its existing markets to curb a general downward trend in the sales of beer, amid difficult economic climates in the U.S. and Britain. The company’s worldwide beer volume dropped 2.6 per cent in the last year. Company CEO Peter Swinburn said the company has started marketing its products in Russia, Ukraine, Vietnam and Spain, all new markets. Except for Spain, where Carling was introduced, the company has been pushing the Coors Light brand, which recently became the No. 1 selling beer in Canada. “Historically it has been Coors Light, because it’s such a specific beer,” Swinburn said. “With Canadian and Carling, there are other products that are very similar. So we’ll start with Coors Light, but we would put Molson Canadian and Carling into those markets as well.” Swinburn said the company also hopes to attract more female beer drinkers, specifically in Britain, where only about 11 per cent of women drink beer, compared with the market norm of about 25 to 30 per cent. The company is also focusing on its core market in Canada by expanding its distribution of Molson M Canada-wide. The product was introduced in Quebec in 2009. The company has also relaunched Molson Export and Molson Canadian, and has seen sales of those beers increase, after they had been on a downward trend for several years. Wednesday’s annual general meeting was also historic for two reasons: It marked the beginning of the company’s 225th anniversary year, and a seventh generation of the Molson family took the helm of the company’s board of directors. Andrew Molson, 43, was elected chairman of the board. He’ll serve for two years until a member of the Coors family replaces him. As per the merger between Molson and Coors in 2005, the chairmanship is rotated between the Molson and Coors family every two years. The company has two corporate headquarters: Montreal and Denver. Nid: 322 Post date: 05/25/2011 - 14:31 Title: Heineken Doesn't Pay Bonuses at Rechytsapiva Teaser: First strike started in Belarus 100 Workers of the brewing and fermentation shop at Rechytsapiva brewery refused to start work in the morning on May 23. The warning strike at Heineken-own brewery was caused by non-payment of bonuses, provided for in labour contracts, Radio Svaboda reports. The bonuses must make 30% of the salary. Type: Blog entry Body: First strike started in Belarus 100 Workers of the brewing and fermentation shop at Rechytsapiva brewery refused to start work in the morning on May 23. The warning strike at Heineken-own brewery was caused by non-payment of bonuses, provided for in labour contracts, Radio Svaboda reports. The bonuses must make 30% of the salary. Rechytsapiva staff was transferred under control of Heineken in early April with a promise from the administration to pay 30% bonuses. Workers, however, have not received the bonus payments. According to the new exchange rate, the wages fell lower than 100 dollars, which caused indignation to break out. Vyachaslau Pamaleika, the deputy chairman of the district executive committee, came to calm down Rechytsapiva workers. Director Natallya Savastsenka claims there was no strike at the brewery and beer was made even at night. The incident settled by 11 in the morning. The director received an e-mail confirming that bonuses were transferred to workers’ accounts. The workers were assured that the managers will take care of them and consider raising labour payment. Nid: 321 Post date: 05/25/2011 - 14:17 Title: Diageo to review Irish operations Teaser: Diageo could have to cut jobs at its four Irish plants.THE OWNER OF the world-famous Guinness brewery is to restructure its operations across Europe – with the potential loss of jobs at its four Irish-based facilities. Type: Blog entry Body: Diageo could have to cut jobs at its four Irish plants.THE OWNER OF the world-famous Guinness brewery is to restructure its operations across Europe – with the potential loss of jobs at its four Irish-based facilities. Diageo, which brews and distributes the famous Guinness stout as well as Harp, Smithwick’s, Kilkenny as well as holding European licences to brew many big-name US beers, is reviewing its operations across the continent in line with its restructuring. The Irish Times, reporting the news, said the plan’s proposed restructuring would be “significant” – with the possibility of job losses at the company’s three breweries at St James’s Gate, Dundalk and Kilkenny and at the Bushmills whiskey distillery in Co Antrim. Diageo employs about 1800 people across the four Irish plants. The company said in a statement that it was too early to indicate whether jobs would be cut as a result of the plan, and that employees would be the first to be informed of any impact on their status. Nid: 320 Post date: 05/25/2011 - 14:11 Title: Carlsberg UK competitors offer staff lower pay awards Teaser: Carlsberg UK truckers should be grateful for an offer of a 2.75% salary rise according to rival brewery logistic firms, as they are still having to offer lower awards or implement pay freezes. The brewery giant offered its warehousing and distribution staff a 2.75% pay award, following a 1.5% pay rise in 2010 and a pay freeze in 2009. But 72% (497 employees) rejected the offer, arguing that it is less than half the retail price index (RPI), and therefore a pay cut in real times. However, Roadtransport.com can exclusively reveal that other drinks logistics operators have not offered awards as high as Carlsberg's. Type: Blog entry Body: Carlsberg UK truckers should be grateful for an offer of a 2.75% salary rise according to rival brewery logistic firms, as they are still having to offer lower awards or implement pay freezes. The brewery giant offered its warehousing and distribution staff a 2.75% pay award, following a 1.5% pay rise in 2010 and a pay freeze in 2009. But 72% (497 employees) rejected the offer, arguing that it is less than half the retail price index (RPI), and therefore a pay cut in real times. However, Roadtransport.com can exclusively reveal that other drinks logistics operators have not offered awards as high as Carlsberg's. Ian Bearpark, product and distribution director for Blackburn brewery Daniel Thwaites, says: "We have just implemented a 2% pay award, everyone would have liked more but accepted it was better than last year - 2.75% seems good to me." Eddie Gaudie, GMB union officer for North West and Ireland, says that a 2% pay rise has just been agreed for Tradeteam drivers in Preston. A spokeswoman at Castleford, West Yorks-based Kenneth Howley Transport, says: "I personally think that we are living in extremely hard times. Although I do sympathise with the employees, I feel that they should take their increase and be appreciative, considering others in the sector are getting nothing Nid: 319 Post date: 05/25/2011 - 14:04 Title: Stag to stay open til 2014 Teaser: Plans for the redevelopment of Mortlake’s Stag Brewery site were today on hold after the brewery’s owners announced it would continue operating from the riverside site until at least 2014. AB InBev UK, which produces Budweiser beer, announced today it would scrap plans to relocate brewing operations at the end of this year following an upturn in sales. A spokesman said: “Given the very strong performance of Budweiser in the UK, we have decided to postpone the closure of the Stag brewery in the short term. “The site will remain open until at least the end of 2014.” Type: Blog entry Body: Plans for the redevelopment of Mortlake’s Stag Brewery site were today on hold after the brewery’s owners announced it would continue operating from the riverside site until at least 2014. AB InBev UK, which produces Budweiser beer, announced today it would scrap plans to relocate brewing operations at the end of this year following an upturn in sales. A spokesman said: “Given the very strong performance of Budweiser in the UK, we have decided to postpone the closure of the Stag brewery in the short term. “The site will remain open until at least the end of 2014.” The news means Richmond Council’s plans to develop a planning brief ensuring residents would see changes they wanted on the site will have to be shelved Nid: 318 Post date: 05/25/2011 - 14:00 Title: Obolon starts producing UK beer under license of US Molson Coors Teaser: Obolon Corporation (Kyiv), one of the largest breweries in Ukraine, has agreed with Molson Coors Brewing Company (the United States) on the production of British Carling beer at Kyiv-based plant Obolon, Molson Coors International Director General in Ukraine Oleksandr Kiselev has reported Type: Blog entry Body: Obolon Corporation (Kyiv), one of the largest breweries in Ukraine, has agreed with Molson Coors Brewing Company (the United States) on the production of British Carling beer at Kyiv-based plant Obolon, Molson Coors International Director General in Ukraine Oleksandr Kiselev has reported . "Molson Coors is entering the Ukrainian market. This is a commercial project, in which the companies agreed to produce and sell Carling beer in Ukraine and share profit. The first result of our cooperation will be the marketing of British Carling light beer in Ukraine," he said at a press conference at Interfax-Ukraine on Wednesday. Kiselev also said that the companies had signed a long-term contract and Molson Coors has no plans to work with other breweries in Ukraine. According to him, Carling beer, whose production started at Obolon plant on May 13, will be produced in Ukraine in 0.5-liter bottles, whereas in other countries it is produced in 0.33-liter bottles and 0.5-liter cans. "We plan to occupy a significant share in the premium segment. We're talking about the production of 20,000 hectoliters [by the end of 2011]," said Kiselev. The price of a bottle of Carling beer in Ukraine will be UAH 5.50-5.80. The director general of Molson Coors International in Ukraine also said that the company plans to expand its portfolio of brands in the premium segment in the country after seeing success from the promotion of the Carling brand. At the same time, according to the marketing director of PJSC Obolon, Vitaliy Tkachenko, the growth of the premium segment on the beer market in Ukraine this year will be about 1% and reach a share of 13.5%. "In 2010, the share amounted to 12.5% according to our internal data. According to our calculations, the share of the premium segment is expected to grow by about 1%, to 13.5%," he said. Molson Coors Brewing Company was founded on February 9, 2005 through the merger of two large beer producers in North America, Molson (Canada) and Coors (the United States). The company's total income in 2010 amounted to $4.7 billion, and its net profit was $667 million. Molson Coors Brewing Company operates in 30 countries, and owns 20 breweries. The company's portfolio includes 65 of its own and partner brands, in particular, Coors, Coors Light, Carling, Blue Moon, Molson Canadian, Miller, and Keystone. Obolon is one of the largest Ukrainian manufacturers of beer, soft drinks, low alcohol drinks, mineral water and the largest Ukrainian beer exporter. The corporation consists of the main plant in Kyiv and nine enterprises in regions. In 2010, the company increased beer production by 3% compared to 2009, to 99.4 million decaliters. Nid: 317 Post date: 05/20/2011 - 18:19 Title: There May Be More Cost Cutting at SAB-Miller Teaser: SABMiller could seek to further streamline its production facilities in parts of Europe and North America if consumer demand for beer continues to be weak. The Peroni Nastro Azzurro brewer may also seek more acquisitions or tie-ups with craft brewers in the US, according to its CEO, Graham Mackay. Type: Blog entry Body: SABMiller could seek to further streamline its production facilities in parts of Europe and North America if consumer demand for beer continues to be weak. The Peroni Nastro Azzurro brewer may also seek more acquisitions or tie-ups with craft brewers in the US, according to its CEO, Graham Mackay. SABMiller reported a healthy set of full-year results today (19 May), with net sales up by 7% to US$19.41bn and net profits up by 22% to $2.56bn for the 12 months to the end of March. However, the brewer largely relied on higher beer prices to boost sales in North America. Global volume sales, meanwhile, rose by 2% and were predominantly driven by emerging markets in Asia and Africa. Speaking about the US beer market on a media call today, Mackay said that, despite a lot of observers "searching the tea leaves" for signs of improvement on the US beer market, there has not been serious improvement. "I've not seen a systematic uptick in the US," he said. SABMiller's US joint-venture with Molson Coors, MillerCoors, reported volume sales to wholesalers and retailers down by 3% in SABMiller's fiscal year. Even though beer pricing has remained relatively firm in the country, Mackay suggested that further streamlining of the business may be necessary. The same is true of Central and Eastern Europe, where SABMiller also reported a 3% drop in lager volumes over the 12 months. "We've got a pretty extensive production grid in Europe as a result of buying a patchwork of local businesses," said Mackay. "Rationalising of the production grid is always under the spotlight." He added that "there are possibilities for that in North America", too. MillerCoors is drawing close to the end of its $750m synergies programme, with $684m in annual cost savings realised by the end of March this year. At the same time, MillerCoors may push further into the craft beer sector, which has remained in growth throughout a turbulent period for mainstream beer brands in the US. MillerCoors' craft beer business, Tenth & Blake, reported double-digit volume increases for SABMiller's fiscal year. Asked whether MillerCoors might seek to acquire craft brewers, Mackay said that the group remains "open to alliances" and might have "some options coming along". Mackay declined to comment when questioned by journalists today on SABMiller's global ambitions in the mergers and acquisitions sector. The brewer has been linked with a move for Foster's Australian beer business, Castel's African beer business and also Brazil's second largest brewer, Schincariol. Nid: 316 Post date: 05/19/2011 - 16:11 Title: Carlsberg set to unveil a new beer called Copenhagen Teaser: Danish brewer Carlsberg is getting set to unveil a new beer called Copenhagen, which is already turning heads for the minimal, stylish design of its bottles and other packaging. The message is unmistakable: In a category almost complete geared toward men Type: Blog entry Body: Danish brewer Carlsberg is getting set to unveil a new beer called Copenhagen, which is already turning heads for the minimal, stylish design of its bottles and other packaging. The message is unmistakable: In a category almost complete geared toward men (sometimes with dead rodents enlisted for the cause), Copenhagen can also attract women, who make up one-quarter of the beer market. "We can see that there are a number of consumers, especially women, who are very aware of design when they choose beverage products," Jeanette Elgaard Carlsson, international innovation director at Carlsberg, says on the brewer's website. "There may be situations where they are standing in a bar and want their drinks to match their style. In this case, they may well reject a beer if the design does not appeal to them. The consumer surveys that we have conducted in Denmark show that 98% of the target group finds Copenhagen exciting." Of course, women presumably don't just choose a beer as a fashion accessory. But there isn't much mention of the taste, beyond it being "light" and "refreshing." Check out the TV spot for the beer below, along with more packaging shots. The brew hits the market in Denmark this year and the rest of Europe and parts of Asia next year. American women will have to petition to get it over here. Nid: 315 Post date: 05/13/2011 - 04:35 Title: Employees of Fürstenberg-Brauerei on strike for higher wages and a secure future of trainees Teaser: Employees of Fürstenberg-Brauerei on strike for higher wages and a secure future of trainees Type: Image Body: Employees of Fürstenberg-Brauerei on strike for higher wages and a secure future of trainees Nid: 314 Post date: 05/13/2011 - 04:34 Title: The Bavarian brewing industry is Threatening an Indefinite Strike Teaser: In Munich the Bavarian brewing industry is threatening an indefinite strike. On Thursday,at the meeting in Ismaning near Munich, the representative of the rate of Bavarian brewers (TG) and the union food and Catering (NGG) moved to the fourth and decisive round of negotiations. 'This is the last chance for the employer, in free negotiations to reach an agreement', The NGG-state leader Hans Hartl said on Wednesday. Failure of these negotiations would be to let their members vote on the NGG an indefinite strike. The employers had recently offered to increase the fee by 2.1 percent. Type: Blog entry Body: In Munich the Bavarian brewing industry is threatening an indefinite strike. On Thursday,at the meeting in Ismaning near Munich, the representative of the rate of Bavarian brewers (TG) and the union food and Catering (NGG) moved to the fourth and decisive round of negotiations. 'This is the last chance for the employer, in free negotiations to reach an agreement', The NGG-state leader Hans Hartl said on Wednesday. Failure of these negotiations would be to let their members vote on the NGG an indefinite strike. The employers had recently offered to increase the fee by 2.1 percent. NGG asked for six percent more and the ressumption of trainees for twelve months. Also for the be announced that the agreement by the employers be reinstated. On Wednesday workers stopped work at a brewery in Fürstenfeldbruck for two hours. The Bavarian brewing industry employs about 10 000 Menschen.dapd Nid: 313 Post date: 05/13/2011 - 04:11 Title: Again AB-InBev and SAB Miller Teaser: The brewing industry has racked up $142bn worth of deals in the past five years, according to Bloomberg, but some analysts say the “big one” has yet to come. That crowning deal would see Anheuser-Busch InBev acquire SABMiller, for about $70bn before divestments, trumping InBev’s $52bn acquisition of Anheuser-Busch, which created the world’s biggest brewer. Type: Blog entry Body: The brewing industry has racked up $142bn worth of deals in the past five years, according to Bloomberg, but some analysts say the “big one” has yet to come. That crowning deal would see Anheuser-Busch InBev acquire SABMiller, for about $70bn before divestments, trumping InBev’s $52bn acquisition of Anheuser-Busch, which created the world’s biggest brewer. “An acquisition of SABMiller, combining the two leading industry players, which we have long seen as the logical endgame for ABI, now looks to be feasible,” writes Eddy Hargreaves of Collins Stewart in a report examining the probability of a deal. For Credit Suisse, a “deleveraging ABI, an increasingly disadvantaged SABMiller footprint and business rationality at both firms are ripe to produce more consolidation in the global beer industry”. This view is reinforced by changes at the top at SABMiller, whose chief financial officer, Malcolm Wyman, is to retire in July and whose chief executive, Graham Mackay, is expected to follow in a year or two. Unsurprisingly, it is not a view shared by SABMiller. The proudly independent company, with its South African roots and UK listing, sees itself as far from disadvantaged, with some 80 per cent of sales from fast-growing emerging markets and virtual strangleholds in countries such as Colombia. Jonathan Fell, analyst at Deutsche Bank, rehearses the case against a merger. “Putting two businesses together that have quite discrete geographical footprints does not necessarily create a lot of value,” he argues. This is “because branding in beer is still pretty local and because you cannot ship beer halfway across the world [given transport costs] except in niche circumstances.” Based on this logic, some analysts have floated more inventive tie-ups, such as melding SABMiller with Diageo, the UK spirits maker whose brands include Johnnie Walker whisky and Guinness, or soft drinks maker PepsiCo. However, Trevor Stirling, analyst at Bernstein, sees little to gain from these pairings. Distribution synergies are restricted to the very early-stage emerging markets, he says. SABMiller’s options in the global beer market appear limited. It would dearly like to buy Castel, the African brewer with which it has a cross-shareholding, but the family owners have expressed no desire to sell. Foster’s of Australia, effectively on the block after a separation of the wine and beer businesses, is an expensive asset in a mature market and a potential deal about which several SABMiller investors have expressed disdain. In contrast, ABI faces fewer obstacles in any move to acquire SABMiller, Mr Hargreaves says. “I think ABI could do it now pretty much, all for cash,” he says. “I really think it’s entirely conceivable they do it within a year, for a net $63bn outflow, including fees.” In practice, he adds, an element of equity would likely be used too. According to his numbers, such a deal would lift ABI’s net debt/earnings before interest, tax and depreciation from 2.8 times today to 4.3 times. This is below the 5.5 times multiple it hit after the Anheuser-Busch acquisition. The calculation assumes disposals of businesses that may breach antitrust concerns. ABI boasts proved ability to whittle out costs, extract synergies and run a leaner, more profitable operation. But even it might find SABMiller a tougher challenge, Mr Stirling says. “SABMiller is nowhere near as inefficient as Bud[weiser] was,” he says, pointing out that ABI was able to lift the latter’s operating margins by 13 percentage points. By comparison, the most it could hope to shave off SABMiller’s costs is 5 percentage points, he calculates, and that would be mainly from headquarters and procurement synergies. Currency mismatch and execution risk also make it harder to forge a deal, he says. “If ABI bought at £28 a share, management would receive £650m from options vested. If they receive that, they are going to walk into the sunset, not hang around, which would leave big holes in management.” When could the moment of decision arrive? “I think in a few years’ time ABI will reach a fork in the road,” Mr Fell says. “It either becomes a ginormous cash machine just handing back cash ... or they could go and buy something massive, and SABMiller would be one of the things they could buy.” Nid: 312 Post date: 05/08/2011 - 13:51 Title: Heineken May Consider a Bid for Brazil’s Schincariol Teaser: the world’s third-largest brewer by volume, is considering making an offer for Brazil’s Primo Schincariol Industria de Cervejas e Refrigerantes SA, according to two people familiar with the matter. Heineken, which sells beers including Amstel, is going through the books of closely held Schincariol, Brazil’s second- largest brewer behind Anheuser-Busch InBev NV, said the people, who declined to be identified as the process is confidential. Schincariol controls about 11 percent of Brazil’s beer market, according to Nielsen data, while AB InBev has a share of about 70 percent. The brewer is for sale for about $2 billion, the Sunday Times reported last month. Heineken said yesterday it got a 2 billion-euro ($2.9 billion) credit line to refinance debt and back acquisitions. Type: Blog entry Body: the world’s third-largest brewer by volume, is considering making an offer for Brazil’s Primo Schincariol Industria de Cervejas e Refrigerantes SA, according to two people familiar with the matter. Heineken, which sells beers including Amstel, is going through the books of closely held Schincariol, Brazil’s second- largest brewer behind Anheuser-Busch InBev NV, said the people, who declined to be identified as the process is confidential. Schincariol controls about 11 percent of Brazil’s beer market, according to Nielsen data, while AB InBev has a share of about 70 percent. The brewer is for sale for about $2 billion, the Sunday Times reported last month. Heineken said yesterday it got a 2 billion-euro ($2.9 billion) credit line to refinance debt and back acquisitions. Amsterdam-based Heineken is among brewers seeking to expand in emerging economies as weak consumer confidence and increasing competition stymie growth in Europe and the U.S. The company bought five breweries in Nigeria and two in Ethiopia this year, and spent 5.3 billion euros buying Fomento Economico Mexicano SAB in April 2010 to expand in Latin America. Heineken brews beer through a partnership with Cervejarias Kaiser SA in Brazil, the world’s third-largest beer market by volume, according to data from Mintel International. SABMiller Plc (SAB), the world’s second-largest brewer, may also be interested in bidding for Schincariol, the Sunday Times said last month, without saying where it got the information. Nigel Fairbrass, a spokesman for the London-based maker of Grolsch and Peroni, declined to comment today. Nid: 311 Post date: 05/06/2011 - 14:51 Title: Very Well Written Article Teaser: You may have seen this before but it is still the same today. Excellent read. InBev leaves a bitter taste with lies and suspensions of jobs If you drink beer, no matter in the area of the world we are, is likely to be a buyer of InBev.Stella Artois, Brahma, Beck's, Bass, Leffe, Labatt and Hoegaarden are just a few of the more than 200 brands owned by the producer giant beer, the Type: Forum topic Body: You may have seen this before but it is still the same today. Excellent read. InBev leaves a bitter taste with lies and suspensions of jobs If you drink beer, no matter in the area of the world we are, is likely to be a buyer of InBev.Stella Artois, Brahma, Beck's, Bass, Leffe, Labatt and Hoegaarden are just a few of the more than 200 brands owned by the producer giant beer, the result of the merger that took place in 2004 between Interbrew of Belgium and AmBev of Brazil. In the wake of InBev's corporate slogan - "the local brewery around the world" - you would think that after the famous beer is centuries of traditional knowledge, respect for the work of expert master brewers and a commitment to preserving the heritage of local communities. Think again. InBev's business strategy is based on the purchase of premium brands, the reorganization of production in their original establishments Brewing and then consolidating them into industrial brewery complexes to reduce costs. Cost reduction is the driver of InBev's road map from his character's largest producer of beer in the world to more lucrative. By the way, has trampled rights, has ruined lives and broken promises. The "business culture of InBev is not a surprise to the / workers brewers. AmBev has built its position through a merger process which left many thousands of workers without jobs Brazilian social plans. Today, the relentless pursuit of profits by InBev is affecting Eastern Europe, leaving behind a bleak record of destruction, layoffs and broken commitments with the / workers. Dismissals Monetary Compensation and Failed Promises When the impetus for cost reduction Boddingtons hit in 2002, the Executive Director of the UK, Stewart Gilliland, committed to the T & G, affiliated to the IUF, to keep Boddingtons in Manchester. Three years later, production was transferred to the Preston Brewery in South Wales and ended the historic factory in Manchester. The closures are now focusing on Belgium, the birthplace of the beer InBev's predecessor Interbrew, where the company has decided to end the brewing tradition of Hoegaarden and Belle-Vue Kriek. Shortly after some 3,000 citizens and political figures gathered to / workers of InBev in a demonstration against the closure collective, InBev management announced the names of the / workers identified to be declared excess as a result restructuring, although he had promised the Belgian unions that layoffs would not take place while talks on a social plan. La producción ha de ser trasladada a la fábrica de cerveza de Jupille. The production is to be transferred to Jupille brewery. As in the case of Boddingtons, the two Belgian brands sold extremely well. The decision to sell several brands of high quality by operating a smaller number of industrial producers of beer instead of the traditional factories destroy 232 jobs in Belgium. Shareholders are happy: February 24, InBev announced a 15.3 percent increase in earnings, amounting to € 3,300 million and exceeding market expectations. Simultaneously, reported that they would be eliminated 360 jobs in Belgium, Germany, Luxembourg, Hungary and the Czech Republic and there could be more redundancies. While costs are cut employment costs and brewing heritage, the company recently paid a total of € 31 million to the outgoing top executives, John Brock, Stuart Gilliland and Patrice Thys. However, InBev refuses to make their long-term plans for / workers and refuses to negotiate with the unions within a social context regarding the announced European restructuring. A while eliminating the traditional brewers who carved the fortunes of the company, InBev stays true to its pattern of broken promises and commitments. The Case of Montenegro Only a few years after the acquisition in 1997 by brewer Interbrew "Trebjesa" AD Niksic (Montenegro), average monthly salaries had decreased from € 321 to € 87 and 243 of the 547 workers had been suspended . For a long time / workers were organized under the Autonomous Union of Brewery "Trebjesa" AD (SDSPT). At first, the union successfully resisted the attacks on personnel management and remuneration, but twice was forced to strike. Industrial action was crucial to limit the dramatic reductions in wages and ultimately to achieve a formal written commitment by Interbrew to negotiate a collective agreement. However, Interbrew did not observe the agreement it had signed and refused to negotiate.Therefore, the union was forced to make a third strike in May 2002. Interbrew responded with a lockout and then fired more than 50 strikers in a ruthless attempt to crush the union. Those workers included SDSPT President Bozidar Perovic. Dubrovnik Agreement With Montenegro's labor dispute stalled and attracting negative publicity, Interbrew accepted the IUF proposal to meet in September 2002 in the Croatian city of Dubrovnik to negotiate a fair solution. Also attended by representatives of the Belgian affiliates of the IUF, CCAS-CSC and Horval FGTB, representing most effective of all union / workers in Belgium. Interbrew agreed to end the bitter four-month conflict in the brewery Trebjesa and resume negotiations on salaries, while guaranteed that the 303 brewery workers begin receiving their wages again. Interbrew signed an agreement to protect union members and strikers from discrimination and sanctions and lift the suspensions and all legal processes against fifteen leaders of the strike committee. The agreement was endorsed by the / workers of Trebjesa, who returned to work shortly after its conclusion. Interbrew guaranteed that it would respect the agreement in its entirety. A company above the law Interbrew did not honor this commitment. Although the other strikers were reinstated, the union president, Perovic, was denied this right. En los años 2003 y 2004, In 2003 and 2004, Interbrew was twice convicted in the courts of Montenegro, which determined that Perovic's dismissal illegal and ordered his immediate reinstatement with retroactive compensation for lost income. But trade union rights and the law of Montenegro are not taken seriously by a company that is among the largest foreign investors in the country and, therefore, believes he can pick and choose which laws will follow. As a result, found no job at Interbrew-Trebjesa for President of the union, Perovic, who had meanwhile been re-elected and confirmed in his union office and was still technically an employee of Interbrew. Despite regular new hiring at the facility, local management insisted that Perovic's previous position had been eliminated and their experience did not qualify him for any other task. Perovic has 34 years of experience at Interbrew and two awards as "Best Employee of the Year. You compulsory license set forth in April 2005. The unofficial history of local management was that InBev headquarters would not allow his reinstatement and that there was no chance that he will return to work at the brewery. On June 6, 2005, Perovic reported to work but was sent home again. Suspended until November 2005, was again made ​​redundant - an extraordinary act by management, which had never recognized that he had never been restored! Just Interbrew ignored the rulings of the Labour Court of Montenegro. The reality behind the "InBev human resource excellence in management" Interbrew has not only violated internationally recognized labor standards. Also violated an agreement signed with the IUF and the two Belgian unions. The IUF demanded an explanation. InBev sent Human Resources Manager, Marc Croonen, to meet with the Secretary General of the IUF, Ron Oswald, in Brussels in late 2005. At the meeting, repeatedly invoked Croonen InBev model of "excellence in human resource management" and pledged to return with an answer about Perovic right to receive back pay for the period was illegally removed from work, and a fair compensation for the shameful treatment by the company. Promise never Croonen. InBev informed the Belgian unions that would be paid a sum of compensation to Perovic and so things were. The use of Perovic was dismissed again in January 2006 and the only compensation that was offered amounted to € 19,185 - which refuses to accept as fair and just.This was the amount that InBev, the largest brewer in the world, whose revenues totaled € 11,656 million in 2005, was willing to pay to get rid of a union president. Perovic's conflict is not over yet. He and his family are living through the international solidarity organized by the IUF and affiliated organizations. It is still the president-elect of the union in InBev "Trebjesa." The new union elections will take place in the second quarter of 2006 and the / workers are coming under pressure from the company to not reelected. If not reelected Perovic, InBev will have demonstrated that you can mock the international labor law and of Montenegro with impunity. The report corporate citizenship InBev in 2004 states: "InBev respects the different legal frameworks in which it operates, regarding the rights of / as employees of joining organizations such as unions. We respect the freedom of association and collective bargaining agreements. " For those that make beer, have never been so bitter the taste of InBev brands. The / workers have had enough of InBev in suspensions, violations of trade union rights, contempt for the conventions signed and closures of historic brewing. Nid: 310 Post date: 05/06/2011 - 01:09 Title: Good Article OnThe global beer industry Teaser: ..Buy it cheap, quaff at home.MASS-MARKET beers taste like soapy water. Or so many real-ale snobs insist. So it is hardly surprising that they are now being marketed like soap powder. People in rich countries are not drinking enough beer. By volume, sales in 2010 fell by 1.5% in America and 2.3% in western Europe, says Nomura, a Japanese bank. Only “craft” ales from small independent breweries did well, rising by 11% in America. Wealthier drinkers quite like these exclusive brews but have, overall, gone off their beer in favour of wine and spirits. Type: Blog entry Body: ..Buy it cheap, quaff at home.MASS-MARKET beers taste like soapy water. Or so many real-ale snobs insist. So it is hardly surprising that they are now being marketed like soap powder. People in rich countries are not drinking enough beer. By volume, sales in 2010 fell by 1.5% in America and 2.3% in western Europe, says Nomura, a Japanese bank. Only “craft” ales from small independent breweries did well, rising by 11% in America. Wealthier drinkers quite like these exclusive brews but have, overall, gone off their beer in favour of wine and spirits. Until recently big brewers tried to make up for flagging sales in the rich world by pushing into emerging markets. Over the past decade they have bought or merged with local brewers, thereby gaining access to their all-important distribution chains. A $52 billion tie-up in 2008 between Anheuser-Busch, the American brewer of Budweiser, and InBev, a Brazilian-Belgian firm, saved a fortune. Cost-cutting through mergers will have boosted global brewers’ profits by $3 billion over the five years to 2012, estimates Credit Suisse, a bank. But although consumption per mouth in poorer countries has far to go to catch up with the West (see chart), growth is set to slow, predicts Nomura. Worse still, emerging markets are not nearly as profitable as rich ones. Anheuser-Busch InBev (ABI), now the global leader, sold a third of its beer in North America in 2010 yet reaped 46% of its profits there. So the “big four” brewers (which control about half of the global beer market) need to look at home for future profits. The trouble is, boozers in rich countries are increasingly drinking at home. In Britain, for example, about half of all beer is bought for swilling on the sofa. By 2018, thinks Molson Coors, a Canadian brewer, as much as 70% could be. Since the margins in supermarkets are thinner than those in bars, that spells trouble for brewers. In response, they are changing their business model. Their dream is to sell beer like premium-priced detergent, using uniform global marketing campaigns organised from head office. Last month Carlsberg, a Danish brewer, launched a new worldwide slogan: “That calls for a Carlsberg”. Like its peers, it has been furiously recruiting managers from big consumer-goods firms. (Its boss, Jorgen Buhl Rasmussen, previously worked for Duracell, a battery-maker, and Gillette, a purveyor of razors.) ABI has similar plans for a global marketing push for Stella Artois and Becks. This will cost money, of course. Shoppers can easily buy the supermarkets’ cheaper own-label beer instead of costlier brands. Few drinkers might want to be seen in public necking such downmarket stuff, but in the privacy of their own homes, who can tell the difference, especially after five or six? To retain their price advantage without losing sales, the brewers will need to market their brands as heavily as soapmakers do. Advertisers have coined memorable beer slogans in the past, such as “Heineken refreshes the parts other beers cannot reach” and “This Bud’s for You”. Yet the big brewers have been parsimonious in their marketing budgets, typically investing just 10% or so of their revenues, compared with around 15% at companies like Unilever and Procter & Gamble. They will need to spend more just to stand still. More aggressive marketing could help them in emerging markets, too. Brewers are hoping that, as incomes continue to rise in India and China, drinkers will abandon moonshine, tea and other poisonous muck, and upgrade to premium beer. Meanwhile, the biggest brewers are consolidating. The combined market share of the top four grew from 22% by volume in 1998 to nearly 50% in 2010 (from which they pocket two-thirds of combined global revenues). But that is nothing compared with the dominance of the big two soft-drinks makers: Coca-Cola and PepsiCo together have three-quarters of their market. So investors in breweries are licking their lips as they contemplate a fresh round of takeovers. SABMiller has been talked of as a potential buyer for Molson Coors, Australia’s Fosters, Efes, Turkey’s largest brewer—though it might find itself in competition with Heineken. ABI, it is said, may seek to take full control of Groupo Modelo, Mexico’s number-one beermaker, of which it already owns half. At the other end of the scale, microbreweries are bubbling. Mikkel Borg Bjergso, the proprietor of a bar in Copenhagen, makes a wonderfully light and floral pilsener, and markets it through word of mouth. He has helped to pioneer a crafty new business model. “Gypsy brewers” produce tiny quantities of inventive and flavoursome beers by hiring or borrowing other people’s breweries. These little brewers are so tasty that big ones are lining up to swallow them. In March ABI bought Goose Island, one of the larger American microbrewers, for $39m. Molson Coors recently bought Sharps, a British brewer of stupendous real ales. But such microdeals make little impact on the bottom line. America’s 1,800 craft brewers account for a mere 5% of the domestic market. Nid: 309 Post date: 05/04/2011 - 16:58 Title: Heineken adds Bulmers variant Teaser: Heineken UK is to launch a premium variant of its Bulmers cider drink as part of an overhaul of the entire range. Bulmers Nº17 is a 4% ABV “premium quality” apple cider with red berries and lime. Type: Blog entry Body: Heineken UK is to launch a premium variant of its Bulmers cider drink as part of an overhaul of the entire range. Bulmers Nº17 is a 4% ABV “premium quality” apple cider with red berries and lime. The brewer hopes the introduction of the drink will fuel further growth in the cider category. The cider category is growing in the UK at a time when alcohol consumption and beer sales in particular, are declining. Value sales of cider grew 60% to £2.2bn between 2005 and 2010, according to Mintel. The firm claims, though did not attribute data, that product innovation has attracted 50% of cider drinkers to the category in the last five years. Sanjay Patel, director of cider brands at Heineken UK, says: “Future growth will continue be driven by consumer interest created and sustained through exciting product innovation….” A new bottle shape and label is also being introduced across the Bulmers range. The design changes, the brewer adds, aim to “communicate the brand’s quality credentials in a bright, modern way while maintaining the brand’s heritage and authenticity.” It also wants to brand to stand out on increasingly crowded shelves after a raft of cider launches in recent years. British Drinking The trend towards teetotalism is on the increase, possibly influenced by lifestyles of ethnic minorities, not to mention health concerns among the wider population. 69% of UK adults believe that binge-drinking is a ’British Thing’. 60% of UK adults agree that alcohol packaging should have health warnings like on cigarette packets. 53% of UK adults agree that low prices for alcohol are to blame for binge drinking. 40% of UK adults agree that the government should set a minimum price for alcohol. 47% of alcohol drinkers say most of their drinks budget is spent on drinking at home. Nid: 308 Post date: 05/03/2011 - 16:10 Title: AB-InBev Shares up Again Teaser: Shares in Anheuser-Busch InBev are up 250% from late 2008 lows hit after Belgium's InBev bought the maker of Budweiser beer. The gains came partly as the company reaped cost savings from the acquisition, powering a 12 percentage-point improvement in AB InBev's U.S. operating profit margin. Type: Blog entry Body: Shares in Anheuser-Busch InBev are up 250% from late 2008 lows hit after Belgium's InBev bought the maker of Budweiser beer. The gains came partly as the company reaped cost savings from the acquisition, powering a 12 percentage-point improvement in AB InBev's U.S. operating profit margin. With such acquisition-related benefits having largely run their course, investors are worried about what comes next. Brewers are still struggling with sluggish beer markets in the developed world, where consumers remain under strain. And when AB InBev reports first-quarter results Wednesday, volumes will likely have grown just 1% year over year, estimates J.P. Morgan. Earnings per share are expected to rise 35% to 76 cents a share. But fears AB InBev is tapped out ignore its efforts to stimulate revenue growth. Around a quarter of the company's U.S. beer volumes are in lower-priced brands like Busch and Natural Light. That is where it concentrated price increases last September to narrow the 25% price difference to premium beers Budweiser and Bud Light. A smaller gap should mean AB InBev cannibalizes fewer sales in its largest market. Raising prices is risky, even if some rivals have done likewise, while the cost of gasoline has soared and unemployment among young males -- a key demographic -- remains high. Indeed, volumes have declined in the wake of last fall's price rises for second-tier brands. Yet AB InBev is winning more Bud Light drinkers. Plus, pricier brands like its Belgian import Stella Artois are growing rapidly in the U.S. These helped increase revenue per 100 liters of beer sold in the U.S. by 4.1% in the fourth quarter. Sales of AB InBev's premium brands should help elsewhere, too. AB InBev plans this year to start selling Budweiser in Brazil, where premium brands are only a small portion of the beer mix. Overall, the company is expected to post first-quarter revenue of about $8.9 billion, up about 8% from the prior year. With its stock trading at 16.6 times forecast 2011 earnings, according to FactSet, AB InBev is at a discount to SABMiller, even though that brewer is expected to have lower earnings growth. AB Inbev faces tougher going, but its shares may still offer refreshment. Nid: 307 Post date: 05/02/2011 - 15:38 Title: More Warning Strikes in German Breweries Teaser: These tactics have already taken place in Canada under AB-InBev. With the American Teamsters coming up in the next two years. A warning strike has halted production on Thursday in the State Brewery Weihenstephan. Just over 30 employees - virtually the entire film - the total of about 100 people laid down their work for two hours. The striking workers chanted: "A new collective agreement ago, otherwise we will give no peace." And: "Who says no to battle today, will tomorrow be without work." With whistles and rattles made the employees of the State Brewery air their displeasure. They wore bright orange vests with the imprint "strike." Type: Blog entry Body: These tactics have already taken place in Canada under AB-InBev. With the American Teamsters coming up in the next two years. A warning strike has halted production on Thursday in the State Brewery Weihenstephan. Just over 30 employees - virtually the entire film - the total of about 100 people laid down their work for two hours. The striking workers chanted: "A new collective agreement ago, otherwise we will give no peace." And: "Who says no to battle today, will tomorrow be without work." With whistles and rattles made the employees of the State Brewery air their displeasure. They wore bright orange vests with the imprint "strike." To their demands, the union food and Catering (NGG) called the strike. "We are six percent more demand," said George Schneider, CEO of NGG for the region of Rosenheim Upper Bavaria. The range of employers that offer after three rounds of negotiations, an increase of 2.1 percent was not enough. With the strikes that took place on Thursday and all day in the Munich breweries, the intention is to exercise pressure on employers, the fifth in the negotiations May set to last a capable financial statements offer on the table. In the wage dispute, the union wants but better: a takeover of the trainees in operation for twelve months. "We need to give young people the chance to gain a foot in the learned profession," said Schneider. In addition, the union demands that should the approval of the new collective labor contract with the Federal German Brauerbund no deterioration caused to employees. Plans of employers, such as introducing a low-wage group and split core and peripheral workforce "so that the employees according to NGG, were beyond the pale. These changes would affect secretaries, sales representatives and drivers. Schneider: "If you can not physically talk to us, we want the old collective bargaining agreement one to one again." "We will not accept that different professional groups, such as happened at the truck drivers were already outsourced. "This blow orgy we do not do everything with," Schneider said. If during the next round of collective bargaining is no acceptable compromise is found, "we are back here and call for a strike vote. Then, if necessary, will also strike indefinitely. The strike in Freising, on which participated mainly brewers and bottlers, was completed in late morning. Then, the production continues normally. About 1100 liters of beer are filled daily in Weihenstephan. "Our strike has been impact," said council chairman Rudolf Franzisci. There could be bottlenecks in production. In the mood of the workforce was currently "fairly bad". With the offer of the employers' side at least you will not be satisfied. "We are also prepared, if necessary, longer on strike," said Franzisci. Nid: 305 Post date: 04/28/2011 - 17:59 Title: MillerCoors Names Tom Long New CEO Teaser: Mr. Long, now president and chief commercial officer, will assume the post June 1, when CEO Leo Kiely retires.The succession was expected to take place in June, but the company and Mr. Kiely remained mum on the timing, including during the brewer's annual distributor meeting in March. Their silence and the lagging sales of the core Miller brands helped fuel speculation on whether and when Mr. Long, CEO of Miller Brewing Co. before the merger, would ultimately take over the top spot. Type: Blog entry Body: Mr. Long, now president and chief commercial officer, will assume the post June 1, when CEO Leo Kiely retires.The succession was expected to take place in June, but the company and Mr. Kiely remained mum on the timing, including during the brewer's annual distributor meeting in March. Their silence and the lagging sales of the core Miller brands helped fuel speculation on whether and when Mr. Long, CEO of Miller Brewing Co. before the merger, would ultimately take over the top spot. We expect little disruption near term and watch for improving combined trends for Coors Light and Miller Lite as a key measure of Mr. Long's effectiveness,” Mark Swartzberg, a beverage analyst at Baltimore-based Stifel Nicolaus & Co., said in an investor note. “For several years, Miller Lite has been in significant decline, but in recent months the pace of decline has moderated to flat in March 2011, while Coors Light has maintained superior growth." Mr. Swartzberg also noted that, with Mr. Kiely, Mr. Long has also overseen a three-year cost-cutting campaign that beat initial targets and reaped savings earlier than expected. The company said in a news release that the succession follows plans set in late 2007, when Denver-based Molson Coors Brewing Co. and London-based SABMiller PLC formed the joint venture. Messrs. Kiely and Long have prepared for the move by sharing duties since September 2010. “Tom brings extensive experience to the table, having served previously as chief executive officer and chief marketing officer of Miller Brewing Co.,” SABMiller CEO Graham Mackay said in a news release. “He is a savvy operator with a keen intellect and boundless energy. It is gratifying to see his partnership with Leo produce the kind of orderly and smooth management succession that we envisioned during the integration planning process.” Before joining Miller Brewing in 2005, Mr. Long, 52, spent 17 years at Coca-Cola Co., where his jobs included president of the company's Northwest Europe division, global vice-president and director of strategic marketing, and vice-president of national sales in the U.S. He has an MBA from Harvard Business School and a bachelor's degree from the University of North Carolina at Chapel Hill. Mr. Kiely, 64, joined Coors Brewing Co. as chief operating officer in 1993 and helped acquired Molson Coors UK. He led the merger of Adolph Coors Co. and Molson Inc. in 2005 and became president and CEO of the new Molson Coors Brewing Co. “Leo has successfully guided the integration and startup of the new company, building a rock solid foundation that positions us to achieve our long-term vision of creating America's best beer company,” Peter Coors, chairman of the board of Molson Coors Brewing, said in the release Nid: 304 Post date: 04/27/2011 - 23:09 Title: AB InBev Pats Themselves on the Back Teaser: BRUSSELS, Belgium, Anheuser-Busch InBev today released its 2010 Global Citizenship Report. The publication details AB InBev's progress toward goals and initiatives that form the company's Better World program including the three pillars of promoting responsible drinking, protecting the environment, and giving back to the communities in which AB InBev employees live and work. The report is available to view and download on AB InBev’s website at http://www.ab-inbev.com/go/social_responsibility.cfm Type: Blog entry Body: BRUSSELS, Belgium, Anheuser-Busch InBev today released its 2010 Global Citizenship Report. The publication details AB InBev's progress toward goals and initiatives that form the company's Better World program including the three pillars of promoting responsible drinking, protecting the environment, and giving back to the communities in which AB InBev employees live and work. The report is available to view and download on AB InBev’s website at http://www.ab-inbev.com/go/social_responsibility.cfm . "The collective strength of our 114,000 people, based in 23 countries, is helping us strive to be the 'Best Beer Company in a Better World,'" said Carlos Brito, Chief Executive Officer of Anheuser-Busch InBev. "Achieving this goal starts with providing the highest-quality products and the best consumer experience possible. By building the strongest competitive and financial position we can, we create the opportunity to deliver on our Better World commitment, on behalf of our employees, our communities and the world at large." Global achievements for the 2009-2010 reporting period include: In 2010, AB InBev more than tripled annual media placement investment in responsible drinking advertising. AB InBev launched the first-ever Global Be(er) Responsible Day in 2010. Approximately 16,000 employees joined in marketplace visits to talk with customers and consumers about responsible drinking. Activities included: helping retailers prevent sales to minors, building awareness of the benefits of designated drivers, and promoting AB InBev's growing roster of non-alcoholic products. In 2010, AB InBev's global operations used 6 percent less water per hectoliter of production than in 2009, and have reduced water use per hectoliter of production by 19.7 percent since 2007 - a savings equivalent to more than 16,000 Olympic-sized swimming pools. The company's average water use in 2010 was 4.04 hectoliters per hectoliter of production (hl/hl), ensuring it is on track to reach its target of 3.5 hl/hl by the end of 2012. The company reduced its energy use per hectoliter of production by 3.7 percent in 2010 and by more than 14 percent since 2007. In the 2010 Carbon Disclosure Project's environmental rankings, AB InBev was the highest rated brewer in point score and combined grade. The company is on track to achieve its goal of reducing energy use per hectoliter by 10 percent by the end of 2012. For the second year, AB InBev employees and stakeholders globally rallied around the United Nations Environment Programme's annual World Environment Day to further sustainability efforts. Employees led 567 environmental and volunteer projects ranging from operational innovations to community clean-ups and public education campaigns. AB InBev continued its strong support of the communities in which it operates through its economic contributions. In 2010, those contributions included: wages and salaries paid to its approximately 114,000 employees worldwide totaling 2.9 billion USD; capital expenditures totaling 2.1 billion USD, with investments in facilities, distribution networks and systems generating jobs and local economic growth; and more than 11 billion USD paid in excise and income taxes. The company continued its support of humanitarian relief activities. This included donations of approximately 850,000 cans of drinking water for U.S. disaster relief activities around the country. In China, when a once-in-a-century drought swept across the Yunnan Province, the company helped fund the construction of 150 wells to provide a sustainable water supply for 10,000 residents, as well as to support industrial and agricultural production. AB InBev's three-year Better World plan (2010-2012) includes setting and measuring key social responsibility metrics and sharing best practices across all functions and geographic zones. The plan was developed following an in-depth employee and stakeholder consultation process and was approved by AB InBev's Board of Directors in October 2009. The Beer & Better World Taskforce, responsible for implementing the Better World plan, reports to the CEO and company's Board of Directors; and is supported by the Better World Council, made up of senior company leaders and with additional counsel from two members of the company’s Board of Directors. AB InBev consults the Global Reporting Initiative's (GRI) Sustainability Reporting Guidelines and self-reports at the B-Level. The company was ranked No. 1 in Social Responsibility in the beverage industry in the 2011 FORTUNE "World's Most Admired Companies" list. About Anheuser-Busch InBev Anheuser-Busch InBev is a publicly traded company (Euronext: ABI) based in Leuven, Belgium, with an American Depositary Receipt secondary listing on the New York Stock Exchange (NYSE: BUD). It is the leading global brewer and one of the world's top five consumer products companies. A true consumer-centric, sales driven organization, AB InBev manages a portfolio of well over 200 beer brands that includes global flagship brands Budweiser®, Stella Artois® and Beck’s®, fast growing multi-country brands like Leffe® and Hoegaarden®, and strong "local champions" such as Bud Light®, Skol®, Brahma®, Quilmes®, Michelob®, Harbin®, Sedrin®, Klinskoye®, Sibirskaya Korona®, Chernigivske®, and Jupiler®, among others. In addition, the company owns a 50 percent equity interest in the operating subsidiary of Grupo Modelo, Mexico's leading brewer and owner of the global Corona® brand. AB InBev's dedication to heritage and quality is rooted in brewing traditions that originate from the Den Hoorn brewery in Leuven, Belgium, dating back to 1366 and the pioneering spirit of the Anheuser & Co brewery, which traces its origins back to 1852 in St. Louis, USA. Geographically diversified with a balanced exposure to developed and developing markets, AB InBev leverages the collective strengths of its approximately 114 000 employees based in operations in 23 countries across the world. The company strives to be the Best Beer Company in a Better World. In 2010, AB InBev realized 36.3 billion US dollar revenue. For more information, please visit: www.ab-inbev.com. About Better World Through our commitment to be the Best Beer Company in a Better World, Anheuser-Busch InBev is the beer industry leader in social responsibility initiatives, ranking No. 1 in the beverage industry in social responsibility in FORTUNE Magazine's "World's Most Admired" beverage companies' list. Our Better World efforts focus on three pillars: promoting responsible drinking; protecting the environment; and giving back to the communities in which we live and work. Around the world, we develop and implement social responsibility programs and campaigns in partnership with parents, government officials, community organizations, retailers and others. From promoting responsible drinking messages on some of the world’s most watched television programming, to turning coconut husks into renewable energy to fuel our breweries, to volunteering in the community, Anheuser-Busch InBev and its employees are committed to making a difference. Nid: 302 Post date: 04/22/2011 - 14:57 Title: Russia May Ban Beer in Plastic Bottles Teaser: Russia may ban sales of beer in plastic bottles, Kommersant daily said, citing a new draft of a controversial law which which brewers say could hurt their sales. Russian brewers sell nearly half their beer in plastic bottles, Kommersant said. The new draft, which was sent to the government for review before progressing in the State Duma, or lower house of parliament, bans sales in PET plastic bottles from January 1, 2013. Type: Blog entry Body: Russia may ban sales of beer in plastic bottles, Kommersant daily said, citing a new draft of a controversial law which which brewers say could hurt their sales. Russian brewers sell nearly half their beer in plastic bottles, Kommersant said. The new draft, which was sent to the government for review before progressing in the State Duma, or lower house of parliament, bans sales in PET plastic bottles from January 1, 2013. Kommersant quoted the law's parliamentary sponsor, Viktor Zvagelsky, as saying the restriction brought Russia in line with regulations in Kazakhstan. Together with Belarus, they form a three-country customs union. Russia's brewers -- mostly owned by foreign names such as Anheuser Busch InBev and Carlsberg have promoted sales of beer in large-volume plastic bottles, though aluminium cans produced by a local unit of Rexam have taken some share. The paper quoted spokesmen for both InBev and Carlsberg's Baltika as saying the measure would hit demand. Russia raised excise tax on beer over protest from the brewing industry last year, and the draft law also places restrictions on strong beer and beer sales at night. Kommersant quoted a Rexam source as saying that by 2013 the company could increase output to make up for banned plastic bottle. Nid: 301 Post date: 04/22/2011 - 14:45 Title: Heineken for Environmental Breaches Teaser: “Environment Agency – The company was fined £500 on each of three charges of breaching its permit and £800 on failing to notify the Environment Agency of the breach, without delay. The company was also ordered to pay costs of £8,225 to the Environment Agency which brought the case Type: Blog entry Body: “Environment Agency – The company was fined £500 on each of three charges of breaching its permit and £800 on failing to notify the Environment Agency of the breach, without delay. The company was also ordered to pay costs of £8,225 to the Environment Agency which brought the case . The court heard that Heineken’s Tadcaster brewery site is regulated by the Environment Agency through an environmental permit. On 5 August 2008 faults at the site’s plant which resulted in 32,600 litres of cider being diverted to the nearby effluent treatment plant. The effluent treatment plant was built for the use of Heineken, but is operated by a third party. Faults on the system which should have been detected weren’t as the company had earlier bypassed the plant’s electronic monitoring system. The court heard that the company’s permit requires it to notify the Environment Agency without delay of any issues such as those with the monitoring system, but it failed to do so until six days later. The court also heard that on 8 August 2008 32,000 litres of beer were lost to the effluent treatment plant when an employee selected the wrong operating mode on a vat full of beer. There were no training materials or written procedures provided to staff on how to operate this system properly. There were no notices or safeguards in the selection process however the company has since disabled this part of the system. The Environment Agency wasn’t notified of this incident until three days later. On 31 August, 2009, 11,000 kilogrammes of yeast was diverted to an emergency tank after a pipe worked loose. An unknown amount of yeast was lost over a period of four hours. There was no inspection regime for this piece of equipment, so it was not maintained in good condition. In mitigation, the company was given credit for its early guilty plea and the fact that there was no impact on the environment. Speaking after the case, an Environment Agency spokesman said: “This case proves that we take environmental regulation seriously, regardless of the size of the company involved. “Small breaches in procedure can lead to big environmental impacts. We’re lucky on this occasion that there was no pollution, but the rules are there for a reason and, working with the courts, we will ensure that they are upheld.”” Nid: 300 Post date: 04/21/2011 - 12:37 Title: Heineken Has Reported Higher Than Expected Teaser: Dutch brewery giant Heineken has reported higher than expected sales for the first quarter of 2011. Total turnover was also up, according to a Heineken press release. Sales grew in all the regions where the company operates. Heineken’s acquisition of the beer division of Mexican beverages concern Femsa played a major role in the increase in turnover. Total sales amounted to 33.8 million hectolitres of beer, 44 percent more than the same period in 2010. Analysts had expected a total volume of 32.8 million hectolitres. Type: Blog entry Body: Dutch brewery giant Heineken has reported higher than expected sales for the first quarter of 2011. Total turnover was also up, according to a Heineken press release. Sales grew in all the regions where the company operates. Heineken’s acquisition of the beer division of Mexican beverages concern Femsa played a major role in the increase in turnover. Total sales amounted to 33.8 million hectolitres of beer, 44 percent more than the same period in 2010. Analysts had expected a total volume of 32.8 million hectolitres. Total turnover for Heineken's beer and soft drinks divisions was 3.59 billion euros, 22 percent more than in the first quarter of 2010. Analysts had predicted a slightly lower turnover. Nid: 299 Post date: 04/21/2011 - 12:34 Title: AB-InBev tries "Digital Merchandising" Teaser: MOSCOW: Anheuser-Busch InBev, the brewer, is testing a new approach to "digital merchandising" that could boost its effectiveness at the point of sale. The company has allied with Accenture, the consultancy, on the programme, which aims to provide high-speed information concerning product placement and presence in stores. Alongside reducing the number of occasions when its lines are out of stock, this effort seeks to ensure trading partners stick to their commitments, thus driving up sales in the aggregate. One aspect of such a process is regularly taking digital pictures of goods, and prices, in stores, then monitoring data to assess stock levels and retailer compliance, measured against key benchmarks. Type: Blog entry Body: MOSCOW: Anheuser-Busch InBev, the brewer, is testing a new approach to "digital merchandising" that could boost its effectiveness at the point of sale. The company has allied with Accenture, the consultancy, on the programme, which aims to provide high-speed information concerning product placement and presence in stores. Alongside reducing the number of occasions when its lines are out of stock, this effort seeks to ensure trading partners stick to their commitments, thus driving up sales in the aggregate. One aspect of such a process is regularly taking digital pictures of goods, and prices, in stores, then monitoring data to assess stock levels and retailer compliance, measured against key benchmarks. By accelerating the acquisition of crucial insights, and combining qualitative and quantitative updates, Anheuser-Busch InBev hopes to rapidly respond to any major changes. Initially, this platform is being rolled out in 55 outlets in Russia, before a decision is made as to whether it should be applied more broadly. "This pilot will help AB InBev to better understand how we can use digital merchandising techniques to enhance our performance at the shelf," said Felipe Franco, AB InBev's vp, information and business services. Accenture offices in Moscow, Milan and Bangalore will all play a role in implementing the initiative. Marco Spaziani Testa, who leads its consumer goods and services practice in Central and Eastern Europe, added. "AB InBev has identified digital merchandising as an area where it can create improved efficiency, enhanced data and, therefore, increased sales," he said. "This pilot is an example of AB InBev's keen focus on innovation in order to deliver an improved service to its customers and consumers." Nid: 298 Post date: 04/20/2011 - 00:19 Title: American Unions Lose Power Teaser: News.UNION BLUES: Organized labor’s influence slipping away as tough economy erodes power Published: Sunday, April 17, 2011; Last Updated: Sun. Apr 17, 2011, 11:41am Unions are taking hits from all sides. Membership has fallen to 11.8 percent of the workforce — 14.7 million people — with most unionized workers in the public sector. States like Wisconsin are stripping collective bargaining rights. Budget deficits have state and municipal leaders pressing public-sector unions for concessions. Gov Type: Forum topic Body: News.UNION BLUES: Organized labor’s influence slipping away as tough economy erodes power Published: Sunday, April 17, 2011; Last Updated: Sun. Apr 17, 2011, 11:41am Unions are taking hits from all sides. Membership has fallen to 11.8 percent of the workforce — 14.7 million people — with most unionized workers in the public sector. States like Wisconsin are stripping collective bargaining rights. Budget deficits have state and municipal leaders pressing public-sector unions for concessions. Gov . Dannel P. Malloy wants $1 billion in union concessions over two years. New Haven Mayor John DeStefano Jr., normally a pro-labor politician, laid off unionized police officers, municipal employees and teachers when concession talks stalled and the budget gap widened. And on a picket line in Orange, locked out workers at a beverage distributor are trying to hang on to things most nonunion private workers lost long ago: a company-funded pension plan and generous health benefits. Over all of this hangs a heavy question. Does it get better for unions when the economy improves, or is this a new era? “We need wages and benefits more in line with the private sector and more in line with what taxpayers can afford,” said Joseph Brennan, senior vice president of public policy for the Connecticut Business & Industry Association, the state’s largest business organization with about 10,000 member companies. Dave Molster, who has worked eight years as a delivery driver for Dichello Distributors Inc. in Orange and is a member of Teamsters Local 443, said public, private and international labor groups have shown an outpouring of support since nearly 100 union members were locked out from the 55 Marsh Hill Road facility on March 9. “Everybody’s coming together. Unions built this country. The companies got too big and now they want everything back,” Molster said. “You’ve got 97 guys here. This doesn’t just affect us, but our families.” Frank Amarante, a 10-year Dichello employee, said he has witnessed regional differences in the ranks of labor organizations and the decline seems to be continuing. Continued... 1234See Full StoryReader Comments »View reader comments (29) » Comment on this story » “I moved down south for a little while. I saw no unions,” he said. The company and the union reached an impasse over health care and pensions during contract negotiations. Workers have been without a new contract since Jan. 31. Amarante said workers want to forego a proposed 3 to 6 percent wage increase for the first year of a new contract. “We’re not asking for a raise. We’re not demanding anything more than what we already had,” he said. The Teamsters are taking turns picketing at the entrance to Dichello around the clock, seven days a week. Even retirees including Dick Musso, who spent 35 years working there, joined them. Musso said falling membership numbers reduce the amount contributed to the pension fund. “Down the road, it could affect retirees,” he said, adding that Dichello’s offer does not include future pension contributions by the company. “Pensions could be cut in half. Some of these guys won’t get a pension.” Matt O’Connor, communications director for CSEA/SEIU Local 2001, said “sustainability” and “legacy costs” have become buzz words public and private sector employers use when talking about retirees and making arguments in favor of shifting from pension plans to 401(k) plans that he said benefit Wall Street firms. AFL-CIO President Richard Trumka last week announced plans to release an online data bank of CEO pay at top financial and other companies called “Executive PayWatch 2011” and to launch a campaign highlighting the disparity between executive compensation and pay among middle-class professions. “All you have to do is look back to the financial meltdown three years ago,” O’Connor said. “A lot of public pension funds got socked.” CSEA/SEIU represents nearly 25,000 retirees and active public sector workers in state and municipal government and local boards of education, as well as some in nonprofit organizations and private companies contracted to provide public services. Continued... 1234See Full StoryReader Comments »View reader comments (29) » Comment on this story » Dichello has proposed replacing the underfunded New England Teamsters Pension Plan with a 401(k) retirement plan, to which it would automatically contribute 3 percent. The beer, wine and spirits distributor also wants to switch union members to a nonunion health care plan that would require them to absorb 10 percent of premiums. They do not share in that cost now. Dichello General Manager Peter Deane said that state labor law deems the company’s decision a lockout because the last offer changes employment conditions to terms that are “not as good” as those under the previous contract. “They are accurate to call it that,” Deane said, but quickly added that Dichello did not lock doors or gates, an imagery that comes to mind when using the word lockout. “They can come back at any time they want. We’re sad they decided to walk away from the offer we gave them. We believe we put a very nice offer on the table.” Three Teamsters members have returned to work under the new terms set by the company, along with more than 30 newly hired people. Dichello advertised job openings on April 10 and received more than 500 applications and resumes. “Some are still going through the employment process,” yet Dichello has not dismantled its negotiating team, he said. “We have to get back to normal,” Deane said. Molster, the Dichello driver, countered that Dichello is using “union busting” tactics. “If they didn’t want to get rid of us, why advertise?” he said. “We wouldn’t be here 24 hours a day, seven days a week in the cold and rain if we didn’t love our jobs.” The state ruled late last week that the Teamsters can start collecting unemployment benefits. Meanwhile, Deane said the company has the right to continue bringing in new drivers. Brennan, from the Connecticut Business & Industry Association, said businesses simply can no longer afford wages and benefits negotiated during better economic times. “I think that’s what’s really driving this,” he said. Employers in the public and private sector use a variety of means to reduce costs such as pay freezes, furlough days and benefits reduction, Brennan said. Continued... 1234See Full StoryReader Comments »View reader comments (29) » Comment on this story » Deane said Dichello’s union pension plan is a back breaker. “It’s a multi-employer pension fund. Our underfunded liability — just Dichello — is over $20 million, through no fault of our own and we have to pay that,” Deane said, adding that the company does not believe the fund is sustainable or viable. “We’re not going to keep paying into it.” New compacts are needed between the state and its workforce because Connecticut has the seventh oldest population in the nation. A lot of Baby Boomers will be retiring, Brennan said, and the state is not retaining enough young workers to support a government that grew at a rate triple that of Connecticut’s population over the past 20 years. “I think it’s absolutely clear this is not about the victimization of any class of employees,” Brennan said. “It’s driven by economics. Governments here and elsewhere are starting to take a hard look at this.” O’Connor said union influence over the past three decades has suffered “death by a thousand cuts,” occurring gradually, but has accelerated since the 2008 election. More than budget cuts are afoot, he said. Laws have been passed, and are being challenged, in Wisconsin, Ohio and Indiana that would give workers less ability to organize and by extension, less of a voice on the job, he said. “We’ve got to get out there and support the rights of every worker whether they’re in a union or not. Otherwise, we’re done for, not just as a movement but as a country.” 1234See Full StoryReader Comments »View reader comments (29) » Comment on this story » By Angela Carter, New Haven Register Click to enlarge Locked out workers at Dichello Distributors in Orange picket over stalled contract negoations. (Peter Casolino/Register) Unions are taking hits from all sides. Membership has fallen to 11.8 percent of the workforce — 14.7 million people — with most unionized workers in the public sector. States like Wisconsin are stripping collective bargaining rights. Budget deficits have state and municipal leaders pressing public-sector unions for concessions. Gov. Dannel P. Malloy wants $1 billion in union concessions over two years. New Haven Mayor John DeStefano Jr., normally a pro-labor politician, laid off unionized police officers, municipal employees and teachers when concession talks stalled and the budget gap widened. And on a picket line in Orange, locked out workers at a beverage distributor are trying to hang on to things most nonunion private workers lost long ago: a company-funded pension plan and generous health benefits. Over all of this hangs a heavy question. Does it get better for unions when the economy improves, or is this a new era? “We need wages and benefits more in line with the private sector and more in line with what taxpayers can afford,” said Joseph Brennan, senior vice president of public policy for the Connecticut Business & Industry Association, the state’s largest business organization with about 10,000 member companies. Dave Molster, who has worked eight years as a delivery driver for Dichello Distributors Inc. in Orange and is a member of Teamsters Local 443, said public, private and international labor groups have shown an outpouring of support since nearly 100 union members were locked out from the 55 Marsh Hill Road facility on March 9. “Everybody’s coming together. Unions built this country. The companies got too big and now they want everything back,” Molster said. “You’ve got 97 guys here. This doesn’t just affect us, but our families.” Frank Amarante, a 10-year Dichello employee, said he has witnessed regional differences in the ranks of labor organizations and the decline seems to be continuing. “I moved down south for a little while. I saw no unions,” he said. The company and the union reached an impasse over health care and pensions during contract negotiations. Workers have been without a new contract since Jan. 31. Amarante said workers want to forego a proposed 3 to 6 percent wage increase for the first year of a new contract. “We’re not asking for a raise. We’re not demanding anything more than what we already had,” he said. The Teamsters are taking turns picketing at the entrance to Dichello around the clock, seven days a week. Even retirees including Dick Musso, who spent 35 years working there, joined them. Musso said falling membership numbers reduce the amount contributed to the pension fund. “Down the road, it could affect retirees,” he said, adding that Dichello’s offer does not include future pension contributions by the company. “Pensions could be cut in half. Some of these guys won’t get a pension.” Matt O’Connor, communications director for CSEA/SEIU Local 2001, said “sustainability” and “legacy costs” have become buzz words public and private sector employers use when talking about retirees and making arguments in favor of shifting from pension plans to 401(k) plans that he said benefit Wall Street firms. AFL-CIO President Richard Trumka last week announced plans to release an online data bank of CEO pay at top financial and other companies called “Executive PayWatch 2011” and to launch a campaign highlighting the disparity between executive compensation and pay among middle-class professions. “All you have to do is look back to the financial meltdown three years ago,” O’Connor said. “A lot of public pension funds got socked.” CSEA/SEIU represents nearly 25,000 retirees and active public sector workers in state and municipal government and local boards of education, as well as some in nonprofit organizations and private companies contracted to provide public services. Dichello has proposed replacing the underfunded New England Teamsters Pension Plan with a 401(k) retirement plan, to which it would automatically contribute 3 percent. The beer, wine and spirits distributor also wants to switch union members to a nonunion health care plan that would require them to absorb 10 percent of premiums. They do not share in that cost now. Dichello General Manager Peter Deane said that state labor law deems the company’s decision a lockout because the last offer changes employment conditions to terms that are “not as good” as those under the previous contract. “They are accurate to call it that,” Deane said, but quickly added that Dichello did not lock doors or gates, an imagery that comes to mind when using the word lockout. “They can come back at any time they want. We’re sad they decided to walk away from the offer we gave them. We believe we put a very nice offer on the table.” Three Teamsters members have returned to work under the new terms set by the company, along with more than 30 newly hired people. Dichello advertised job openings on April 10 and received more than 500 applications and resumes. “Some are still going through the employment process,” yet Dichello has not dismantled its negotiating team, he said. “We have to get back to normal,” Deane said. Molster, the Dichello driver, countered that Dichello is using “union busting” tactics. “If they didn’t want to get rid of us, why advertise?” he said. “We wouldn’t be here 24 hours a day, seven days a week in the cold and rain if we didn’t love our jobs.” The state ruled late last week that the Teamsters can start collecting unemployment benefits. Meanwhile, Deane said the company has the right to continue bringing in new drivers. Brennan, from the Connecticut Business & Industry Association, said businesses simply can no longer afford wages and benefits negotiated during better economic times. “I think that’s what’s really driving this,” he said. Employers in the public and private sector use a variety of means to reduce costs such as pay freezes, furlough days and benefits reduction, Brennan said. Deane said Dichello’s union pension plan is a back breaker. “It’s a multi-employer pension fund. Our underfunded liability — just Dichello — is over $20 million, through no fault of our own and we have to pay that,” Deane said, adding that the company does not believe the fund is sustainable or viable. “We’re not going to keep paying into it.” New compacts are needed between the state and its workforce because Connecticut has the seventh oldest population in the nation. A lot of Baby Boomers will be retiring, Brennan said, and the state is not retaining enough young workers to support a government that grew at a rate triple that of Connecticut’s population over the past 20 years. “I think it’s absolutely clear this is not about the victimization of any class of employees,” Brennan said. “It’s driven by economics. Governments here and elsewhere are starting to take a hard look at this.” O’Connor said union influence over the past three decades has suffered “death by a thousand cuts,” occurring gradually, but has accelerated since the 2008 election. More than budget cuts are afoot, he said. Laws have been passed, and are being challenged, in Wisconsin, Ohio and Indiana that would give workers less ability to organize and by extension, less of a voice on the job, he said. “We’ve got to get out there and support the rights of every worker whether they’re in a union or not. Otherwise, we’re done for, not just as a movement but as a country.” Nid: 297 Post date: 04/19/2011 - 14:49 Title: Heineken’s Market Entry in Ethiopian in Trouble Teaser: Agency’s Revised Plan May Thwart PPESA’s board to choose between keeping six enterprises or adopting new strategy The aspiration of Heineken NV to expand into the Ethiopian market rests with the board of directors of the Privatisation and Public Enterprises Supervising Agency (PPESA) that is to decide whether to follow through with the agency’s amended plan to retain six enterprises under government ownership. Type: Blog entry Body: Agency’s Revised Plan May Thwart PPESA’s board to choose between keeping six enterprises or adopting new strategy The aspiration of Heineken NV to expand into the Ethiopian market rests with the board of directors of the Privatisation and Public Enterprises Supervising Agency (PPESA) that is to decide whether to follow through with the agency’s amended plan to retain six enterprises under government ownership. Bedele Brewery, Harar Brewery, Meta Abo Brewery, Awash Winery, National Liquor Factory, and Asela Malt Factory are to remain under the supervision of the PPESA for the next five years as the growth potential of the enterprises does not merit privatisation, according to the agency’s revised five-year strategic plan that was issued in March 2011. The tender for the privatisation of Bedele and Harar, which started operations in 1993 and1983, respectively, was floated in January 2011. Heineken’s initial offer for Bedele, which has an annual production capacity of 75 million bottles, was 85.2 million dollars. This exceeded those made by Carlsberg Brewery (68 million dollars), BGI Ethiopia (64 million dollars), and South West – SABMiller (70 million dollars). Bedele exports the beer, which has a 4.2pc alcohol content, to the United States (US). Although most of the raw materials used to make it are produced locally, the company imports yeast, which can be reused three to four times, from Europe as well as malt from Germany when there is a domestic shortage. The Dutch brewery’s offer of 78.2 million dollars was the only one received by Harar, which has an annual production capacity of 67 million bottles. Heineken was formed in 1952 and named after the founder. The company, which has 140 breweries in more than 70 countries, achieved a net profit growth of 19.7pc in 2010, making it the world’s third largest brewer. “The PPESA has finalised its evaluation of the business plan and technical proposal submitted by Heineken,” Asebe Kebede, deputy head officer of corporate communications for the agency, told Fortune. “What remains is for the board to decide on the matter.” However, the revision of the strategic plan has thrown a spanner in the works. “If interest to buy these companies is expressed by the private sector, the government will decide whether the offer serves the interests of the country,” Asebe said. “Plans can move forward or backwards, depending on the prospects. The process should not be an issue; the question is what would best serve the people of Ethiopia.” The final decision rests with the board, according to Asebe who could not indicate a deadline. “The board includes senior government officials who might be burdened with their duties,” he told Fortune. “Upon receipt of the evaluation report they could announce their decision within two weeks.” The Amstel-Heineken brand is one of the largest in the world. It brews and sells more than 200 international, regional, local, and specialty beers and ciders. This includes Primus, Birra Moretti, Sasres, Cruzcamp, Foster’s, Strongbow, Bulmer, Newcastle Brown Ale, Zywiec, Ochota, Kingfisher, Tiger, Dos Equis, Star, Tecate, and Sol. BGI Ethiopia, Ethiopia’s biggest brewer (considering sales), accounted for about half of the 300 million litres of beer sold in the country during the 12 months before July 7, 2009, according to Access Capital. Beer consumption is expected to grow by about 15pc annually for five years, it projected Nid: 296 Post date: 04/19/2011 - 14:40 Title: Sharp's Brewery Expansion Planned Teaser: Sharp’s Brewery, the Cornish brewer bought by Molson Coors in February, has announced record sales and revealed plans to increase production. Sharp's: recently bought by Molson Coors In total 9,088 firkins were sold for the week ending 8 April 2011, the highest weekly sales volume since the brewery’s launch in 1994. Sales of its flagship brand Doom Bar have grown by more than 45% this year. Type: Blog entry Body: Sharp’s Brewery, the Cornish brewer bought by Molson Coors in February, has announced record sales and revealed plans to increase production. Sharp's: recently bought by Molson Coors In total 9,088 firkins were sold for the week ending 8 April 2011, the highest weekly sales volume since the brewery’s launch in 1994. Sales of its flagship brand Doom Bar have grown by more than 45% this year. The company revealed that it has ordered three new fermentation vessels to increase production by a further 24,000 brewers barrels per annum. Sharp’s took delivery of two vessels in February. Increasing demand has also resulted in Sharp’s looking to appoint five new members to its brewing team. Head brewer Stuart Howe said: “We are delighted with the progress we are making. Sales of Doom Bar have grown by more than 45% this year, and are still rising. “We are enormously ambitious for Sharp’s Brewery, including Doom Bar and the whole portfolio of Sharp’s beers. The investment in the brewery is essential to keep pace with the growth we are experiencing and realise our goal of being the largest brewer of cask conditioned beers in the UK.” Molson Coors is believed to have paid around £20m for Sharp’s in February following a period of strong growth for the Cornish brewer. Turnover at Sharp's increased from £11.4m in the year to 31 October 2009 to £16.1m in the year to 31 October 2010 Nid: 295 Post date: 04/15/2011 - 20:18 Title: Carlsberg Ready for Future Acquisitions Teaser: Expecting a consolidation wave in the future, Chairman Povl Krogsgaard-Larsen told Reuters in an interview on Thursday that Danish brewer Carlsberg is well prepared to take the next step, after its 58 billion crowns acquisition of Scottish & Newcastle in 2008. "Of course, Carlsberg can raise a significant amount of capital, but this is not a signal that an acquisition is impending," Krogsgaard-Larsen said. "We don't have any such plans at this moment." Type: Blog entry Body: Expecting a consolidation wave in the future, Chairman Povl Krogsgaard-Larsen told Reuters in an interview on Thursday that Danish brewer Carlsberg is well prepared to take the next step, after its 58 billion crowns acquisition of Scottish & Newcastle in 2008. "Of course, Carlsberg can raise a significant amount of capital, but this is not a signal that an acquisition is impending," Krogsgaard-Larsen said. "We don't have any such plans at this moment." Asked if Carlsberg could today raise 40-50 billion crowns for acquisitions, Krogsgaard-Larsen said "depending on the parameters included in raising capital, it is about that size." "In the Far East, primarily China and Vietnam, and all of Southeast Asia, there is a large focus for Carlsberg," the chairman said, adding there were no obvious acquisition targets in Europe. Nid: 294 Post date: 04/14/2011 - 14:44 Title: Molson Coors launches new Molson Canadian 67 Sublime Teaser: Molson Coors launches new Molson Canadian 67 Sublime to kick off unofficial start of patio season Low calorie beer, now with a splash of lemon and lime TORONTO While it still may feel like winter across much of Canada, the team at Molson Coors is not letting Mother Nature stand in the way of rolling out their latest innovation: Molson Canadian 67 Sublime, a premium light beer with a refreshing twist of lemon and lime flavour with 67 calories per 341mL bottle. Thats about half the calories of wine and mixed drinks. Type: Blog entry Body: Molson Coors launches new Molson Canadian 67 Sublime to kick off unofficial start of patio season Low calorie beer, now with a splash of lemon and lime TORONTO While it still may feel like winter across much of Canada, the team at Molson Coors is not letting Mother Nature stand in the way of rolling out their latest innovation: Molson Canadian 67 Sublime, a premium light beer with a refreshing twist of lemon and lime flavour with 67 calories per 341mL bottle. Thats about half the calories of wine and mixed drinks. Our brewers have managed to combine two emerging consumer trends into one attractive package: health and wellness and flavoured beer, says Dave Bigioni, senior brand director, Molson Canadian. The result is a refreshing beer first experience that will appeal to both new and seasoned beer palates. Molson Canadian 67 Sublime is brewed with two-row malted barley, a touch of wheat, four different varieties of hops, and a hint of natural citrus flavours to provide a refreshing flavour combination of lemon and lime. We tested this formulation and concept rigorously with consumers and the response to lemon and lime was overwhelmingly positive, says Steve Stradiotto, brewing specialist, Molson Coors Canada and creator of Molson Canadian 67 Sublime. The beer is perfectly at home on the patio, the golf course, the dock or wherever consumers reach for a refreshing taste out of the ordinary. Molson Canadian 67 Sublime joins the Molson Coors portfolio of successful innovation in the low calorie beer category. In February 2011, Molson Canadian 67 was named Product of the Year 2011 in the Light Beer Category, as designated by Product of the Year Canada. Molson Canadian 67 Sublime is now available at select retailers and establishments across Western Canada and Ontario. The beer will be available nationally in June 2011. Nid: 293 Post date: 04/13/2011 - 01:11 Title: Teamsters Local 443 New Haven Conn. USA Locked out 5 Weeks Teaser: Teamsters Local 443 New Haven Conn. USA Locked out 5 Weeks Type: Image Body: Teamsters Local 443 New Haven Conn. USA Locked out 5 Weeks Nid: 292 Post date: 04/13/2011 - 01:09 Title: Teamsters Local 443 New Haven Connecticut Beer Distributors Locked Out Teaser: Teamsters Local 443 New Haven Connecticut Beer Distributors Locked Out Type: Image Body: Teamsters Local 443 New Haven Connecticut Beer Distributors Locked Out Nid: 291 Post date: 04/13/2011 - 01:05 Title: Striking Union, Beer Distributor Battle Over Contract Connecticut USA Teaser: Workers have been on strike for 5 weeks. Union officials said Dichello Distributors implemented an unfair contract last month, then prevented union workers from doing their jobs. Calling their new contract "garbage," the Local 443 employees of Dichello Distributors in Orange rallied outside the company on Monday morning to express their frustrations over a new contract. Type: Blog entry Body: Workers have been on strike for 5 weeks. Union officials said Dichello Distributors implemented an unfair contract last month, then prevented union workers from doing their jobs. Calling their new contract "garbage," the Local 443 employees of Dichello Distributors in Orange rallied outside the company on Monday morning to express their frustrations over a new contract. The rally comes as the beer distribution company advertises to fill jobs held by union workers who have been on strike for five weeks. Union officials said Dichello Distributors implemented an unfair contract last month, then prevented union workers from doing their jobs. "They wanted to take away our health and welfare and our pension package, and put us into a package that the company sponsors," Danny Flanagan, Local 443 President, said. Union members said what is happening to them is not fair. "I'm out here fighting for my job, along with the rest of our members. It's unfair. I think it has a lot to do with corporate greed," Dave Molster, a delivery driver for the company, said. "When our members came to work March 10, they were locked out. It's unfortunate. We just want to work, and we just want our benefits." However, Dichello Distributors President Edward Crowley said the company has offered a competitive package that includes a pay raise, a 401K-retirement plan and a ConnectiCare health plan. "Dichello never wanted for this to happen. We have said all along that we want a new contract with Local 443, and we are trying to protect union jobs in an industry that, in this area, is dominated by non-union distributors," Crowley said in a statement. However, after five weeks of employment strikes, Dichello will have to find replacement employees, company officials said. The company has started to advertise for those jobs, much to the disappointment of the union. "We're out here, we'll stay out here. If they think that they can get the quality of people that are out here on a picket line fighting for their jobs to replace them, good luck to them," Flanagan said. Union officials said they would like Dichello to come back to the table and negotiate a new contract. Nid: 290 Post date: 04/13/2011 - 00:46 Title: Interesting Read About How Duty Effects UK Beer Teaser: Written evidence submitted by the British Beer and Pub Association To the UK Parliament Treasury EXECUTIVE SUMMARY 1. The continuation of the beer duty escalator and what was a huge 7.2% increase in beer duty in the Budget will have a devastating effect on the beer and pub sector. We do not believe this level of increase can be justified in a Budget designed to promote growth, particularly following the recent VAT increase which has hit beer and pubs particularly hard. Type: Blog entry Body: Written evidence submitted by the British Beer and Pub Association To the UK Parliament Treasury EXECUTIVE SUMMARY 1. The continuation of the beer duty escalator and what was a huge 7.2% increase in beer duty in the Budget will have a devastating effect on the beer and pub sector. We do not believe this level of increase can be justified in a Budget designed to promote growth, particularly following the recent VAT increase which has hit beer and pubs particularly hard. 2. A study undertaken by Oxford Economics prior to the Budget showed that the beer and pub sector supports almost one million jobs across every region, town and community in the UK. Around 85% of beer sold in the UK is produced in the UK with a predominantly UK supply-chain, and most is sold through pubs and clubs. Given a fair policy environment the sector has the potential to sustain and create thousands more jobs across the UK, generate economic activity and help lead the country out of recession. 3. Instead we have a situation where thousands of jobs will be lost, pubs continue to close and any small increase in duty revenue more than offset by losses in other taxes and higher social security payments. Recent research from Oxford Economics and PricewaterhouseCoopers has highlighted the diminishing returns from beer duty rises. The Treasury has over-estimated revenue from beer duty increases by hundreds of millions of pounds in the last few years. Current modeling assumptions will continue to do so, whilst ignoring the wider impact on related employment and pubs. Beer duty has now risen by a staggering 52% since 2004 whereas beer duty revenues have only risen by 8%. During this period, 30% of the on-trade beer market has disappeared and 20% of the total beer market. 4. Oxford Economics calculated that a beer duty freeze in the March Budget would have saved over 10,000 jobs in 2011-12 alone. These will now be lost with the inevitable closure of many more community pubs. A freeze could also have generated up to £40 million in additional tax revenues (plus reduced social security payments) as beer sales and employment in pubs and elsewhere were boosted. 5. Whilst measures on corporation tax, fuel duty and further assistance for small businesses are welcome these currently have a much smaller cumulative impact than beer duty for the sector. For many brewers, beer duty accounts for around half of the total cost of sales so a 7.2% increase represents a very significant overall cost increase. The combined UK operating profit for the four largest brewers (accounting for 75% of sales) has been negative since 2006 and for the brewing sector as a whole a mere penny per pint sold. This is not sustainable for investment and innovation in an important UK manufacturing sector. 6. Beer accounts for over 60% of drink sales in pubs. The VAT and duty rises have added over 10p a pint in tax in less than three months, taking duty+VAT on a typical pint to around £1.00 and pushing the average price over £3.00. This is driving consumers out of pubs towards drinking at home with a detrimental impact on employment, government revenues and communities. The Budget measures in relation to beer duty do not support a growth agenda THE BEER AND PUB MARKET 7. The beer and pub market continues to suffer with beer sales in pubs down 7.5% in 2010 and down by over 30% in the last six years (or 5 million pints per day). Off-trade sales were flat in 2010 and remain well below the levels of four years ago. One-fifth of the total UK beer market has disappeared in just six years. Unfavourable demographics, changing tastes, wider leisure alternatives, the smoking ban, increasing regulatory costs and the macro-economic climate are all factors. However, these have been compounded by a crippling tax policy. 8. Pubs closed at a rate of around 30 per week in 2010, with the independent sector hit particularly hard (accounting for around half of all closures). Rising commodity prices and other input costs combined with cuts in public spending and jobs, mean another difficult year for Britain's brewers and pubs compounded by the VAT rise (around 6p per pint in the on-trade and 2p in the off-trade). In 2009, the four major UK brewers made a combined operating loss on beer sales for the third year in succession. PUBS AND BEER ARE GOOD FOR THE ECONOMY 9. Britain's beer and pub sector is a significant tax and GDP contributor. Beer sales generate over £7 billion in tax revenues and 400,000 jobs, including almost 20,000 in agriculture. This compares with 45,000 jobs in total generated by the Scotch Whisky industry. 10. Pubs are at the centre of hospitality and tourism in the UK. Hospitality is the UK's fifth biggest employer, ahead of other broad sectors such as financial services, transport & communications and construction. Eight-five per cent of pubs are SMEs and the average pub injects over £80,000 into the local economy. 11. A recent Oxford Economics study found that the beer and pub sector supports almost one million jobs throughout the UK, many of which are in small towns and villages, including vital part-time and flexible employment. 12. The Exchequer receives ever-diminishing returns from beer duty increases. Overall tax revenues have fallen following recent beer duty increases as sales and jobs are lost. The Treasury "ready reckoner" has consistently over-estimated revenue from increasing beer duty and under-estimated the impact on sales - particularly in pubs. Studies by Oxford Economics (2004, 2007), PricewaterhouseCoopers(2009), and the Centre for Business Research (2009) have all calculated that the on-trade price elasticity for beer is considerably higher (by around a factor of 3) than used in the Treasury/HM Revenue & Customs (HMRC) econometric model. The HMRC model was updated in 2010 which has led to an upwards revision of the on-trade price elasticity for beer (and revenue forecasts downwards) but it remains considerably lower than found in other recent studies. 13. In the on-trade, duty increases usually lead to retail prices rising by more than the duty increase itself. As noted, 85% of pubs are SMEs, and the pub business model is predicated on a gross profit percentage basis. This is vital in relation to cash flow projections, ensuring sufficient working capital and ultimately a sustainable business. 14. For example, a 50% gross profit margin will mean a 1p per pint duty increase resulting in a price increase of 2-3p. However the huge increases in duty in recent years will inevitably mean reduced margins. In the off-trade, the opposite impact has occurred in recent years with duty increases not being fully passed-through as supermarkets have maintained low prices for beer and used beer as a key traffic driver for wider sales. 15. The rates of duty pass-through for beer were calculated in the Oxford Economics and PricewaterhouseCoopers(PwC) studies of the UK beer market which both found (using different datasets) that, on average, a 1p rise in duty led to a price increase of approximately 3p-3.5p in the on-trade but less than 1p (c.0.6p) in the off-trade. Whilst the recent Treasury review acknowledged this issue, it is not considered in the updated HMRC econometric model which will therefore continue to over-estimate revenue from the on-trade where the majority of beer is still sold and under-estimate impact on sales, jobs and related taxes. 16. The Treasury "ready-reckoner" has over-estimated beer duty revenue by hundreds of millions pounds in recent years. Indeed since 2004, beer duty rates have increased by 52%, beer duty revenue by just 8% (a significant fall in real terms) while beer consumption has fallen by over 20%. 17. The 2009 PwC study concluded that considering overall tax revenues from beer: "..the current duty rate is almost at the revenue-maximising level and that any further significant increase will result in a reduction in the tax revenues obtained by the Government from the brewing industry". 18. It is important to consider that around 85% of beer is UK produced, the majority is still sold through (labour-intensive and high value-added) pubs and club and beer has a predominantly UK supply chain. Any substitution, for example, to off-trade consumption and to imported products would not generate replacement UK jobs. As the 2009 PwC study concluded: "These findings highlight the importance of considering the wider consequences of beer excise tax changes on the UK economy and on overall tax revenues. The structure of the industry, its links with the on-trade sector and the wider economy, and on how excise changes ultimately impact on demand, mean that changes to excise rates will have an effect well beyond the change in total excise revenue". THE IMPACT OF A FREEZE IN BEER DUTY IN THE 2011 BUDGET 19. Oxford Economics have consistently forecast revenue from beer duty increases in line with actual receipts. 20. The results show that a duty freeze could have saved over 10,000 jobs in 2011/12 alone. The decline in duty revenue (£61 million) would have been more than offset by increases in other tax revenues. Beer sales would decline by nearly 775,000 barrels less than will now be the case. Scrapping the beer duty escalator and freezing beer duty over the next three years would save over 27,000 jobs. 21. The current alcohol duty regime is unbalanced. The system does not sufficiently allow for the different industry structures, production methods and consumption patterns. The result being that in the UK, high strength ciders and distilled spirits are the cheapest available and lower-strength products like beer the most expensive available. Beer, which is primarily UK produced and a pub-based drink generates significantly more jobs and associated revenues than other drinks 22. Indeed, based just on the relative costs of delivering alcohol to the consumer in the form of beer and spirits, we believe beer duty should be around half the rate of spirits duty as is the case in Ireland. We also now have a bizarre situation where 13% abv imported wines pay significantly less tax than UK-produced vintage ales and imported speciality beers of around 8% abv. 23. Whilst high duty rates are a blunt instrument for tackling alcohol misuse that disproportionately impacts responsible drinkers and those on low incomes, we believe taxation policy should "nudge" people towards lower-strength, pub-based drinks such as beer. Unfortunately this was the opposite to the policy of the previous administration that froze spirits duty for a decade whilst continuing to increase beer duty, ensuring vodka and other spirits became relatively cheaper compared to beer and boosting sales (particularly among young adults). Beer drinkers have effectively subsidised distillers profits by over £1 billion since 1997. 24. We therefore welcomed the Government's plans to reduce tax on lower-strength beers to help tackle binge drinking following the Alcohol Taxation Review. However, the decision to offset this with a separate additional tax on higher-strength beer is not consistent with the fact that the drink of choice of young people on "big nights out" is spirits. Whilst higher-strength beers account for 0.4% of the alcohol market, spirits account for over 20% with vodka almost one-third of this. March 2011 Link to entire article http://www.publications.parliament.uk/pa/cm201011/cmselect/cmtreasy/897/... Nid: 289 Post date: 04/11/2011 - 20:50 Title: Carlsberg and InBev beer Unsuccessful in Duty Case Teaser: Two of the biggest brewers in Britain, Carlsberg and InBev, have lost a £30m tax case about rounding down duty owed on beer, according to a report in the Mail on Sunday. Stella Artois brewer InBev lost duty case When beer duty is calculated, sums owed are rounded down to the nearest penny. The two groups wanted to calculate their bills on the basis of individual cans of beer sold, rounding down every half-penny owed on each can, rather than just the half penny owed on all the beer they sold in a month. The brewers’ calculation method would have saved Carlsberg £10m and InBev Type: Blog entry Body: Two of the biggest brewers in Britain, Carlsberg and InBev, have lost a £30m tax case about rounding down duty owed on beer, according to a report in the Mail on Sunday. Stella Artois brewer InBev lost duty case When beer duty is calculated, sums owed are rounded down to the nearest penny. The two groups wanted to calculate their bills on the basis of individual cans of beer sold, rounding down every half-penny owed on each can, rather than just the half penny owed on all the beer they sold in a month. The brewers’ calculation method would have saved Carlsberg £10m and InBev Nid: 285 Post date: 04/02/2011 - 15:06 Title: Teamsters USA Brewery and Softdrink Teaser: Type: Link Body: Nid: 284 Post date: 04/02/2011 - 14:23 Title: Unite the Union UK. Teaser: Type: Link Body: Nid: 283 Post date: 04/02/2011 - 14:20 Title: Food, Beverages and Catering Union Germany Teaser: Type: Link Body: Nid: 282 Post date: 04/02/2011 - 14:16 Title: General Confederation of Liberal Trade Unions of Belgium Teaser: Type: Link Body: Nid: 281 Post date: 04/02/2011 - 14:13 Title: Confederation of Christian Trade Unions Teaser: Type: Link Body: Nid: 280 Post date: 04/02/2011 - 14:09 Title: General Federation of Belgian Labour Teaser: Type: Link Body: Nid: 279 Post date: 04/02/2011 - 13:53 Title: Molson Coors has taken steps to co-operate with the government’s Public Health Responsibility Deal Teaser: by pledging to produce two-third pint glasses for all of its beer brands. The Burton-based brewer, whose brands include Grolsch and Carling, is to adhere to a number of initiatives advised by the alcohol think-tank. Type: Forum topic Body: by pledging to produce two-third pint glasses for all of its beer brands. The Burton-based brewer, whose brands include Grolsch and Carling, is to adhere to a number of initiatives advised by the alcohol think-tank. As well as providing clearer product labeling regarding unit content and NHS guidelines, Molson Coors has agreed to support local schemes that address social issues and health concerns; provide on-trade venues with information about unit levels; pledge full support to Drinkaware’s “Why let the good times go bad?” campaign; and work closely with the BII and the Home Office to support Best Bar None for at least the next three years. Branded glassware will be adorned with unit content and abv information while Mark Hunter, chief executive of Molson Coors, has also agreed to explore opportunities in the mid-strength beer sector. Mark Hunter, chief executive of Molson Coors, said: “The Responsibility Deal is a significant development, but a longer term, holistic alcohol strategy is the only genuine solution if we are to move to a sustainable and effective framework around alcohol that ensures the culture around irresponsible alcohol consumption changes and becomes the unacceptable face of society.” Nid: 278 Post date: 04/01/2011 - 21:50 Title: Moosehead workers approve new seven-year deal Teaser: SAINT JOHN - More than 170 Moosehead Breweries Ltd. workers are back in the beer-making business after a nearly six-week lockout that hinged on a dispute over post-retirement drug benefits. Members of the Brewery Workers Local 362 voted 77 per cent in favour of the new seven-year contract on Wednesday night. Type: Blog entry Body: SAINT JOHN - More than 170 Moosehead Breweries Ltd. workers are back in the beer-making business after a nearly six-week lockout that hinged on a dispute over post-retirement drug benefits. Members of the Brewery Workers Local 362 voted 77 per cent in favour of the new seven-year contract on Wednesday night. "Overall it's a good deal for our employees for sure," said Jeff Stoddard, president of the local. "There was some anxiety amongst a certain group of employees ... A big part of it was they don't quite understand what we've done." Under the new contract, all current employees who retire within the next seven years will keep their full post-retirement prescription drug benefits - a sticking point in negotiations. Workers not eligible to retire will receive enhancements to their retirement savings plan, which they will use for prescription drugs starting at age 65. Future employees will contribute to a new joint retirement savings plan that will be used to pay for drug benefits, Stoddard said. "It's kind of like an RRSP pension system, except this used for health care," he said. Talks broke down on Feb. 20 because the company wanted workers to pay $30 of the total $100 monthly fee for post-retirement prescription drug benefits for future retirees, company spokesman Joel Levesque has said. The union did not want to budge because it considered those health benefits a trade-off after taking several wage freezes in the past. Operators will see a 6.5 per cent wage increase over the life of the contract, with tradespeople receiving a 7.5 per cent increase. Stoddard said he considers the "modest" increases fair in a tough business environment. Andrew Oland, president of Moosehead, said he was pleased the tentative agreement passed, bringing negotiations to a successful conclusion. "This was a complex issue and I applaud the hard work by both negotiating teams," he said Thursday in an interview. He said he was proud of the some 138 non-unionized workers, including marketing managers and accountants, who continued to churn out beer during the dispute. Production did not get behind, he said, with regular overtime shifts expected as the factory gets back into full swing. There were only one or two troublesome incidents on the picket lines over the lockout, Oland said. The seven-year deal is important because it provides stability and allows for business planning, he said. Stoddard said he still believes the same result could have been achieved without a work stoppage, but he was inspired by the resolve of the workers, who picketed 24 hours a day outside the Main Street West brewery. "To be out there in the fifth and sixth week, and to hold your head high and do what you did for six weeks, it's amazing," he said. Nid: 277 Post date: 03/31/2011 - 23:08 Title: Heineken offered $85.2 million for Bedele Brewery Teaser: Heineken NV, the world’s third- largest brewer, submitted the highest offer for an Ethiopian brewery being sold by the government and is the only bidder for a second one, the country’s privatization agency said Type: Blog entry Body: Heineken NV, the world’s third- largest brewer, submitted the highest offer for an Ethiopian brewery being sold by the government and is the only bidder for a second one, the country’s privatization agency said . Heineken offered $85.2 million for Bedele Brewery SC, Wondafrash Assefa, spokesman for the Private and Public Enterprises Supervising Agency, said in an interview today in Addis Ababa, the Ethiopian capital. The Amsterdam-based company is also prepared to pay $78.2 million for Harar Brewery SC and there are no competing bids, he said. “Our bids were the highest and we look forward to engaging formally with the Ethiopian government once it has completed its review of the detailed bid documentation,” Heineken spokesman John-Paul Schuirink said in an e-mailed statement. The company was told that process may take “up to 120 days,” he said. Ethiopia is selling state-owned companies to private investors as it seeks to diversify its economy. The Horn of Africa nation, the continent’s biggest coffee producer, relies on agriculture to generate 43 percent of its economic output, according to the CIA World Factbook. The government plans to sell 50 companies by mid-2015, including agricultural, food and printing businesses, according to Wondafrash. Communist Regime Most of Ethiopia’s private businesses were nationalized in the 1980s under the former Communist Derg regime. That government was toppled by the current ruling Ethiopian People’s Revolutionary Democratic Front, a party with Marxist roots that has shifted toward a market-based economy since it came to power in 1991. “The private sector is more efficient than the public sector,” Wondafrash said. Bedele, situated in western Ethiopia, has the capacity to produce 300,000 330-milliliter (0.7-pint) bottles of beer per day, according to the agency’s website. Harar Brewery can produce 200,000 hectoliters (5.28 million gallons) of the beverage annually, it said. Among other bidders for Bedele were SouthWest Development Plc of Ethiopia, which bid $70 million; Carlsberg A/S, the Copenhagen-based beer maker, which offered $68 million; and BGI Ethiopia, a unit of French brewer and vintner Groupe Castel, which bid $64 million, Wondafrash said. “It’s good to see the big companies interested,” he said. “And it’s also good for them, as these breweries have a lot of resources.” Growing Consumption BGI Ethiopia, Ethiopia’s biggest brewer by sales, accounted for about half of the 300 million liters of beer sold in the 12 months to July 7, 2009, in Africa’s second-most populous nation, Access Capital, an Addis Ababa-based research group, said in May. Beer consumption is expected to grow by about 15 percent every year for five years, it said. “With its large, growing population, political stability, improving economy and rapidly growing beer market, Ethiopia is a promising, long-term growth market for Heineken in Africa,” Schuirink said. Nid: 276 Post date: 03/31/2011 - 14:24 Title: Anheuser-Busch Acquires Chicago's Goose Island Beer Teaser: Anheuser-Busch Acquires Chicago's Goose Island Beer Chicago's Goose Island Beer is being acquired by brewing giant Anheuser-Busch. Anheuser-Busch will pay $22.5 million for a 58% stake in Fulton Street Brewery, the craft brewer that makes the popular artisanal beer Type: Blog entry Body: Anheuser-Busch Acquires Chicago's Goose Island Beer Chicago's Goose Island Beer is being acquired by brewing giant Anheuser-Busch. Anheuser-Busch will pay $22.5 million for a 58% stake in Fulton Street Brewery, the craft brewer that makes the popular artisanal beer . The transaction is expected to close by the end of June. Goose Island beers have been distributed by Anheuser Busch since 2006, and have become a fixture in Windy City pubs and restaurants. Craft Brewers Alliance Inc. (CBA), an independent, publicly traded brewer based in Portland, Ore., owns the remaining 42 percent of Fulton Street. CBA has reached an agreement in principle to sell its stake in Fulton Street to Anheuser-Busch for $16.3 million in cash. Anheuser Busch will invest an additional $1.3 to ramp up production of Honkers Ale, 312 Urban Wheat Ale, Matilda and other Goose Island specialties. "Demand for our beers has grown beyond our capacity to serve our wholesale partners, retailers, and beer lovers," said Goose Island founder and president John Hall. Hall will continue as Goose Island chief executive officer, and oversee the factory expansion in Chicago, where the company will remain based Nid: 275 Post date: 03/29/2011 - 00:05 Title: Moosehead Settles 5 Week Lockout Teaser: Moosehead Breweries Ltd. says it has reached a memorandum of agreement with its unionized employees, ending a five-week work stoppage. Leaders of the New Brunswick Union of Public Employees said Saturday they will unanimously endorse the agreement. The ratification vote will be held Wednesday. The company says pickets have been removed from the brewery and work will resume Sunday, but no details of the deal were provided. Workers were locked out last week when talks to sign a new collective agreement broke down. Type: Blog entry Body: Moosehead Breweries Ltd. says it has reached a memorandum of agreement with its unionized employees, ending a five-week work stoppage. Leaders of the New Brunswick Union of Public Employees said Saturday they will unanimously endorse the agreement. The ratification vote will be held Wednesday. The company says pickets have been removed from the brewery and work will resume Sunday, but no details of the deal were provided. Workers were locked out last week when talks to sign a new collective agreement broke down. The dispute centred on Moosehead wanting to stop fully covering post-retirement medical benefits. Nid: 274 Post date: 03/28/2011 - 23:51 Title: The Big Four in Nigeria Teaser: It is doubtful if many local industry players knew for a long time that the beer market in Nigeria is a robust one. All that was apparent was the presence of two major players, Nigerian Breweries Plc and Guinness Nigeria Plc, and a number of fringe players doing business in the sector Type: Blog entry Body: It is doubtful if many local industry players knew for a long time that the beer market in Nigeria is a robust one. All that was apparent was the presence of two major players, Nigerian Breweries Plc and Guinness Nigeria Plc, and a number of fringe players doing business in the sector . But if local players didn’t know or knew, but showed no interest, SABMiller, a South African brewing giant knew and made a grand entry into the market. Its coming has since rattled the market, giving the hitherto two giants in the industry a run for their money. SABMiller, South African world brewing giant, in 2009, bought Pabod Breweries, Port Harcourt where it owns 57 per cent and Voltic Nigeria Limited (Voltic produces tablewater), Lagos owning 80 per cent of the company, and Standard Breweries in Ibadan, using these companies for soft landing in Nigeria. For over five years or thereabout, this world number two brewer tried to open shop in Nigeria. In its quest to tap is not a $3 billion (N45.9 billion) informal market, the giant brewer is encouraging farmers to raise cassava and barley for its new discount beers. Beer sales in developed markets, according to industry sources, are losing sparkle so SABMiller is looking to the relatively untapped African market to help drive future growth. But with an estimated 315 million Africans living on less than $1 (N150.90) a day—roughly the same cost as a bottle of beer—commercial brews such as SABMiller’s Peroni and Miller Genuine Draft are beyond the reach of vast swathes of the population. Low-income consumers have traditionally made home-brewed hooch from local ingredients that range from bananas and watermelons to root vegetables. In Nigeria for instance, we have local beers called Burukutu and Pito. Other variants which fall into the ‘hot drink’ group are known as Shepee and Aburo in the local parlance. But in an apparent response to SABMiller’s entry into the Nigerian market, Heineken N.V., Nigerian Breweries Plc parent company stepped up the struggle for domination of the Nigerian beer market in Nigeria with its acquisition of two holding companies from the Sona Group which has controlling interests in five breweries in Nigeria. Heineken’s buying of Sona Group’s Sona Breweries PLC, Sango Ota, Ogun State, International Beer & Beverages Ind. Ltd., Kaduna State, Champion Breweries PLC, Uyo, Akwa-Ibom State, Life Breweries Co. Ltd, Onitsha, Anambra State, Benue Brewery Ltd, Makurdi, Benue State is seen by industry players as a move to strengthen Nigerian Breweries position in the Nigerian beer market and a further response to SABMiller’s entry into Nigerian market. Of the five breweries being acquired, Champion Breweries is listed. Analysts believe that the acquisition provides Heineken with an additional technical capacity of 3.7 million hectolitres, helping to alleviate the company’s current capacity constraints in the market and improving the geographic location of its breweries. And interestingly, this Heineken’s move is clearly a smooth move to puncture SABMiller’s momentous strategic entry into the Nigerian beer market from the fringes, what with acquiring breweries in Onitsha, Uyo, and Makurdi. SABMiller which is currently operating from Port Harcourt, moved Voltic Nigeria Limited from Lagos to the South East, and is putting up a brewing plant in Onitsha. Heineken is taking the battle to them. Guinness has just commissioned a new brewery that has taken its production capacity to about 5.5mn hectolitres, and capacity utilization is expected to be more than 80 per cent. So it is expected the entire beer market will grow by a further 15 per cent to about 22.5mn hl this year. This will enable Heineken to take advantage of the attractive future growth opportunities that exist in different regions of the country. The acquisition has been funded from existing resources. The transaction price has not been disclosed. It was gathered that Heineken would explore the possibility of consolidating the newly acquired breweries into its existing business structure in Nigeria during 2011. Discussions with Nigerian Breweries and Consolidated Breweries will begin now that the transaction has been finalised. The acquired breweries will continue to provide and expand contract brewing services to Nigerian Breweries and Consolidated Breweries for the meantime, while continuing to own, brew and support the Goldberg, Williams Dark Ale and Malta Gold brands as well as various smaller regional brands. Commenting on the Heineken acquisition, Tom de Man, President Africa & Middle East of Heineken, said: “This important move reflects Heineken’s strategy of increasing our exposure to and growth from developing markets. Nigeria is one of the world’s most exciting beer markets and one of the most important countries for Heineken. This acquisition underlines our ongoing commitment to the country and will significantly strengthen our platform for future growth.” And only two weeks ago, Guinness Nigeria Plc, the local unit of Diageo Plc (DGE), heightened the ongoing beer war tempo by announcing plans to spend 52 billion naira ($335.8 million) on expanding brewing capacity in the country this year. The Guinness move, is no doubt, an apparent response to the Heineken N.V.’s acquisition of two holding companies from the Sona Group, which has controlling interests in five breweries in Nigeria, and SABMiller Africa’s entry into Nigeria. What Vetiva, other analysts say about the unfolding scenario Vetiva Research predicts a blooming market for investors in the beer market in Nigeria. It argues according to the IMF, the Nigerian economy is estimated to grow at an average of 7 per cent over the next four years while the population is expected to grow at about 3 per cent. “This along with a youthful population enmeshed in a culture in which entertainment has gained a foot-hold, present key drivers for the Nigerian beer market. A growing, largely youthful population, with increased disposable incomes is expected to drive beer consumption, leading us to estimate that the Nigerian beer market will grow at an average of 8 per cent over the next 5 years,” the Lagos based research company says. It adds: “The ‘two big giants’ (Nigerian Breweries and Guinness) have long operated in Nigeria, controlling about 90 per cent of the market- Guinness with its niche stout brand and Nigerian Breweries with its prime Star Lager Beer. Both owned by world beer giants (Diageo and Heineken respectively), these two have wielded control of the market, with essentially only each other as competition. With the entrance of another beer giant, SABMiller into the space in 2008, competition has begun to heat up. However, it is unlikely that the ‘two giants’ would concede their hold on the market, without putting up a good show of strength to defend their market shares. “Nevertheless, the low level of penetration in the Nigerian beer market (as evidenced by the beer consumption per capita of about 10 litres, compared with an African average of 14.6 litres) clearly leaves room for brewers to take advantage of the underlying growth potentials in Nigeria. While the premium end of the beer market still has some play for the brewers to make, the current competition seems set to re-shape the low end of the market. Improving levels of disposable income following economic expansion, means that there is some market to capture at the low end, as drinkers switch from home brewed drinks to low end beers.” Biodun Adedipe, chief consultant, B. Adedipe Associates Limited, a frontline management and financial consulting company argues that the expansion of breweries will create more jobs, “but the technology being more sophisticated than what existed before now, might mean more capital intensive production technology”. “The number of jobs created might not match the volume of investments. But surely, new jobs will come on line,” he says. For Adedipe, the volume and efficiency demands that will enable any of the breweries take best advantage of the market opportunities will require investments in new technology. “In particular, for all the existing breweries acquired, it is not so much as engaging them as they are, but completely replacing the plant, which will naturally come with new technology.” He argues the variety of products in the market that will arise from the consolidation and expansion of the brewery industry will create value for the consumers, while the looming heightened competition will be an incentive for innovation and creativity. Nid: 273 Post date: 03/25/2011 - 12:53 Title: Warning Strikes in NGG Brewery Sector Teaser: The German union NNG is reporting growing discontent among workers in the German brewing industry. Since Monday there was at least one warning strike every day in protest against the plans of the brewers' federation to split core and peripheral workforce by introducing a new group of low-pay employees in to the national framework agreement - which regulates job classification in the sector. More info and pictures in German here: http://www.ngg.net/branche_betrieb/getraenke/brtv NGG will hold a brewery forum in the education center in Oberjosbach next week. Type: Blog entry Body: The German union NNG is reporting growing discontent among workers in the German brewing industry. Since Monday there was at least one warning strike every day in protest against the plans of the brewers' federation to split core and peripheral workforce by introducing a new group of low-pay employees in to the national framework agreement - which regulates job classification in the sector. More info and pictures in German here: http://www.ngg.net/branche_betrieb/getraenke/brtv NGG will hold a brewery forum in the education center in Oberjosbach next week. Es gärt gewaltig in der deutschen Brauwirtschaft: Seit Montag gab es jeden Tag mindestens einen Warnstreik - aus Protest gegen die Pläne des Brauerbundes, in einem neuen Bundesrahmentarifvertrag (BRTV) u. a. eine Niedriglohngruppe einzuführen und damit die Beschäftigten in "Kern- und Randbelegschaften zu spalten". Hier gärte es: Berliner-Kindl-Schultheiss-Brauerei, Friesisches Brauhaus zu Jever, Haus Kölscher Brautradition in Köln, Privatbrauerei Iserlohn, DAB in Dortmund, Leipziger Brauhaus zu Reudnitz, Brauerei Krostitz, Holsten-Brauerei Hamburg, Privatbrauerei Barre in Lübbecke (Fotos: www.ngg.net). Nid: 253 Post date: 03/18/2011 - 09:20 Title: Carlsberg kills oldest brewey in Lithuania Teaser: Švyturys Brewery owned by Carlsberg is the oldest operating brewery in Lithuania, which offers the products of exceptional quality. The production volumes of the brewery have been on the increase during the last 15 years. At the same time, the profit of the company, be it Švyturys UAB or Švyturys-Utenos alus UAB, has steadily increased as well. Type: Forum topic Body: Švyturys Brewery owned by Carlsberg is the oldest operating brewery in Lithuania, which offers the products of exceptional quality. The production volumes of the brewery have been on the increase during the last 15 years. At the same time, the profit of the company, be it Švyturys UAB or Švyturys-Utenos alus UAB, has steadily increased as well. Unfortunately, that cannot be said of the last 3 years. As soon as the decision was made to transfer a part of production to Utena Brewery, the financial performance of the company deteriorated. An obvious tendency of the decrease in the company’s earnings proportionate to the volume of the transferred production can be observed. Today, the profit is twice as low compared to the profit 3 years ago; Švyturys Brewery also shows a slump in production by two times. We may try to explain that by the ongoing economic crisis in Lithuania but this motive does not apply in our case because other large breweries have managed to increase their profits. For instance, the profit of “Kalnapilio-Tauro grupė“ boosted by 1.9 times, the profit of “Ragutis“ soared by 58%. We can also make a flashback into the crisis of 2000. The profits of certain breweries decreased, while Švyturys showed upward tendencies. The fall in the company’s sales in the segment of cheaper beer, i.e. the type of beer the production of which was terminated in Klaipėda, while the sales in premium beer segment remain unchanged, also makes a strong argument. Of course, beer production in Utena may be cheaper, but time has shown that consumers are prone to choose quality. The subsequent saving at the expense of quality will lead to the inevitable loss of the leading positions in the market. Such a policy impairs the high standing of Carlsberg group in Lithuania. The destruction of the oldest and most well-known brewery in Lithuania also contributes to that process. Modest calculations show that Švyturys-Utenos alus have failed to make the profit amounting to LTL 100 million within the last three years. That makes an obvious breach of the shareholders’ interests. In trade union point of view, if production was returned to “Švyturys“ brewery in Klaipėda the company would retain its market positions, which it is about to lose. That would also return consumer confidence in the products, ensure employee occupation and bring back consumer loyalty. Nid: 252 Post date: 03/16/2011 - 22:36 Title: Moosehead to return to Bargaining Teaser: A union representing locked-out Moosehead Brewery workers in New Brunswick says the two sides have agreed to return to the bargaining table. Brewery Workers Local 362 says its members will remain locked out during the talks, which are set to resume on Wednesday. The 172 union members work at the Moosehead plant in Saint John. They were locked out Feb. 20 after an impasse in contract talks. A central issue in the dispute involves benefits. Type: Blog entry Body: A union representing locked-out Moosehead Brewery workers in New Brunswick says the two sides have agreed to return to the bargaining table. Brewery Workers Local 362 says its members will remain locked out during the talks, which are set to resume on Wednesday. The 172 union members work at the Moosehead plant in Saint John. They were locked out Feb. 20 after an impasse in contract talks. A central issue in the dispute involves benefits. Moosehead doesn’t want to continue fully covering post-retirement medical benefits and the union won’t have its members pick up part of the tab. Nid: 251 Post date: 03/15/2011 - 13:28 Title: AB-InBev Expanding in China Teaser: Anheuser-Busch InBev has strengthened its grip on China's Henan province by signing a deal to acquire Weixue Beer Group Co for an undisclosed fee. A-B InBev has agreed to acquire Henan-based Weixue, including its namesake brand and three breweries, in Xinyang, Zhengzhou and Gushi. Type: Blog entry Body: Anheuser-Busch InBev has strengthened its grip on China's Henan province by signing a deal to acquire Weixue Beer Group Co for an undisclosed fee. A-B InBev has agreed to acquire Henan-based Weixue, including its namesake brand and three breweries, in Xinyang, Zhengzhou and Gushi. The move marks the Budweiser brewer's second acquisition deal in China within a month and demonstrates that the country's emerging beer market remains a key focus for the group. "This deal is part of our plan to strengthen our presence in Henan province and to secure a strong foothold in the south of Henan, while increasing share in the north," said an A-B InBev spokesperson. The deal is subject to regulatory approval. A-B InBev also plans to build a greenfield brewery in Xinxiang, Henan. "Henan province is one of the largest China beer market with one of the fastest beer consumption growth rates," the spokesperson said. "It’s also the largest in terms of population and therefore an attractive and strategically important region for A-B InBev China." Following InBev's $52bn takeover of Anheuser-Busch in late 2008, the newly-formed A-B InBev sold off its 27% stake in China's Tsingtao Brewery in order to build its business independently in the country. It currently has 33 breweries across 13 provinces, with 25 brands, including Budweiser, Harbin and Sedrin. The Weixue beer brand is positioned in the value category, rather than premium, but it is strong in its local market, according to A-B InBev. Last month, A-B InBev signed a deal to acquire full control of the Liaoning Dalian Daxue Brewery Co in China's Liaoning province, the country's fourth largest in terms of beer consumption. Nid: 250 Post date: 03/15/2011 - 13:25 Title: Heineken in Mexico Teaser: Heineken today announced that it reached another important milestone in Mexico, less than a year after the acquisition of Cuauhtemoc Moctezuma (CM) as part of the FEMSA beer operations transaction. The new developments include the brewing of the Heineken@ brand in one of CM's most modern, high-tech breweries located in Orizaba, Veracruz, as well as the introduction of new, innovative bottle and can designs for the premium Heineken brand Type: Blog entry Body: Heineken today announced that it reached another important milestone in Mexico, less than a year after the acquisition of Cuauhtemoc Moctezuma (CM) as part of the FEMSA beer operations transaction. The new developments include the brewing of the Heineken@ brand in one of CM's most modern, high-tech breweries located in Orizaba, Veracruz, as well as the introduction of new, innovative bottle and can designs for the premium Heineken brand . Over the past few years, the company has successfully developed the Heineken brand in the Caribbean region and in Latin American countries such as Brazil, Argentina and Chile. The company is now poised to do the same in Mexico, the world's fourth largest beer profit pool and a market that is expected to show ongoing incremental volume growth in the coming years. Commenting on today's announcement John Nicolson, Heineken Americas Regional President, said: "The premium segment is currently a relatively small and underdeveloped part of the Mexican beer market, but it is growing fast as popularity for premium brands among consumers continues to increase. Our decision to implement this new stage for the Heineken brand in Mexico is an exciting development for our business which, together with our established distribution network and portfolio of other leading international and local brands, creates a strong platform for future growth in the region." The Heineken brand will now be available in Mexico in unique embossed long-neck bottles and in innovative cans featuring tactile inks. The new packaging designs will be showcased in a print campaign in up-market magazines and in outdoor advertising on premium locations that both capture the cosmopolitan nature and international heritage of the brand. This will be amplified by consumer activations that build on the brand's sponsorship of the UEFA Champions League. In addition to the Heineken brand, Cuauhtemoc Moctezuma brews and markets, among others, the Tecate, Sol, Carta Blanca, Indio and Dos Equis beer brands. Nid: 248 Post date: 03/11/2011 - 06:30 Title: Bonus for Brito Teaser: Big bonus for Brito — Carlos Brito, CEO of Anheuser-Busch InBev, is in line for a bonus of $4.2 million based on the Belgian brewing giant's 2010 performance. The bonus is in addition to a salary of $1.6 million. He was also granted an option to buy 273,365 A-B InBev shares. The bonus is to be paid this month. Type: Forum topic Body: Big bonus for Brito — Carlos Brito, CEO of Anheuser-Busch InBev, is in line for a bonus of $4.2 million based on the Belgian brewing giant's 2010 performance. The bonus is in addition to a salary of $1.6 million. He was also granted an option to buy 273,365 A-B InBev shares. The bonus is to be paid this month. Nid: 247 Post date: 03/10/2011 - 10:58 Title: AB InBev's Stella Artois Cidre Teaser: AB InBev's Stella Artois Cidre has the potential to unlock cider sales stateside and "explode" growth for UK cidermakers, according to Magners' owner C&C. The biggest obstacle to cider exporters was lack of category understanding in countries like the US, said C&C boss John Dunsmore. But AB InBev already had a 50% share of the US beer market that it could leverage to drive cider sales. Type: Blog entry Body: AB InBev's Stella Artois Cidre has the potential to unlock cider sales stateside and "explode" growth for UK cidermakers, according to Magners' owner C&C. The biggest obstacle to cider exporters was lack of category understanding in countries like the US, said C&C boss John Dunsmore. But AB InBev already had a 50% share of the US beer market that it could leverage to drive cider sales. As the world's biggest brewer, it also had the distribution network and marketing capability to educate consumers globally about cider, he added. "AB InBev's aspiration isn't just focused on the UK," he said. "The US cider market is 400,000hl - a drop in the ocean. It would hardly do all this if it expected cider to stay that size. If it can establish its credentials in the UK, the biggest cider market in the world, and then enter markets around the world where it is very strong, that's good for us." Half the world's 20 million hl worth of cider sales are in the UK and Ireland. Heineken is the world's biggest cider producer, with a 19.5% share of global sales, C&C is second with 12.7% and third is African company Distell (30% of which is owned by SAB Miller) with 12.1%. The launch undoubtedly opened up a "wider landscape" for cider, said Simon Waring, MD of Green Seed Group, which helps British exporters. "It's a question of education. People understand beer, but don't necessarily understand cider." For the UK cider industry to crack the US it would not only need to educate American consumers, but also have a solid distribution network, added a National Association of Cider Makers spokesman. "The trick with the US is distribution. It's a very complicated network, and if you've got no distribution strength it's too big a market to make in-roads into. AB InBev, however, has all the infrastructure it might want." The launch, and the multimillion-pound marketing campaign behind it, would help drive long-term category growth, added Dunsmore. "This is the ultimate test of driving beer consumers into cider. Stella is an established beer brand, and we hope people will try Stella Cidre, like cider and then go for the real McCoy with Magners." He echoed AB InBev president Stuart MacFarlane's view that UK cider sales could double their rate of growth to 15% off the back of Stella Cidre's launch. AB InBev UK said it had no plans at present to supply its new cider outside the UK. However, it had "big plans" for Stella Artois Cidre and would be supporting it heavily. Nid: 246 Post date: 03/09/2011 - 20:50 Title: Moosehead in Third Week of Lock out but Ask Keep Drinking Moosehead Teaser: Moosehead lockout: Are workers getting fair shake? SAINT JOHN - With the lockout of 172 Moosehead Breweries Ltd. employees into its third week, a University of New Brunswick professor is saying the crux of the labour dispute is widely misunderstood Type: Blog entry Body: Moosehead lockout: Are workers getting fair shake? SAINT JOHN - With the lockout of 172 Moosehead Breweries Ltd. employees into its third week, a University of New Brunswick professor is saying the crux of the labour dispute is widely misunderstood . Economics professor Rod Hill Rod Hill, who teaches economics at UNB Saint John, says while on the surface it may seem like management is fully covering the workers' post-retirement prescription benefits, it's not necessarily the case. "If we think about who's really paying for it, it's part of the worker's overall compensation," Hill said. "If the workers are asked to give up some of that benefit, they'll be the ones that are losing." The workers have accepted wage freezes and other concessions in the past in order to keep this benefit - which should be regarded as part of their compensation, Hill said. "It's just like their wages. It's part of what they're getting for their work." Hill is not associated with either side, but says he has a general interest in labour disputes and is closely following the pension disputes in Wisconsin, where the new Republican governor, Scott Walker, has been accused of trying to break civic unions. Hill says the company's way of framing the debate - by asking workers to pay 30 per cent of the post-retirement benefits for future retirees - oversimplifies the issue, and works to Moosehead's advantage in the battle over public perception. But Joel Levesque, the spokesman for Moosehead, said it would be difficult for someone who isn't close to the negotiating table to comment on the issue. "Our employees are well compensated, with rates from $28.05 to $32 an hour and an excellent benefits package," Levesque said, refusing to respond directly to Hill's statements. "We're a small company here trying to survive against giant competitors. We need to do what we need to do, and we need to take steps to make sure the company remains viable." Levesque has said the cost of the prescription benefits is into the millions, but he would not release a precise figure. Levesque suggested a benefits consultant would provide a real picture as to industry standards with post-retirement benefits, however consultants reached by the Telegraph-Journal Monday did not wish to comment publicly on the issue. Jeff Stoddard, president of the Brewery and Soft Drink Workers Local 362, agreed with the professor's comments and said the union expected the company to set aside money for post-retirement benefits when they accepted wage freezes. "The money appears to come from Moosehead because we're trusting them with our deferred wages," Stoddard said. "What should be a large fund doesn't exist." Meanwhile, Stoddard said "a few brave souls" continued to plod along Main Street in the rain on Monday, after two full weeks of being locked out. The workers have been locked out since Feb. 20. Beer production resumed by the end of the first week. Non-unionized managers and office staff - who represent 138 of Moosehead's 310 employees - have been "meeting market demands" by continuing beer production, Levesque said. He did not say how the amount of beer produced compares to when all unionized staff are on the line. He said the company will be willing to go back to the negotiating table when the union's bargaining team is ready to negotiate "seriously" - or when "they will sit down and actually talk to us abut the issue at hand and be willing to negotiate - not ignore it and hope it goes away." Stoddard said the longer the lockout goes on, the more bitter employees become. "I guess you can't ever estimate how much bitterness is built up between labour and companies," he said. "It's too bad 170 families and the brewery itself has to suffer." The last Moosehead lockout in May of 2000 saw workers locked out for a week. KEEP DRINKING MOOSEHEAD SAINT JOHN - Locked-out Moosehead Breweries Ltd. workers want people to keep drinking the beer coming from their west side plant - even if they're not the ones making it. "We've received multiple, multiple calls on a daily basis from across Canada on whether we're in support of a boycott of Moosehead Breweries and their products," Jeff Stoddard, president of the Brewery Workers Local 362, said at a union press conference Tuesday. "We're here to emphatically state, absolutely not." Stoddard said that might be the opposite approach many unions would take in a lock-out situation, but he said the 172 locked-out workers are proud of the product and want the company to remain viable whenever they return to work. "When this is all over - and hopefully it will end sooner rather than later - we'd like to see maybe an increase in our market sales," Stoddard said, with a backdrop of Moosehead Light beer cases and union slogans behind him. The workers are in their third week of a lockout after talks broke down Feb. 20. The company wants workers to pay 30 per cent of their post-retirement prescription drug benefits for future retirees. The unionized members now get full coverage, although they consider the benefits "deferred wages." They say they have taken wage freezes in the past in exchange for the prescription drug coverage. Moosehead spokesman Joel Levesque said the union's promotion of Moosehead products displays the amount of respect demonstrated by both sides through the dispute. "I've seen many labour disputes over the years in Saint John, and from that regard, this is not a typical Saint John labour dispute," he said. "Basically, we've agreed to disagree, and we're trying to resolve our differences." Still, there doesn't appear to be any movement to resume negotiations. The union says the ball is "squarely" in management's court, while on Monday, Levesque said talks won't resume until the union is ready to negotiate seriously. "Without being sharp, to say we have been there without being serious is kind of an offence to our negotiating team," Luke Coleman, the local's vice-president, said at the press conference. "We've been serious from Day 1." The union has said an alternative arrangement, using a provincial drug plan, would save the company 22 per cent on post-retirement prescription drug costs without have any effect on the employee. Coleman said he realizes promoting Moosehead beer doesn't give the company - which continues to produce with non-unionized managers and office staff - any incentive to bring the union workers back on the line. "But we continue to support this product. We'll support it through thick and thin, and if it ends up hurting us in the end, we'll just have to deal with it when it comes," he said. The workers have started a Facebook group, Brewery Workers Local 362, which has more than 180 members. They also plan to invite family and other unions to join the picketing in front of the Main Street West brewery on Thursday. Facebook Link http://www.facebook.com/?ref=home#!/home.php?sk=group_191518994202698&ap=1 Nid: 245 Post date: 03/08/2011 - 05:20 Title: Heineken Raises CEO’s 2011 Base Pay to 1.05 Million Euros Teaser: the world’s third- largest brewer, proposed an 11 percent increase in Chief Executive Officer Jean-Francois van Boxmeer’s base salary this year to 1.05 million euros ($1.47 million). The pay raise is needed to bring his salary in line with management at Heineken’s peer group of 15 companies, including Anheuser-Busch InBev NV (ABI) and Carlsberg A/S, the Amsterdam-based brewer said its annual report posted on its website today. Van Boxmeer earned 950,000 euros in base pay and 1.31 million euros in bonuses last year. Type: Blog entry Body: the world’s third- largest brewer, proposed an 11 percent increase in Chief Executive Officer Jean-Francois van Boxmeer’s base salary this year to 1.05 million euros ($1.47 million). The pay raise is needed to bring his salary in line with management at Heineken’s peer group of 15 companies, including Anheuser-Busch InBev NV (ABI) and Carlsberg A/S, the Amsterdam-based brewer said its annual report posted on its website today. Van Boxmeer earned 950,000 euros in base pay and 1.31 million euros in bonuses last year. Chief Financial Officer Rene Hooft Graafland’s base salary will remain unchanged from last year’s 650,000 euros, according to the annual report. Hooft Graafland’s bonus in 2011 was 670,313 euros, according to the annual report. Shareholders will be asked to approve the 2011 salaries at their April 21 annual meeting in Amsterdam. Nid: 244 Post date: 03/04/2011 - 08:45 Title: AB-InBev Doubles Dividend Teaser: The world's largest brewer Anheuser-Busch InBev saw fourth-quarter net profit fall by 24 percent largely on lower asset sales, but investors were cheered to hear that the dividend was more than doubled and that growth in Brazil and Asia was compensating for a more subdued performance in the U.S. and Europe Type: Blog entry Body: The world's largest brewer Anheuser-Busch InBev saw fourth-quarter net profit fall by 24 percent largely on lower asset sales, but investors were cheered to hear that the dividend was more than doubled and that growth in Brazil and Asia was compensating for a more subdued performance in the U.S. and Europe . The brewer of beers like Budweiser and Stella Artois reported Thursday that its net profit fell to $968 million from $1.28 billion a year earlier. The decline, largely due to higher taxes, masked the fact that the company's revenues rose to $9.47 billion from $9.30 billion, despite a modest decline in sales volumes. Though the company's full-year net profit dropped to $4.03 billion from euro4.61 billion, it more than doubled its annual dividend to 80 cents from 38 cents in 2009 as its has to repay less debt this year. The reaction in the markets was positive, and the company's share price in Brussels was up 3.2 percent at euro41.45. "It's really a good result," said Gerard Rijk, a food and beverages analyst at ING in the Netherlands. He was particularly surprised about the higher dividend payout. A more detailed look at the figures shows that when stripping out the effect of asset sales and other one-off items, beer volumes were up in the fourth quarter, after fast growth in Latin America and the Asian Pacific region made up for falling volumes in the U.S. and Western Europe. "Our financial performance in the quarter was very strong," said AB InBev's Chief Financial Officer Felipe Dutra. Earnings before interest, taxes, depreciation and amortization _ or Ebitda _ were up 22 percent in the fourth quarter, thanks to price increases in Brazil and generally higher average revenues. Dutra drew special attention to the company's famous U.S. brand Budweiser, which grew in volume by 1.7 percent globally last year _ the first global increase in two decades. The company has been working hard to establish Budweiser as a global brand, as it loses its shine in the U.S. That strategy was particularly successful in the U.K., where Bud sales jumped 36 percent last year as the beer benefited from its sponsorship of the FIFA World Cup in South Africa. In the second half of this year, AB InBev plans to launch Budweiser in Brazil, its second biggest market. Bud was available in Brazil in the late 1990s, thanks to a distribution agreement with another brewer, but since then has only been sold in Wal-Mart stores. "We are ready for the launch," said Dutra, pointing to the successful rollout of the brand in Russia last year. In the U.S., where Bud sales have been in decline, AB InBev has been trying to get consumers to trade up to its "premium" brands, by lowering the difference in price between premium and sub-premium beers. That gap, traditionally above 25 percent, is now only at about 15 percent, Dutra said. On top of that, it is betting on new product launches, including Budweiser Lime in China, Stella Artois Black in the U.K. and Skol 360 and Antarctica Sub Zero in Brazil. AB InBev said it expects beer volumes to remain "soft" in the first quarter, amid continued high unemployment in the U.S., its biggest market, and heavy rains in Brazil. Together, the U.S. and Brazil are responsible for about 70 percent of the brewer's results. The recovery should gain momentum in the second quarter, AB InBev said, pointing to early signs of falling unemployment in the U.S. "We believe economic recovery in the U.S. is a question of when, not if," Dutra said, adding that improved consumer confidence should boost beer sales. AB InBev has been moving its focus to the fast growing Asian-Pacific and Latin American markets, while pulling marketing money out of the U.S., Rijk said. AB InBev was created in 2008 when Belgium's InBev bought U.S. brewer Anheuser-Busch. Nid: 243 Post date: 03/03/2011 - 22:53 Title: U.S. LABOUR MOBILIZES FOR MASSIVE FIGHT Teaser: I know this isnt beer but this will effect us all sooner or later The AFL-CIO concluded a two-day Executive Council meeting dedicated almost entirely to the events in Wisconsin and what the labour movement response should be. There is a widespread belief that this is a pivotal moment. The Unions of the AFL-CIO have decided to make April 4th a national day of action across the U.S. April 4th marks the tragic day in history when Martin Luther King Jr. was assassinated while in Memphis Tennessee supporting sanitation workers – public employees – in their fight for respect and dignity. Type: Blog entry Body: I know this isnt beer but this will effect us all sooner or later The AFL-CIO concluded a two-day Executive Council meeting dedicated almost entirely to the events in Wisconsin and what the labour movement response should be. There is a widespread belief that this is a pivotal moment. The Unions of the AFL-CIO have decided to make April 4th a national day of action across the U.S. April 4th marks the tragic day in history when Martin Luther King Jr. was assassinated while in Memphis Tennessee supporting sanitation workers – public employees – in their fight for respect and dignity. Yesterday, citizens from around Wisconsin took the first steps toward taking their state back by filing recall papers against eight Republican senators who have stood with Gov. Scott Walker and pushed his partisan attempt to take away collective bargaining rights for thousands of teachers, nurses, librarians and other workers. www.aflcio.org More in the General Section of the Forum under Obama Nid: 242 Post date: 03/03/2011 - 19:29 Title: Moosehead Brewery Workers Still Locked Out Teaser: Moosehead Brewery Workers Still Locked Out Please watch video. http://www.youtube.com/watch?v=c1sqhM82Y3s Type: Blog entry Body: Moosehead Brewery Workers Still Locked Out Please watch video. http://www.youtube.com/watch?v=c1sqhM82Y3s Nid: 240 Post date: 03/01/2011 - 22:46 Title: ABInBev to start acquiring breweries again Teaser: Anheuser-Busch InBev's CEO has reportedly said that the brewer is seeking to rejoin the acquisition trail, just over two years after the group was formed in a $52bn deal. Carlos Brito was quoted in German newspaper Welt am Sonntag as saying that the brewer is seeking to "actively take part in consolidation in the industry". Type: Blog entry Body: Anheuser-Busch InBev's CEO has reportedly said that the brewer is seeking to rejoin the acquisition trail, just over two years after the group was formed in a $52bn deal. Carlos Brito was quoted in German newspaper Welt am Sonntag as saying that the brewer is seeking to "actively take part in consolidation in the industry". Anheuser-Busch InBev has spent the last two years clearing debt following InBev's $52bn takeover of the Budweiser brewer, the most expensive deal in brewing history. Brito's comments could serve as a warning sign to A-B InBev's rivals. Last week, A-B InBev said it had signed a deal to acquire full control of the Liaoning Dalian Daxue Brewery Co in China. And, in January, the group said that it planned to raise up to US$1.65bn via a series of bond issues. The Belgium-based group, which reports its full-year results on Thursday (3 March), has already upped its synergy target from the A-B acquisition, from $1.5bn to $2.25bn. Analyst group Sanford Bernstein said this week that it expects the company to have achieved 85% of the target by the end of 2010. Bernstein forecast that A-B InBev's like-for-like earnings before interest and tax will show a 12% increase for the year, compared to 2009. "We expect synergies, lower input costs in the US and reversal of foreign exchange hedges in Latin America to be the fundamental drivers of organic profit growth," it said in a note today. Nid: 239 Post date: 02/27/2011 - 16:35 Title: Moosehead Workers walk the picket line Teaser: Type: Image Body: Nid: 238 Post date: 02/27/2011 - 16:05 Title: Carlesberg and the Cardinal Workers Teaser: The fate of certain employees of Cardinal, including the production site at Fribourg, remains unresolved. 15% of them have not yet found employment. A statement presented at the annual review of Feldschlösschen, which also displays an overall volume decrease, while the parent company Carlsberg saw its profit jump Type: Blog entry Body: The fate of certain employees of Cardinal, including the production site at Fribourg, remains unresolved. 15% of them have not yet found employment. A statement presented at the annual review of Feldschlösschen, which also displays an overall volume decrease, while the parent company Carlsberg saw its profit jump . In an interview broadcast Monday Agefi, boss Feldschlösschen Thomas Metzger gave details on the fate of employees of Cardinal. "Of the 57 employees who remained after the set early retirement, nearly 20% have found employment outside the group, 65% have decided to continue with us. We are talking about aves the remaining 15%. Thomas Metzger has also announced its intention to develop the brand Cardinal. "2011 is a year of capacity, with product launches and commitments as a sponsor. We have also to renew our partnership with HC Fribourg-Gottéron. The group had announced in August the closing of the brewery Fribourg. The beer production will be transferred in June to Rheinfelden, to group activities Feldschlösschen. Overall volume down Aargau The brewer has not escaped last year with the negative trend for Swiss beers. The group accused an overall volume decrease of 0.3% in 2010, while the Swiss beer market grew by 1%. The subsidiary of Danish group Carlsberg is still slightly better than the aggregate domestic production, which fell 0.5%. The Swiss market growth is due solely to imports, which continue to gain ground (+6.7%). The overall Swiss market for beer has benefited the first half of the good weather and the football World Cup. Bad weather and the newly introduced smoking bans have instead weighed on the course of business during the second half of the year, the company said. Turnover fell 2.3%, reported Feldschlösschen, which does not give detailed figures. Jump in earnings for Carlsberg For its part, the parent company Carlsberg World number four in the sector, posted 2010 earnings rose across the board, "she said Monday. Net income jumped 48.5% to 5.35 billion kronor (927 million francs). The group achieved this performance despite a stagnation in sales (+1% to 60.1 billion crowns). The figures are still lower than analysts' expectations. Carlsberg said it increased its market share in most of its activities, particularly in Northern Europe and the West. The company expects a slight improvement in the markets in 2011, particularly in Eastern Europe, where it expects "a return to growth in the Russian market." Link to site against Closure http://www.sauvons-cardinal.ch/ Link to the report on the case by Swiss trade union UNIA http://www.unia.ch/Cardinal.4790.0.html?&L=1 Nid: 235 Post date: 02/24/2011 - 03:15 Title: Mythos Brewery targets export growth in US, England Teaser: Mythos Brewery targets export growth in US, England Greece’s Mythos Brewery, a subsidiary of Denmark’s Carlsberg, is aiming at boosting exports this year by 40 percent year-on-year in a bid to offset falling volume sales at home arising from lower consumption and a drop in tourism arrivals. Type: Blog entry Body: Mythos Brewery targets export growth in US, England Greece’s Mythos Brewery, a subsidiary of Denmark’s Carlsberg, is aiming at boosting exports this year by 40 percent year-on-year in a bid to offset falling volume sales at home arising from lower consumption and a drop in tourism arrivals. Mythos Brewery CEO Soren Brinck said that beer volume sales dipped by around eight percent last year, versus 2009 figures, with lower demand coming from bars and restaurants and other retail spots, such as supermarkets and corner stores. Despite depressed market conditions, the Thessaloniki-based company managed to boost revenues by some 7.5 percent in 2010, while also widening it market share in the beer market to 13 percent in 2010 from nine percent in the previous year. Mythos Brewery, Greece’s second largest, has a production and bottling plant in the northern Greek city with three production lines and a bottling capacity of 11 million crates per year. Looking ahead, market conditions are seen remaining difficult in 2011 but the pace of falling consumption is expected to slow to about three to five percent. However, Mythos Brewery expects to wind up the year with double digit growth. According to Brinck, the market is seen starting to recover after April, on the back of an expected boost in tourism. It is not by chance that the company continues to see good prospects in Greece’s beer market as it sticks to a 50-million-euro investment program scheduled to run for the next five years. In addition to this, the company intends to increase permanent staff numbers this year by 25 percent. On the export front, Mythos Brewery intends to meet its eleven percent export growth goal by targetting Australia, US, Germany and England. Exports currently account for ten percent of the company’s total revenues. Nid: 234 Post date: 02/21/2011 - 19:28 Title: Moosehead Brewery New Bruinswick Canada Workers Locked Out Teaser: Moosehead Brewery New Bruinswick Canada Workers Locked Out Type: Image Body: Moosehead Brewery New Bruinswick Canada Workers Locked Out Nid: 233 Post date: 02/21/2011 - 18:59 Title: Moosehead Brewery New Brunswick Canada Locks out workers Teaser: About 170 workers are picketing outside Moosehead Breweries saying the Saint John-based company locked them out over a contract dispute Type: Blog entry Body: About 170 workers are picketing outside Moosehead Breweries saying the Saint John-based company locked them out over a contract dispute . The workers, who are members of the New Brunswick Union, say they were given notice by the company that they would be locked out on Monday morning after contract negotiations broke down on Saturday night. When workers showed up for the evening shift on Sunday night at 11 p.m., their entry cards were not working. The contract ended on Dec. 31 and the two sides had been in negotiations since that time. Workers say the main issue in the contract dispute is retirement benefits. The union and management were not that far apart when talks broke down, according to the workers. Moosehead workers are holding up vehicles heading into the facility. The workers said they were not sure if the brewer was still producing beer but management was inside the building. The union members say an unusual amount of beer was taken out of the facility last week. Moosehead Breweries is Canada's third largest brewer. Nid: 232 Post date: 02/21/2011 - 14:51 Title: New Seven-Year Collective Agreement for Montreal Employees of Molson Coors Canada Teaser: MONTREAL, QUEBEC Feb. 20, 2011) - Unionized production and distribution employees at Molson Coors Canada in Montreal approved the latest offer from the Company, which was presented to them today. Unionized employees voted 75% in favour of the new collective agreement which will incept for a term of seven years Type: Blog entry Body: MONTREAL, QUEBEC Feb. 20, 2011) - Unionized production and distribution employees at Molson Coors Canada in Montreal approved the latest offer from the Company, which was presented to them today. Unionized employees voted 75% in favour of the new collective agreement which will incept for a term of seven years . This agreement, which terminates on December 31st 2017, provides notably for substantial departure incentives for employees eligible for retirement, as well as enhancements to pension plans and various benefits. In addition, 189 substitute employees will obtain regular employee status replete with a full benefits package. "We are most satisfied! The agreement is consistent with member expectations and offers employees stable, generous working conditions in the years ahead. Retirement conditions in particular represent an important gain since over 400 workers will be eligible for retirement in the period between now and 2017, explained Serge Berube, President of Teamsters Local 1999. Important investment in the Montreal brewery In the wake of the ratification of the new collective agreement, Molson Coors Canada announced an investment of $46.7 million to modernize and enhance the production capacity of its Montreal brewery More specifically, this investment will provide for the addition of can production capability, as well as the modernization of two bottling and cask racking lines. These enhancements have been designed to ensure the stability and competitiveness of the Montreal brewery in the North American marketplace. Work is scheduled to continue through to January 2012. "This is great news! Ratification of the collective agreement speaks volumes about the well established relationship of trust between Molson Coors Canada and company employees, and confirms the company's decision to invest in the modernization of the brewery," stated Marie-Helene Lagace, Director, Public Relations with Molson Coors Canada. "This investment signals long term commitment by Molson Coors Canada to the company's Montreal facilities." About Molson Coors Canada Proud of its roots which date back to 1786, Molson Coors Canada this year celebrates 225 years of history. Molson Coors Canada is the Canadian division of Molson Coors Brewing Company, a global brewer with operations in Canada, the US, UK and Asia. The Company proudly offers some of the most popular brands in Canada with an award-winning brand portfolio which includes Molson Canadian, Coors Light, Molson Export, Molson Dry, Rickard's and Molson M. Molson Coors Canada also partners with other leading brewers to offer global brands such as Heineken, Corona, Miller Genuine Draft, and Foster's Lager. Molson employs 3000 Canadians, operates seven breweries, including the Creemore and Granville Island boutique breweries, and invests in communities from coast to coast through various charitable initiatives and sports and entertainment sponsorships. Molson Coors Canada is committed to promoting products and events in a responsible manner. Nid: 231 Post date: 02/18/2011 - 14:20 Title: Union at Magor shows InBev how Green is done Teaser: Green Award winner 2010: Tony Bates UNITE Tony is branch chairman at the Magor Brewery site. The brewery is part of INBEV which is the biggest global brewing company in the world. Type: Blog entry Body: Green Award winner 2010: Tony Bates UNITE Tony is branch chairman at the Magor Brewery site. The brewery is part of INBEV which is the biggest global brewing company in the world. Two years ago Tony helped start a project called JUPITER which stands for Join us People in Tackling Energy Reduction. The project is driven from the shop floor and supported by management and it aims to reduce the energy used in the production process. Tony headed up the initial start of the project and he hand-picked a team of 'energy guardians' to work with him. He continues to chair the project with the help of a passionate team of energy guardians. In just two years the team have achieved amazing results. They have managed to: •reduce Water Consumption by 46% •reduce Electricity Consumption by 49% •reduce Heat by 23% •in total they have reduced their overall carbon footprint by an impressive 40% The project has now set up a coalition of Welsh companies co-chaired by the Carbon Trust and supported by the Welsh Assembly Government. The project is also being used by government as an example of best practice Tony says: 'The union and its members have embraced this project and the company are very pleased with the results on a global level. The partnership approach is a major benefit to both unions and management.' Nid: 230 Post date: 02/18/2011 - 13:58 Title: Miller Lite helps out Teaser: MILLER LITE INSPIRES GREATNESS BY DONATING UP TO $50,000 TO THURGOOD MARSHALL COLLEGE FUND Will Donate $1 for Every Text Customers Send CHICAGO (February 16, 2011) /PRNewswire/ — Miller Lite drinkers know how to “taste greatness,” but they might not know their beer of choice has been helping inspire greatness for two decades through its extensive support of the Thurgood Marshall College Fund (TMCF). Now, they can help. By simply texting a unique code found at retail to Miller Lite, legal-drinking-age consumers can get a free, special edition T-shirt and Miller Lite will make a $1 donation to TMCF for every unique code redeemed. Type: Forum topic Body: MILLER LITE INSPIRES GREATNESS BY DONATING UP TO $50,000 TO THURGOOD MARSHALL COLLEGE FUND Will Donate $1 for Every Text Customers Send CHICAGO (February 16, 2011) /PRNewswire/ — Miller Lite drinkers know how to “taste greatness,” but they might not know their beer of choice has been helping inspire greatness for two decades through its extensive support of the Thurgood Marshall College Fund (TMCF). Now, they can help. By simply texting a unique code found at retail to Miller Lite, legal-drinking-age consumers can get a free, special edition T-shirt and Miller Lite will make a $1 donation to TMCF for every unique code redeemed. The promotion is the latest in MillerCoors long-running support of the TMCF. The brewer is a founding sponsor of the fund, which was established in 1987, and has helped to raise more than $100 million in scholarships and other support for historically black colleges and universities. Participating convenience stores will display program information, including the number to which customers can text to receive their code, redeemable for a free t-shirt touting their support of the fund. Miller Lite will donate $1 to the TMCF for each t-shirt requested, up to $50,000. “We’re incredibly proud of our relationship with the Thurgood Marshall College Fund and excited to spread the word through this promotion,” said Larry Waters, director of multicultural relations at MillerCoors. “Miller Lite established the light beer category more than 35 years ago, so we know what it takes to be great. And the way the TMCF lives up to its vision of ‘changing the world, one leader at a time’ certainly qualifies as greatness.” Founded in 1987, the fund has awarded more than 7,700 scholarships to undergraduate, graduate and law school students who maintain at least a 3.0 grade point average. In that time, 98 percent of its scholarship recipients graduated. The promotion will run in convenience stores* throughout February and March. It will be supported by point-of-sale displays, radio, print and online advertising, and public relations. (* Prohibited in California and Texas.) For more information on the promotion and donation, see Miller Lite displays at retail or visit the TMCF tab on the Miller Lite Facebook page. About MillerCoors MillerCoors brews, markets and sells the MillerCoors portfolio of brands in the U.S. and Puerto Rico. Built on a foundation of great beer brands and nearly 300 years of brewing heritage, MillerCoors continues the commitment of its founders to brew the highest quality beers. MillerCoors is the second-largest beer company in America, capturing nearly 30 percent of U.S. beer sales. Led by two of the best-selling beers in the industry, MillerCoors has a broad portfolio of highly complementary brands across every major industry segment. Miller Lite is the great-tasting beer that established the American light beer category in 1975, and Coors Light is the brand that introduced consumers to Rocky Mountain cold refreshment. MillerCoors brews premium beers Coors Banquet and Miller Genuine Draft, and economy brands Miller High Life and Keystone Light. The company also offers innovative products such as MGD 64, Miller Chill and Sparks. Through MillerCoors new craft and import company, Tenth and Blake, imports Peroni Nastro Azzurro, Pilsner Urquell, Grolsch and Molson Canadian and features craft brews from the Jacob Leinenkugel Brewing Company, Blue Moon Brewing Company and the Blitz-Weinhard Brewing Company. MillerCoors operates eight major breweries in the U.S., as well as the Leinenkugel’s craft brewery in Chippewa Falls, Wisconsin, and two microbreweries, the 10th Street Brewery in Milwaukee and the Blue Moon Brewing Company at Coors Field in Denver. MillerCoors vision is to create the best beer company in America by driving profitable industry growth. MillerCoors insists on building its brands the right way through brewing quality, responsible marketing and environmental and community impact. MillerCoors is a joint venture of SABMiller plc and Molson Coors Brewing Company. Nid: 229 Post date: 02/18/2011 - 13:55 Title: Carlesberg Facing Rising Raw Material Costs in Russia Teaser: Feb 16 (Reuters) - Carlsberg's (CARLb.CO) strategy for coping with rising raw material costs and its views on growth in the key Russian beer market will be in the spotlight when the Danish brewer reports results on Monday. The price of malting barley EOBc1 is up by about 50 percent since a futures contract in this commodity was launched in May last year. Type: Blog entry Body: Feb 16 (Reuters) - Carlsberg's (CARLb.CO) strategy for coping with rising raw material costs and its views on growth in the key Russian beer market will be in the spotlight when the Danish brewer reports results on Monday. The price of malting barley EOBc1 is up by about 50 percent since a futures contract in this commodity was launched in May last year. Investors want to know whether Carlsberg -- the world's No. 4 brewer -- can offset such cost increases with higher prices. "One of the big issues will be rising raw material costs and how Carlsberg views it," Nykredit Markets analyst Ricky Rasmussen said. "The price of raw materials has risen a lot and it is hard to transfer such large costs to consumers." "It will start being a concern if raw material prices do not stabilise soon," Rasmussen said. Heineken (HEIN.AS), the world's third-largest brewer, said on Wednesday it would almost completely offset an expected low single-digit percentage rise in costs with higher beer prices. [ID:nLDE71E2BQ] "Investors will be looking for signs of recovery (in Russia), but they will also look at pricing, for a statement like we got from Heineken that they are comfortable that price increases will cover the costs that are coming through," said SP Equity Research analyst Carl Short. Russia will also be a focus because Carlsberg is the No. 1 brewer in the country, with just under 40 percent of the world's fourth largest beer market. "Anything negative regarding the recovery of the Russian market will be taken badly," Short added. Around 80 percent of the Russian beer market is controlled by four brewers -- Carlsberg's Baltika, Anheuser-Busch InBev (ABI.BR), Heineken and Turkish brewer Anadolu Efes (AEFES.IS). "I expect Carlsberg to say they see market growth this year (in Russia) and that the initiatives due to be introduced by the government will not be too onerous for the brewers," Short said. Carlsberg is expected to report a 17 percent drop in fourth-quarter operating profit to 1.36 billion Danish crowns ($246.8 million), partly due to the absence of one-off items that boosted the year-ago comparison figures and partly due to higher costs, a Reuters poll of analysts showed. [ID:nLDE71E248] Heineken's earnings on Wednesday beat full-year forecasts as cost cuts in Europe and savings from a large Mexican acquisition more than offset lower beer sales. Nid: 228 Post date: 02/18/2011 - 13:48 Title: Obama sides with union Teaser: Obama On Wisconsin Budget Protests: “An Assault On Unions” February 17, 2011 5:14 PM As the third straight day of protests continue at the Wisconsin State Capitol to protest the governor’s proposal to strip public-sector employees of collective-bargaining rights, President Obama has sided with the workers. Type: Forum topic Body: Obama On Wisconsin Budget Protests: “An Assault On Unions” February 17, 2011 5:14 PM As the third straight day of protests continue at the Wisconsin State Capitol to protest the governor’s proposal to strip public-sector employees of collective-bargaining rights, President Obama has sided with the workers. “Some of what I've heard coming out of Wisconsin, where you're just making it harder for public employees to collectively bargain generally seems like more of an assault on unions,” President Obama said Wednesday to WTMJ TV “And I think it's very important for us to understand that public employees, they're our neighbors, they're our friends.” Rep ublican Governor Scott Walker has proposed a $3.6 billion budget deficit, demanding that public employees pay more for their pensions and health care - the equivalent of a 7% pay cut. But the thousands of workers protesting since Tuesday are mostly upset that the budget strips away nearly all of their union bargaining rights. In responding to the controversy the president said it is important “not to vilify” these employees, “or to suggest somehow all these budget problems are due to public employees.” White House press secretary Jay Carney said today that while President Obama understands the needs and the challenges that governors face to deal with their own fiscal issues and the need to make tough budget decisions, “what he sees happening in Wisconsin, making it harder for public employees to collectively bargain, seems more like an assault on unions. “ “He doesn't see that as a good thing,” Carney said, adding that it is sometimes easy to paint public employees as “faceless bureaucrats,” but emphasized these people are teachers, nurses, policemen and firemen. “The best way to deal with this is for people to address these problems by sitting down at the table to collaborate and work out a solution.” Speaker of the House John Boehner today credited Wisconsin’s Republican Governor Scott Walker for taking “courageous action” and “daring to speak the truth” about his state’s financial difficulties and ripped President Obama for criticizing Walker’s proposed reforms and failing to show leadership on the economy. “Republicans in Congress – and reform-minded GOP governors like Scott Walker…are daring to speak the truth about the dire fiscal challenges Americans face at all levels of government, and daring to commit themselves to solutions that will liberate our economy and help put our citizens on a path to prosperity,” Boehner, R-Ohio, said in a statement Thursday. “I’m disappointed that instead of providing similar leadership from the White House, the president has chosen to attack leaders such as Gov. Walker, who are listening to the people and confronting problems that have been neglected for years at the expense of jobs and economic growth.” Nid: 227 Post date: 02/18/2011 - 13:43 Title: Heineken Profits Rise in the UK Teaser: BREWING giant Heineken has reported strong growth in operating profits from its UK business despite a 4% decline in the beer market. Profits rose after it increased its prices and benefited from cost savings after the closure of breweries in Reading and Dunston in Gateshead and the restructuring of its Scottish & Newcastle Pub Company. The company, which brews Foster’s, John Smith’s, Kronenbourg 1664 and Bulmers, reported sales of Strongbow were lower in a slightly declining cider market. Type: Blog entry Body: BREWING giant Heineken has reported strong growth in operating profits from its UK business despite a 4% decline in the beer market. Profits rose after it increased its prices and benefited from cost savings after the closure of breweries in Reading and Dunston in Gateshead and the restructuring of its Scottish & Newcastle Pub Company. The company, which brews Foster’s, John Smith’s, Kronenbourg 1664 and Bulmers, reported sales of Strongbow were lower in a slightly declining cider market. Heineken did not disclose figures for the UK but said the group’s western European arm reported a 3.6% decline in volumes in 2010, while operating profits were up 14% to £761.6m. Heineken, recently named an official partner of the 2012 London Olympics, said lengthy negotiations with some major off-trade customers adversely impacted its market share in the first half of 2010, although its share partly recovered in the second half. Heineken UK managing director Stefan Orlowski said: “2010 has been a challenging year for many in the brewing and pub trade, but I am very pleased with the progress we have made within our business and indeed with our brands.” He added Heineken was beginning to realise the potential of its newer brands such as Amstel and Tiger. Heineken’s profits were boosted by its move to market and distribute Mexican beers Sol and Dos Equis. The brands were distributed by its rival Molson Coors but passed to Heineken after last year’s acquisition of Mexican brewer Femsa Cerveza, which owns both brands, for £3.4bn. The deal consolidated Heineken’s position as the world’s second largest brewer by sales. Global sales increased 10% to £13.5bn in the year, while operating profits rose 41% to £2.1bn as the group saw sales up in emerging markets in Latin America, Africa and Asia. In the UK, beer sales are in decline because of the weaker pub trade and above inflation rises in alcohol duty and VAT. Heineken will focus on increasing the amount of beer it sells in western Europe this year and warned its profit margin may suffer as it ramps up investment in marketing. Heineken closed its Dunston Brewery, Gateshead, in May transferring production to the John Smith’s Brewery, in Yorkshire. Nid: 226 Post date: 02/18/2011 - 13:39 Title: AB-InBev Aquires Daxue Brewery Co Teaser: Kirin Holdings Co. has disclosed that it plans to sell a 25% stake of northeast China-based Dalian Daxue Brewery Co. to Anheuser-Busch InBev (AB Inbev). In this way, AB Inbev will fully acquire Daxue Brewery. According to the announcement of AB Inbev, it has inked the acquisition agreement with Daxue Brewery and Kirin (China) Investment Company Limited. The buyer and the seller have not disclosed the price of the deal. Type: Blog entry Body: Kirin Holdings Co. has disclosed that it plans to sell a 25% stake of northeast China-based Dalian Daxue Brewery Co. to Anheuser-Busch InBev (AB Inbev). In this way, AB Inbev will fully acquire Daxue Brewery. According to the announcement of AB Inbev, it has inked the acquisition agreement with Daxue Brewery and Kirin (China) Investment Company Limited. The buyer and the seller have not disclosed the price of the deal. This time, AB Inbev is understood to consolidate the presence in Liaoning, the fourth largest beer consumption province of China, via the move. Actually, AB Inbev has already had the upscale brand Budweiser and the mid-end brand Harbin Beer. After the acquisition this time, the foreign beer brewer is to enter the mid- and low-end beer market. During recent years, those foreign beer giants have penetrated deeper into the Chinese beer market. In November 2010, Carlsberg acquired a 12.25% stake of the listed beer maker Chongqing Brewery Co. (600132.SH) and became the first largest shareholder of the southwest China-based beer company. Last May, Asahi Breweries took over a 19.99% that AB Inbev originally held in Tsingtao Brewery Co. (600600.SH). In addition, SABMiller as the world's second biggest beer producer gets a 49% stake in China Resources Breweries Co., Ltd., which is based in Beijing. Currently, Beijing Yanjing Brewery Co. (000729.SZ) has not invited any foreign investment yet. Starting from last year, AB Inbev not only carried out the merger and acquisition actively, but also enlarged its own production capability. It has already had large projects in Sichuan, Henan and Liaoning. These foreign players have brought opportunities and challenges to the beer market of China. On the one hand, those companies acquired by the foreign buyers can make further progress with the reliance on the capital strength, rich experience and advanced technology of the foreign companies. On the other hand, the country's indigenous beer brands will be in stiffer competition with the foreign giants. With fewer resources available for M&A in the future, the restructuring in the beer industry will be carried out among those medium- and large-scale enterprises. Actually, China's domestic beer makers such as China Resources Breweries, Tsingtao Brewery and Yanjing Brewery also performed actively last year in the M&A activities. Over the past year, 10 mergers and acquisitions occurred in the nation's beer sector, with the value of these deals amounting to CNY 5.6 billion. Nid: 225 Post date: 02/18/2011 - 13:33 Title: AB-InBev faces Challenges in Latin America Beer Demand Teaser: Many breweries in Latin America and Asia are facing the same challenges: The market is growing, consumption is increasing and breweries need to develop rapidly to keep up the pace. The Brazilian brewery, AmBev, knows all about the demands of the Latin American market. AmBev is the largest brewer in Latin America and one of Brazil’s leading and most successful breweries. Due to the continued growth of the beer market, AmBev has recently experienced a need for additional capacity at several of their breweries in Brazil. Type: Blog entry Body: Many breweries in Latin America and Asia are facing the same challenges: The market is growing, consumption is increasing and breweries need to develop rapidly to keep up the pace. The Brazilian brewery, AmBev, knows all about the demands of the Latin American market. AmBev is the largest brewer in Latin America and one of Brazil’s leading and most successful breweries. Due to the continued growth of the beer market, AmBev has recently experienced a need for additional capacity at several of their breweries in Brazil. Survival in competitive markets The case of AmBev is very symptomatic of what’s going on in Asia and South America in these years. Any brewer who isn’t able to increase his production to fit the development of the market will not have a good chance of survival. For that reason, it is vital to find consultants and contractors who are able to work just as fast as the market needs demand. The expansion begins AmBev contacted ALECTIA in April 2006 and expressed their urgent need for assistance in order to establish specifications and tender documents for the expansion of one of their many breweries in Brazil. Just one month after having agreed upon the services needed from ALECTIA, ALECTIA had a team in place in Brazil. And so began the necessary process of verifying AmBev’s present situation and defining the requirement for the expansion. Quick implementation Due to the fast growing Brazilian market AmBev planned for a very quick implementation. Given only seven months to plan, install and commission a 200,000 hl per month expansion, it required a much accelerated project methodology that focused on a close interaction between all key players in the project. “Traditionally a project like this would have an implementation period of 14-18 months. But by combining AmBev’s skills and knowledge with our tools and experience in carrying out expansion projects, we have been able to finish this project according to the AmBev requirements - i.e. much faster than is normal,” says Kaj Grünfeld, project manager from ALECTIA. The right partnership So the key to keeping up with a fast growing market is dealing with the right consultants and contractors from the beginning - somebody who knows the industry and is able to quickly make the right analysis of the brewery’s needs. And more importantly: knowing how to implement the changes in a short period of time. “We have previously worked on many other successful expansion projects with ALECTIA. We know that in ALECTIA we have a business partner who is capable of matching the requested quick implementation period without jeopardizing solid and sustainable solutions. It would have been difficult for us to manage the upgrade of our brewery in the short time requested by our increasing sales, if it hadn’t been for ALECTIA. One of their strengths is to move fast and come up with long lasting solutions in a short period of time. And that is just what we needed, for we are now able to maintain our leading position as one of Latin America's most successful brewers,” Says Ronaldo Veiga Fiorito, Manager CENG, AmBev. Nid: 224 Post date: 02/17/2011 - 04:45 Title: Bereavemen​t Arbitration Against Labatt Breweries Teaser: Bereavemen​t Arbitration Against Labatt Breweries Type: File Body: Bereavemen​t Arbitration Against Labatt Breweries Nid: 223 Post date: 02/15/2011 - 17:17 Title: MillerCoors will introduce new Coors Light packaging Teaser: This is a trend. AB-InBev has the same idea with Kieths and rolling rock CHICAGO -- MillerCoors LLC said it plans to increase spending on marketing this year and to introduce new packaging for Coors Light to confront a protracted slump in the U.S. brewing industry, reported The Wall Street Journal. Type: Blog entry Body: This is a trend. AB-InBev has the same idea with Kieths and rolling rock CHICAGO -- MillerCoors LLC said it plans to increase spending on marketing this year and to introduce new packaging for Coors Light to confront a protracted slump in the U.S. brewing industry, reported The Wall Street Journal. MillerCoors, a joint venture of SABMiller PLC and Molson Coors Brewing Co., will roll out new cans and bottles of Coors Light, its top-selling beer, in the spring. The brew will include an indicator showing drinkers when it has reached a "super cold" temperature, MillerCoors CEO Leo Kiely said, according to the report. Such packaging changes have helped lift sales in the past for Coors Light, which is expected to overtake Budweiser as the No. 2-selling beer in the United States this year. Budweiser is made by Anheuser-Busch InBev NV, the leading U.S. brewer. (Bud Light is the No. 1 seller.) MillerCoors, based in Chicago, will spend more on marketing, Kiely said, but would not offer details, said the report. The brewer spent $295 million on TV and other ads in the first nine months of 2010, according to the report, citing market tracker Kantar Media. Kiely said U.S. sales of mass-market brews are being hampered by double-digit jobless rates among 21-to-32-year-old men, but that the company is seeing improved demand for Coors Light and Miller Lite after raising prices last fall on its so-called economy brews such as Keystone Light. Kiely, an 18-year veteran of the industry, called last year "the toughest year I've ever seen in the beer business," said the report. Industry sales volumes fell about 1%, the second straight year of declines. MillerCoors's fourth-quarter net income increased to $144.2 million from $102.2 million a year earlier. Revenue rose 0.4% to $1.7 billion as the brewer raised prices. Sales to retailers, a key measure of unit volume sales, fell 2.5%, about half the decline in the third quarter. Separately, Molson Coors reported that net income fell 51%, citing an unusually low tax rate a year earlier and weak demand in Canada and the U.K. MillerCoors has offset a tough U.S. beer market by wringing huge cost savings from the merger that created the company in 2008, the Journal said. Kiely said the company will continue to focus on boosting sales of higher-margin specialty beers this year, as well as its flagship light lagers. The brewer last year created a subsidiary called Tenth & Blake Beer Co. to focus on "craft" brews like Blue Moon and imports. Kiely said the unit is training employees in the finer points of beer in an attempt to create "a beer culture" akin to that of leading craft brewer Boston Beer Co., which makes Samuel Adams. Tenth & Blake's priority is to foster growth of the company's own specialty beers, but it also will look at forming partnerships with other brewers in the fast-growing craft category, Kiely added. For instance, the company recently agreed to provide financing to help the founders of Georgia craft brewer Terrapin Beer Co. acquire control of the brewery, said the report. Nid: 222 Post date: 02/15/2011 - 16:57 Title: Union Strangle hold choking Quebec Canada Teaser: This is one mans opinion. Some of the facts are half truths. This does illistrate the problems faced in many regions. The numbers of union members in North America is dwindling due to this. If the Cayman Islands are a fiscal paradise, Quebec is nothing more than a union’s paradise. Such is the conclusion of a new study called “The Quebec Unionization Model: Correcting the Anomaly” that was conducted by the Montreal Economic Institute and released last Monday. Type: Forum topic Body: This is one mans opinion. Some of the facts are half truths. This does illistrate the problems faced in many regions. The numbers of union members in North America is dwindling due to this. If the Cayman Islands are a fiscal paradise, Quebec is nothing more than a union’s paradise. Such is the conclusion of a new study called “The Quebec Unionization Model: Correcting the Anomaly” that was conducted by the Montreal Economic Institute and released last Monday. A haven for big unions and a hell for small workers, Quebec distinguishes itself “as one of the places in the industrialized world where workers’ freedom of choice is the most limited.” However, this doesn’t seem to bother our elected officials. Quebec’s parliamentary committee on Labour and the Economy spent two days this week hearing witnesses speak about the relevance of reinforcing anti-scab legislation. Members of the National Assembly gave the unions’ representatives twice the time they gave business representatives when they appeared before the committee. A great demonstration of objectivity! There are only two provinces or states out of 60 in North America where laws prohibit the hiring of replacement workers in case of a strike or a lock-out: Quebec and British Columbia. Our “distinct society” also shows its distinctiveness by being one of the few places that permits automatic union certification with signed membership cards only and no requirement to hold a secret ballot. We unionize workers whether they want it or not! We even oblige a majority of workers at unionized businesses to become union members, otherwise they lose their jobs. Finally, we require the payment of expensive union dues to finance all sorts of political activities with which a majority of workers disagree. In short, Quebec workers are the most bullied in the Western world when it comes to freedom of association, followed closely by the rest of Canada. Nowhere else in the developed world do unions benefit from so many privileges. Secret ballot In the United States, the accreditation process comes with an obligation to hold a secret ballot. Twenty-two states permit total freedom of choice regarding union membership. In the 28 other states, workers can freely choose or refuse to pay the part of their unions dues that serve to fund political causes. Similarly, in the 47 member countries of the Council of Europe, workers do not have to join a union, and they don’t have to pay union dues other than what is used for the purpose of collective bargaining. In Australia, employees are not forced to join a union or pay union dues. Polls show a strong majority of Quebecers are opposed to such pro-union laws. In spite of public opinion, our MNAs still want to give a few more privileges to their union friends in the hope of getting kick-back support in the next elections. As long as our members are more interested in union corporatism than the fate of workers, Quebec will continue its steady and long economic decline. Quebec is the most indebted, the most taxed and the least attractive province for private investments because it is the most unionized on the continent. Unionized workers represent 40% of the labour force, which is over 12% more than elsewhere in Canada and more than three times more than our American neighbours. MNAs should stop trying to make Quebec a haven for big monopolizing unions and instead defend workers’ place under the sun. Nid: 221 Post date: 02/15/2011 - 16:50 Title: Anheuser-Busch InBev UK launches Stella Artois 4% Teaser: Media campaigns to follow shortly Type: Blog entry Body: Media campaigns to follow shortly Nid: 220 Post date: 02/14/2011 - 19:00 Title: UK boss of Stella Artois brewer urges Pubs to act like Starbucks Teaser: UK boss of Stella Artois brewer urges licensees to 'embrace' new things Pubs need to up their game and behave more like Starbucks if they are to survive, according to the UK chief of the world’s largest brewer. Stuart MacFarlane, president of AB InBev UK, also urged licensees to embrace new things – and blamed the industry’s lack of growth on an all-round failure to adapt and innovate. Type: Blog entry Body: UK boss of Stella Artois brewer urges licensees to 'embrace' new things Pubs need to up their game and behave more like Starbucks if they are to survive, according to the UK chief of the world’s largest brewer. Stuart MacFarlane, president of AB InBev UK, also urged licensees to embrace new things – and blamed the industry’s lack of growth on an all-round failure to adapt and innovate. “Pubs need to think more like world class retailers,” he told The Publican at the launch of the latest Stella Artois spin-off brand, Stella Artois Cidre. “The benchmark can no longer be the traditional pub. They should be benchmarking against Starbucks. “I would ask publicans to embrace things that are new in the industry because that is what will move our industry forward.” He also called on brewers to look to global companies in terms of standards. “We have to stop thinking like brewers and start thinking like consumer goods companies,” he said. “A consumer goods brewer should be using Proctor and Gamble and Nestlé as their benchmarks.” Meanwhile, MacFarlane has caused controversy in the cider industry with remarks about AB InBev’s surprise venture into cider. Stella Artois Cidre is described as a premium crafted Belgian cider. “I don’t think the cider category is premiumising fast enough nor has had its next flowering of growth,” said MacFarlane. “I think we bring that. Stella Artois stands for premium, quality, heritage and craft.” But cider makers, including Suffolk-based premium cider producer Aspall, have reacted angrily to the comments. Geoff Bradman, Aspall commercial director said: “I am struggling to recognise the attributes of ‘craft’ and ‘heritage’ with respect to Stella Cidre which Stuart MacFarlane refers to. “Its positioning appears to be more directly aligned with Magners, Bulmers Original and Gaymers; it’s to be launched in pint bottles and 440ml cans, it’s 4.5 per cent ABV and has the same serve suggestion as an over-ice brand.” However Bradman added: “We’re not fearful of any new entrant into the cider market. We welcome it. A new player gives consumers more choice and Stella Cidre will bring significant investment to an already buoyant category.” Plans of how the product will be bedded into the on-trade are yet to be confirmed. However the multi-million pound launch at Easter will involve new glassware and a sampling campaign. Nid: 219 Post date: 02/14/2011 - 18:49 Title: Brewery Turns Spent Grain into Fuel Teaser: SOUTH BURLINGTON, Vt. (AP) — Before he started "saving the earth, one beer at a time," all inventor Eric Fitch knew about home brewing was that it could make quite a mess. Once, he accidentally backed up the plumbing in his apartment building by dumping into his garbage disposal the spent grain left over from his India Pale Ale home brew. The oatmeal-looking gunk choked the pipes in his Cambridge, Mass., building, flooding the basement. Type: Blog entry Body: SOUTH BURLINGTON, Vt. (AP) — Before he started "saving the earth, one beer at a time," all inventor Eric Fitch knew about home brewing was that it could make quite a mess. Once, he accidentally backed up the plumbing in his apartment building by dumping into his garbage disposal the spent grain left over from his India Pale Ale home brew. The oatmeal-looking gunk choked the pipes in his Cambridge, Mass., building, flooding the basement. These days, he's doing something more constructive, fulfilling the dream of beer lovers everywhere by recycling the stuff: The MIT-trained mechanical engineer has invented a patented device that turns brewery waste into natural gas that's used to fuel the brewing process. The anaerobic methane digester, installed last year at Magic Hat Brewing Co. in Vermont, extracts energy from the spent hops, barley and yeast left over from the brewing process — and it processes the plant's wastewater. That saves the brewer on waste disposal and natural gas purchasing The 42-foot tall structure, which cost about $4 million to build, sits in the back parking lot of Magic Hat's brewery, where it came online last summer. Fitch, 37, is CEO of PurposeEnergy, Inc., of Waltham, Mass., a renewable energy startup company whose lone product is the biphase orbicular bioreactor, which is 50 feet in diameter, holds 490,000 gallons of slurry and produces 200 cubic feet of biogas per minute. Brewers big and small have wrestled with waste issues since the dawn of beer-making. In recent years, they've turned to recycling — both as a cost-saver and for environmental reasons. Anheuser-Busch, which makes Budweiser, uses a bio-energy recovery system in 10 of its 12 U.S. breweries to convert wastewater into natural gas that's then used to fuel the brewing process. New Belgium Brewing Co., in Fort Collins, Colo., captures excess heat from cooling wort and funnels it beneath its loading dock so it doesn't ice up in wintertime. The wort, the liquid made with malt and hot water, is fermented to make beer or ale. Coors' breweries sell ethanol from their brewing process to refineries in Colorado. Some European breweries dry their spent grain and then burn it, using the heat and energy in their manufacturing process. Most operations dispose of their spent grain by selling it — or giving it away — to farmers, for use as cattle or animal feed. But PurposeEnergy says its digester is the first in the world to extract energy from the spent grain and then re-use it in the brewery, and all in one place. At Magic Hat, the big brown silo is located about 100 feet from the main complex. "Feeding it to cattle is pretty direct recycling, especially if you get steak back out of it," said Julie Johnson, editor of All About Beer magazine. "Carting it off as animal feed is pretty common. In this case, by closing the loop at the brewery, this is turning it into savings quite directly for Magic Hat." After getting the idea in 2007, Fitch pilot tested it in Florida, taking spent grain from a Yuengling & Son brewery in Tampa, Fla., trucking it to a farm and putting it through a 400-gallon methane digester. That helped refine the design of the facility. Then he scouted New England breweries that might agree to a pilot project and got a bite from Magic Hat, which had been looking for ways to reduce its wastewater treatment bill. "Over the years, we looked at ways of reducing it, and the strain on South Burlington's system, and we came up with ideas ranging from using women's pantyhose to filter solids while flushing the brew kettle to having the spent grains hauled off to a local farm to be used for feed," said Steve Hill, social networking manager for North American Breweries, which owns Magic Hat. "They (PurposeEnergy) laid out what we could save . and how the digester could benefit things from a 'green' standpoint, and it was too good to pass up," Hill said in an e-mail. Other than the plume of flame that rose up off the top of the silo — triggering a few panicky calls by neighbors to the fire department — it has succeeded. "There's a lot of money to be saved, there's a lot of strain to be taken off local wastewater systems," according to Hill. "The carbon footprint of a brewery is lessened a great deal when there's a power company in their backyard." Others are taking notice. "It's something that's definitely exciting for breweries to look at," said Mark Wilson, brew master at Abita Brewing Co., in Abita Springs, La., who is at work on a handbook outlining environmentally friendly brewing operations for the Master Brewers Association of the Americas. Fitch, whose company's slogan is "Saving the earth, one beer at a time," has helped develop iPhone applications that allow him to control pumps and other operations within the digester. He says it can save brewers up to $2 per barrel in costs, a considerable savings for even a medium-sized operation like Magic Hat, which produces about 154,000 barrels of beer a year. "I hope to be in large breweries throughout the world," he said. Nid: 218 Post date: 02/09/2011 - 14:50 Title: Pennsylvania USA Brewery Expands adding 70 Jobs Teaser: Lion Brewery adds 70 employees while undergoing $15M expansion The Lion Brewery, one of the oldest breweries in Pennsylvania, has undergone a $15 million expansion and now has a new can production line and an automated racking system, which cleans and fills half-kegs of beer. Type: Blog entry Body: Lion Brewery adds 70 employees while undergoing $15M expansion The Lion Brewery, one of the oldest breweries in Pennsylvania, has undergone a $15 million expansion and now has a new can production line and an automated racking system, which cleans and fills half-kegs of beer. Cliff Risell, president and CEO of the Lion Brewery, Brewmaster Leo Orlandini and Tom Farina, senior vice president of sales and marketing, recently led a tour of the new equipment at the 106-year-old brewery on North Pennsylvania Avenue. The state, Luzerne County and the City of Wilkes-Barre assisted with funding the $15 million expansion, Risell said. The state-of-the-art racking system cleans and fills 40 to 60 half-kegs of beer an hour. The new line produces about 800 16-ounce cans a minute and about 1,100 12-ounce cans a minute and packages them. "We felt there was a large opportunity to get into the can business," Risell said. "A lot of our customers were asking for cans. We also needed to upgrade our racking system." Risell and a group of investors purchased the Lion Brewery in November 2007. Together, they have facilitated the brewery's growth without sacrificing any of its work force, which consists of about 175 people. They have focused on restoring the roar of Lionshead and Stegmaier beer brands. They also pack for a number of customers, including other beer brands and soda. "We thought it was a great opportunity for this area of the country, Northeastern Pennsylvania, to expand and to run a business and obviously, make a decent business return," Risell said. "That was the worst of times when the economy went south, but we stuck it out and we weathered the storm for the last couple years and we made a strategic decision that we were going to invest in our business." When Risell and investors purchased the Lion Brewery in 2007, it had two bottle lines. Since then, the investment in new equipment has grown business by about 20 percent, Risell said. "We've added a significant number of large customers on a national basis. Our business has grown quite well," Risell said. "At the same time, we've been able to maintain our profitability and we've also added jobs." The 70 to 75 jobs added thanks to the investments have included supervisors, managers, brewers, bottlers, mechanics, forklift operators and quality control staff. "Since Cliff took over, it has been magnificent what they're doing," said union President Clarence Gallagher. "They're hiring people. Before, they were laying off people." The Lion Brewery is the only remaining brewery in Luzerne County and the second largest in the state after Yuengling. Farina has assisted in the growth by expanding territory where brewery sells its products to 17 states. In 2007, its brands were sold only in Pennsylvania and parts of New Jersey and New York. Working with Scranton-based distributor LT Verrastro President Pat Verrastro, Farina also has assisted in expanding the Lion Brewery's brands to more bars and restaurants throughout Northeastern Pennsylvania as well. The Lion Brewery got into the craft brewing business about a year ago and decided to revamp its Stegmaier brand, keeping the traditional Gold Medal label that has been around since 1857. "We're going to continue focusing on the craft side because the craft side of this industry is where it's at today," Farina said. The Lion Brewery bought the Stegmaier name in 1974. About a year ago, Risell said he and other officials at the Lion Brewery decided "we're going to make Stegmaier work or we won't have Stegmaier." "Since that time, with Leo's help and Tom's help, we have fixed that brand from a quality standpoint and a recipe standpoint," Risell said. "With Tom's selling and marketing, we have had tremendous growth." Among the other growth at the Lion Brewery, its offices have moved to Laird Street in Wilkes-Barre. "We continue to invest every year in our business," Risell said. "We're investing in our brewhouse to make us more efficient and capable. We buy new cleaning equipment every year, including trucks and forklifts. We're spending a significant amount of money every year to make our business better. Our business is growing. Our customers are demanding more and we're spending more." Nid: 216 Post date: 02/07/2011 - 13:25 Title: Toronto Hydro exec's caught in surveillance cover up of union official Teaser: TORONTO, Feb. 4 - On Friday February 4th, 2011 at 7:00 a.m., CUPE Local One members along with MPP Peter Tabuns (Toronto-Danforth), CUPE Ontario President Fred Hahn, John Cartwright President of the Toronto &York Region District Labour Council and several other labour activists converged on Toronto Hydro's 500 Commissioners Street Service Centre to show their anger towards Toronto Hydro for their unethical behavior and labour relation violations Type: Blog entry Body: TORONTO, Feb. 4 - On Friday February 4th, 2011 at 7:00 a.m., CUPE Local One members along with MPP Peter Tabuns (Toronto-Danforth), CUPE Ontario President Fred Hahn, John Cartwright President of the Toronto &York Region District Labour Council and several other labour activists converged on Toronto Hydro's 500 Commissioners Street Service Centre to show their anger towards Toronto Hydro for their unethical behavior and labour relation violations . CUPE Local One, the union representing workers at Toronto Hydro, is calling for "new leadership" at the utility after documents obtained through a freedom of information request proved that top management lied about hiring private investigators to tail Joe Pessoa, the union's Health and Safety Representative. In June 2010 union officials received a tip about the surveillance and sent a letter to Anthony Haines, CEO of Toronto Hydro, asking him to confirm or deny the information. Mr. Haines replied through Ave Lethbridge (V-P, OD and Health & Safety also Toronto Hydro's Integrity Officer). The employer's letter stated that the allegations were "completely untrue" and that "there is no such surveillance investigation underway." Internal Hydro documents, received by CUPE Local One on January 21, 2011, confirmed that Toronto Hydro had conducted extensive surveillance of the union Health and Safety Representative. The surveillance was conducted by teams of up to three private investigators working as many as 13 hours a day. "By hiring private investigators to follow a union official, Toronto Hydro is committing a serious breach of labour relations, a violation of the union's rights under the law and a violation of the rights of members to be represented by union officials who are not subject to intimidation by the employer," said John Camilleri, President of CUPE Local One. "To then turn around and lie about it when challenged by the union takes the credibility of the CEO to a new low. This is not how one of Canada's Top 100 Companies is supposed to operate" "Although surveillance of employees by employers is not uncommon, covert surveillance of union officers by employers is almost unheard of in Canada," added the union president. "Toronto Hydro management's use of these extreme tactics is part of its ongoing efforts to silence the voice of CUPE Local One members on health and safety issues in our workplace. This is just the latest in a long list of tactics designed to silence worker opposition to unsafe cost-cutting measures by the employer." "It's time for new leadership at Toronto Hydro. Camilleri told a throng of supports at today demonstration "A fresh start is urgently required on health and safety and labour relations". Nid: 215 Post date: 02/05/2011 - 13:35 Title: Inbev Brewery in bremen Teaser: Bremen. About 400 employees of the InBev brewery in Bremen have laid down their work on Thursday afternoon. Type: Image Body: Bremen. About 400 employees of the InBev brewery in Bremen have laid down their work on Thursday afternoon. Nid: 214 Post date: 02/05/2011 - 13:21 Title: Strike in German Beer Sector Teaser: German brewery employers gave notice on the framework collective agreement, and want to bargain for less favourite conditions, e.g. low wage groups, and reduced wages for “non-core” workers (secretaries, drivers, sales persons, etc.) NGG launched actions in several breweries in Germany: http://www.ngg.net/branche_betrieb/getraenke/brtv/brau-spaten-franz/ http://www.ngg-bremen.de/aktuelle_meldungen/heute-erste-warnstreiks-bei-... InBev Bremen: http://www.weser-kurier.de/Artikel/Bremen/Wirtschaft/316341/400+InBev-Mi... Engl Type: Blog entry Body: German brewery employers gave notice on the framework collective agreement, and want to bargain for less favourite conditions, e.g. low wage groups, and reduced wages for “non-core” workers (secretaries, drivers, sales persons, etc.) NGG launched actions in several breweries in Germany: http://www.ngg.net/branche_betrieb/getraenke/brtv/brau-spaten-franz/ http://www.ngg-bremen.de/aktuelle_meldungen/heute-erste-warnstreiks-bei-... InBev Bremen: http://www.weser-kurier.de/Artikel/Bremen/Wirtschaft/316341/400+InBev-Mi... Engl English "Good work pay on time!" 3. February 2011: warning strike at Spaten-Franziskaner-Bräu in Munich Parallel to the wage bargaining on 3 February 2011 will continue in Munich occurred, the workers in the warning strike following breweries: Spaten-Franziskaner-Bräu in Munich, Hannover Gilde brewery, Brauerei Beck & Co. Brewery Service and Roland in Bremen and Diebels Issum. On Tuesday, employees of the private brewery Dinkelacker in Stuttgart and the Stuttgart Hofbräu had laid down for several hours to work. They were responding to the termination of the federal framework trade agreement (BRTV) by the German Brewers Federation. This calls for inter alia a low-wage group, and lower payments for the "marginal workers" (eg, secretaries, salespeople, drivers, truck drivers and many others). Claus-Harald Custer, Vice-Chairman of NGG and chief negotiator: "The German brewer federal government wants a split of the workforce, that he wants to reward individual brewery areas worse than others. But we want no employees first and second class, but we do that good work is fairly rewarded. " On Wednesday, the union food and Catering (NGG) is called to action in most regions of the brewing company InBev Germany. Background, the negotiations for a new federal framework agreement in Munich. The union accused the employers' side, to try to impose significant deterioration in the new contract for a large number of employees. The Bremer NGG CEO Dieter Nickel was satisfied with the response to the strike. "I am thrilled that this staff is so together," he said. The InBev's Executive Committee responded with incomprehension. "As the largest brewery in Germany, we are for the NGG seems an attractive target. An association unsubscribe subject on the back of a single undertaking, but out of all proportion, "criticized the Germany boss of InBev, Chris Cools. "It is the responsibility of the associations as a negotiating partner to lead the talks on the federal framework agreement and to resolve the situation in this way," said Cools. According to a company spokesman yesterday could be made because of the strikes in Bremen only 45 trucks on time. Nid: 213 Post date: 02/04/2011 - 21:30 Title: InBev Workers from Germany were in strike Teaser: Thursday, 03.02.2011 4 German InBev breweries (Becks Bremen, Diebels Issum, Gilde Hannover and Spaten-Franziskaner Munich) were in warning strike for their BRTV, Bundesrahmentarifvertrag, their collective agreement between the union Nahrung-Genuss-Gaststätte/NGG and the German Brewers. Over 500 colleagues from the 4 InBev breweries set a signal to InBev and the other German brewers: We go for BRTV! 2 days before, on 01.02.2011, 2 breweries from Stuttgart were in warning strike because of the same reason. Type: Forum topic Body: Thursday, 03.02.2011 4 German InBev breweries (Becks Bremen, Diebels Issum, Gilde Hannover and Spaten-Franziskaner Munich) were in warning strike for their BRTV, Bundesrahmentarifvertrag, their collective agreement between the union Nahrung-Genuss-Gaststätte/NGG and the German Brewers. Over 500 colleagues from the 4 InBev breweries set a signal to InBev and the other German brewers: We go for BRTV! 2 days before, on 01.02.2011, 2 breweries from Stuttgart were in warning strike because of the same reason. The BRTV is the key collective agreement between the union NGG and the German Brewers. It defines the workings and activities, a worker has to do for his wage group. The wage groups are defined in the local wage-agreements between the union NGG and the local brewers. The German Brewers canceled this collective agreement with the union in February 2010. Since July 2010 NGG and the German Brewers try to create a new collective agreement BRTV. The Brewers want to create a new BRTV with a reduced rate. For this, they want to change the definitions of workings and activities so that the workers get 1 to 2 wage groups less then today per month. This warning strike was the first signal of the resistance of the workers! Maybe, it was not the last signal! Nid: 210 Post date: 02/04/2011 - 01:24 Title: AB InBev and SABMiller Amazing Teaser: SABMiller, the world's second-largest brewer by volume, may be the most suitable takeover target for its rival and world's No. 1 brewer Anheuser-Busch InBev, Credit Suisse analysts said today. Bloomberg News reports that A-B InBev could buy SABMiller after it has cut debt incurred from buying St. Louis-based Anheuser-Busch in 2008, the analysts wrote in a note. (And A-B InBev is doing well on the debt front, paying it off ahead of schedule.) SABMiller could be valued at $71 billion, making that $56 billion blockbuster acquisition of A-B less than three years ago suddenly seem small. Type: Blog entry Body: SABMiller, the world's second-largest brewer by volume, may be the most suitable takeover target for its rival and world's No. 1 brewer Anheuser-Busch InBev, Credit Suisse analysts said today. Bloomberg News reports that A-B InBev could buy SABMiller after it has cut debt incurred from buying St. Louis-based Anheuser-Busch in 2008, the analysts wrote in a note. (And A-B InBev is doing well on the debt front, paying it off ahead of schedule.) SABMiller could be valued at $71 billion, making that $56 billion blockbuster acquisition of A-B less than three years ago suddenly seem small. The analysts, including Anthony Bucalo (a respected stock analyst and one-time InBev employee), noted that buying SABMiller would give A-B InBev greater exposure to emerging markets such as Latin American and Africa and would counter "the continuing ills of the U.S. domestic beer market." "We appreciate ABI for its strong management and structural strength in the world's top profit pools and SABMiller for its solid organic growth and advantaged competitive positions in key emerging markets," Credit Suisse said. "Over time, we believe both these companies' strategic interests will continue to align and this would be of benefit to both sets of shareholders." SABMiller gets 69 percent of its revenue from regions outside North America and Europe, Bloomberg noted. AB InBev gets 54 percent of its revenue from developed markets including the U.S. and western Europe. One potential sticking point: The United States. The combination of the makers of Budweiser and Miller (plus Coors, through the MillerCoors joint venture) would create a single brewery controlling nearly 80 percent of the U.S. market. Regulators likely would require any merger between A-B InBev and SABMiller to divest of some U.S. beer brands. Nid: 209 Post date: 02/04/2011 - 01:20 Title: Contracting Out Heineken Teaser: Another article on contracting out. The biggest obstacle to unions next to arrogant management. No matter how hard they try and how hard they reserach.Without input from the floor contracted out maintenance will not work What business are you in? It’s a time-honored question designed to help companies strip down to their core competencies, often right before they downsize or outsource every function that isn’t one. Type: Blog entry Body: Another article on contracting out. The biggest obstacle to unions next to arrogant management. No matter how hard they try and how hard they reserach.Without input from the floor contracted out maintenance will not work What business are you in? It’s a time-honored question designed to help companies strip down to their core competencies, often right before they downsize or outsource every function that isn’t one. Equipment maintenance, by its very nature, isn’t typically a core competency for manufacturers. Their expertise most commonly lies in product development, procurement, manufacturing processes or distribution. Nigeria LNG (NLNG), for example, is owned by a variety of multinational companies. It produces and delivers liquefied natural gas — its core competency — which wouldn’t be possible or profitable without proper attention to maintenance and reliability. “On-site we have specialized equipment from vendors,” explains Olawe Tula, competence assurance coordinator at NLNG’s facility in Bonny Island. “When we do MRO on this equipment, the vendors are brought in to carry out such tasks. An organization should outsource MRO when there’s a dwindling of competent maintenance personnel, when the scheduled MRO requires more manpower than can be supplied internally, or when the frequency of breakdowns and failures are high and the manpower required isn’t available at the time of request.” The question is whether the outsourced MRO cost and benefit outweigh the advantage of managing and controlling that resource in-house he says. “The primary reason to outsource should be based on core competencies, as well as to create value-added tasking for your own employees,” agrees Ron Verweij, maintenance engineer at Heineken Brewery den Bosch, the Netherlands (see the Heineken case history). “Trust is a key part of partnerships,” explains Ben Keizers, product marketing manager, services, Endress+Hauser. “If that trust is established, a high percentage or even 100% of MRO services could be outsourced over time. Performance agreements are a basis for these kinds of partnerships.” This is exemplified by the partnership between Heineken and Endress+Hauser in the Netherlands. “Heineken wanted to focus on its core expertise, which is producing excellent beer,” says Keizers. “Instrumentation isn’t a part of Heineken’s core competencies, so Heineken preferred to outsource instrumentation maintenance and calibrations. Now Heineken is expanding this partnership to its plants in other parts of the world, such as South Africa. This partnership is based on continuous improvements, which means tracking asset life cycle information is critical.” Most organizations probably need to outsource when they realize their required workload exceeds 80% of their required workload hours, explains Dan Stedham, asset optimization (AO) services global program manager, operational excellence/AO services marketing manager — Emerson Process Management. “Unfortunately, most organizations don’t know what their definitive required workload is, unless they go through a prioritization and task optimization process,” he says. “Another way to look at when to outsource is to look at the repair cost per unit of work. If an organization finds that its own repair functions cost more per unit of work than the services provided by an outside maintenance provider, the shift becomes attractive.” Sometimes, however, organizations go beyond that point before realizing the need and benefit, says John Sorenson, director of service operations at Honeywell Process Solutions. “Some indicators will be increased overtime of maintenance personnel, degradation of equipment reliability, increased complaints from operations or the simple reason that the maintenance team is consumed with ‘firefighting’ and spending less time on reliability-based activities,” he says. Tracking the life cycle of assets is critical when moving from a reactive maintenance mindset to a service management program, continues Sorenson. “Firefighting consumes a tremendous amount of time and energy, while pulling the focus and key resources away from proactive programs,” he explains. “Partnering with an experienced vendor creates advantages, such as prioritizing activities and processes such as tracking asset life cycles that feed into the larger reliability-based programs.” And so begins the strategic chess match between cost and control. Many organizations move slowly through the strategic considerations that define what they will manage and control with their own resources and which services they will contract another company to perform. My kingdom for a horse Maintaining control of MRO is a strategic move that outweighs the potential trade-off that outsourcing could create in cost savings. But many organizations see contracting maintenance services as a strategic advantage. According to a 2009 study conducted by ARC Advisory Group, the two most common reasons for outsourcing are to gain access to specific skills (23% of respondents) and to focus employees on core needs (21%) — once again indicating the role core competencies play in contracting MRO services. “If manufacturing is the core business, they don’t want to focus too much on maintenance, especially because modern production lines are becoming increasingly complex and might require highly skilled personnel and special service tools and equipment,” says Rowena Coode, portfolio coordinator, product and process management, for Germany’s SEW-Eurodrive. “Especially if certain skills and resources are used only from time to time, the customer faces the danger that the skills become outdated — know-how fades — or resources can’t be fully utilized.” The service categories that are contracted vary, but between a quarter and a third of companies participating in the survey indicated they outsourced cleaning and refurbishing (34%), fix or repair (33%), inspections (30%), equipment diagnostic services (30%), turning and calibration (29%), preventive maintenance (28%) and predictive maintenance (25%). “If you’re producing paper or steel, that’s your core business,” says Magnus Pousette, vice president of reliability services in North America, Australia and New Zealand for ABB, which is contracted to do almost all of the maintenance services for Scandinavian paper and pulp giant Stora Enso’s mills in Finland. “You’ll have a problem recruiting the same level of craftsperson for maintenance because you’re not a maintenance company and can’t provide the same career opportunities as a company that specializes in maintenance. This is when you should look at outsourcing.” Figure 1. Paper mills are in the paper business, and MRO service providers might be better equipped to recruit maintenance engineers because it is a core competency. ABB has a career path for maintenance and reliability, explains Pousette (Figure 1). “If you look at your OEE, which is how you measure efficiency or reliability, and don’t see continuous improvement, you need some new thinking around it and somebody who will commit to your plant’s productivity,” he says. “One way to do that would be to outsource your M&R department. If your maintenance costs are going out of control, if you’re starting to have quality problems in your maintenance department, if you’re starting to get a lot of breakdowns, if you want to make a strategic move and have a big effect in your organization or change the culture, this can help because no matter what the service provider will bring, it will bring a new way of thinking to change the current culture.” Outsourcing for short-term financial gains isn’t a good reason to outsource, says Pousette. “If they’re cash-hungry, they might outsource their storeroom, but that’s a bad reason because you’re only concern is to free up cash now,” he says. “The best reason to take the next step is if it will affect your overall equipment effectiveness positively.” Black and white and red all over Outside the United States, organizations often have different maintenance needs and thus the contracted services might differ. “The make-or-buy decision can’t be reduced to a mere cost comparison,” says Andreas Reddemann, head of global service at Germany’s SEW-Eurodrive. “Criteria to be considered include the required know-how — skills or qualification — the required availability of systems as well as reaction times in emergency, the criticality of system and the continuity of the resources required.” Typical industries in Europe that contract maintenance services are building materials manufacturers, food and beverage, automotive, and pulp and paper, explains Michael Herbort, business development for service, SEW-Eurodrive. “The chemical industry also is demanding,” he says. “All of these industries require reliable production. Especially in Germany, there’s a big focus on the production. Most companies want to optimize their maintenance and predictive maintenance.” “Equipment maintenance, by its very nature, isn’t typically a core competency for manufacturers. ” - Mike Bacidore, chief editor SEW offers an assortment of condition monitoring products and services. “We have mobile condition monitoring solutions, which enable us to do an inspection at a specific point in time,” explains Coode. “We also have an arrangement of permanent condition monitoring solutions like vibration analysis, oil-aging analysis and brake wear analysis. These are typical products for customers that want to avoid over-servicing to save costs and avoid unnecessary production interruptions.” In Germany, most SEW customers contract on a plant-by-plant basis with the head of the local maintenance department, says Reddemann. “Typically end users have multiple-brand drive technology installed in their systems — components that have accumulated sometimes over many years,” he says. “Today, many system operators prefer to have one service provider who carries out all the maintenance for the installed drive technology in the plant, along with that of competitors. In Europe, it’s common practice for us to take on such contracts, especially for customers who already have a significant share of SEW components installed in their systems. Our portfolio includes repair, overhaul and predictive maintenance.” Just like chess players, who rely on strategic openings such at the Latvian Gambit or the Sicilian Defense to develop and control the game, organizations approach their maintenance outsourcing strategies with different plans of attack. “Our customers who are well-organized and -focused usually pick one provider,” says Rob Bennett, product manager, Rockwell Automation Asset Management Portfolio. “For companies with multiple facilities, we have contracts where it’s us and many of our competitors, site by site. From a reliability perspective, you can tear into the data on a deeper level once you’re across multiple locations. Some customers like us because we do a job. Other customers like us because we provide data.” Rockwell’s Internet-based recording software allows data to be entered. “We have an OTS dashboard system from Jasper,” explains Bennett. “You can slice and dice the data. It’s a homegrown system.” In 2010, Rockwell implemented a new system based on Oracle that’s Internet-based and can be accessed from any PC at any plant, he says. “Outsourcing the maintenance at multiple facilities helps to benefit from synergy advantages, such as one CMMS system, as well as shared knowledge and resources,” agrees Heineken’s Verweij. But if the contracted maintenance organization is entering data in your system, pay attention to data integrity and authorization issues for read/write/change, as well as who needs to supply the input and who needs the information or output, he says. Internet-based CMMS has revolutionized how MRO services can be managed across multiple facilities in a number of countries, says Paul Lachance, chief technology officer at Bigfoot CMMS. “The Internet is an infrastructure that allows management of this information to be easy,” he says. “Internet access is plentiful and relatively cheap. In the old days, you had to build out a WAN. The way our customers are using the software internationally, it’s easy to build out these different sites around the world. Each site will have different users. Each user can indicate the language they want to see. Even in the United States, you might have a plant in Texas where Spanish is the primary language for most of the workers.” Stora Enso outsources its maintenance and reliability for six paper mills in Finland to ABB. “This has given us the ability to build their corporate reliability function,” says ABB’s Pousette. “The two most remote plants are about 600 miles apart, so those two aren’t close, but the language is the same. If you have plants that are close, then that would give you certain advantages like pooling resources, hosting more cost-effective trainings and not just sharing, but providing a ‘show and tell’ for best practices.” Many companies want service on a plant-by-plant basis, but some might want contracts for regional clusters, such as Austria and Hungary, explains SEW’s Coode. “It really depends on the customer’s maintenance philosophy,” she says. “If the decision falls for a single outside contractor, the customer has the advantage that he only needs to deal with one supplier with whose service competence he is already familiar. At the end of the day, it’s prerequisite that the service provider also have a local infrastructure.” In Europe, the automotive, building material and chemical industries often prefer a multiple-plant contract, she says. “If work needs to be executed across multiple facilities in a number of countries, it’s good to work with an international services contractor,” says Endress+Hauser’s Keizers. “This contractor needs to have uniformity or standardization of the performed services work in the different countries. For instance, you want to make sure that a flow meter calibration is performed the same way in India as in the United States or in China. We’ve set up standardization of our services work performed worldwide.” Having the same standardization regarding asset life cycle management handled in the different countries is a must, he adds. Figure 2. When a machine analyst collects vibration data from a forced draft fan at a 49 MW municipal waste combustion power generation plant in Haverhill, Massachusetts, it might be more cost-effective for that to be part of an outsourced machine condition monitoring program. “In some cases, where maintenance practices are not well documented or enforced across an organization, an outsourced MRO company also will improve consistency of practice,” explains Joe Van Dyke, president of Azima DLI. “Increasing the scale of MRO contracts can provide more favorable pricing to an enterprise, too,” he says (Figure 2). Fixed price vs. T&M According to the 2009 ARC survey, almost two-thirds of maintenance contracting agreements are one to three years in length. The interesting aspect of the contract is how the services are priced. Forty-two percent of respondents said they use a fixed-price payment method, while 39% said they pay for time and materials (T&M). Even more interesting is that the leader-designated companies, those most often displaying best practices, were even more inclined toward fixed price by about 10%. “The people who do the fixed-price maintenance contracts are those in the top 20% in performance,” explains Ralph Rio, research director at ARC. Fixed-price projects are attractive to companies because the total project costs are defined up front, says Emerson’s Stedham, while T&M is attractive when the scope can’t be fully defined. “Fixed price is desirable where budget certainty is a high priority,” adds Azima DLI’s Van Dyke. “Fixed pricing can be linked to the quantity or scope of assets tracked and type of maintenance, monitoring, repairs or testing done. T&M allows for cost savings when and where assets are in good shape and require less in-depth action. The disadvantage of T&M pricing is its tendency for costs to escalate as particular asset problems occur. A good mix that allows for a low-cost fixed-price basis on standard repeated activities plus allowances for T&M on expanded scope might be the most effective solution.” Verweij’s Heineken brewery uses T&M when the supplier needs only to execute the tasks and doesn't need to add value, he says. “Unit rate, or fixed price, saves time and discussion and is used in more result-driven contracts,” explains Verweij. Pousette says ABB never does T&M. “It’s counterproductive to the customer because it drives more time and more materials and more money spent,” he explains. “We don’t think it drives the right behavior in our organization. We then take the risk to pay for maintenance that might not have been planned because we manage it. Outsourcing is very much about who can manage the risk the best.” Nid: 205 Post date: 02/01/2011 - 17:59 Title: New Beer Pouring System Teaser: Check this link out to videos about a new beer pouring system http://www.popsci.com/technology/article/2011-01/video-magnetic-beer-pou... Type: Forum topic Body: Check this link out to videos about a new beer pouring system http://www.popsci.com/technology/article/2011-01/video-magnetic-beer-pou... Nid: 204 Post date: 02/01/2011 - 04:10 Title: Heineken Grows Again Teaser: Netherlands-based Heineken NV, one of the world's largest brewers of alcoholic beverages, among others, and parent company of Nigerian Breweries (NB) Plc, recently announced the acquisition of five brewing plants across Nigeria. The company, which in 2009 accounted for 64 per cent of Nigeria's 16.5 million hectolitre beer market, the second largest market in Africa, announced the buy-over of Sona Group, makers of Goldberg larger, Malta Gold, Williams Dark Ale, among others for an undisclosed sum. This, according to agency reports gives it controlling stakes in five of the six breweries within the group including Sona (which brews brands like Goldberg, Williams Dark Ale and Malta Gold); International Beer & Beverages Industries Limited based in Kaduna; Benue Breweries; Life Breweries Limited, Onitsha; and Champion Breweries, Uyo, Akwa-Ibom State. Type: Blog entry Body: Netherlands-based Heineken NV, one of the world's largest brewers of alcoholic beverages, among others, and parent company of Nigerian Breweries (NB) Plc, recently announced the acquisition of five brewing plants across Nigeria. The company, which in 2009 accounted for 64 per cent of Nigeria's 16.5 million hectolitre beer market, the second largest market in Africa, announced the buy-over of Sona Group, makers of Goldberg larger, Malta Gold, Williams Dark Ale, among others for an undisclosed sum. This, according to agency reports gives it controlling stakes in five of the six breweries within the group including Sona (which brews brands like Goldberg, Williams Dark Ale and Malta Gold); International Beer & Beverages Industries Limited based in Kaduna; Benue Breweries; Life Breweries Limited, Onitsha; and Champion Breweries, Uyo, Akwa-Ibom State. This has helped the NB expand its capacity by about a third of Nigeria's beer market, which has continued to grow annually by nine per cent in the 10 years to 2009. The acquisition is expected to enhance the company's capacity by 3.7 million hectolitres to alleviate capacity constraints in the market, while improving the geographic spread of its production. With a capacity of about 12 million hectolitres in Nigeria, the company said in a statement "this important move reflects Heineken's strategy of increasing our exposure to and growth from developing markets. Nigeria is one of the world's most exciting beer markets and one of the most important countries for Heineken." The statement added that Heineken, which holds majority stakes in NB and Consolidated Breweries Limited, is in talks with the companies to "explore the possibility of consolidating the newly acquired breweries into its existing business structure in Nigeria," this year. "The opportunity to increase capacity and expand into new geographies will significantly strengthen our platform for further growth in this highly competitive market place," Corporate Affairs Adviser for NB, Ageni Yusuf, told Bloomberg on phone from Lagos. The acquired companies, Heineken he added, will continue to provide contract brewing services to NB and Consolidated Breweries markets of '33' Export Lager Beer, Hi-Malt non-alcoholic drink and the very successful introduction of Turbo King, Dark Ale. As the level of confidence in the Nigerian capital market builds up in the banking subsector this year following government's intervention in the industry, trading activities in other sectors as well have shown that investors are also seeking safe haven in Breweries and Food/Beverages sectors. Analysis of trading activities in the two sectors, in terms of traded volume, since transaction reopened at the Nigerian Stock Exchange (NSE) this year, showed an increase of 45 per cent in Breweries' stocks and an increase of 250 per cent in Food/Beverages' stocks when compared to the volume traded fortnight to the end of last year. Within two weeks, trading in Breweries sector grew from 10.9 million shares to 15.8 million while Food/Beverages sectors moved up from about 58.1 million shares to 202 million. Bola Oke, a finance analyst at WealthZone Company, an investment management firm, said equities in the Breweries and Food/Beverages sectors have always been the toasts of retail investors as well as fund managers. A stockbroker at Eurocomm Securities Limited, Virginus Agada, said that companies into fast moving consumable goods and brewery business are good stocks to buy because "when people are happy, they drink and eat to celebrate and when they are sad they still drink and eat." Agada said, "Investors should buy more stocks in the breweries sector because drinks will continue to sell whether in festive or depressed seasons." While the Food/Beverages sector may lose one of its blue chip stocks, Nigerian Bottling Company, bottlers of Coca Cola drinks, following the company's plan to delist, the Breweries sector may get more patronage following the recent acquisition of some breweries by Heineken, the majority shareholder in Nigerian Breweries. President, Africa & Middle East of Heineken, Tom de Man, said the company's interest in the nation's beer industry is because "Nigeria is one of the world's most exciting beer markets and one of the most important countries for Heineken." A recent report by Renaissance Capital, an investment bank, said, "Nigeria is the second largest beer market in Africa with an estimated production capacity of 17 million hectolitres (hl) in 2009, representing 15 per cent of the African market's estimated total beer production capacity of 92 million hl." "In our view, Nigeria is a good first point of call with its strong demographics: a population of 156 million and estimated gross domestic product (GDP) per capital growth of 8.6 per cent," the report said. It further noted that Nigeria remains one of the least penetrated beer markets in the world, particularly in terms of its strong demographics. "Because of this, we believe that growth in beer consumption will be driven by rising per capita income and GDP; an increase in per capita beer consumption; Nigeria's young population and its steady population growth, and a gradual change in cultural factors, as a bar culture arises among the younger population," it said. The report said that this "aggressive move" by Heineken should be "a cause for concern for other players in the Nigerian market, like Diageo (through Guinness Nigeria) and SAB Miller," adding that follow-up reactions to this development is expected by other competitors. The enormous growth potential in the Nigerian beer market, hinged on volume drivers which are still at work, has been fingered as responsible for the current scramble for the Nigerian beer market by some of the world's brewing giants. With a 15 million hectoliter (mhl) market size (2009 estimate), which makes it the second largest in sub-Saharan Africa, the Nigerian brewery market will grow to 23 mhl by 2015. This is premised on the combined impact of beer per capita consumption (PCC) growth - 13 litres expected vs. 10 litres currently -, population build-up of 2.8 per cent per annum, and nominal per capita income growth of 8.3 per cent per annum. This is according to a Vetiva Research which findings were released recently. Head of Sales and Marketing of Champion Breweries Plc, Gopi Mundkur, one of the acquired breweries by Heineken, while expressing his optimism over the acquisition by Heineken International, had noted that the acquisition would offer significant growth opportunities that would enable the company take full advantage of the fast-growing Nigerian beer and malt industry. Mundkur, in Uyo, Akwa Ibom State, had said the acquisition of the controlling interests would also further develop the brand portfolio by combining its technical and commercial expertise with that of the company. "Heineken will bring its worldwide experience in brewing and selling brands, to continue to own brew and support the existing Sona brand," the statement had read. Aside Heineken, other global brewery bigwigs - SAB Miller, Diego, Carlsberg and Castel - have taken the market share war into sub-Saharan Africa. These interests continue to re-affirm the growth opportunities embedded in the sector which, interestingly have generated a positive development for the sector in terms of volume growth and deeper market penetration. SABMiller, South Africa's world brewing giant, only recently bought Pabod Breweries, Port Harcourt and Standard Breweries in Ibadan to strengthen its entry into the Nigerian brewery market and, in the process, had joggled the market. This, expectedly, caused the Nigerian Breweries Plc and Guinness Nigeria Plc to embark on expansion. For the past five years, SAB Miller, rated as the world's number two brewer, had been trying to open shop in Nigeria. In its quest to tap into a $3 billion (N44.9 billion) informal market, the giant brewer is spurring farmers to raise cassava and barley for its new discount beers; that is, local beers. As it were, the slant then was that beer sale in developed markets, according to industry sources, was losing fizz, so SABMiller was looking to the relatively untapped African market to help drive future growth. But with an estimated 315 million Africans living on less than $1 (N149.80) a day - roughly the same cost as a bottle of beer - commercial brews such as SABMiller's Peroni and Miller Genuine Draft were beyond the reach of vast swathes of the population. Consumption of brewed products is intrinsically linked to GDP growth which is rising across SSA economies, with Nigeria expected to deliver above-average growth performance, based on IMF and World Bank forecasts. The market has delivered growth rates above this level over the past five years. According to Vetiva "the investment case for the Nigerian brewery sector is uncomplicated. The sector is largely dominated by two global players - Heineken and Diageo, through their subsidiaries (Nigerian Breweries Plc and Guinness Nigeria Plc respectively); beer consumption is notably at low levels with per capita consumption (PCC) of 10 litres, which is a 56 per cent discount to comparative benchmarks and 40 per cent discount to levels attained in the 1980s; medium to long-term economic outlook is healthy at five per cent - plus real GDP growth expectation over the next decade; supportive demographics characterised by growing youthful population with avid thirst for fun, and a social culture that encourages festivities. These fundamentals form the basis of our conviction for a deserving long-term call on the sector." In the estimation of Vetiva, Nigerian brewers are moderately shielded against Nigerian macroeconomic risks as sales recover quite swiftly from unfavourable economic cycles, proven once again in the 2009/10 financial years. "We believe the sector provides a solid route to accumulate direct exposure to Nigeria's medium-term growth potential, and indeed SSA, as we think domestic beer consumption rate will increasingly set the Nigerian market apart on the heels of expanding economy. We will play this growth theme through NB Plc and Guinness Plc from a long-term perspective, given their operational scale, market dominance and impressive CAPEX." It states that from a valuation standpoint, the shares of quoted brewers offer a long-term attractive proposition. "But on a 12-month horizon, we find the risk-reward profile limited as the shares have performed strongly (41 per cent in 12 months) and trade at forward price earnings ratio (P/E) multiple of 17.1 and earning value (EV)/2010 estimate earnings before interest, depreciation and amortisation (EBITDA) of 9.8. Holding on further, Vetiva noted, "We are on the sidelines to make an inroad into the sector's long-term growth prospect on better market valuations or pricing. At this point, we think direct acquisition and repositioning of fringe players, is a potent source of alpha." Nid: 203 Post date: 02/01/2011 - 04:06 Title: AB InBev bosses In Line for Huge bonus Teaser: Executives at AB InBev could be in line for bonuses worth hundreds of millions of pounds in return for meeting targets related to reducing the brewer’s debt. If the Stella Artois maker cuts its debt to 2.5 times its earnings by the end of 2013, bosses will reportedly receive stock worth €850m (£730m) at the current share price. Chief executive Carlos Brito could alone pocket shares worth almost €100m, according to the Daily Telegraph. Type: Blog entry Body: Executives at AB InBev could be in line for bonuses worth hundreds of millions of pounds in return for meeting targets related to reducing the brewer’s debt. If the Stella Artois maker cuts its debt to 2.5 times its earnings by the end of 2013, bosses will reportedly receive stock worth €850m (£730m) at the current share price. Chief executive Carlos Brito could alone pocket shares worth almost €100m, according to the Daily Telegraph. “The selected executives for the options-grant are key for a successful integration of Anheuser-Busch's business, which underpins the rapid de-leveraging of the group,” the company said. The merger deal between Anheuser-Busch and InBev saw the group take on $54bn of debt. Nid: 202 Post date: 01/25/2011 - 18:29 Title: Carbon dioxide killed brewery worker Teaser: Carbon dioxide killed brewery worker A technician at the former Scottish Courage Brewery who died after being overcome by carbon dioxide was carrying out a routine procedure, a court heard. Stewart Klincke, of Sandbrooke Walk in Burghfield Common, was the longest serving member of staff at the brewery, jurors at Reading Crown Court were told at the trial’s opening on Monday. His employer Dalkia Utilities Services PLC and Heineken UK Ltd, which took over the brewery, are standing trial accused of breaching health and safety regulations. Ope Type: Blog entry Body: Carbon dioxide killed brewery worker A technician at the former Scottish Courage Brewery who died after being overcome by carbon dioxide was carrying out a routine procedure, a court heard. Stewart Klincke, of Sandbrooke Walk in Burghfield Common, was the longest serving member of staff at the brewery, jurors at Reading Crown Court were told at the trial’s opening on Monday. His employer Dalkia Utilities Services PLC and Heineken UK Ltd, which took over the brewery, are standing trial accused of breaching health and safety regulations. Ope ning the trial, Jonathan Ashley-Norman, prosecuting, explained Mr Klincke, 56, worked as the shift technician overseeing machinery in the carbon dioxide recovery room. On Sunday, January 22, 2006, Mr Klincke went to perform a procedure on pipes in the recovery room used to ferment carbon dioxide. He said: “A little after 1pm Mr Klincke went to perform a blow down procedure on the pipes. The lower valve was open, the circumstances of this were unknown. Mr Klincke opened the upper valve using the T-bar, which fell to the floor. “A white cloud caused by the carbon dioxide would have appeared immediately making it impossible to locate the T-bar on the floor. “Mr Klincke was unable to close the lower valve. “That must have been because he didn’t have an adjustable spanner, or maybe the carbon dioxide stopped him getting close enough to close the valve.” He continued: “On returning [to the recovery room] he was so overcome by the CO2, which had by then filled the room, he died.” The jury of six men and six women heard a colleague of Mr Klincke’s entered the recovery room with emergency services to fix the problem. Mr Ashley-Norman continued: “He was able to hear escaping gas. Both valves on the downpipe were open. He went to turn the T-bar to close the upper valve but found it wasn’t in its place but five or six feet away. He recovered the T-bar from the floor and used it to close the upper valve. “He realised the valve had been open and had allowed carbon dioxide stored in the drum to enter the room.” The court heard a police officer recovered Mr Klincke’s glasses, and adjustable spanner and a pair of callipers. The trial continues. Nid: 201 Post date: 01/25/2011 - 18:21 Title: Southern Hemisphere Brewers look better able to cope with Commodity Costs Teaser: Brewers with big business in the southern hemisphere look better able to cope with commodity cost inflation due to their proximity to good barley harvests and strong pricing power in key beer markets. Anheuser-Busch InBev (ABI.BR) and SABMiller (SAB.L) have big breweries in the south and so use a large proportion of their barley needs from countries such as Argentina, where harvests have been less affected by adverse weather than those in Europe. Type: Blog entry Body: Brewers with big business in the southern hemisphere look better able to cope with commodity cost inflation due to their proximity to good barley harvests and strong pricing power in key beer markets. Anheuser-Busch InBev (ABI.BR) and SABMiller (SAB.L) have big breweries in the south and so use a large proportion of their barley needs from countries such as Argentina, where harvests have been less affected by adverse weather than those in Europe. In addition, the two firms have a strong following among beer drinkers in some of their top markets Brazil and South Africa, giving them more clout to push through price rises. By comparison rivals Heineken (HEIN.AS) and Carlsberg (CARLb.CO) source most of their barley from Europe, where crop prices have soared following droughts, and have a smaller piece of their key markets Mexico and Russia. "Looking ahead we see AB-InBev and SABMiller as the best placed due to their exposure to growing emerging markets, better southern hemisphere harvests and their strong individual market shares," said an analyst at a U.S. brokerage who declined to be named in line with company policy. INPUT COSTS Analysts say because barley prices are up 84 percent, aluminum 12 percent and crude oil up 20 percent versus a year ago, the world's four biggest brewers all face higher input costs, which make up a quarter of the price of a glass of beer. But with barley prices the most pressing concern, AB-InBev and SABMiller look relatively cushioned. Early signs for the Argentine and Australian crops, which they use for their big Latin American and China operations, are encouraging. "The Argentine barley harvest looks like being a bumper crop while the Australian barley harvest has been largely unaffected by flooding there," a SABMiller spokesman said. By contrast Heineken and Carlsberg use more barley from Europe, where prices have spiked the most in the wake of last year's drought in Russia and Eastern Europe. UBS analyst Melissa Earlam calculated malted barley makes up 14 percent of brewers' Cost of Goods and Services (COGS), and at current prices this points to underlying COGS inflation of 7.1 percent in 2011 compared to 7.8 percent in 2010. "We see AB-InBev and SABMiller as more able to deal with current input cost inflation," she said. AB-InBev says it is fully covered for its barley needs in 2011 and should not see a material impact in input inflation while SABMiller expects a rise by a low single digit percentage. Heineken estimates a 3 percent rise in input costs, while Carlsberg has not given any guidance for 2011. Earlam said she believed the "eye of the storm" regarding barley and malt price inflation was in Eastern Europe which will particularly impact Carlsberg. Nid: 200 Post date: 01/25/2011 - 18:16 Title: Carlsberg Welcomes Government’s plans for new rules on the sale of alcohol Teaser: THE chief executive of Northampton-based brewing giant Carlsberg has welcomed the Government’s plans for new rules on the sale of alcohol. Dr Isaac Sheps, speaking during a visit to the Bridge Street brewery on Friday by Tory MP Michael Ellis, said much more needed to be done to tackle excessive drinking. Type: Blog entry Body: THE chief executive of Northampton-based brewing giant Carlsberg has welcomed the Government’s plans for new rules on the sale of alcohol. Dr Isaac Sheps, speaking during a visit to the Bridge Street brewery on Friday by Tory MP Michael Ellis, said much more needed to be done to tackle excessive drinking. He said: “We are very much in support of responsible drinking. We are one of the founders of the Portman Group which promotes responsible drinking and we have a code for responsible marketing. We are also supporters of the Drinkaware group. “But we do believe in a free market and feel irresponsible drinking is dealt with best in society. Restrictions will effect moderate drinkers and drinking in the UK is getting more and more expensive. The duty tax is too high and if you are dependent on drinking you will keep drinking. It is moderate drinkers who will feel it. “What needs to be done is for excessive drinking to be made socially unacceptable, in the way drink-driving has been. Social influence is the strongest way to reach young people.” Northampton North MP Michael Ellis was given a tour of the brewery, which produces 1,600 cans and 1,000 bottles per minute, and is the second largest brewery in the UK. He said: “The Government is to implement rules on the cost of alcohol so retailers are no longer going to be allowed to sell alcohol below cost price. This move has been taken to improve social responsibility in consumption of alcohol. We are also going to come down harder on those who sell alcohol to underage people, with those found to be doing this facing fines of up to £20,000.” Following plans to close the Carlsberg brewery in Leeds, the Northampton site, which employs more than 450 people, is set to expand and increase capacity by 50 per cent. Mr Ellis was shown many of the brewery’s green initiatives which have won it environmental accolades. Last October Carlsberg UK won a Green Apple Award for environmental best practice and managed to hit its target of reducing the amount of waste its sends to landfill to zero. Karl Douglas, brewery director, said: “We recycle everything. Waste recycling across here has grown from 60 per cent to 85 per cent over the last year - and the remaining 15 per cent is incinerated and used to generate energy.” Nid: 199 Post date: 01/24/2011 - 16:25 Title: More Silos On The Move Teaser: POLICE say the operation to move giant brewery silos through Whitchurch is going to plan. Weighing 55 tons and measuring 5.7 metres wide, six metres tall and 28 metres long, the first load left on January 14 from Tot Hill for the docks at Southampton. The silos are making their way to Poland from the former Courage brewery in Reading, owned by Heineken UK. Type: Blog entry Body: POLICE say the operation to move giant brewery silos through Whitchurch is going to plan. Weighing 55 tons and measuring 5.7 metres wide, six metres tall and 28 metres long, the first load left on January 14 from Tot Hill for the docks at Southampton. The silos are making their way to Poland from the former Courage brewery in Reading, owned by Heineken UK. The first of the silos, pictured, was moved last Friday and manoeuvred from Tot Hill through the centre of Whitchurch, via Newbury Street and Winchester Road, in order to avoid bridges on the A34. Another two passed through the town on Tuesday, and a further eight will be making the same journey in pairs on January 21, 25, 28 and February 1. A statement from Hampshire Police said: “We used Friday’s move to assess potential issues or hold-ups, and despite a delay to the journey, all went well.” Jan Barfoot, abnormal loads officer for Hampshire Constabulary, said: “Due to the laden dimensions, these loads cannot use the strategic network, so will be travelling on more minor roads. “This will take them through the centre of Whitchurch, Sutton Scotney and Winchester, which is obviously going to impact greatly on these areas and adjoining roads.” Councils along the route have been informed about the loads, as well as bus companies, British Telecom and the county’s electricity providers. Bill Judge, who runs Gladstones handbag shop in Church Street, said: “Whoever was in charge of it did a very good job.” Jody O’Brien, a waitress at The White Hart in Newbury Street, said: “It caused quite a lot of drama.” Nid: 198 Post date: 01/24/2011 - 16:19 Title: Molson Coors Creates a Great Corporate Environment Teaser: The brewer goes to great lengths to get its employees involved in the creation of a supportive corporate culture For the 3,500 employees of Molson Coors Canada, from president and CEO Dave Perkins on down, a corporate framework called Our Brew defines who they are. Our Brew wasn't initiated by the executive branch or by an expensive group of external consultants who specialize in personnel issues. Unionized rank and file members put a suggestion forward following the landmark $6-billion US merger in 2005 of Molson Inc., the Montreal brewery founded in 1786 by John Molson, and Adolph Coors Company of Golden, Col. Type: Blog entry Body: The brewer goes to great lengths to get its employees involved in the creation of a supportive corporate culture For the 3,500 employees of Molson Coors Canada, from president and CEO Dave Perkins on down, a corporate framework called Our Brew defines who they are. Our Brew wasn't initiated by the executive branch or by an expensive group of external consultants who specialize in personnel issues. Unionized rank and file members put a suggestion forward following the landmark $6-billion US merger in 2005 of Molson Inc., the Montreal brewery founded in 1786 by John Molson, and Adolph Coors Company of Golden, Col. Three independent organizations -- the two North American firms and a brewery operation in the U.K. -- and cultures existed before the merger. "It was the employees who said, 'Hey, we need a common set of values, we need a common goal, where are we going, what are our ambitions?'" says Sebastien Charbonneau, manager for employee communications with Molson Coors Canada. "[They] were the ones who said we need to define our new collective DNA." The fact it was not imposed on them, he adds, is one reason it works. "This is an organization that values its people and them," says Charbonneau. The company describes Our Brew as a cultural compass that "encourages every employee to take ownership in the company and its success. This is accomplished by asking them to adopt a challenger mindset to serve as brand advocates and to take personal accountability for the work they do. The payoff of this new approach is clear: people say they understand the business better than ever and they're more engaged." Suzanne Niles, head of human resources at the brewery, who holds the title of chief people officer, says there is a "mystique" that goes with working at Molson Coors. "That mystique is what lures the best candidates to want to work here, and it's the culture that we have created that keeps them motivated once they're hired." A big part of the communications strategy involves the use of social media. "Specific to my role is to equip all of our people with the right communications channels," says Charbonneau. As an example, the executive team, current employees and even retirees use a messaging system called Yammer that allows each user to start a conversation, read posts and collaborate with co-workers or former co-workers instantly. Named one of Canada's top employers in a 2010 competition organized by Mediacorp Canada, the company expects everyone in the company to contribute to the company's success and uses terms such as results-oriented, sociable and community-focused to describe the culture. "If there's anything we're more passionate about than beer, it's the well-being of our communities," says Perkins. As an example, the Molson Volunteer Program, or MVP, allows employees to volunteer for a charity or non-profit organization of their choice during working hours. According to the company, they have "cleaned up the streets, worked in shelters and stocked local food banks to get out there and lend a hand." Apart from what it describes as a "competitive base salary" employees can earn short-and long-term incentives, employee referral bonuses, receive free weekly beer vouchers and participate in an array of internal programs. These include the Employment Development Academy, which allows individuals to identify opportunities and be trained in order to qualify. Nid: 197 Post date: 01/18/2011 - 16:52 Title: A Challenge to the Big Four Teaser: The beer industry will soon get an injection of Chinese ambition as the Yanjing Brewery of Beijing has announced plans to become one of the top five beer makers in the world by 2015. It’s not lacking for size in 2011, though, as the brewing facility is stationed on 550 acres and employs nearly 20,000 individuals. While its focus is on the flagship and namesake pale lager, Yanjing also produces a number of other beverages, including soft drinks, flavored teas and a plum syrup drink very popular in China. Type: Blog entry Body: The beer industry will soon get an injection of Chinese ambition as the Yanjing Brewery of Beijing has announced plans to become one of the top five beer makers in the world by 2015. It’s not lacking for size in 2011, though, as the brewing facility is stationed on 550 acres and employs nearly 20,000 individuals. While its focus is on the flagship and namesake pale lager, Yanjing also produces a number of other beverages, including soft drinks, flavored teas and a plum syrup drink very popular in China. Already the eighth largest beer producer worldwide, Yanjing made and sold 5.03 million kiloliters of beer in 2010, an almost 8% increase over fiscal year 2009. Its goal is to reach 8 million kiloliters and to drive 23 billion yuan – or nearly $3.5 billion (USD) – in revenue by 2015! They’ve got their work cut out for them to climb the ladder, though. By comparison, in 2009, the world’s largest brewer AB InBev totaled over $36 billion in revenue. SABMiller made over $18 billion. It may seem a tall task, but the brewery’s rate of growth is astounding. While Anheuser Busch has had over a century and a half to build its market share, Yanjing Brewery was founded in 1980. Nid: 196 Post date: 01/18/2011 - 16:49 Title: MillerCoors Introducing Flavored Beer in May Teaser: MillerCoors LLC is adding a twist to its summer line up with plans to unveil Miller Genuine Draft 64 Lemonade. The flavored beverage will hit store shelves in May. The company, a combined U.S. entity of Molson Coors and SABMiller, will launch Miller Genuine Draft 64 Lemonade as a limited summer brand, with an eye toward capitalizing on consumers taste for flavored beer, according to the Business Journal of Milwaukee. The beverage will be available in six- and 12-pack bottles and 12-pack cans through Labor Day. Type: Blog entry Body: MillerCoors LLC is adding a twist to its summer line up with plans to unveil Miller Genuine Draft 64 Lemonade. The flavored beverage will hit store shelves in May. The company, a combined U.S. entity of Molson Coors and SABMiller, will launch Miller Genuine Draft 64 Lemonade as a limited summer brand, with an eye toward capitalizing on consumers taste for flavored beer, according to the Business Journal of Milwaukee. The beverage will be available in six- and 12-pack bottles and 12-pack cans through Labor Day. MillerCoors plans to include the new beer in its Miller Genuine Draft 64 summer promotions, with advertisements on television, digital and billboards. Its latest beer is part of MillerCoors strategy to strengthen the Miller Genuine Draft 64 brand this year, the news outlet reported. Nid: 195 Post date: 01/18/2011 - 16:46 Title: Coors consultation casts doubt on workers’ future in Burton Teaser: A BREWING giant has moved to quell fears that staff in Burton could face redundancy. Several workers from Molson Coors contacted the Mail after a meeting was held with staff from the kegging and stock control department, to inform them that a consultation had been launched as a result of possible changes to ‘shift patterns and working practices’. Type: Blog entry Body: A BREWING giant has moved to quell fears that staff in Burton could face redundancy. Several workers from Molson Coors contacted the Mail after a meeting was held with staff from the kegging and stock control department, to inform them that a consultation had been launched as a result of possible changes to ‘shift patterns and working practices’. A spokesman for the firm said: “First of all I would like to point out that legally if we are to implement changes that involve more than 100 employees a consultation has to be launched. “It can be confirmed that on Wednesday staff in the kegging and stock control departments in Burton were informed of the situation. “The initial period for the consultation will be 90 days but this can change as a result of discussion with staff. “The changes we are looking to implement are to enhance the flexibility of the workforce and bring about a more costeffective way of working. “This is all to secure the long-term sustainability of the Burton operation. “At this moment in time it would be inappropriate to discuss redundancies. “Also at this point, due to the early stages, we have no more details about changes in jobs and roles.” One worker, who asked not to be named, told the Mail that workers felt they were being fed ‘mumbo jumbo’ and that it was feared that up to a dozen people could lose their jobs. A spokesman for the union Unite said: “It is quite difficult to discuss this matter as the consultation is at an early stage. “We have a long list of questions we will be putting to Molson Coors and once we have more details will help staff in any way possible.” Nid: 194 Post date: 01/18/2011 - 16:43 Title: Beer Formentors going to Molson Toronto Canada. Teaser: Fermetting tanks going to Molson Toronto Canada.Each tank hold 1.4 million bottles of beer. Type: Image Body: Fermetting tanks going to Molson Toronto Canada.Each tank hold 1.4 million bottles of beer. Nid: 192 Post date: 01/17/2011 - 12:16 Title: Heineken Acquires Additional Brewery Capacity in Nigeria Teaser: Dutch beer brewer Heineken has strengthened its platform for growth in Nigeria via the acquisition of two holding companies from the Sona Group. The transaction price has not been disclosed. The two acquired businesses have controlling interests in each of the Sona, IBBI, Benue, Life and Champion breweries in Nigeria. Type: Blog entry Body: Dutch beer brewer Heineken has strengthened its platform for growth in Nigeria via the acquisition of two holding companies from the Sona Group. The transaction price has not been disclosed. The two acquired businesses have controlling interests in each of the Sona, IBBI, Benue, Life and Champion breweries in Nigeria. The acquisition provides Heineken with an additional technical capacity of 3.7 million hectolitres, helping to alleviate the company’s current capacity constraints in the market and improving the geographic location of its breweries. This will enable Heineken to take advantage of the attractive future growth opportunities that exist in different regions of the country. The acquisition has been funded from existing resources. Heineken will explore the possibility of consolidating the newly acquired breweries into its existing business structure in Nigeria during 2011. Discussions with Nigerian Breweries and Consolidated Breweries will begin now the transaction has been finalized. The acquired breweries will continue to provide and expand contract brewing services to Nigerian Breweries and Consolidated Breweries for the meantime, while continuing to own, brew and support the Goldberg, Williams Dark Ale and Malta Gold brands as well as various smaller regional brands. Through this investment, Heineken will provide direct and indirect employment opportunities for the domestic work force in Nigeria. Both Nigerian Breweries and Consolidated Breweries have invested heavily in Nigeria in recent years and remain committed to further development of the local beer market. Heineken has deep roots in Africa dating back to 1900 when it first started to export beer into West Africa. Its first brewery was opened in the Democratic Republic of Congo in 1923. Heineken’s geographic footprint now stretches across 15 countries on the continent with 37 breweries. Tom de Man, president for Africa & Middle East at Heineken, said: “This important move reflects Heineken’s strategy of increasing our exposure to and growth from developing markets. Nigeria is one of the world’s most exciting beer markets and one of the most important countries for Heineken. This acquisition underlines our ongoing commitment to the country and will significantly strengthen our platform for future growth.” Nid: 191 Post date: 01/17/2011 - 12:10 Title: Molson Tanks being Moved to Toronto plant Teaser: This is a link to a video of huge fermentation tanks being moved from the port on the great lakes to the Molson plant in Toronto. There have been many delays along the way. Hydro lines have to be disconnected and move because of the size of the tanks.Labatts London did this a number of years ago. http://www.youtube.com/watch?v=jp85GPgHzh4 Type: Blog entry Body: This is a link to a video of huge fermentation tanks being moved from the port on the great lakes to the Molson plant in Toronto. There have been many delays along the way. Hydro lines have to be disconnected and move because of the size of the tanks.Labatts London did this a number of years ago. http://www.youtube.com/watch?v=jp85GPgHzh4 Nid: 185 Post date: 01/11/2011 - 13:13 Title: CARLSBERG WIRD IN DEUTSCHLAND ZUM REGIONALBRAUER ENGLISH BELOW Teaser: Gregor Kessler, Hamburg 04.01.2011Konzern verkauft Marken und Produktionsstandort in Dresden // Käufer Frankfurter Brauhaus wächst schnell mit Handelsmarkengeschäft Type: Blog entry Body: Gregor Kessler, Hamburg 04.01.2011Konzern verkauft Marken und Produktionsstandort in Dresden // Käufer Frankfurter Brauhaus wächst schnell mit Handelsmarkengeschäft Die Deutschlandtochter der dänischen Carlsberg schlägt ihre Brauerei in Dresden mit Verlust los und setzt damit die angekündigte Konzentration auf Norddeutschland fort. Zum 1. Januar hat das Unternehmen Frankfurter Brauhaus den Produktionsstandort übernommen, teilte Carlsberg gestern mit. Teil des Geschäfts seien auch die Markenfamilien Feldschlösschen, Dresdner Felsenkeller, Schwarzer Steiger und Coschützer sowie der Feldschlösschen-Außendienst. Das bestätigte Mike Gärtner, Geschäftsführer von TCB-Beteiligungen, der Muttergesellschaft des Frankfurter Brauhauses, der FTD. Einen Preis nannten beide Seiten nicht, der Verkauf schlägt sich aber laut Carlsberg in einem Buchverlust von umgerechnet gut 17 Mio. Euro nieder. Der Verkauf zeigt, wie schwer es Markenbiere hierzulande haben. Durch den Verkauf wird Carlsberg in Deutschland zu einem norddeutschen Regionalbrauer. Hier liegen die verbleibenden beiden Produktionsstandorte Hamburg und Lübz und hier verkaufen sich die fünf Kernmarken Carlsberg, Holsten, Lübzer, Duckstein und Astra am besten. Die bundesweite Expansion ist missglückt. Auch Branchenprimus AB Inbev hatte sich in den vergangenen Jahren in Deutschland fast ausschließlich auf seine Kernmarke Beck’s konzentriert. Da in Deutschland immer weniger Bier getrunken wird – 2010 wird der Verbrauch erstmals unter 100 Millionen Hektoliter sinken – leidet die Branche unter massiven Überkapazitäten. Markenbiere liefern sich einen brutalen Preiskampf. Da passt es, dass mit dem Frankfurter Brauhaus ein Unternehmen zukauft, dass mit dem Brauen von Billigbieren für Discounter wie Netto und Penny innerhalb weniger Jahre zur Branchengröße aufgestiegen ist. Inklusive der knapp zwei Millionen Hektoliter aus Dresden, verfügt die Dachgesellschaft TCB-Beverages inzwischen über Kapazität von sieben Millionen Hektolitern. Laut Gärtner werde die Kapazität in Dresden „weder in diesem noch im nächsten Jahr voll ausgeschöpft“. Doch mittelfristig wird die Anlage mit der Produktion von Handelsmarken wie Sachsengold oder Adelskrone ausgelastet werden. TCB wird in Dresden jedoch weiterhin Carlsberg-Biere abfüllen, bestätigt Gärtner gestern. CARLSBERG IS IN GERMANY FOR REGIONAL BREWERS Greg Kessler, Hamburg 04.01.2011Konzern selling brands and production facility in Dresden / / buyer Frankfurter Brauhaus is growing rapidly with private label business Germany, the daughter of the Danish brewery Carlsberg beats go of her in Dresden at a loss, continuing the announced concentration on northern Germany. On 1 January, the company acquired Frankfurter Brauhaus the production site, said Carlsberg yesterday. Part of the business are also the brand families Feldschlösschen, Dresdner basement rocks, and Schwarzer Steiger Coschütz and Feldschlösschen field. This was confirmed by Mike Gardener, General Manager of TCB Investments, the parent company of the Frankfurt brewery, the FTD. A prize called the two sides do not propose the sale, however, according to Carlsberg down in a book loss of the equivalent of some 17 million €. The sale shows how difficult it have brand beers in this country. By selling Carlsberg in Germany North Germany to a regional brewer. Here are the remaining two production sites in Hamburg and Lübz and here the five main brands Carlsberg, Holsten, Lübzer, Duckstein and Astra sell best. The nationwide expansion is unsuccessful. Even industry leader AB Inbev had focused in recent years in Germany, almost exclusively on its core brand Beck's. As in Germany, less and less beer drinking - 2010, consumption is the first time fall below 100 million hectoliters - the industry suffers from massive overcapacity. Brand beers put up a brutal price war. So it is appropriate that buys the Frankfurter Brauhaus a company that has risen with the brewing of beer for cheap discount stores such as Netto and Penny in a few years the industry size. Including the nearly two million hectoliters of Dresden has, the parent company TCB-Beverages now has capacity of seven million hectoliters. According to the gardener capacity in Dresden will be "neither in this fully exhausted in the next year." But in the medium term the system will be fully occupied with the production of private brands, such as Saxony or gold coronet. TCB is in Dresden, however, continue to fill Carlsberg beers, gardener confirmed yesterday. Nid: 184 Post date: 01/10/2011 - 15:37 Title: One of North America’s largest beer distribution centers to utilize robotic case picking system to handle 250,000 cases per day. Teaser: This is in North America but it could be the start of Global job loses Type: Blog entry Body: This is in North America but it could be the start of Global job loses One of North America’s largest beer distribution centers to utilize robotic case picking system to handle 250,000 cases per day. Grimsby, Ontario Canada – RMT Robotics has been awarded a contract to supply a large-scale robotic case picking solution for a major North American beer distributor. The system, which has a footprint of less than 40,000 square feet, is designed to pick 300 SKUs at a rate of more than 250,000 cases per day. The project is scheduled to start in late 2011. Specific details of the contract are subject to confidentiality. According to the distributor’s director of information technology, the decision to go with the RMT Robotics case picking solution is based on its small footprint and innovative design. The automated case picking system consists of several robotic gantries, picking a mixture of loose cases and full layers. According to the company, the system will provide 100 percent picking accuracy, reduce product damage and dramatically improve product traceability. An intelligent replenishment routine ensures the size of the system is minimized by storing only the inventory needed to fulfill orders. www.rmtrobotics.com Email Print Text Size Nid: 183 Post date: 01/10/2011 - 04:00 Title: Molson moves tanks Teaser: Frank DeVries had a problem. Actually, he had six, and they were made of stainless steel. Type: Forum topic Body: Frank DeVries had a problem. Actually, he had six, and they were made of stainless steel. DeVries is the man in charge of transporting six beer fermenters to the Molson Coors brewery near Pearson International Airport. The tanks are gigantic: Even lying horizontally, each is seven metres tall and can hold nearly one million bottles of beer. They were shipped to Canada all the way from Germany, but the final leg of the journey is the most challenging. The Atlantic Ocean has its rough gales and swells, but cities are urban jungles with bridges, low street lights and traffic to overcome. “What the customer doesn’t want to hear is I can’t. You need to find a way that you can,” said 46-year-old DeVries, who works for Challenger Motor Freight. RELATED: Beer Tank convoy changes route The tanks were far too large to fit on any cargo plane, so they needed to come by boat. Toronto’s port, the obvious choice for a starting point in Canada, was out of the question. The large fermenters couldn’t slip underneath the Gardiner or the bridges that block off the rest of the city. DeVries had the tanks shipped to Hamilton, but the solution added thousands of complications to the journey, which is one of the largest convoy moves in Ontario’s history. His plan, which will be put into action on Friday, is a feat that involves moving 250 traffic lights, manoeuvring around 1,614 service wires, and slowing down nighttime traffic for four nights as a 40-vehicle convoy crawls through a meticulously planned route through five municipalities. All this for beer. The Molson Coors brewery has 60 fermenters already, but the company decided to boost production. Last spring, they went shopping for new tanks and wound up in Germany. Tim Young, a project manager at Molson Coors, had seen other big moves at the brewery. But this was his first time at the helm. Young and his team placed the order for the tanks with the German company Ziemann in August. The company has been synonymous with beer since 1852, when coppersmith August Ziemann made a name for himself with brewing vessels. These days, copper is mostly used for optical reasons, said Michael Kurzweil, head of sales at the German company. Only a few breweries, like Sam Adams, insist on it. Most of the custom tanks Ziemann produces are made of stainless steel, including the six destined for Molson Coors. The Ziemann factory is the size of 20 football fields and is located on the river Main in Bürgstadt, a town in a densely forested pocket of northern Bavaria. The tanks made there are manufactured in an assembly line of 250 people who weld, insulate and install piping. They make one gigantic tank a day. It would take the Ziemann team six months to replicate the assembly line in Canada, and it would also be more expensive, Kurzweil explained from the ski slopes in Austria. He was on vacation relaxing with — what else? — a beer. Molson Coors had budgeted $24 million for the project. Based on what they heard from Ziemann, it made more financial sense to ship the completed tanks, but they knew the move would be difficult. The brewing giant needed the help of a specialist, skilled in the art of cohesion and permits. Challenger, a company based in Cambridge, Ont., got the job. By a stroke of luck, DeVries, who works for the company’s SuperLoad division, was in Germany when the company got the contract. He travelled to Bürgstadt and examined the cargo. “I always like challenges and this looked like it was going to be one,” said the 28-year veteran. DeVries started out transporting “overdimensional” goods and his career grew axle by axle, from homes to wind turbines. On Nov. 4, 2010, the tanks left the German factory and travelled down the Main and Rhine rivers on a barge. When the barge arrived in the busy port of Antwerp, Belgium, the tanks were moved to the Federal Pioneer ocean vessel chartered by Canadian-based shipper Fednav International Ltd. November is a rough month on the Atlantic Ocean, said Dennis Pfeffer, a liner manager with the shipping company. The Federal Pioneer, loaded with little else but beer tanks, at times faced winds of up to Beaufort 10 — the kind that churn the ocean into a frothing white foam. Visibility was reduced and six-metre waves and four-metre swells crashed against the ship. The captain reduced the speed by 10 knots at points, but the tanks and crew arrived safely, and on schedule, at the Federal Marine Terminal in Hamilton on Nov. 24. But the high winds continued, making it impossible to unload the tanks for a few days. Once unloaded, the tanks had everyone buzzing, from the receptionist right on up to the harbourmaster. Lots of big cargo comes into the Hamilton port, but very few shipments have the capacity to hold 5.86 million bottles of beer. While the tanks were rocking across the ocean, DeVries and his team were solving the next puzzle: How to transport the tanks through five different municipalities while avoiding underpasses. In November, 75 people met in a boardroom to sort it out. It took all day. Twenty different service providers, with phone, cable, and fibre optics would need to move their wires. To the untrained eye, the route looks like a random hodgepodge of roads. Although he is not very good at Sudoku puzzles, DeVries’ work is essentially that. Every road is selected with a reason, and each selection is made with the others in mind. Experts surveyed the route 70 times, and walked it just as often. They decided the convoy would travel at night to minimize the inconvenience. During the day, the vehicles will park on the side of the road, blocking one lane of traffic, while the drivers sleep in motels mapped out nearby. For people who live along the route, the move means certain interruption. Traffic going in the same direction will be unable to pass, and smaller two-lane roads will be closed completely to let the bulky vehicles through. Cable, phone and hydro service along the route will go down for half-hour to two hour periods. The convoy will creep forward at a walking pace. Technicians will move wires and traffic lights as the trucks reach them. Corners will be especially slow — a tiller operator at the back of each truck will walk behind and steer the load with a remote control. The move has already been delayed. In mid-December, DeVries wasn’t happy with the heavy-duty fixture that supported the fermenters on the trailers. They fixed it, but by then it was close to Christmas, a bad time for a big move. By now, all the small details are worked out. There are only two things left for DeVries to worry about: the Twitter account he has to set up to document the voyage, and the weather. Every person who played a part in the trans-Atlantic journey will be watching with interest. “To a person not in the industry, this opens their eyes to what international shipping is about,” said Pfeffer, from his office in Montreal. “We handle all kinds of stuff like this, but for the general public, it’s phenomenal.” Molson Coors will likely celebrate the move along with the 50th anniversary of their Toronto brewery, but the date hasn’t been set. Frank DeVries isn’t waiting that long. Even though 6 a.m. is a little early for a beer, it doesn’t matter. He’ll probably have a few. Nid: 182 Post date: 01/07/2011 - 16:01 Title: Molson et Labatt veulent augmenter le prix de la bière English at bottom Teaser: Molson et Labatt veulent augmenter le prix de la bière (Québec) Molson et Labatt souhaitent augmenter sensiblement le prix de la bière. Beaucoup plus que l'indice des prix à la consommation (IPC) comme le permet la formule actuelle. Les deux grandes brasseries réunies au sein de l'Association des brasseurs du Québec ont retenu les services d'un lobbyiste afin de les aider dans leurs démarches pour convaincre le gouvernement québécois de permettre une hausse des prix qui pourrait atteindre et peut-être même dépasser 5 %. Type: Blog entry Body: Molson et Labatt veulent augmenter le prix de la bière (Québec) Molson et Labatt souhaitent augmenter sensiblement le prix de la bière. Beaucoup plus que l'indice des prix à la consommation (IPC) comme le permet la formule actuelle. Les deux grandes brasseries réunies au sein de l'Association des brasseurs du Québec ont retenu les services d'un lobbyiste afin de les aider dans leurs démarches pour convaincre le gouvernement québécois de permettre une hausse des prix qui pourrait atteindre et peut-être même dépasser 5 %. Le gouvernement, par l'intermédiaire de la Régie des alcools, des courses et des jeux, fixe les prix minimums de la bière. Le prix est ajusté le 1er avril de chaque année en tenant compte de l'indice général des prix à la consommation. Ainsi, depuis le 1er avril 2010, la bière dont la teneur en alcool est de 5 % doit se vendre au prix minimum de 2,8626 $ le litre. Reste à faire le calcul selon la grosseur du contenant. Le prix varie selon la teneur en alcool. Les brasseurs trouvent que le prix de la bière n'augmente pas assez vite. L'an dernier, selon la formule basée sur l'IPC, la hausse a été limitée à 0,3 %, rappelle Philippe Batani. Le directeur général de l'Association des brasseurs précise que l'organisme demande au gouvernement de baser la hausse du prix de la bière sur l'indice général des produits alimentaires. Si cette formule avait été en vigueur l'an dernier, le prix de la bière aurait bondi de 5,3 %. Selon les prévisions, le prix du panier d'épicerie augmentera de 5 % en 2011. Puisque la majorité des Québécois achètent leur bière à l'épicerie, il apparaît logique aux brasseurs que ce produit augmente au même rythme que l'ensemble des produits achetés à cet endroit. Le lait bientôt plus cher que la bière! En conservant la formule actuelle de fixation des prix, le prix du litre de lait va finir par dépasser celui de la bière, fait valoir M. Batani. La Régie des marchés agricoles a décrété une hausse de 4 ¢ le litre de lait qui entrera en vigueur à la fin du mois. Pour atteindre leur objectif, les brasseurs devront convaincre le ministre de la Sécurité publique, de qui relève la Régie des alcools. Les ministres de la Santé et du Développement économique ont aussi leur mot à dire, souligne le directeur général de l'association. Une hausse importante des prix de la bière ne peut qu'encourager une con­sommation responsable, avance déjà com­me argument M. Batani. Molson and Labatt want to increase the price of beer (Quebec) Molson and Labatt would like to significantly increase the price of beer. Much more than the price index (CPI) as permitted by the current formula. The two big breweries together in the Brewers Association of Quebec have hired a lobbyist to assist them in their efforts to convince the Quebec government to allow price increases that could reach and possibly exceed 5%. The government, through the Liquor, races and games, sets minimum prices for beer. The price is adjusted on 1 April each year taking into account the general index of consumer prices. Thus, since 1 April 2010, the beer with an alcohol content of 5% must sell at minimum price of $ 2.8626 per liter. Remains to be done by calculating the size of the container. The price varies depending on alcohol content. The brewers are the beer prices will not increase fast enough. Last year, according to the formula based on the CPI, the increase was only 0.3%, says Philippe Batani. The CEO of the Brewers Association says that the agency requests the Government to base the rising price of beer on the general index of food products. If this formula had been in effect last year, the price of beer would have jumped 5.3%. According to forecasts, the price of grocery shopping will increase by 5% in 2011. Since the majority of Quebecers are buying their beer at the grocery store, it seems logical to brewers that this product will increase at the same rate that all products purchased at this location. Soon milk more expensive than beer! Maintaining the current formula pricing, the price of a liter of milk will eventually exceed that of beer, argues Mr. Batani. The Agricultural Marketing Board has declared an increase of 4 cents a liter of milk which will come into force at the end of the month. To achieve their objective, the Brewers will have to convince the Minister of Public Safety, which is the Liquor Control Board. The Ministers of Health and Economic Development also have their say, says the CEO of the association. A significant increase in beer prices can only encourage responsible consumption, already ahead as Mr. Batani argument. Nid: 180 Post date: 01/05/2011 - 18:24 Title: Anheuser-Busch InBev extends O2 beer deal Teaser: Anheuser-Busch InBev has extended its deal as the exclusive beer supplier to the O2 arena in London, UK. Anheuser-Busch InBev will continue to be the exclusive beer partner at the O2 for the next six years after signing a deal with venue operator AEG Europe. The Budweiser and Stella Artois brewer has been the exclusive beer supplier at O2 events since 2008. The O2 has around 7.5m visitors annually for a wide range of shows, from international tennis tournaments to music concerts. Anheuser-Busch InBev's UK president, Stuart MacFarlane, said the deal is "very exciting". Type: Forum topic Body: Anheuser-Busch InBev has extended its deal as the exclusive beer supplier to the O2 arena in London, UK. Anheuser-Busch InBev will continue to be the exclusive beer partner at the O2 for the next six years after signing a deal with venue operator AEG Europe. The Budweiser and Stella Artois brewer has been the exclusive beer supplier at O2 events since 2008. The O2 has around 7.5m visitors annually for a wide range of shows, from international tennis tournaments to music concerts. Anheuser-Busch InBev's UK president, Stuart MacFarlane, said the deal is "very exciting". Nid: 179 Post date: 01/02/2011 - 15:39 Title: Ten Brewers Control 61% of Global Beer Market Teaser: Worldwide beer consumption has increased by over 3% per annum during the last ten years and the top ten brewers now account for over 60% of global beer volume, compared to 38% in 2000. A new report by Rabobank titled ‘Value creation in the Beer Sector through M&A activities’ looks at changes in the beer sector in the last decade. Following consolidation, four leading global brewers have emerged. These four beer companies – AB InBev, SABMiller, Heineken and Carlsberg – have tripled their combined market share since 2000 and have almost quadrupled their volumes. Type: Blog entry Body: Worldwide beer consumption has increased by over 3% per annum during the last ten years and the top ten brewers now account for over 60% of global beer volume, compared to 38% in 2000. A new report by Rabobank titled ‘Value creation in the Beer Sector through M&A activities’ looks at changes in the beer sector in the last decade. Following consolidation, four leading global brewers have emerged. These four beer companies – AB InBev, SABMiller, Heineken and Carlsberg – have tripled their combined market share since 2000 and have almost quadrupled their volumes. Most of the rise in worldwide beer consumption has come from rapid growth in Asia, Eastern Europe, South America and Africa, while volume growth in developed markets was negligible. “The major brewers reacted to these changes by entering emerging markets and consolidating in developed markets. This has radically altered the competitive landscape,” says Francois Sonneville, a food & agribusiness analyst at Rabobank. “The most striking change is the emergence of a top-four.” Do Acquisitions Add Value? According to Francois Sonneville the strategies of the top-four are similar. By making acquisitions they seek to grow their volumes to benefit from economies of scale. “The advantages of scale have led to improved profitability and the margin development of the top-four has been better than the rest of the market,” he says. But many brewers outside the top-four are not convinced that acquisitions can add value at today’s prices. Francois Sonneville explains: “Over time, acquisitions have become more expensive. So brewers find it difficult to decide the best course to add value to their business in an increasingly aggressive environment.” Ignoring the developments however is not an option. As the chief executive of one market leader says in the Rabobank report: “You’re either at the table or on the menu.” The Rabobank analyst acknowledges that the traditional method of comparing the return on capital employed (ROCE) to the weighted average cost of capital (WACC) is ideal for predicting value creation, but difficult to use for evaluation purposes. Therefore, a second method, devised specifically for this report, compares the top-four with a constructed peer group of 20 listed major brewers. The conclusion is that there is no justification for brewers to disregard acquisitions in general for fear of destroying value. A comparison of developments in return on capital employed shows that the acquisition strategy of the top-four brewers not only improved margins, but also led ultimately to value creation. Francois Sonneville continues: “Despite initial pressure on the ROCE from M&A activity, the top-four have managed to outperform the peer group in the long run. So these four have found it better to be at the table than on the menu.” Nid: 178 Post date: 01/02/2011 - 15:17 Title: New Belgian Beers Take on InBev Teaser: If any place in the world epitomises the David and Goliath battle that is upending the global beer industry it is Belgium, home to both the world’s largest brewer, Anheuser-Busch InBev , and arguably the famous small-scale “craft” beers, the trappist ales made and distributed by monks For AB InBev, maker of the Budweiser and Stella Artois brands, the trends have been less than favourable. Beer drinkers in western Europe and North America have been consuming less for years and sales volumes in both regions have been dropping. Type: Blog entry Body: If any place in the world epitomises the David and Goliath battle that is upending the global beer industry it is Belgium, home to both the world’s largest brewer, Anheuser-Busch InBev , and arguably the famous small-scale “craft” beers, the trappist ales made and distributed by monks For AB InBev, maker of the Budweiser and Stella Artois brands, the trends have been less than favourable. Beer drinkers in western Europe and North America have been consuming less for years and sales volumes in both regions have been dropping. Last year, the brewer, based in the Flemish town of Leuven just outside Brussels, saw its volumes drop 4.9 per cent in Europe and 2 per cent in North America, according to Bank Degroof. At the same time, Belgium’s smaller brewers have begun to benefit from the shift of western tastes towards richer, more complex beers by capitalising on a brand that has become hot in the beer-drinking world: Belgium itself. “The cachet of Belgian beer is similar to French and Italian wines in the postwar era,” says Tim Webb, author of Good Beer Guide Belgium. “If you put the word Belgian on the label, you’re implying that it’s good quality.” Five years ago, more beer was exported from Belgium than consumed there for the first time in Belgium’s storied beer-making history, and last year the amount sent overseas topped 57 per cent, according to the Belgian Brewers Association. Yvan De Baets can testify to the newly found cachet. Seven years ago, he and business partner Bernard LeBoucq founded Brasserie de la Senne, only the second brewery now based in Brussels – and the first to be set up in the capital in more than a century. After only two years in business, Mr De Baets says that the company could no longer keep up with exporters’ demand and began to look for a larger facility near the centre of town. It now sells 20 per cent of its beers overseas, but Mr De Baets says that he expects it will soon account for half of all production. “It’s easy for us to sell beer because we’re based in Belgium,” Mr De Baets says, sitting in his cavernous new facility in Brussels’ scruffy western neighbourhoods. “Consumers want to be a bit special, but nobody can be special while drinking Stella, because you can find it everywhere.” Not so long ago Belgium’s speciality beer industry was expected to fade into oblivion; beer consumption in the country has fallen by 20 per cent over the past decade. By the 1970s, breweries were being shuttered and some of Belgium’s most distinctive recipes disappeared from drink lists. The rediscovery of Belgian beers began almost 20 years ago, as food writers such as Briton Michael Jackson began spreading their gospel in books and articles. Even through the ongoing recession, they have continued to grow, gaining market share from the larger, global brands. “As consumers grow richer, they want to differentiate themselves from the masses. So they move away from the lager everyone knows,” says Gerard Rijk, a food and beverage analyst at ING. “They are trying new beers, which increases consumer sophistication,” he continues. But Goliath is not taking the challenge lying down. In the 1980s, InBev acquired two highly regarded Belgian brews, Hoegaarden and Leffe. But in recent years, it has used its global distribution system – made significantly larger when it acquired the US’s Anheuser-Busch two years ago – to get the brands in front of the same discriminating drinkers who have been imbibing independent beers. Although AB InBev does not break out sales by brand, the company says Leffe, which can trace its lineage back to the 13th century, had its “best year ever” in 2009, while Hoegaarden is described as one of the company’s “fastest growing brands”. Both are rated among the top three beers by Belgian consumers and are exported to more than 60 countries worldwide. “Leffe and Hoegaarden are two great speciality beers in our portfolio that reach far back in history,” says Andreas Hilger, AB InBev’s vice-president of marketing for western Europe. “Due to the fact that they are traditional specialities, they have a lot of appeal in markets even outside Belgium.” Nid: 177 Post date: 12/29/2010 - 15:26 Title: Carlesberg Brewery Medak India Teaser: Carlesberg Brewery Medak India Type: Image Body: Carlesberg Brewery Medak India Nid: 176 Post date: 12/29/2010 - 15:14 Title: SUN InBev Volzhsky Russia Teaser: SUN InBev Volzhsky Russia Type: Image Body: SUN InBev Volzhsky Russia Nid: 174 Post date: 12/22/2010 - 18:21 Title: Ethiopia's Meta Brewery for sale Teaser: Five Companies Bidding For Ethiopia's Meta Brewery The largest brewery in the country, Meta Abo Brewery, is up for sale by the Privatization and Public Enterprises Supervising Authority (PPESA), according to Capital. Five companies are shortlisted and on the bid as of Thursday December 16, 2010. Type: Blog entry Body: Five Companies Bidding For Ethiopia's Meta Brewery The largest brewery in the country, Meta Abo Brewery, is up for sale by the Privatization and Public Enterprises Supervising Authority (PPESA), according to Capital. Five companies are shortlisted and on the bid as of Thursday December 16, 2010. Heineken (the Netherlands popular brewery), Sab Miller (South African Beverage Company that manages Ambo Mineral Water Factory with the government), Diageo (UK company which produces Johnnie Walker whisky and different popular beers), BGI Ethiopia (which produces the leading beer brands St George, Castel, Bati) and recently formed share company, Habesha Brewery with the collaboration with its four partners are the companies that delivered their proposal for the authority. Meta, 20km west of Addis Ababa concluded its expansion work in the past budget year. The company has attracted a huge local and international market due to its closeness to the capital city, which is a huge potential market for the beer industry. From the total five shortlisted competitor companies only Habesha’s group is affiliated with local investors, while the rest are popular in international beer market. However Uni Brou, a Belgium based brewery, is part of the Habesha’s group, the other four entities including GetAs International, DH Geda, Meta Employees Social Security SC are part of Habesha’s group. According to the official the final selection will be decided by the board of the authority that is chaired by Hilemariam Desalgn, Deputy Prime Minister and minister of Foreign Affairs. Nid: 173 Post date: 12/21/2010 - 18:20 Title: Molson Coors Opens Burton Micro Brewery Teaser: BURTON’S newest micro-brewery has been officially opened and described by the man who will run it as ‘the best Christmas present ever’. Master brewer Steve Wellington (left) and Molson Coors UK chief executive Mark HunterWilliam Worthington’s Brewery, based at the National Brewery Centre, in Horninglow Street, is Molson Coors’ response to the burgeoning demand for cask ales. Type: Blog entry Body: BURTON’S newest micro-brewery has been officially opened and described by the man who will run it as ‘the best Christmas present ever’. Master brewer Steve Wellington (left) and Molson Coors UK chief executive Mark HunterWilliam Worthington’s Brewery, based at the National Brewery Centre, in Horninglow Street, is Molson Coors’ response to the burgeoning demand for cask ales. The £1 million facility, named in tribute to the beer pioneer who achieved global fame after opening his first brewery in the town more than 250 years ago, has four times the capacity of its neighbour, the White Shield brewery, whose role it is taking over. The brewery is expected to produce 3,000 barrels next year, including the multi award-winning White Shield and seasonal and limited edition ales, including one to mark next year’s Royal Wedding. It will also provide an additional attraction to the museum, open to the public and offering visitors the chance to see the brewing process in action. Master brewer Steve Wellington, who first joined Molson Coors’ predecessor, Bass, as a trainee brewer in 1965, will run the micro-brewery with his assistant, Jo White. He told the Mail: “I think it will make a big difference to the museum because people are fascinated by how beer is made and here they can walk past and see it all happening. “I wanted it to be a manual brewery, not a computerised one, although it has a few automated features which take the drudgery out of brewing. “It looks very modern, but essentially, it uses the same principles used in the 1920s, and produces beer which is just as good. “We’ve done three beers already and it’s worked like a dream. I’m terribly excited. It’s a dream come true for me and the best Christmas present I’ve ever been given.” The brewery’s designers, Boylestone-based Grange Engineering, and builder Brian Eccelshall completed the project in six months, overcoming the constraints of working in a listed building, which meant they were not allowed to drill into any of the walls. Molson Coors hopes the micro-brewery will also be used as a training ground for employees, and even possibly some of its directors, to learn the art of brewing. Master brewer and innovation manager Jim Appelbee said he hoped the brewery would help capitalise on a growing trend in favour of cask beers. He said: “The beer market generally is still in decline but cask ales are bucking that trend. If you go back 10 years, most people’s image of cask beer was old men in horrible, smoky pubs, but now it’s perceived as a premium product and people are willing to pay more for it. “People are looking for more interesting products with more character and we hope we can play a part in that.” Nid: 172 Post date: 12/20/2010 - 04:24 Title: Annual survey of violations to trade union rights in Lithuania Teaser: Lithuania Anti-union behaviour remains a problem, and women are especially affected: two big companies noted for their anti-union behaviour have a predominantly female workforce. At least three trade unionists were fired in connection with their activism. The authorities unsuccessfully attempted to charge organisers of a union rally with misdemeanour. The right to strike is subject to many restrictions. Type: Forum topic Body: Lithuania Anti-union behaviour remains a problem, and women are especially affected: two big companies noted for their anti-union behaviour have a predominantly female workforce. At least three trade unionists were fired in connection with their activism. The authorities unsuccessfully attempted to charge organisers of a union rally with misdemeanour. The right to strike is subject to many restrictions. Despite recent amendments to the Labour Code, a number of restrictions to trade union rights still apply. The law recognises the right to form and join trade unions, but at least 30 members or one-fifth of the total workforce is required to create a union, and workers who are dismissed cannot keep their trade union membership. The right to collective bargaining is secured in both the private and the public sector, except for certain government employees. The right to strike is circumscribed by several provisions, and is not extended to some civil servants. Strikes are only possible if all dispute resolution procedures have been exhausted, and are only permitted at the company level. Solidarity strikes are also prohibited. Furthermore, employers have the right to employ other persons to perform the work of striking workers in certain sectors, including public transport and waste disposal. The authorities can decide on the minimum service to be established during a strike if the parties fail to reach an agreement. Trade union rights in practice and violations in 2009 Background: Lithuania became one of the main victims of the global economic crisis. In May, EU budget commissioner Dalia Grybauskaite won the presidential elections with a large majority, standing as an independent (non-partisan) candidate. Ineffective legal protection: The judicial system is slow in dealing with unfair dismissal cases. There are no labour courts or judges specialised in labour disputes. Furthermore, the trade union organiser has to prove that s/he was dismissed due to trade union activities, which is impossible in most cases. Charges against organisers of a protest action: The national protest action of 16 January, organised by three national trade union centres - the Lithuanian Trade Union Confederation (LPSK), the Lithuanian Labour Federation (LDF) and the Lithuanian Trade Union ‘Solidarity’ (LPS ‘Solidarumas’) - called for responsible anti-crisis measures and social dialogue. The protest, which involved some 5,000 to 7,000 people, ended in riots and civil unrest. The trade unions, which had called on the participants to stay calm and respect the rights and freedoms of others, dissociated themselves from the rioters. Nevertheless, three leaders of the national confederations, Artūras Černiauskas of LPSK, Vydas Puskepalis of LDF and Aldona Jašinskiene of LPS ‘Solidarumas’, were charged with misdemeanour for failing to ensure sufficient control of the meeting. On 14 April, the court discharged the trade unionists on all counts and the proceedings were discontinued. The police did not appeal the case. If found guilty, the trade unionists could have faced fines of up to LTL 2000 (the equivalent of EUR 580) or up to 30 days of administrative arrest. Unions believed that the proceedings were aimed at intimidating the unions and deterring them from organising similar actions in the future. Brewery undermines collective bargaining: In 2008, the Švyturys – Utenos Alus company had signed a collective agreement covering two Carlsberg-controlled breweries (see the 2009 edition of the Survey). On 16 March, the company asked the trade union to renegotiate the wage indexation provided by the collective agreement. The union then asked for information pertaining to the company’s financial situation. Management responded by calling a staff assembly on 25 March to select a “staff representative”, and then told the union that either it should sign amendments to the collective agreement without any further discussion, or else the agreement would be signed by the staff representative. The union managed to oppose this manoeuvre, however, and negotiations resumed shortly afterwards. Union busting in supermarkets: In 2008, a trade union affiliated to the Lithuanian Labour Federation was established at Palink, which owns a number of supermarket chains including IKI, IKIUKAS and CENTO. Since then, trade union members and leaders at the company, most of them women, have been harassed and intimidated. The three most active members of the union board have lost their jobs. Galina Proskurina was sacked and escorted out by company security guards just one day after the union was established. Oksana Michalevic received an official warning, was threatened with more disciplinary sanctions and was eventually forced to resign due to health problems that were probably caused by work-related stress. Irina Judina, who faced constant harassment at the workplace after being elected to the trade union board, was fired for gross professional misconduct. These cases were pending in court at the end of the year. Unauthorised surveillance: In September Roma Katinene, a criminal investigator and a leader of the Kaunas branch of the pre-trial investigators’ trade union, discovered that an audio surveillance device had been placed in her office. It had not been placed by the internal control services, and an inquiry concluded that no surveillance had been authorised and that it was illegal. Several trade union leaders publicly commented that the surveillance was an attempt to monitor trade union activities, as the Kaunas branch has been the most active organisation in the region.Foreword Africa AlgeriaAngolaBeninBotswanaBurkina FasoBurundiCameroonCentral African RepublicChadCongo, Democratic Republic ofCongo, Republic ofCôte d’IvoireDjiboutiEgyptEquatorial GuineaEritreaEthiopiaGabonGhanaGuineaGuinea BissauKenyaLesothoLiberiaLibyaMadagascarMalawiMaliMauritaniaMauritiusMoroccoMozambiqueNamibiaNigeriaRwandaSenegalSouth AfricaSudanSwazilandTanzaniaTogoTunisiaUgandaZambiaZimbabwe Americas BahamasBarbadosBelizeBoliviaBrazilCanadaChileColombiaCosta RicaCubaDominican RepublicEcuadorEl SalvadorGuatemalaHaitiHondurasJamaicaMexicoNicaraguaPanamaParaguayPeruTrinidad and TobagoUSAVenezuela Asia and Pacific AustraliaBangladeshBurmaCambodiaChinaFijiHong Kong SAR (China)IndiaIndonesiaJapanKorea (Democratic People’s Republic of)Korea, Republic ofLaosMacau SAR (China)MalaysiaMaldivesNepalPakistanPhilippinesSingaporeSri LankaTaiwanThailandTimor Leste (East Timor)Vietnam Europe Albania Belarus Belgium Bosnia and Herzegovina Bulgaria Croatia Czech Republic Estonia France Georgia Germany Greece Hungary Kosovo Kyrgyzstan Latvia Lithuania Macedonia, the former Yugoslav Republic of Moldova Montenegro Poland Portugal Romania Russian Federation Serbia Sweden Switzerland Turkey Ukraine United Kingdom Middle East BahrainIranIraqIsraelJordanKuwaitLebanonOmanPalestineQatarSaudi ArabiaSyriaUnited Arab EmiratesYemen multimedia Appendices Eight core labour standardsAppendix IAppendix IIAppendix III Press Releases AfricaAmericasAsia and PacificEuropeMiddle East© ITUC-CSI-IGB 2010 | www.ituc-csi.org | Contact | Design by Pixeleyes.be Nid: 171 Post date: 12/18/2010 - 20:42 Title: Feldschlösschen Brewery Switzerland ( Carlsberg ) Teaser: Feldschlösschen Brewery Switzerland ( Carlsberg ) Type: Image Body: Feldschlösschen Brewery Switzerland ( Carlsberg ) Nid: 170 Post date: 12/17/2010 - 06:54 Title: Molson Toronto Contract Hi-Lights Teaser: Molson Toronto Contract Hi-Lights Type: File Body: Molson Toronto Contract Hi-Lights Nid: 169 Post date: 12/15/2010 - 10:30 Title: Zagorka Brewery Heineken Teaser: http://corp.zagorka.bg/?lan=EN Type: Link Body: http://corp.zagorka.bg/?lan=EN Nid: 168 Post date: 12/14/2010 - 22:49 Title: Heineken St-Petersburg union demands restrictions on precarious jobs. Any progress? Teaser: News 05-11-2010 The union of workers at the Heineken brewery in St-Petersburg, Russia held a picket at the plant’s gates on October 18 to highlight their call for negotiations to reverse the creeping expansion of agency labour at the plant. Members of the city’s other unions in the food and beverage sectors took part in the action. Type: Blog entry Body: News 05-11-2010 The union of workers at the Heineken brewery in St-Petersburg, Russia held a picket at the plant’s gates on October 18 to highlight their call for negotiations to reverse the creeping expansion of agency labour at the plant. Members of the city’s other unions in the food and beverage sectors took part in the action. Since last November the union has been in negotiations with Heineken management to develop a program for safeguarding permanent jobs, including restrictions on the use of agency labour. But after nearly a year, management still insists that it’s only obligation is to respect the minimum requirements of the Labour Code. The union naturally contends that this is hardly a negotiating position, since the Labour Code simply specifies the minimum legal conditionswhich have to be adhered to. Eleven months of fruitless negotiations prompted the union to hold a picket to publicly highlight the negotiating deadlock and the wider, negative impact of precarious work on Heineken workers, on trade union rights and on tax revenue and public finances. The union has received support for their struggle from the Heineken European Works Council and the Dutch FNV, in addition to local support from the IUF. Nid: 167 Post date: 12/14/2010 - 22:32 Title: Progressive social plan agreed at Carlsberg Bulgaria Teaser: I just read this. It sounds very positive. Can anyone tell us how it is working? In February 2010, management and trade unions at Carlsberg Bulgaria signed an agreement for a social plan to accompany the company-level collective agreement. The social plan includes a range of activities related both to the company’s human resources and sustainable development of the regions where Carlsberg subsidiaries are operating. The activities will be implemented through partnership with trade unions and information and consultation mechanisms. In February 2010, management and trade unions at Carlsberg Bulgaria signed an additional agreement for a social plan as an annex to the company-level collective agreement, which has been in operation since 2009. The plan generally addresses social support and assistance for the employees. Ma Type: Blog entry Body: I just read this. It sounds very positive. Can anyone tell us how it is working? In February 2010, management and trade unions at Carlsberg Bulgaria signed an agreement for a social plan to accompany the company-level collective agreement. The social plan includes a range of activities related both to the company’s human resources and sustainable development of the regions where Carlsberg subsidiaries are operating. The activities will be implemented through partnership with trade unions and information and consultation mechanisms. In February 2010, management and trade unions at Carlsberg Bulgaria signed an additional agreement for a social plan as an annex to the company-level collective agreement, which has been in operation since 2009. The plan generally addresses social support and assistance for the employees. Ma in provisions of social plan The main areas proposed in the social plan are as follows: •the development of human capital through the enforcement of employment opportunities, the promotion of education, and the improvement of workers’ and employees’ abilities; •the socialisation and humanisation of capital and work through the improvement of health, safety and security at work, along with the promotion of jobs with decent work, fair conditions and pay as a means to social cohesion and the prevention of social exclusion; •the establishment of conditions for adaptation to change, such as new technologies or a change of job, workplace or town/city; •the creation and maintenance of the company’s corporate image, using policies of social investment and actions for building trust between management and employees, and between the company, institutions and civil society. The plan is divided into two main parts – one for the activities, which should follow the company’s industrial policy and process of restructuring, and the other for expenditure on particular social benefits for the employees. Management and trade union activities The company management and the trade unions agreed to implement and promote standards of employment, compensation and industrial relations that are not any lower than the standards used by similar companies in the country of origin. Most of the activities are aimed at the maintenance and development of human capital in the following areas: •education and qualification; •promoting job mobility between the company’s subsidiaries; •career development; •encouraging a balance between job security and flexibility; •optimising operations rather than implementing redundancies; •flexible working time; •socially responsible restructuring; •the outplacement and orientation of redundant workers and employees; •promoting decent work with the support of non-discrimination policies and equal opportunities; •investment in health and safety at work; •implementing an internal audit system; •analysis and evaluation of risks; •implementing methods for specifying conditions and risks at work for some jobs, with the aim of improving working time organisation; •using compensation related to company results and productivity; •additional benefits such as extra pension and health insurance, life insurance, partial payment of annual holidays and support in cases of long illnesses; •promoting social dialogue and collective bargaining at company level, along with communication, information, consultation and employee involvement; •encouraging support for the ongoing training of health and safety committee members, as well as support for trade union education. Commitment to corporate social responsibility At the same time, the partners will put their efforts into the development of policies and practices relating to corporate social responsibility (CSR). They agree that the company will join the United Nations Global Compact, which is the biggest voluntary initiative and network for CSR, and that the company management should give information and provide consultations with the trade unions with regard to the CSR initiatives. Many of the planned activities go beyond the company, even in cases where they are designed for the company workers and employees. Such activities include: •lifelong learning; •the creation of general competences; •implementing the standards for a more secure, clean and organised working environment; •work-life balance; •support for quality of life in the employees’ private domain, such as in sports, tourism and other areas; •promoting a ‘well-being at work’ campaign. Sustainable development The social plan also includes a number of activities related both to the company’s human resources and sustainable development of the regions where the Carlsberg subsidiaries are operating. They concern the improvement of the urban and natural environment in the region, support for social institutions such as residences for children without parents or for pensioners, along with support for community sports, and the planning and implementation of projects concerning cultural, historical and ethnographical monuments and events. Commentary The social plan represents an attempt to coordinate the aims of human resource development and CSR policy, using partnership and collective bargaining at company level. As social partnership has proved favourable at Carlsberg Bulgaria, this could be evaluated as a step further. Ekaterina Ribarova, Institute for Social and Trade Union Research (ISTUR) Nid: 166 Post date: 12/14/2010 - 08:58 Title: Links to the Best Budweiser Videos Before InBev Teaser: http://www.youtube.com/watch?v=Q69e2u26gaI http://www.youtube.com/watch?v=3zXZX2sXHYI Type: Forum topic Body: http://www.youtube.com/watch?v=Q69e2u26gaI http://www.youtube.com/watch?v=3zXZX2sXHYI Nid: 165 Post date: 12/14/2010 - 00:53 Title: ASA clears Molson Coors't can claim Teaser: A spat has broken out over can technology between two brewing giants. Molson Coors has been cleared of misleading consumers following a complaint by Heineken UK to the Advertising Standards Authority. A poster and TV ad for Carling's Taste Lock can were reported by Heineken UK to the ad watchdog for implying the can was a new design and used new technology. Heineken UK claimed the poster's statement that it was "scientifically proven to lock in great taste" implied the can was better than competitors' cans. Type: Blog entry Body: A spat has broken out over can technology between two brewing giants. Molson Coors has been cleared of misleading consumers following a complaint by Heineken UK to the Advertising Standards Authority. A poster and TV ad for Carling's Taste Lock can were reported by Heineken UK to the ad watchdog for implying the can was a new design and used new technology. Heineken UK claimed the poster's statement that it was "scientifically proven to lock in great taste" implied the can was better than competitors' cans. Molson Coors Brewing Company UK told the ASA it had invested "significantly" in combining different existing packaging technology and installing new equipment to create its can. It said it was a new innovation for Carling and would be understood by consumers in that context and it did not say the Taste Lock technology was special or unique or make a comparative or superiority claim. The ASA ruled the can was a new design for Carling and there was no reference or comparison to cans used by other beer brands. It agreed consumers were likely to understand the claim "scientifically proven to lock in great taste" to mean that changes had been made to the can which had improved the taste of Carling canned beer, not that it was a new innovation that made the can better than competitors. Nid: 164 Post date: 12/13/2010 - 03:07 Title: Link to Carlos Brito lecture at Stanford University Nov 4 2010 Teaser: Cut and paste this link in your address line to listen to how Carlos Brito manipulates us. http://www.youtube.com/watch?v=OSnWnqq23JU&feature=player_embedded Type: Forum topic Body: Cut and paste this link in your address line to listen to how Carlos Brito manipulates us. http://www.youtube.com/watch?v=OSnWnqq23JU&feature=player_embedded Nid: 163 Post date: 12/12/2010 - 18:50 Title: This is Happening all Over not just in Canada Teaser: It’s enough to make a brewery executive cry in his beer. For more than two decades, Molson Canadian and Labatt Blue duked it out for the title of Canada’s best-selling beer. Now, they’re not within sipping distance of top spot. While there’s sometimes an upward bump in sales, the bottles that once dominated every beer fridge in the land, and taps behind saloons and pubs across the country, are disappearing bit by bit. Type: Blog entry Body: It’s enough to make a brewery executive cry in his beer. For more than two decades, Molson Canadian and Labatt Blue duked it out for the title of Canada’s best-selling beer. Now, they’re not within sipping distance of top spot. While there’s sometimes an upward bump in sales, the bottles that once dominated every beer fridge in the land, and taps behind saloons and pubs across the country, are disappearing bit by bit. “There’s absolutely the sniff of death about Blue and Canadian,” said York University marketing professor Alan Middleton. “They’re being allowed to slowly starve to death.” Both brands are suffering from a lack of advertising and a crowded beer market filled with far more choices than drinkers had in the big brews’ heyday, Middleton said. Today, Canadian and Blue are in third and fourth spot respectively, and both have single-digit shares of the national market. They’re being pushed out of the picture by discount beer, the marketing clout of big U.S. brands, and even, some observers say, a deliberate strategy by Molson and Labatt. The companies, however, say they’re still committed to the brands. The decline has been as swift as it has been deep. In 2000, Blue and Canadian held an estimated 10-11 and 11-12 per cent of the national market, respectively, according to a former senior beer industry marketing executive. Blue’s market share peaked at around 16 per cent in the late 1980s after the Calgary Olympics and the introduction of twist-off caps, while Canadian peaked at around 15 per cent in the early ‘90s. Today, those figures have dropped to roughly 4-5 and 7-8 per cent, respectively. In comparison, Budweiser and Coors Light each has 13 to 14 per cent of the national market, said the executive. Breweries keep their market share numbers close to their vest, but industry observers and insiders say there is no question that the former beer behemoths are fading away. Starting in January, Prime Restaurants, whose properties include East Side Mario’s, Bier Markt and Casey’s, will start delisting draft Blue at many of its 100-plus restaurants. Blue’s corporate siblings, Stella Artois and Budweiser, will still be on offer. Marketing experts and former beer industry executives are surprised by the speed of the former giants’ decline. Competition from imports and craft beers at the high end of the market, and discount brews at the lower end, have squeezed Canadian and Blue, according to David Kincaid, president of Level5, a marketing and brand consulting company. “It does surprise me just how much two brands that were so dominant have suffered,” said Kincaid. Molson and Labatt are now part of larger international companies, and that’s part of the problem, said Kincaid. In both cases — Molson-Coors and AB InBev, respectively — the companies seem determined to focus on a few big international sellers, rather than any Canadian brand. In the case of Molson-Coors, it’s Coors Light. With AB InBev, it’s Budweiser, Bud Light and Stella. What’s especially puzzling, said Kincaid, is that Labatt has seemingly given up on what used to be one of its most profitable products. A regular-priced, mass-appeal beer was a guaranteed boost to the company’s bottom line, said Kincaid, who left Labatt’s marketing department in 1999. “I’m scratching my head as to why a company that had something with the margin structure that Blue had let it slide so precipitously,” said Kincaid. “Both brands had such strong consumer equity and very solid margins.” When a company in any industry, from widget-making to cars to brewing, becomes part of a larger corporate family, the natural inclination is to pare down the number of brands they sell, said Middleton. In some cases, they can go too far. “Companies try to strike a judicious balance between cutting and marketing local brands, which they can use to fill in gaps which could otherwise be filled by competitors. What the beer companies have done, stupidly, is grab the first part of that equation without taking into account the second part,” he said. “I’d argue that those two brands have been mismanaged. Walking away from those brands so totally is questionable,” Middleton added. While the decline for Blue began a while ago, Middleton believes it has been worse since 2004, when Labatt’s then-Belgian owner, Interbrew, was purchased by Brazil’s Ambev. In 2008, the combined company bought American brewing giant Anheuser-Busch, creating a global juggernaut. “They’ve recognized how inefficient and costly their global operations were, and they’ve really done a lot of cutting,” said Middleton. Labatt vice-president of marketing Richard Musson disputes the notion that the decline in Blue and Canadian sales is because of AB InBev or Coors. Budweiser, he noted, has been brewed in Canada by Labatt since 1980. “Budweiser been built over 20 to 30 years. . . Blue and Canadian have been declining for a lot longer than foreign ownership has been in place,” said Musson. While acknowledging that there has been a slide, Canadian’s brand director, David Bigioni, said things have picked up somewhat this year. A marketing and advertising push that began shortly before the Olympics helped lead to a boost in sales, said Bigioni. He believes it’s not just a one-time special-event boost, however. “We’ve experienced seven months of consecutive growth, so it’s not just an Olympic moment, but more of a springboard to re-engage with our drinkers,” said Bigioni, who would not say exactly what the increase had been. The “Made from Canada” campaign includes sweeping images of barley fields, rivers and maple leaves. It’s helped give the brand more of a focus both in advertising and internally at Molson-Coors, said Bigioni. Musson insists, meanwhile, that Labatt and AB InBev are still committed to Blue. “Blue is still a very big volume seller for us. It’s absolutely a priority for us,” says Musson. Much of that volume, however, is only there because the price of 24 Blue was slashed to $29.95, effectively making it a discount brand, says Kincaid. For beer author and long-time industry watcher Stephen Beaumont, the first sign that Labatt was not interested in pushing its long-time champion was in 2006, when he noticed Blue was no longer being sold at the Rogers Centre. Its corporate siblings, Stella and Budweiser, were still hanging around. “When they stopped selling Blue at the stadium, that to me was a sign that Labatt had given up on the brand,” said Beaumont. Still, while a slide in Canada’s beer megabrands might have wounded a patriotic drinker’s pride a generation ago, that’s probably not the case now, Beaumont adds. “I think the idea of Canadian beer patriotism is pretty much dead. If it weren’t, they wouldn’t be having so much success with Budweiser and Coors Light. People who want to drink a Canadian beer are more likely to be drinking a craft beer these days than something from one of the big brewers.” Nid: 162 Post date: 12/09/2010 - 17:23 Title: Niagra Falls Canada Teaser: Niagra Falls Canada Type: Image Body: Niagra Falls Canada Nid: 161 Post date: 12/09/2010 - 17:22 Title: Columbia Brewery in the Canadian Rockies Teaser: Columbia Brewery in the Canadian Rockies Type: Image Body: Columbia Brewery in the Canadian Rockies Nid: 160 Post date: 12/09/2010 - 12:56 Title: Giant UK-based brewer SABMiller , the company that owns Grolsch, is avoiding an estimated £20m of taxes in Africa and India ever Teaser: Giant UK-based brewer SABMiller , the company that owns Grolsch, is avoiding an estimated £20m of taxes in Africa and India every year - enough money to educate a quarter-of-a-million African children, according to ActionAid's new report, released today. The report, Calling time: why SABMiller should stop dodging taxes in Africa reveals for the first time how the company, the world’s second biggest brewer, uses a complex system of tax havens to siphon profits out of subsidiaries in developing countries, depriving those governments of significant amounts of tax. Martin Hearson, a tax specialist at ActionAid and the co-author of the report, said: “ Type: Blog entry Body: Giant UK-based brewer SABMiller , the company that owns Grolsch, is avoiding an estimated £20m of taxes in Africa and India every year - enough money to educate a quarter-of-a-million African children, according to ActionAid's new report, released today. The report, Calling time: why SABMiller should stop dodging taxes in Africa reveals for the first time how the company, the world’s second biggest brewer, uses a complex system of tax havens to siphon profits out of subsidiaries in developing countries, depriving those governments of significant amounts of tax. Martin Hearson, a tax specialist at ActionAid and the co-author of the report, said: “ SABMiller conducts its tax affairs behind a veil of secrecy. The company and its subsidiaries siphon money away from African countries and into tax havens in Europe, where the tax rates are far lower. SABMiller is playing the system to avoid paying its fair share of tax in developing countries.” In Ghana, ActionAid found that SABMiller’s brewery has paid no corporation tax at all for the last two years. “The most shocking part of this story is not the huge amounts of tax avoided, but the fact that one woman selling beer outside SABMiller’s brewery in Ghana paid more income tax last year than the multi-million pound brewery,” continued Hearson. “SABMiller should stop using tax havens to drain money out of Africa. Instead it should aim to become a market leader for tax justice.” Ghana, along with other developing countries, is trying to develop its tax system to fund essential services including schools and hospitals. The more money it can raise in tax, the less it needs to do to rely on aid to pay for public services.. But while small businesses and traders are being brought into the tax system, big companies like SABMiller use their superior resources and multinational structures to find ways of avoiding tax. One way in which SABMiller avoids tax is by holding valuable trademarks for African beers in Europe rather than in their country of origin. The cost of using the trademarks helps eat into the profits in the African subsidiary, so less tax is paid there. Other ways of avoiding tax include paying “management fees”, mostly to Switzerland, and routing its procurement services via a subsidiary based in Mauritius. ActionAid has launched a campaign demanding that SABMiller stop using tax havens and that tackling tax avoidance should be a top priority for the company’s corporate responsibility programme. ActionAid also wants SABMiller to make its tax affairs more transparent by publishing a basic set of accounts in every country in which it operates. This would act as a deterrent to tax dodging as companies currently use tax havens in secrecy and with impunity. Hearson concluded: “SABMiller sells billions of pounds worth of beer in Africa alone. Its CEO has even said paying tax is one of the biggest contributions companies can make to developing countries. “Yet the truth is that SABMiller has avoided paying millions of pounds in tax to some of the poorest countries in the world. This has to change in order to avoid the charge of hypocrisy. Grolsch drinkers are entitled to expect better from a company that claims to be committed to sustainable development.” Nid: 159 Post date: 12/07/2010 - 17:27 Title: Tsingtao Brewery Co.will acquire Shandong Xin Imm Teaser: Tsingtao Brewery Co., the Chinese beer company founded by German settlers more than a century ago, will acquire Shandong Xin Immense Brewery Co. for 1.87 billion yuan ($281 million). The stock rose the most in three months in Hong Kong trading. Tsingtao will pay cash to purchase 100 percent of its smaller rival, which brews and sells beer in China’s eastern Shandong province, according to a statement to Hong Kong’s stock exchange. Type: Blog entry Body: Tsingtao Brewery Co., the Chinese beer company founded by German settlers more than a century ago, will acquire Shandong Xin Immense Brewery Co. for 1.87 billion yuan ($281 million). The stock rose the most in three months in Hong Kong trading. Tsingtao will pay cash to purchase 100 percent of its smaller rival, which brews and sells beer in China’s eastern Shandong province, according to a statement to Hong Kong’s stock exchange. Shandong owns the “Silver Wheat” brand and had profit before tax in the first 10 months this year of 121 million yuan on sales of about 400,000 liters of beer, Tsingtao said in the statement. Tsingtao reported beer production of 5.9 billion liters last year, trailing the 8.37 billion liters posted by China Resources Enterprise Ltd., the Chinese government-backed partner of SABMiller Plc. Tsingtao is “consolidating its dominance in Shandong province, one of China’s biggest beer markets,” Olive Xia, a Shanghai-based equity analyst at Core Pacific Yamaichi, said in a phone interview today. “We expect more acquisitions as consolidation will accelerate in the Shandong area,” said Xia, who recommends buying the brewer’s stock. Tsingtao gained 5 percent to HK$42.95 in Hong Kong trading, the most since Aug. 30. The benchmark Hang Seng Index rose 0.8 percent. The beermaker had lost 5 percent of its market value in the year through yesterday, compared with a 6 percent gain for the benchmark. The brewer’s Shanghai-traded shares remained halted. Nid: 153 Post date: 12/05/2010 - 22:05 Title: Anheuser-Busch plant in Lysander lays off 33 workers Teaser: This is happening all over Canada. Could be a sign of things to come. Lysander, NY - Anheuser-Busch InBev NV/SA laid off 33 workers at its brewery in Lysander this week because of a drop in beer sales and greater automation, according to a union official. Twenty-three union members in the bottling and brewing departments were put on involuntary, temporary layoff, and 10 salaried employees in the plant’s laboratory were permanently laid off, said Steve Richmond, president of Teamsters Local 1149. The Type: Forum topic Body: This is happening all over Canada. Could be a sign of things to come. Lysander, NY - Anheuser-Busch InBev NV/SA laid off 33 workers at its brewery in Lysander this week because of a drop in beer sales and greater automation, according to a union official. Twenty-three union members in the bottling and brewing departments were put on involuntary, temporary layoff, and 10 salaried employees in the plant’s laboratory were permanently laid off, said Steve Richmond, president of Teamsters Local 1149. The plant employed about 800 people before the layoffs. The layoffs were in addition to 10 to 15 temporary, voluntary layoffs at the plant since September, Richmond said. Richmond said it is not unusual for the plant to have layoffs this time of year because of a seasonal slowdown in beer sales. Usually the layoffs are done on a voluntary basis. Workers who agree to be temporarily laid off are able to claim state unemployment benefits and receive supplementary pay from the company, so they receive about 80 percent of what they would get if they were working. But not enough workers volunteered for the layoffs this week, so the company instituted involuntary layoffs, the first among union workers at the plant in recent years, Richmond said. He said beer sales have slipped because of the recession and a consumer trend toward imported beers that are priced about the same as domestic beers. In a written statement, Stephen McCormick, the brewery’s general manager, said it was reducing “a small number of salaried staff at our facility due to changes in our operational needs” and that reductions in its hourly staff were necessary because of seasonal fluctuations in its business. Earlier this year, the company offered buyouts to workers at the plant, hoping that 50 employees would accept them. About 25 did, a factor that also contributed to the layoffs this week, Richmond said. In addition, a recent $40 million upgrade to the plant improved automation, allowing the brewery to operate with fewer workers, he said. Production workers are paid about $28 an hour at the 1.5-million-square-foot plant, off Route 31 near Baldwinsville. Belgian brewer InBev completed its $52 billion acquisition of Anheuser-Busch in November 2008, creating the world’s largest brewer. The company operates 12 breweries in the United States. Nid: 152 Post date: 12/05/2010 - 21:57 Title: Technicality stopped Blackburn brewery workers' strike Teaser: PLANNED strike by Thwaites staff was called off because of a legal technicality in a ‘massive blow’ to workers, it has emerged. Employees at the brewery firm’s sites in Blackburn balloted last month in a row over sick pay but action was cancelled at the 11th hour. However, it has now emerged that the proposed strike by 100 GMB union members failed because of a technicality, not because staff and Thwaites bosses reached a settlement. Some members who had already accepted changes to the company’s sick pay scheme then voted in the strike ballot, rendering it invalid. Type: Blog entry Body: PLANNED strike by Thwaites staff was called off because of a legal technicality in a ‘massive blow’ to workers, it has emerged. Employees at the brewery firm’s sites in Blackburn balloted last month in a row over sick pay but action was cancelled at the 11th hour. However, it has now emerged that the proposed strike by 100 GMB union members failed because of a technicality, not because staff and Thwaites bosses reached a settlement. Some members who had already accepted changes to the company’s sick pay scheme then voted in the strike ballot, rendering it invalid. The new system, which will come into force on January 1, will see staff get three months’ full pay followed by three months’ half pay in any two-year period. Previously employees were entitled to six months’ full pay and then six months’ half pay. Neil Holden, GMB shop steward at Thwaites’ Penny Street site, said: “This is a massive blow for staff. “By the time we arranged future action, it would be into January when the new policy takes force, so there is nothing else we can do.” Thwaites said: “All employees were consulted fully and their concerns and suggestions were carefully listened to.” Nid: 151 Post date: 12/05/2010 - 21:51 Title: MillerCoors Suspends Distribution Of Coors Light Aluminum Pint Teaser: Did they plan to re-use this bottle or just re-cycle? MillerCoors Suspends Distribution Of Coors Light Aluminum MillerCoors, a joint venture of SABMiller PLC (SBMRY, SAB.JO) and Molson Coors Brewing Co. (TAP, TAPA), has suspended distribution of its Coors Light aluminum pint bottle because demand for the two-month-old product has outstripped supply, according to Beer Business Daily. Type: Forum topic Body: Did they plan to re-use this bottle or just re-cycle? MillerCoors Suspends Distribution Of Coors Light Aluminum MillerCoors, a joint venture of SABMiller PLC (SBMRY, SAB.JO) and Molson Coors Brewing Co. (TAP, TAPA), has suspended distribution of its Coors Light aluminum pint bottle because demand for the two-month-old product has outstripped supply, according to Beer Business Daily. The Coors Light Silver Bullet Aluminum Pint, which has a resealable twist-off cap, was launched in September. MillerCoors began offering a similar bottle for Miller Lite last year, according to MillerCoors' website. "Demand for the aluminum pint has outstripped supply, and we have had ongoing supply issues with the Coors Light Aluminum Pint since its introduction," MillerCoors said in a letter to distributors, according to Beer Business Daily. "Because of the fixed aluminum pint capacity from our supplier and recurring package integrity issues, we have been unable to satisfactorily supply our customers." The company also said in the letter that package problems occasionally resulted in bad-tasting beer, according to Beer Business Daily. MillerCoors said the decision is "the right one" for Miller Lite, as the company can now fully meet demand for Miller Lite, according to the letter cited by Beer Business Daily. The letter said it will relaunch the Coors Light packaging "once package defects and supply issues are resolved." A representative from MillerCoors wasn't immediately available for comment. Nid: 150 Post date: 12/05/2010 - 21:44 Title: Carlsberg to Increase China Brewery Stake Teaser: .Carlsberg A/S received the final approval from China’s government to boost its shareholding in Chongqing Brewery Co., paving the way for further expansion in the world’s most population nation. China’s Ministry of Commerce approved Chongqing Brewery’s proposal to sell a 12.25 percent stake to Carlsberg, the Chinese company said in a statement to Shanghai’s stock exchange yesterday. The Hong Kong unit of Copenhagen-based Carlsberg will pay 2.39 billion yuan ($359 million) to boost its holding in Chongqing Brewery to 29.7 percent. Type: Blog entry Body: .Carlsberg A/S received the final approval from China’s government to boost its shareholding in Chongqing Brewery Co., paving the way for further expansion in the world’s most population nation. China’s Ministry of Commerce approved Chongqing Brewery’s proposal to sell a 12.25 percent stake to Carlsberg, the Chinese company said in a statement to Shanghai’s stock exchange yesterday. The Hong Kong unit of Copenhagen-based Carlsberg will pay 2.39 billion yuan ($359 million) to boost its holding in Chongqing Brewery to 29.7 percent. The transaction does not require further regulatory approval, Deng Wei, board secretary of Chongqing Brewery, said today by phone, without giving a timetable for completion of the purchase. China’s State-owned Assets Supervision and Administration Commission approved the transaction last month. Carlsberg is among global beermakers expanding their investments in the world’s biggest producer of the alcoholic beverage. Anheuser-Busch InBev NV, the world’s largest brewer, controls Harbin Brewery Group Ltd. SABMiller Plc, the second- largest brewer in the world by volume, owns 49 percent of Snow Breweries, its joint venture with China Resources Enterprise Ltd. Beer production increased 7 percent to more than 40 million kiloliters in China last year, making it the world’s top producer, according to Tokyo-based Kirin Holdings Co. Chongqing, in southwestern China, is the country’s largest municipality with a population of 28.6 million. Chongqing Brewery shares fell 3 percent to 71 yuan at the 11:30 a.m. break in Shanghai. The benchmark Shanghai Composite Index slid 0.5 percent. Nid: 149 Post date: 12/04/2010 - 02:15 Title: Trade Team Rates Teaser: this is the rates of Tradeteam Type: File Body: this is the rates of Tradeteam Nid: 148 Post date: 12/03/2010 - 18:42 Title: Heineken Goes With Longneck Bottles Teaser: Heineken is ditching its familiar shortneck bottle across the globe -- everywhere that is, except for the United States. The new bottle, which will debut in Western Europe early next year, has a longer neck that has a slight indentation where the Heineken name is displayed vertically. But Heineken USA is sticking with the shortneck because it wanted to differentiate the import from U.S. domestic beers, which tend to come in longnecks, said spokeswoman Tara Carraro. Type: Blog entry Body: Heineken is ditching its familiar shortneck bottle across the globe -- everywhere that is, except for the United States. The new bottle, which will debut in Western Europe early next year, has a longer neck that has a slight indentation where the Heineken name is displayed vertically. But Heineken USA is sticking with the shortneck because it wanted to differentiate the import from U.S. domestic beers, which tend to come in longnecks, said spokeswoman Tara Carraro. "We tested the new longneck bottle in the US but our current bottle is so iconic that it was preferred," she said. Amsterdam-based Heineken, which sells beer in more than 70 countries, launched the redesign after an intensive study. "We have looked at each and every packaging detail to ensure our sophisticated consumers feel a subtle but significant difference," Mark van Iterson, Heineken's manager for global design and concept, said in a statement. The new bottle replaces the shortneck and extra long neck styles that are sold internationally. The brewer says the switch will help it achieve greater supply chain efficiencies. Nid: 147 Post date: 12/03/2010 - 18:36 Title: Foster plays down workers strike affect on Victoria Bitter and Fosters Teaser: FOSTERS denies there is a threat to Christmas beer supplies because of a planned strike by workers at Visy cardboard packaging plants. About 400 workers at Visy sites in Victoria and NSW have voted to strike indefinitely from Friday over an enterprise bargaining dispute, potentially affecting Victoria Bitter and Fosters supplies. The Australian Manufacturing Workers Union said the strike had the potential to disrupt beer supplies for Christmas. Type: Blog entry Body: FOSTERS denies there is a threat to Christmas beer supplies because of a planned strike by workers at Visy cardboard packaging plants. About 400 workers at Visy sites in Victoria and NSW have voted to strike indefinitely from Friday over an enterprise bargaining dispute, potentially affecting Victoria Bitter and Fosters supplies. The Australian Manufacturing Workers Union said the strike had the potential to disrupt beer supplies for Christmas. However, Foster's spokeswoman Liz McLachlan said less than five per cent of its product relies on packaging from the plants where the strike has been called. “Visy is keeping us updated on the industrial action which is happening at several of its production sites but less than five per cent of our packaging requirements are sourced from those sites,'' Ms McLachlan said. “The shortfall can be covered by other sites within the network so at this time there is no impact on beer supplies.'' Another AMWU spokesperson, the national print division secretary Lorraine Cassin says workers are taking the action leading into Christmas because Visy had rejected key additions to their new employee agreement. Workers at the sites make cardboard boxes for clients including Victorian Bitter (VB) beer and Fosters brewery. "This action has the potential to adversely impact on a number of important Visy customers including Victoria Bitter, Fosters, Nestle and Coca Cola Amatil,'' Ms Cassin said in a statement Ms Cassin said NSW and Victorian workers had voted unanimously for the indefinite strike, while WA and Queensland workers were taking other forms of industrial action from Friday. "This latest action will be challenging for the workers and their families as they head into Christmas as well,'' she said. "They haven't taken this lightly.'' Nid: 146 Post date: 12/03/2010 - 18:21 Title: Glass Inclusion in Stella Teaser: This isnt the first time for this. It has happened not long ago. IMPORTANT: PRODUCT RECALL - LIMITED PRODUCT RECALL OF STELLA ARTOIS 10x250ml BOTTLE PACKS LONDON, 01 December 2010 - InBev UK Limited has announced a limited recall of Stella Artois 10x250ml bottle packs. This is due to an isolated issue affecting a single production run of glass bottles supplied to us by one of our glass bottle suppliers. There is a risk that some 250ml bottles of Stella Artois sold in 10 packs may contain glass fragments and, as a precaution, we are recalling all products that may be affected. Type: Forum topic Body: This isnt the first time for this. It has happened not long ago. IMPORTANT: PRODUCT RECALL - LIMITED PRODUCT RECALL OF STELLA ARTOIS 10x250ml BOTTLE PACKS LONDON, 01 December 2010 - InBev UK Limited has announced a limited recall of Stella Artois 10x250ml bottle packs. This is due to an isolated issue affecting a single production run of glass bottles supplied to us by one of our glass bottle suppliers. There is a risk that some 250ml bottles of Stella Artois sold in 10 packs may contain glass fragments and, as a precaution, we are recalling all products that may be affected. If you have purchased a 10 pack of Stella Artois beer in 250ml bottles, please check the neck of any of the bottles, as shown in the picture below. If the bottle carries any of the batch codes listed below, it is affected by the recall: L0219MZ L0272MZ L0288MY L0308MY L0309MY L0309MZ If you have purchased any bottles of Stella Artois that fall into this category, please do not open or consume them. Please return them to the store where you bought them for a full refund. This recall only applies to the 250ml bottles identified above. No other products are affected. If you have any queries or for further information, please contact 01452 337666 between 9am and 6pm We thank you for your cooperation and apologise for any inconvenience this may have caused. www.inbev.co.uk Recall notice issued: 1 December 2010 Nid: 145 Post date: 12/03/2010 - 03:33 Title: Danish brewer Carlsberg's largest Indian brewery opens in Andhra news Teaser: 02 December 2010 Danish brewing company, Carlsberg A/S, the world's fourth-largest brewer, yesterday opened its fifth and largest brewery in India in Andhra Pradesh. This brewery is also Carlsberg India's first brewery in South India and is located at Medak near Hyderabad. Spread over 36 acres, the brewery, which has an investment of Rs128 crore has an installed capacity of 4.25 lakh hectoliters with the potential to ramp up production to one million hectoliters, will employ 200 people. Type: Blog entry Body: 02 December 2010 Danish brewing company, Carlsberg A/S, the world's fourth-largest brewer, yesterday opened its fifth and largest brewery in India in Andhra Pradesh. This brewery is also Carlsberg India's first brewery in South India and is located at Medak near Hyderabad. Spread over 36 acres, the brewery, which has an investment of Rs128 crore has an installed capacity of 4.25 lakh hectoliters with the potential to ramp up production to one million hectoliters, will employ 200 people. The Copenhagen-based brewer said that all brands of its Indian portfolio like Carlsberg, Tuborg Green, Tuborg Strong and Palone would be brewed at Medak. Nid: 144 Post date: 12/02/2010 - 14:25 Title: Molson Coors invest in Niche Beers Teaser: The brewing venture between SABMiller and Molson Coors in the US, MillerCoors, is investing heavily in its new craft and import beer business as it anticipates niche beers will continue to outpace mainstream brands in the next few years. MillerCoors is trialling its standalone craft and import business, Tenth & Blake, in half a dozen areas of the US as it seeks to tap into strong consumer demand for high-end, smaller-scale beers in the country. Type: Blog entry Body: The brewing venture between SABMiller and Molson Coors in the US, MillerCoors, is investing heavily in its new craft and import beer business as it anticipates niche beers will continue to outpace mainstream brands in the next few years. MillerCoors is trialling its standalone craft and import business, Tenth & Blake, in half a dozen areas of the US as it seeks to tap into strong consumer demand for high-end, smaller-scale beers in the country. Distributors, at least, have taken well to the new operation, according to the brewer. "The early reception has been really terrific," MillerCoors' president of sales and distribution, Ed McBrien, told analysts in London yesterday (30 November). Craft beers have strongly outperformed established brands at both MillerCoors and Anheuser-Busch InBev in the economic downturn and the Coors Light brewer expects the trend to continue. It predicts that craft beer volumes will increase in mid-single digits annually in the US over the next three years, while the overall beer market will only expand by between 0.5% and 1%. McBrien told analysts that MillerCoors is "deeply committed" to Tenth & Blake, which counts Peroni Nastro Azzurro and Blue Moon as flagship brands. "We are investing at a disproportionate rate behind our above-premium brands, our craft and import brands," he said. "Tenth & Blake will have a fully dedicated field organisation responsible for selling those brands and we've not operated with a model like that in the past. [We've got] people whose only objective is to grow brands like Peroni at a disporoptionate rate," he said. Demand for imported beers in the US fell sharply in 2009, but the category has since returned to growth and is set to slightly outperform the market up to 2013. MillerCoors saw beer volume sales fall for the three months to the end of September by 2.7% to to 17.9m barrels compared to the same period of 2009 and by 3.76% on Q3 2008. Profits were boosted by beer price rises and cost savings. Nid: 142 Post date: 11/26/2010 - 18:27 Title: AB-InBev Brands Teaser: This link will take you to AB-InBev brands http://www.ab-inbev.com/go/brands/brand_portfolio/global_brands.cfm Type: Forum topic Body: This link will take you to AB-InBev brands http://www.ab-inbev.com/go/brands/brand_portfolio/global_brands.cfm Nid: 141 Post date: 11/26/2010 - 18:23 Title: SAB Miller Brands Teaser: This link will take you to the Brands of SAB Miller http://www.sabmiller.com/index.asp?PageID=6&referrer=155 Type: Forum topic Body: This link will take you to the Brands of SAB Miller http://www.sabmiller.com/index.asp?PageID=6&referrer=155 Nid: 140 Post date: 11/26/2010 - 18:21 Title: Heineken International Brands Teaser: This link will take you to the brands made by Heinekin International http://www.heinekeninternational.com/products_brands_brands.aspx Type: Forum topic Body: This link will take you to the brands made by Heinekin International http://www.heinekeninternational.com/products_brands_brands.aspx Nid: 139 Post date: 11/26/2010 - 18:18 Title: Carlsberg Brands Teaser: This link will take you to a list of all of the Carlsberg Brands http://www.carlsberggroup.com/brands/Pages/Default.aspx Type: Forum topic Body: This link will take you to a list of all of the Carlsberg Brands http://www.carlsberggroup.com/brands/Pages/Default.aspx Nid: 138 Post date: 11/26/2010 - 15:37 Title: Labatt Canada Contract Comparison Teaser: Labatt Canada Contract Comparison. Type: File Body: Labatt Canada Contract Comparison. Nid: 136 Post date: 11/26/2010 - 14:07 Title: Castle Brewery is one of the oldest commercial breweries in South Africa. Teaser: Castle Brewery is one of the oldest commercial breweries in South Africa. Type: Image Body: Castle Brewery is one of the oldest commercial breweries in South Africa. Nid: 135 Post date: 11/26/2010 - 04:00 Title: Tooheys Brewery Western Sydney Australia Teaser: Tooheys Brewery on strike Nov. 24 2010 Type: Image Body: Tooheys Brewery on strike Nov. 24 2010 Nid: 134 Post date: 11/26/2010 - 03:35 Title: This Isn't Just Beer But it Effects Us All, What happens in Your Country ? Teaser: HUNDREDS OF ACTIVISTS LAY PLANS TO STOP THE CARNAGE IN ONTARIO WORKPLACES (TORONTO) - More than 500 union activists will gather tomorrow, Thurs. Nov. 25, at the downtown Sheraton Centre, for a pivotal three-day Health & Safety and Workers’ Compensation conference designed to stop bad employers from killing and maiming more workers. “ Type: Blog entry Body: HUNDREDS OF ACTIVISTS LAY PLANS TO STOP THE CARNAGE IN ONTARIO WORKPLACES (TORONTO) - More than 500 union activists will gather tomorrow, Thurs. Nov. 25, at the downtown Sheraton Centre, for a pivotal three-day Health & Safety and Workers’ Compensation conference designed to stop bad employers from killing and maiming more workers. “ We have one objective only and that is to do whatever it takes to secure the vital government recommendations needed for injured, and all workers, and to single out rotten employers who continue to stand in the way of safe workplaces,” says OFL President Sid Ryan. Last year, there were 478 fatality claims and 253,761 injuries and disease claims. “Let’s never get used to these numbers. They’re a total catastrophe,” says Ryan. Last month, the OFL’s Kill a Worker, Go to Jail campaign scored a huge victory when C-45 charges were announced against Metron Construction and the individuals responsible for the Christmas Eve deaths of four migrant workers. If found guilty, owner Joel Swartz and others can receive life sentences of up to 20 years. “That’s only the first step,” says Ryan. “We’re ready to roll out this campaign across the province – into every workplace and every community – to confront the employers on their own turf and in a way they’ll finally understand.” There are other looming and urgent issues associated with the timing of this conference. The final recommendations of Ontario’s Expert Advisory Panel on prevention and enforcement systems – the most comprehensive review in 30 years – will be released next month; a one-year funding review of the Workplace Safety and Insurance Board system is underway, and its recommendations will have major consequences for current and future workers. Organized by the OFL and the Ontario Network of Injured Workers Groups, the conference features pre-eminent speakers and newsmakers, including: Tony Dean, Chair of Ontario’s Expert Advisory Panel; Prof. Harry Arthurs, Chair of the WSIB’s Funding Review; Terry Ison, Professor Emeritus, Osgoode Hall Law School; Hugh Mackenzie, Economist and Researcher, Canadian Centre for Policy Alternatives; Linda McQuaig, journalist and author, and others. Nid: 133 Post date: 11/26/2010 - 03:28 Title: Beer For Dogs Teaser: Do you want your dog to get snokkered with you this weekend? Now he can! All you have to do is fetch him some Dog Beer. As most dog owners know, despite the funny commercials, you cannot safely give a dog a Budweiser (or any beer made for humans). It can make him sick, dehydrated and can even be fatal, depending on how much he drinks. And, although dogs are attracted to the smell of hops, many dogs are sensitive to them. Type: Blog entry Body: Do you want your dog to get snokkered with you this weekend? Now he can! All you have to do is fetch him some Dog Beer. As most dog owners know, despite the funny commercials, you cannot safely give a dog a Budweiser (or any beer made for humans). It can make him sick, dehydrated and can even be fatal, depending on how much he drinks. And, although dogs are attracted to the smell of hops, many dogs are sensitive to them. However, don’t let that discourage you from letting Fido drink you under the table after a long day at work. Dog Beer, which happens to be beef flavored, is safe for dogs. It is non-alcoholic, non-carbonated and safe for human beings to drink also. Of course, just like any other beer, Dog Beer smells like hops. At $5.50 a bottle, Dog Beer is even more expensive than human beer. It seems like for that price, it would at least give Fido a little buzz, but I suppose not. Oh well, on those lonely Saturday nights, I can still see that it might be fun to have a cold one with my dog. You can purchase Dog Beer online here. Nid: 132 Post date: 11/25/2010 - 20:34 Title: REL-UITA Teaser: REL-UITA Type: Link Body: REL-UITA Nid: 131 Post date: 11/25/2010 - 13:23 Title: SAB MILLER to challenge AB-InBev in ARGENTINA Teaser: SABMiller Plc, the world’s second- biggest brewer by volume, bought the owner of Argentina’s Isenbeck and Warsteiner beer brands, entering a market which is dominated by larger rival Anheuser-Busch InBev NV. Type: Blog entry Body: SABMiller Plc, the world’s second- biggest brewer by volume, bought the owner of Argentina’s Isenbeck and Warsteiner beer brands, entering a market which is dominated by larger rival Anheuser-Busch InBev NV. Cerveceria Argentina S.A. Isenbeck is the third-largest brewer in Argentina and sold 600,000 hectoliters of beer in 2009, SABMiller said today in a statement. AB InBev sold 12.86 million hectolitres of beer in Argentina in 2009, giving it 74 percent of the market, according to the company’s website. “Its foray into an AB InBev-dominated territory shows the confidence SAB has in its Latin American division,” Simon Hales, an analyst at Evolution Securities in London, wrote in a report today. He has a “buy” rating on SABMiller stock. SABMiller, the maker of Grolsch and Peroni beers, last week reported first-half profit that beat analyst estimates because of growth in emerging markets including Latin America, its biggest market. The brewer is market leader in six Latin American countries including Colombia, Peru and Ecuador. Today’s acquisition, terms of which weren’t disclosed, is likely to prompt speculation that SABMiller may also seek to enter Brazil, according to Evolution’s Hales. AB InBev controlled 69 percent of Brazilian beer sales in 2009 through its Cia. de Bebidas das Americas unit. The country has seen the fastest economic growth in more than two decades, and its gross domestic product may expand 7.6 percent this year, according to a central bank survey of about 100 economists. Adjacent Markets SABMiller will “explore the potential in Argentina for its premium brands,” according to spokesman Nigel Fairbrass. CASA Isenbeck may allow the brewer to sell its beers in “adjacent markets” to Argentina, including Paraguay, Uruguay and the south of Brazil, Latin America’s biggest beer market, he said. “The group is likely to concentrate its strategic efforts on growing share of premium segment in Argentina,” Hales said. “Successes and learnings from this strategy could be used to lay foundations for a move into the Brazilian premium segment.” Nid: 130 Post date: 11/25/2010 - 04:38 Title: Anheuser-Busch InBev's plant in Jupille near Liege January 15, 2010. Teaser: Anheuser-Busch InBev's plant in Jupille near Liege January 15, 2010. Protest at AB InBev's plan to cut a net 263 jobs Type: Image Body: Anheuser-Busch InBev's plant in Jupille near Liege January 15, 2010. Protest at AB InBev's plan to cut a net 263 jobs Nid: 129 Post date: 11/25/2010 - 03:46 Title: Big Beer Conference July 2010 Blankeberge Belgium Teaser: Big Beer Conference July 2010 Blankeberge Belgium Type: Image Body: Big Beer Conference July 2010 Blankeberge Belgium Nid: 126 Post date: 11/24/2010 - 21:48 Title: US Teamsters roll out Organizing Campaign @ Miller Coors Teaser: Week after TGiving we begin the 2nd month of our attempt to bring the workers at Miller Coors, in Elkton Va. into the Teamster camp. There are approx. 380 workers in this plant and it is one of two Miller Coors plants in the US that is non union. A very important campaign that would give the Teamsters 4 breweries having a Teamster Contract Type: Forum topic Body: Week after TGiving we begin the 2nd month of our attempt to bring the workers at Miller Coors, in Elkton Va. into the Teamster camp. There are approx. 380 workers in this plant and it is one of two Miller Coors plants in the US that is non union. A very important campaign that would give the Teamsters 4 breweries having a Teamster Contract Nid: 125 Post date: 11/24/2010 - 20:52 Title: URSUS brewery in Romania closed down Teaser: On Thursday 18.11 2010 trade union leaders from the four SAB Miller breweries in Romania were called to the city of Cluj to be told that the employer to close the Cluj brewery. Th brewery did not produce anything for the last month but unions had hoped that this situation would be temporary. Unfortunately, 161 employees will lose their jobs between November 2010 and February 2011. The president of SAB Miller in Romania said is was a national decision not a transnational and is one due to the economic crisis in Romania which is very hard. Type: Forum topic Body: On Thursday 18.11 2010 trade union leaders from the four SAB Miller breweries in Romania were called to the city of Cluj to be told that the employer to close the Cluj brewery. Th brewery did not produce anything for the last month but unions had hoped that this situation would be temporary. Unfortunately, 161 employees will lose their jobs between November 2010 and February 2011. The president of SAB Miller in Romania said is was a national decision not a transnational and is one due to the economic crisis in Romania which is very hard. This factory is 130 years old. This is where URSUS Romanian beer brand has been produced for the first time. In order to keep the tradition it has been decided to establish a small factory to produce URSUS at Keg and make a restaurant and bar where consumers can taste and watch the production. The other three factories will continue to produce URSUS as well. Nid: 124 Post date: 11/24/2010 - 18:35 Title: CANADA Keith's to be brewed in London, Montreal and St. John's Teaser: Toronto (LBOC) - Labatt has announced the further expansion of Alexander Keith’s brewing to London, Ontario; Montreal, Quebec; and St. John’s, Newfoundland. Last year Labatt started brewing Keith’s in Creston, British Columbia. “The expansion of brewing is a direct result of Keith’s growth from a regional favourite to become Canada’s #1 domestic specialty beer. said Richard Musson, vice president, Marketing, Labatt Breweries of Canada. “The change will allow us to ensure consistent, sustainable supply of Keith’s to consumers.” Type: Blog entry Body: Toronto (LBOC) - Labatt has announced the further expansion of Alexander Keith’s brewing to London, Ontario; Montreal, Quebec; and St. John’s, Newfoundland. Last year Labatt started brewing Keith’s in Creston, British Columbia. “The expansion of brewing is a direct result of Keith’s growth from a regional favourite to become Canada’s #1 domestic specialty beer. said Richard Musson, vice president, Marketing, Labatt Breweries of Canada. “The change will allow us to ensure consistent, sustainable supply of Keith’s to consumers.” As was the case with the expansion to Creston, BC last year, Keith’s Brewmaster Emeritus Graham Kendall will supervise the training of three new Keith’s brewmasters and the accreditation of the London, Montreal and St. John’s breweries. This will ensure that the quality and taste of Alexander Keith’s are not compromised. Labatt said it remains committed to the Halifax brewery and to the Keith’s brand. Thirteen brands of beer are produced in the brewery and virtually every Labatt product sold in the Maritimes comes from the Halifax brewery. “In addition to investing in the health of the Keith’s family of brands, we are going to invest $500,000 in capital improvements to the Halifax brewery to add production capacity for our popular and growing Budweiser brands,” said Charlie Angelakos, vice president, Corporate Affairs. “Our plans are to complete this work as soon as possible – likely in the first half of 2011.” While the Halifax brewery will continue to brew Keith’s, the change will impact the workforce in Nova Scotia. The company estimates that while the total number of permanent positions affected is 27 (22 hourly and 5 salaried), it is working with the union and with employees to lessen the impact through retirement incentives. If successful, this could reduce the number of permanent jobs lost to 10. There are also a number of other factors to be considered before determining the exact number, including seasonal demand and production fluctuations, and the completion of the accreditation process for the other breweries. The company said that those who ultimately are laid off will receive severance in accordance with the collective agreement and be provided re-training. The company also said it will actively contact Halifax area employers requesting that they consider the highly-trained brewery employees for job opportunities. The company will continue to employ over 200 people in Nova Scotia with the vast majority in Halifax. Nid: 122 Post date: 11/23/2010 - 03:49 Title: Stag Brewery Mortlake London UK. Teaser: Stag Brewery Mortlake London UK. Type: Image Body: Stag Brewery Mortlake London UK. Nid: 121 Post date: 11/23/2010 - 03:36 Title: Mythos Brewery Greece Carlsberg group Teaser: Mythos Brewery Greece Carlsberg group Type: Image Body: Mythos Brewery Greece Carlsberg group Nid: 120 Post date: 11/22/2010 - 11:54 Title: CBWA Teaser: Canadian Brewery Workers Alliance Anual Meeting St. John's Newfoundland Canada Type: Image Body: Canadian Brewery Workers Alliance Anual Meeting St. John's Newfoundland Canada Nid: 119 Post date: 11/22/2010 - 10:46 Title: Carlsberg Company News site Teaser: Carlsberg Company News site Type: Link Body: Carlsberg Company News site Nid: 118 Post date: 11/22/2010 - 10:37 Title: Mark Hunter Molson Coors UK Chief Executive on the State of Beer Sales in Britain Teaser: Brewery boss in call for a long-term industry strategy THE boss of a Burton brewing giant has given his take on what is wrong with beer in the UK and details how to put the industry back on the front foot. Type: Blog entry Body: Brewery boss in call for a long-term industry strategy THE boss of a Burton brewing giant has given his take on what is wrong with beer in the UK and details how to put the industry back on the front foot. Mark Hunter Molson Coors UK chief executive Mark Hunter spoke out just months after he described Britain’s love affair with beer as being in ‘serious jeopardy’. He said: “Brewers operating in the UK are faced with a fundamental challenge — the total profit pool available to us has fallen 30 per cent over the last five years. “We have to look to the long-term future of the beer market or else the consequences will be dire. “Many of our competitors are selling at prices that are unsustainable, but we have set out to take a different approach. “The key for us is that on a fully costed basis every brand we sell has to be profitable. “Similarly, every customer has to be profitable for us and we have committed not to pursue low or no margin volume. “That strategy is based on pretty simple maths. If our brands aren’t profitable, then we have no money to reinvest in them. “Any business that is marginally costing its brands will at some point find it has a totally marginally costed business model. “Recognising that beer prices today are in line with prices all the way back in the mid-1990s — despite significant excise increases — we set out to focus on value ahead of volume. The beer sector has to be well invested, innovative and profitable over the medium to long-term. “The alternative of a commoditised category where the only driver that counts is low pricing is, in our view, unsustainable. “If other brewers want to focus single-mindedly on price that’s up to them. “In our view, some short-term share reduction is a price worth paying to ensure our category remains vital, valued and relevant." Nid: 117 Post date: 11/22/2010 - 10:11 Title: Tooheys workers launching strike action tomorrow Teaser: BEER could be in short supply this Christmas season with Tooheys workers launching strike action tomorrow. The festive season supply of some of the most popular beers in NSW - including Tooheys New, Extra Dry, Old, XXXX Gold, Hahn products, White Stag as well as international labels Heineken and Becks - could be hit by the pay dispute. Brewery technicians at the beer giant's western Sydney factory will begin a week of strike action aimed at starving the amount of beer the company can supply over the peak summer period. Type: Blog entry Body: BEER could be in short supply this Christmas season with Tooheys workers launching strike action tomorrow. The festive season supply of some of the most popular beers in NSW - including Tooheys New, Extra Dry, Old, XXXX Gold, Hahn products, White Stag as well as international labels Heineken and Becks - could be hit by the pay dispute. Brewery technicians at the beer giant's western Sydney factory will begin a week of strike action aimed at starving the amount of beer the company can supply over the peak summer period. The factory, which has been at the Lidcombe site since 1978, produces all of Tooheys' beer - about 3.3 million hectolitres each year. Brewery technicians make up 84 of about 1100 of the brewery's workers but oversee the recipes and ingredients. The technicians are calling for a 4.5 per cent pay rise and say a 3 per cent offer from Tooheys' parent company Lion Nathan is unfair "We always considered striking to be an absolute last resort but, unfortunately, Lion Nathan has left us with no choice," said Tara Moriarty, of the Liquor, Hospitality and Miscellaneous Union. Lion Nathan yesterday denied the strike would restrict supplies over summer. "There will be no disruption to supply," a spokesman said. But workers said prolonged strikes had the potential to damage the beer producer, which controlled 43 per cent of the NSW market in 2007. The strike comes at arguably the worst time of year for Lion Nathan, when the factory workers traditionally switch from a five- to a seven-day overtime roster to produce enough beer to meet the summer demand. Under the strike, workers are refusing to work weekends and will only work a five-day roster. On Friday, there will be a 24-hour strike before a decision is made on whether to continue the action. "Our members certainly don't want to upset the beer-drinking public in the lead-up to summer and Christmas, but unfortunately we were left with no real choice," Ms Moriarty said. On Thursday, Lion Nathan applied to Fair Work Australia to stop the workers taking "unprotected action". FWA Commissioner Collin Thatcher granted an interim order which runs out on Tuesday. But the action was deemed to be "protected" due to the way it was organised. Nid: 116 Post date: 11/22/2010 - 09:57 Title: Guinness Brewery, St. James Gate, Dublin, Eire Republic of Ireland, Teaser: Guinness Brewery, St. James Gate, Dublin, Eire Republic of Ireland, Type: Image Body: Guinness Brewery, St. James Gate, Dublin, Eire Republic of Ireland, Nid: 115 Post date: 11/19/2010 - 03:41 Title: Canadian Rocky Mountains Teaser: Canadian Rocky Mountains Type: Image Body: Canadian Rocky Mountains Nid: 114 Post date: 11/19/2010 - 03:36 Title: Baltika Brewery Russia Teaser: Baltika Brewery Russia Type: Image Body: Baltika Brewery Russia Nid: 113 Post date: 11/19/2010 - 03:05 Title: Budweiser Home Teaser: Budweiser Home Type: Link Body: Budweiser Home Nid: 111 Post date: 11/18/2010 - 18:40 Title: Hofbrau Brewery Germany Teaser: Hofbrau Brewery Germany Type: Image Body: Hofbrau Brewery Germany Nid: 110 Post date: 11/18/2010 - 18:36 Title: Fosters Beer Site Teaser: Fosters Beer Site Type: Link Body: Fosters Beer Site Nid: 109 Post date: 11/18/2010 - 18:34 Title: Federated Brewery Employees Association of the Commonwealth of Australia Teaser: Federated Brewery Employees Association of the Commonwealth of Australia Type: Link Body: Federated Brewery Employees Association of the Commonwealth of Australia Nid: 108 Post date: 11/17/2010 - 02:07 Title: The Old Swan Brewery, Perth, WA, Australia Teaser: The Old Swan Brewery, Perth, WA, Australia Type: Image Body: The Old Swan Brewery, Perth, WA, Australia Nid: 107 Post date: 11/17/2010 - 02:02 Title: Kirin's Yokohama Breweries Japan Teaser: Kirin's Yokohama Breweries Japan Type: Image Body: Kirin's Yokohama Breweries Japan Nid: 106 Post date: 11/17/2010 - 01:59 Title: Sapporo Brewery Hokkaido Japan Teaser: Sapporo Brewery Hokkaido Japan Type: Image Body: Sapporo Brewery Hokkaido Japan Nid: 104 Post date: 11/17/2010 - 01:50 Title: Heineken Brewery Amsterdam Netherlands Teaser: Heineken Brewery Amsterdam Netherlands Type: Image Body: Heineken Brewery Amsterdam Netherlands Nid: 103 Post date: 11/17/2010 - 01:47 Title: Stella Artois Brewery Leuvan Belguim Teaser: Stella Artois Brewery Leuvan Belguim Type: Image Body: Stella Artois Brewery Leuvan Belguim Nid: 101 Post date: 11/16/2010 - 17:14 Title: The Budweiser Clydesdales in all there glory Teaser: The Budweiser Clydesdales in all there glory Type: Image Body: The Budweiser Clydesdales in all there glory Nid: 100 Post date: 11/13/2010 - 00:58 Title: A-B Fort Collins Colorado USA Teaser: A-B Fort Collins Colorado USA Type: Image Body: A-B Fort Collins Colorado USA Nid: 99 Post date: 11/13/2010 - 00:55 Title: Labatt 1940'S Streamliner Teaser: Labatt 1936 to 1955 Streamliner Stored at the London Ontario Canada Brewery Type: Image Body: Labatt 1936 to 1955 Streamliner Stored at the London Ontario Canada Brewery Nid: 98 Post date: 11/13/2010 - 00:51 Title: A-B brewery St. Loius Missouri USA Teaser: A-B brewery St. Loius Missouri USA Type: Image Body: A-B brewery St. Loius Missouri USA Nid: 97 Post date: 11/11/2010 - 22:20 Title: American Beer Market Teaser: Beer champs on the ropes, Deutsche says In the most memorable scene of the original Rocky movie, Apollo Creed battles Sylvester Stallone's character, Rocky Balboa, in a knock-down, drag-out fight for the ages. Deutsche Bank analyst Marc Greenberg says that scene reminds him a lot of the U.S. beer market these days. Much like Apollo, he feels the industry's leadership is failing to recognize successful competition and is using passive tactics to meet new challenges. Th Type: Blog entry Body: Beer champs on the ropes, Deutsche says In the most memorable scene of the original Rocky movie, Apollo Creed battles Sylvester Stallone's character, Rocky Balboa, in a knock-down, drag-out fight for the ages. Deutsche Bank analyst Marc Greenberg says that scene reminds him a lot of the U.S. beer market these days. Much like Apollo, he feels the industry's leadership is failing to recognize successful competition and is using passive tactics to meet new challenges. Th e U.S. beer duopoly -- Anheuser Busch In-Bev NV( BUD/NYSE) (Bud, Stella, Leffe, Brahma) and Molson Coors Brewing Co. (TAP/NYSE) (Rickard's Red, Creemore Spring, Coors Light) -- blame consumer weakness and the trade-down effect as the primary cause for declines in sales. The premium light beer category, estimated at 50% of the U.S. market, has seen monthly volume declines in 13 of the past 16 four-week periods. But other types of premium alcohol, including craft leader Boston Beer (Samuel Adams) and popular spirits such as Jack Daniels, Smirnoff and Captain Morgan have posted significantly better growth. Average monthly spirits growth among the three flagship brands in whiskey, rum and vodka has been positive in 11 of the past 16 months. Leading companies have emphasized the importance of increased marketing and promotions aimed at maintaining customer loyalty, as trips to bars and restaurants have fallen. This is a completely different tactic than the leading beer companies, Mr. Greenberg told clients. Despite the trade-down suggestion, Boston Beer and other craft-makers continue to outpace the overall beer category and gain market share. They also typically sell for 30% to 40% more than premium light beers. Mr. Greenberg estimates the high end of the beer market, which includes imports and crafts, accounts for 20% of U.S. beer volume. So while some of the weakness in the premium light segment may be a result of the economy, the analyst notes plenty of middle-income consumers still seem pretty willing to buy Corona and other higher-end beers. "Aside from pricing, we believe ineffective innovation and promotion continue to plague the major brewers, with unremarkable media campaigns, and 'innovation' constrained to packaging and line extensions," Mr. Greenberg said. So while those corny football tie-ins may be funny the first time you seen them, beer companies might want try something else. Nid: 96 Post date: 11/10/2010 - 03:25 Title: Worth reading again Teaser: Victory for Inbev workers www.socialistworld.net, 25/01/2010 website of the committee for a workers' international, CWI New phase of trade union militancy LSP/PSL reporters (CWI in Belgium) For 2 weeks, Inbev brewery workers at the different Belgian sites blockaded factories in an attempt to stop the company’s international management from sacking 303 workers. The plans for Inbev in Belgium were part of a European-wide offensive aimed at cutting the workforce by 10%: about 800 workers, out of a total of 8,000. Besides Belgium, with its 303 job losses, mainly German workers would be hit, with 386 lay offs planned. Unspecified numbers would have to go in France, the UK and the Netherlands, while the Inbev brewery in Diekirch, Luxemburg, would be closed down. The wo Type: Forum topic Body: Victory for Inbev workers www.socialistworld.net, 25/01/2010 website of the committee for a workers' international, CWI New phase of trade union militancy LSP/PSL reporters (CWI in Belgium) For 2 weeks, Inbev brewery workers at the different Belgian sites blockaded factories in an attempt to stop the company’s international management from sacking 303 workers. The plans for Inbev in Belgium were part of a European-wide offensive aimed at cutting the workforce by 10%: about 800 workers, out of a total of 8,000. Besides Belgium, with its 303 job losses, mainly German workers would be hit, with 386 lay offs planned. Unspecified numbers would have to go in France, the UK and the Netherlands, while the Inbev brewery in Diekirch, Luxemburg, would be closed down. The wo rkers’ 2 week blockade in Belgium ended with the international management pulling back from its initial plan and promising not to lay off workers! Of course, within the capitalist system, every victory is temporary and prepares the stage for more decisive battles. "We have won a battle but not yet the war" Luc Gysemberg, of the ‘christian union’, ACV, declared. But what had brought about this remarkable retreat by the Inbev multinational in this, widely reported, struggle? Inbev workers blockade Leuven brewery Cutback plans - big bonuses for management This was the fifth ‘restructuring plan’ proposed by Inbev in five years. For years, the number of people working at the Belgian plants had been cut, slice by slice. Extreme cost-cutting became a ‘religion’ for the international management, reinforced by an inhuman obsession with “targets”, emanating from the board of directors. Inbev had made profits amounting to €2.8 billion euro in 2009. In fact, while the physical output of beer had gone down by 3.8% on a yearly basis, profits had increased from $837 million to $1.13 billion, in the third quarter of last year. Crisis? Not so much for the Inbev bosses! Even in the capitalist media, reports began to reveal the incredible greed of AB Imbev CEO, Carlos Brito, and his closest colleagues. In 2007, Brito had pocketed an income of €4.25 million, €3.4 million of which consisted of bonuses. The rest represented his "normal salary". Clearly, it is not only the banks which have been infected by the ‘bonus culture’. After the first half of 2009, the 13 members of the company’s international board of directors divided $73 million in bonuses between them! The press was also full of reports detailing the bonuses management would receive if the objective of debt reduction, caused by the expensive takeover of Anheuser Busch, was achieved by 2013. The 13 directors would receive 9.3 million stock market shares, worth €10.32 each. Clearly, AB Inbev were losing their propaganda battle here. At the same time, the workers have been squeezed to produce more and more per worker, and they felt this wouldn’t be the last round of ‘restructuring’ either. So they decided enough was enough and a blockade was mounted in Leuven, the main Belgian site, as well as in Jupille. Victory! A new tactic and a new phase of trade union militancy Belgian management had been preparing for a showdown with the unions for months. During the winter, beer production was suddenly as high as in the summer, as management had been supplying important customers with stocks. But they weren’t prepared for the reaction of the unions. Union militants blocked all entrances to the Leuven and Jupille plants, but work continued inside. In this way, Inbev had to pay workers, as officially there was no strike, and workers didn’t lose any income. Such a tactic might not be appropriate for all types of companies and if the conflict had hardened, a strike of all Inbev plants would have had to be called. But, in the circumstances, it took the management by surprise: they had prepared for several days of strikes, maybe even a week, but now they had to keep on paying workers while no raw materials came in to the plants, and no beer left the factory. Management reacted with the threat of sending bailiffs to break the blockade, threatening union militants with big fines. But because of the principled position of the unions, backed by all workers and even higher paid layers of the workforce like sales people, this didn’t work. Also, they must have felt - with all the solidarity coming from the wider population and, with even the press having a difficult job to defend them, that this kind of repression would backfire against them. Members of the Linkse Socialistische Partij (LSP - CWI in Belgium) in Leuven were present, with significant numbers, from day one of the blockade. It was clear this could become a hard and long conflict. The unions took the clear and correct position not to negotiate lay offs. The plan would have to go before talks could resume. LSP was able, because of our contacts with comrades in the main Brazilian ‘Ambev’ plant (with the help of Liberdade Socialismo e Revolução - CWI in Brazil), to communicate a solidarity statement, signed by union militants from Ambev Brazil, to the workers in Belgium. This was of course received very well by the workers and militants in Leuven. It raised the authority of LSP as a serious supporter of the Inbev workers. In discussions with militants at the picket, it was clear that our references to a recent victory of the unions at Bayer in Antwerp struck a chord. Since the beginning of the recession, a series of lay offs and cuts had been pushed through by different companies in Belgium. The reaction of trade union representatives was mostly one of resignation and the opening of talks with management to negotiate the details of the defeat. There were some exceptions, like the struggles at Tecteo and Bridgestone, but this was the main pattern. This string of defeats or half defeats was suddenly punctured when in November/December, unions at the chemical plant, Bayer, in Antwerp, simply said "no" to a plan of wage cuts and other cuts by the bosses. They were pilloried by the media but stuck to their combative stance. Eventually, the Bayer management had to renounce their plans, under the threat of a possible strike. After these events, LSP/PSL organised a successful meeting, with 50 people present, with one of the main shop stewards at the Bayer plant speaking. It is clear that Bayer was a point of reference for the most active and combative Inbev workers. Indeed, after almost two weeks, the Inbev blockade had become a case study, for both the bosses and the workers’ organisations in Belgium. And with the refusal of the Dutch Inbev workers to take over some of Belgian production, the first actions in Inbev Bremen (Germany) and the solidarity actions in Brazil, the management was facing a generalisation of the struggle, further disruption of its supply chains and - possibly - a European-wide strike. After ill-fated attempts at "reconciliation" talks with the unions, with government officials present, AB Inbev finally beat a retreat. After two weeks of the blockade and with stocks depleting, it gave up on its intended lay offs in Belgium. A clear victory for militant unionism and solidarity in action. Prospects for union struggle The events at Bayer and Inbev could be a turning point for the wider class struggle in Belgium. In fact, the day before the Inbev workers could declare their actions a success, the unions at Opel in Antwerp had also begun a blockade of the factory: no cars were allowed out. Other workers, like the firefighters, were - it seemed - starting to follow the militant example of the Inbev workers. Fearing this, it is possible that government pressure, during the attempted "reconciliation", might have contributed to the dismal retreat of the Inbev management. Whether these lessons of militant unionism and the rewards of struggle will be registered will largely depend on the outcome of another, even bigger threatened catastrophe: the announced closure of the Opel factory in Antwerp, which threatens the livelihoods of, 8,000 to 10,000 workers and their families, subcontracting firms included. Until now the Opel unions have, unfortunately, favoured political lobbying over militant action. The wider union movement, we think, should learn from the struggles at Bayer and Inbev. A general mobilisation of the Belgian working class is necessary to stop the job massacres at Opel Antwerp and in numerous other companies. LSP/PSL (CWI in Belgium) will present a clear program, for jobs and nationalisation under workers’ control in the coming struggles and demonstrations. We will fight to popularise, with all the means at our disposal, the struggle for socialism and workers’ democracy in the broader movements which are imminent. Nid: 95 Post date: 11/10/2010 - 02:59 Title: Trade Union at Heineken Teaser: Type: Link Body: Nid: 94 Post date: 11/10/2010 - 02:53 Title: Heineken Nederland BV Union Website Teaser: Heineken Nederland BV Union Website Type: Link Body: Heineken Nederland BV Union Website Nid: 93 Post date: 11/10/2010 - 02:48 Title: 3F – the largest trade union in Denmark Teaser: Type: Link Body: Nid: 92 Post date: 11/10/2010 - 02:34 Title: Carlsberg Company Web site Teaser: Type: Link Body: Nid: 90 Post date: 11/09/2010 - 22:27 Title: Patricia brewery, Salus, near Minas.Uraguay Teaser: Patricia brewery, Salus, near Minas.Uraguay Type: Image Body: Patricia brewery, Salus, near Minas.Uraguay Nid: 89 Post date: 11/09/2010 - 02:00 Title: Hyatt Takes Away Grievance Procedure for Union Workers. Labour Instability Inevitable. Teaser: Press Conference: Labour Movement Calls for Boycott of the Hyatt Hyatt Takes Away Grievance Procedure for Union Workers. Labour Instability Inevitable. TORONTO, ONTARIO--(Marketwire - Nov. 4, 2010) - Date: Thursday, November 4, 2010 Time: Noon Place: Hyatt Regency Toronto (370 King Street West) Type: Forum topic Body: Press Conference: Labour Movement Calls for Boycott of the Hyatt Hyatt Takes Away Grievance Procedure for Union Workers. Labour Instability Inevitable. TORONTO, ONTARIO--(Marketwire - Nov. 4, 2010) - Date: Thursday, November 4, 2010 Time: Noon Place: Hyatt Regency Toronto (370 King Street West) Hyatt Regency Toronto workers, along with members from various leaders of the city's labour movement, will gather this afternoon to call a boycott of their employer. The boycott is a response to the growing frustration workers have with Hyatt as a result of its unwillingness to bargain a fair collective agreement, and more recently, its decision to suspend the grievance procedure for employees. UNITE HERE Local 75 members at the Hyatt Regency have been without a collective agreement since January 31, 2010. This boycott follows a series of labour disputes and two one-day strikes during the Toronto International Film Festival. There are sixteen other active Hyatt boycotts across Canada and the US. "We felt all of our workshop presenters would refuse to attend a conference at a hotel which is undergoing a labour dispute with its employees," said Barry Diacon, President of COUSA. "We have cancelled our conference on October 29 and 30. The Hyatt Regency is in danger of acquiring a dark stigma that will endure long past this round of bargaining with its workers." The Confederation of Ontario University Staff Associations & Unions is an umbrella group of unionized and non-unionized staff organizations at Ontario universities. "The Hyatt Regency should be bargaining with its workers, not trying to take away their rights and destroy their union," said Sid Ryan, President of the Ontario Federation of Labour, who speaks for one million Ontario workers. "We are standing with the members of Local 75 and urging the hotel to get back to the table; we are requesting customers not to meet, eat or sleep at this hotel until it has done right by the very workers who have been responsible for its prosperity." "The Hyatt refuses to bargain with us. It refuses to treat us with respect. Now, they are blatantly taking away our rights by stripping us of a fair grievance procedure. And so, we ask you to take away your business from this hotel and refuse to give them your money," said John Sultana, a banquet server at the Hyatt Regency Toronto. "The grievance procedure gives us an orderly way to resolve disagreements with management. It will be much harder to resolve issues without confrontation and disruption now." John Cartwright, President of the Toronto and York Region Labour Council added: "We are tired of employers trying to squeeze workers and that's why we are supporting a boycott of this hotel. Until the Hyatt reaches a decent agreement with their employees, we will not be doing business with this hotel. Hotel workers come to our city looking for a better life. They are our city's ambassadors and they deserve a living wage and a decent life." The Hyatt Regency has been in a legal strike/lockout position since September 3, 2010. The approximately 150 workers have already engaged in two one-day strike actions during TIFF. In May, Hyatt workers overwhelmingly voted to authorize strike action if necessary, along with workers at other hotels across the city. Hyatt serves as the starkest example of how global hotel companies prospered even during the recession. In one day, Hyatt Corporation's owners made $900 million when they took the company public in November 2009. At the same time, Hyatt hotel workers have endured reduced hours, understaffing, and heavier workloads, which put workers at higher risk of injury. Across the board in North America, the hotel industry is rebounding faster and stronger than expected, with a hearty rebound projected in 2011 and 2012. Hyatt reported that as of June 30, 2010 it had over $1.6 billion in cash and short term investments available. Meanwhile, UNITE HERE Local 75 members at the Delta Chelsea are on the second week of a strike. Today, they will be joined by members of the Central Ontario Building Trades for a solidarity rally. Local 75 represents over 7,000 hotel, hospitality and gaming workers in the Greater Toronto Area. For more information, please contact UNITE HERE Local 75 Cristal Cruz-Haicken Communications Specialist (416) 523-9729 Latest News: facebook.com/UniteHereLocal75 Nid: 83 Post date: 11/03/2010 - 19:31 Title: Coors Brewery Golden Colorado USA Teaser: Coors Brewery Golden Colorado USA Type: Image Body: Coors Brewery Golden Colorado USA Nid: 81 Post date: 11/03/2010 - 19:23 Title: Femsa web site Teaser: Type: Link Body: Nid: 80 Post date: 11/03/2010 - 19:15 Title: Welcome to the site Teaser: Well lets hear it what do you think. This site is not the most exciting or the busiest but we hope it is very useful to you all. Type: Forum topic Body: Well lets hear it what do you think. This site is not the most exciting or the busiest but we hope it is very useful to you all. Nid: 79 Post date: 11/03/2010 - 18:58 Title: A-B InBev Q3 Profits Teaser: Anheuser-Busch InBev has said that it expects stronger profits momentum in the final months of 2010 after the brewer beat most analysts' expectations in its third quarter. Another strong rise in beer sales in Brazil, up by 12% in volume, propelled Anheuser-Busch InBev to a 4% rise in like-for-like beer sales by volume in the three months to the end of September, compared to the same period of last year. Type: Blog entry Body: Anheuser-Busch InBev has said that it expects stronger profits momentum in the final months of 2010 after the brewer beat most analysts' expectations in its third quarter. Another strong rise in beer sales in Brazil, up by 12% in volume, propelled Anheuser-Busch InBev to a 4% rise in like-for-like beer sales by volume in the three months to the end of September, compared to the same period of last year. Rebounding volumes in Russia and an 8% increase in China, as well as a good performance from key brands such as Budweiser and Stella Artois, helped to offset volume declines of 5% and 1.5% in Western Europe and North America respectively, the brewer said today (3 November). However, net sales fell on a reported basis, to US$9.3bn from $9.76bn a year earlier. Beer volume sales also fell by 0.5m hectolitres on a reported basis, which includes acquisitions, disposals and currency movements. Profits attributable to A-B InBev shareholders also fell, to $1.43bn from $1.54bn in the third quarter of 2009. The firm's share price fell by nearly 2% in early trading. Despite this, the firm's net sales were slightly ahead of most analysts' expectations and its underlying profits were strong. The group's normalised EBIT, generally used as an indicator of underlying performance, reached almost $2.9bn, up 11% on last year when currency and disposed businesses are excluded. A-B InBev said that it expects stronger underlying profits growth in the fourth quarter of 2010. "Year to date, we gained or maintained market share in markets representing more than half of our total beer volumes, including Brazil, China, Russia and the UK," said the firm. For the first nine months of 2010, the firm's like-for-like beer sales rose by 2% in volume. Net sales were lower on a reported basis, but they rose by 4% on a like-for-like basis. For more information Click on link or copy and paste link into your browser http://www.ab-inbev.com/press_releases/20101103_1_e.pdf Nid: 78 Post date: 11/03/2010 - 16:20 Title: Production Directors Ignoring HR Issues Teaser: Last week the SAB EWC Select Commitee met Jo Bennett, the new head of HR in Europe. She comes from Cadbury were she was Regional Human Resources Director for Asia ( & it would be interesting to hear from anyone who has some experience working with her). Anyway, her appointment follows a long gap after Richard Davies retired from that job. I have been hearing that during this period national production directors have been ignoring HR and sidelining unions and work councils. We want Ms.Bennett to put a stop to that. Does anyone out there have any examples of this sort of thing? Type: Forum topic Body: Last week the SAB EWC Select Commitee met Jo Bennett, the new head of HR in Europe. She comes from Cadbury were she was Regional Human Resources Director for Asia ( & it would be interesting to hear from anyone who has some experience working with her). Anyway, her appointment follows a long gap after Richard Davies retired from that job. I have been hearing that during this period national production directors have been ignoring HR and sidelining unions and work councils. We want Ms.Bennett to put a stop to that. Does anyone out there have any examples of this sort of thing? Nid: 76 Post date: 11/01/2010 - 23:29 Title: Canadian west Coast Brewery Winery & Distillery Workers Teaser: Canadian west Coast Brewery Winery & Distillery Workers Local 300 Type: Link Body: Canadian west Coast Brewery Winery & Distillery Workers Local 300 Nid: 74 Post date: 11/01/2010 - 05:56 Title: Canadian West Coast Contracts Teaser: http://www.brew300.ca/documents.htm Type: File Body: http://www.brew300.ca/documents.htm Nid: 73 Post date: 11/01/2010 - 05:43 Title: Molson Coors UK chief executive trying to re-ignite the Brewing Market Teaser: The market has suffered bad press, a lack of innovation and increased competition, but the greatest challenge facing Mark Hunter, the Molson Coors UK chief executive and ISBA president, is convincing women to drink beer. Type: Blog entry Body: The market has suffered bad press, a lack of innovation and increased competition, but the greatest challenge facing Mark Hunter, the Molson Coors UK chief executive and ISBA president, is convincing women to drink beer. Mark Hunter's task is to put some fizz back into a brewing market that's gone as flat as a can of Carling left open and untouched well after the party has ended. It's not that the party is over for Carling, still the UK's biggest beer brand after 30 years and the flagship of the stable at Molson Coors UK, where Hunter is the chief executive. But there's no escaping the fact that Carling has to fight its corner in a market whose problems the term 'challenging' barely begins to describe. Hunter lets the facts speak for themselves. In 1971, beer accounted for 70 per cent of alcohol consumption. Now it's 40 per cent, thanks mainly to cider's growing popularity and a resurgent spirits market. In 2004, Molson Coors delivered a UK operating profit of around pounds 80 million. In 2007, it made about pounds 50 million, of which about 80 per cent disappeared the following year through cost inflation. The company currently makes just 2p profit on a pint. Meanwhile, Hunter has had to deal with the legacy of the company's ill-fated domination of the market for alcopops and the withdrawal of Hooper's Hooch after the huge backlash against them. Enough to drive any brewing industry marketer to drink, you might think. Hunter, though, continues to take a sober approach. A marketing spend of around pounds 80 million - which he has steadily increased each year - has enabled him to stabilise the business, pursue a policy of putting value ahead of volume and extend his portfolio of brands through what he calls 'relentless innovation' in an industry that's seen precious little of it: 'The alcohol market has offered nothing much that's new since Boddingtons introduced the widget in 1992.' And, more importantly, he's confident enough to predict that the company will double its profitability on each pint by 2012. It's a promising start, but Hunter acknowledges that real progress in changing fortunes can only be achieved by the brewing industry as a whole. Creating a level playing field by raising the level of duty on cider would help, he suggests. So would a halt to increases in excise tax on beer that, he claims, will have gone up 50 per cent by 2013 if it continues at its current rate. At the same time, there remains the challenge of how the industry protects itself by championing responsible drinking. 'We've been doing a reasonable job but there's more to be done,' he admits. 'Sharing a beer with friends is a simple pleasure. We shouldn't allow it to be demonised.' Hunter says tabloid reporting of celebrity drink-fuelled antics doesn't help his cause, although he agrees the industry has to be seen to keep its house in order. Of equal concern to him is supermarkets selling beer at 'pocket money prices', not least because it drives down the value of brands and threatens to commoditise the beer market: 'We recognise it's tough for supermarkets but we are open to the notion of minimum pricing.' More controversially, he supports banning the mention of price in alcohol ads apart from those at point-of-sale. He has put forward the idea for consideration by ISBA, where he is the president, and by the rule-making Committee of Advertising Practice. 'We can't make a virtue out of alcohol strength so we shouldn't be able to make a virtue out of price,' he declares. Whether his argument will win out is an open question. There are concerns about whether such a move would be legal and if it would force other product categories to follow suit. Nevertheless, it's symptomatic of a leadership style focused on what he says is the need to re-engage with consumers and broaden the penetration of the Molson Coors brands. His time as the chief commercial officer for Molson in Canada taught him about taking on too much, getting a top-quality management team around him and grasping the nettle at an early stage. In the UK, he has pinpointed 107 'promotable' people and wants to get that figure up to 300 in the near future. Some 'necessary churn' means that 70 per cent of his leadership team are in new roles. They include Chris McDonough, hired from Muller in February as marketing director. 'He will see things through fresh eyes,' Hunter says. Indeed, some fresh thinking has already been applied to an agency roster that includes Beattie McGuinness Bungay, the creative agency for Carling and Cobra; Publicis, which looks after Singha Beer; and ZenithOptimedia, which handles all media planning and buying. BMB and Carling, in particular, continue to innovate, and during the World Cup launched a series of 'live' ads, which featured the scores of matches that had just been played. Cobra, meanwhile, unveiled a pounds 5 million ad campaign in the summer that played on the brand's association with curry. The Molson Coors roster no longer includes Leith, though, after its Coors Light account was moved into VCCP this month. The move ends a relationship between Leith and Coors beer brands stretching back two decades. But Hunter says: 'We felt there was more that could be done for Coors Light. For three or four years, we've just been going around in circles with it.' Hunter is nothing if not forthright, as he proved at the IPA lunch in April when he suggested that agencies must evolve or die. 'I was trying to be provocative by dropping a pebble in the water,' he says. 'But I do think agencies aren't keeping pace with the challenges and pressures that the likes of social media put on clients' businesses.' He'll certainly need his agencies to be up to speed over the coming months as Project Bittersweet, a 20-month initiative about encouraging more women aged 18 to 34 to drink beer, will culminate with a major product launch next year. It will be no mean feat to boost beer's appeal to female customers, who account for 14 per cent of sales in the UK, compared with 25 per cent in North America. Women think beer is too high in calories and leaves them bloated. They find the taste too bitter - and they certainly don't like the idea of drinking it straight from the bottle. 'The danger is that you develop something that isn't really a beer, more a fancy alcopop,' Hunter says. He's certainly had his fill of those. THE HUNTER LOWDOWN Career advice from Fergie Sir Alex Ferguson unwittingly set Mark Hunter on his career path when the then St Mirren manager told his boys' team right-back he was unlikely to make it as a pro. Nevertheless, the pair have kept in touch, mainly because of Hunter's involvement in sponsorship of the Worthington and Carling Cups. Sitting together under the Old Trafford floodlights, Hunter admitted to his fellow Scot how he would have loved to have been playing on such a night: 'Alex said he was relieved I'd got a proper job.' Playing his cards right He emerged from Strathclyde University with an honours degree in marketing and business administration, gaining his early commercial experience at Hallmark Cards and Bulmers. Bass beckons He joined Bass Brewers in 1989, working in Scotland before moving south to run its Carling business and subsequently joining the Bass Brewers board as marketing director. A marked man Coors, which bought the Carling brand in 2001, earmarked Hunter as a potential top manager. It asked him to take its 'readiness route' and, in the wake of the company's merger with Molson, named him chief operating officer for Molson in its Canadian home market. He became the Molson Coors UK chief executive in 2007. Nid: 70 Post date: 10/29/2010 - 09:27 Title: Seniority Grievance Teaser: Type: File Body: Nid: 68 Post date: 10/29/2010 - 09:17 Title: Insubordanation Grievance Teaser: Type: File Body: Nid: 67 Post date: 10/29/2010 - 09:14 Title: Doctors Note For Being off Sick Teaser: Type: File Body: Nid: 66 Post date: 10/29/2010 - 09:07 Title: Weekly Indemnity Video Surveillance Arbitration Teaser: This was a grievance of someone off sick and AB-InBev decided to use a private investigation firm to film this person without just cause. Type: File Body: This was a grievance of someone off sick and AB-InBev decided to use a private investigation firm to film this person without just cause. Nid: 65 Post date: 10/29/2010 - 08:39 Title: Canadian West Coast contracts Local #300 web site Teaser: Type: Link Body: Nid: 64 Post date: 10/29/2010 - 04:27 Title: Molson Amenity Arbitration Teaser: This is a ruling that says that if you have something for example safety awards. The company can't just take it away with out bargaining it away. Type: File Body: This is a ruling that says that if you have something for example safety awards. The company can't just take it away with out bargaining it away. Nid: 61 Post date: 10/28/2010 - 05:50 Title: Support Workers at Billingsgate Teaser: Please click on the link to help out. http://www.unitetheunion.org/campaigns/billingsgate_porters_campaign/bil... Type: Blog entry Body: Please click on the link to help out. http://www.unitetheunion.org/campaigns/billingsgate_porters_campaign/bil... Nid: 60 Post date: 10/28/2010 - 05:38 Title: Heineken 3Q Volumes Disappoint Teaser: Dutch brewer Heineken NV (HEIA.AE) Wednesday posted a disappointing drop in volumes as its European markets suffered from low consumer confidence and austerity measures. Type: Blog entry Body: Dutch brewer Heineken NV (HEIA.AE) Wednesday posted a disappointing drop in volumes as its European markets suffered from low consumer confidence and austerity measures. Heineken, which brews brands including Heineken, Amstel and Strongbow cider, reported a 1% drop in third quarter volumes while sales grew 13%, boosted by the acquisition of Mexico-based Femsa Cerveza. Volumes dropped sharply in Western and Eastern Europe, where consumers reined in spending as a result of government austerity measures. Volumes in Western Europe, where Heineken generates more than 50% of sales, fell 3.9% as a result of unfavorable weather conditions as well as low consumer confidence, especially in the U.K. "In the U.K we were hurt by England dropping out of the World Cup so quickly," said Chief Financial Officer Rene Hooft Graafland. He added that he expects to gain market share in the fourth quarter, but is not optimistic on the overall outlook of the U.K. beer market The 4.8% drop in Central and Eastern European volumes was mostly attributable to a drop in volumes in Russia following a hefty excise increase at the beginning of this year. Heineken's regional president Nico Nusmeier told Dow Jones Newswires that volumes in Central and Eastern Europe will remain weak in the second half, but should return to growth in the first half of next year. Hooft Graafland said Heineken will increase its advertising and promotional spend in Russia. In addition, austerity measures hurt beer consumption in Poland, the Czech Republic, Hungary and Greece. Heineken said sharp European volume drops were offset by rises in Africa, Latin America and Asia, echoing comments from rival SABMiller PLC (SAB.JO) which last week reported a 1% rise in volumes, but said volumes in Europe were down 5% in its fiscal first half year. In Africa and the Middle East volumes rose 12%. Volumes rose 2.3% in the Americas with a strong performance from Latin America compensating for the volume drop in the U.S. where the economic environment continues to affect beer consumption. The disappointing third quarter volumes sent the shares down 4% to EUR36.51 at 0955 GMT. ING analyst Gerard Rijk said the market had expected volumes to fall, but not to this extent. Hooft Graafland acknowledged the company will feel the impact of rising input costs next year, but said he doesn't expect it to be an issue this year and any cost increase will not be at the same levels as in 2008 when commodity costs rose over 15% prompting Heineken to increase prices by as much as 4%. The CFO said the company hopes to pass on the higher costs by increasing its prices in 2011, but only in high inflation countries in Eastern Europe and Africa, as the Western European and U.S. markets have limited room for price increases. Heineken reiterated its full year outlook for a low double digit rise in profit before exceptional items and amortization of brands. Nid: 59 Post date: 10/27/2010 - 11:12 Title: Belgian brewers web site Teaser: Type: Link Body: Nid: 57 Post date: 10/27/2010 - 08:54 Title: Just Drinks is a good web site for Brewery news Teaser: Type: Link Body: Nid: 56 Post date: 10/27/2010 - 07:32 Title: EFFAT union web site Teaser: Type: Link Body: Nid: 55 Post date: 10/27/2010 - 07:31 Title: IUF union web site Teaser: Type: Link Body: Nid: 54 Post date: 10/27/2010 - 07:27 Title: Union of Russian Brewers web site Teaser: Type: Link Body: Nid: 53 Post date: 10/27/2010 - 07:21 Title: Millercoors USA Web site Teaser: Type: Link Body: Nid: 50 Post date: 10/27/2010 - 07:10 Title: Teamsters USA Brewery web site ( A-B InBev) Teaser: Type: Link Body: Nid: 49 Post date: 10/27/2010 - 07:02 Title: Miller Breweryworkers USA ( UAW) website Teaser: Type: Link Body: Nid: 47 Post date: 10/27/2010 - 01:28 Title: Molson Montreal (Molson Coors) Teaser: Molson Coors Plant Montreal Quebec Canada Type: Image Body: Molson Coors Plant Montreal Quebec Canada Nid: 40 Post date: 10/27/2010 - 00:27 Title: Management Change at SAB Miller Teaser: Summary:Karl Lippert, currently President of Bavaria S.A. in Colombia, will be appointed as President, SABMiller Latin America, based in Bogota, reporting directly to Graham Mackay, SABMiller Chief Executive, and will join the SABMiller plc Group Executive Committee, with effect from 1 January 2011. Type: Blog entry Body: Summary:Karl Lippert, currently President of Bavaria S.A. in Colombia, will be appointed as President, SABMiller Latin America, based in Bogota, reporting directly to Graham Mackay, SABMiller Chief Executive, and will join the SABMiller plc Group Executive Committee, with effect from 1 January 2011. Oct 25 2010 --- SABMiller plc announced that Barry Smith, President, SABMiller Latin America, will be retiring at the end of December 2010. Barry has served the group for 26 years and has been a member of the SABMiller Executive Committee since 2005, when he was appointed President, SABMiller South America following the completion of the Bavaria transaction. He has been President, SABMiller Latin America since 2007. He originally joined The South African Breweries Limited (SAB Ltd) in 1984 and has held a number of senior positions in the group, including Marketing Director, SAB Ltd in South Africa, Managing Director, Kompania Piwowarska S.A. in Poland, and Senior Vice President, Market Development and Strategy, Miller Brewing Company, USA. Barry oversaw the successful integration of Grupo Empresarial Bavaria into the SABMiller group, and under his leadership the Latin American region has grown to become the largest region in the group, with EBITA, turnover and volumes having increased substantially over the five years since completion of the Bavaria transaction. In the year ended 31 March 2010, the region accounted for some 21% of total group beverage volumes, 22% of group revenue, and 31% of group EBITA. Karl Lippert, currently President of Bavaria S.A. in Colombia, will be appointed as President, SABMiller Latin America, based in Bogota, reporting directly to Graham Mackay, SABMiller Chief Executive, and will join the SABMiller plc Group Executive Committee, with effect from 1 January 2011. Karl has been with the Group since 1992, and has extensive experience in the global brewing industry. Prior to his appointment as President of Bavaria in February 2006, Karl was Managing Director of Kompania Piwowarska S.A. in Poland, and previously held senior positions as Managing Director of Dreher in Hungary, Sales and Distribution Director for SABMiller Europe, and various positions within SAB Ltd in South Africa, including General Manager, Distribution Services Manager and Operations Manager. Commenting on the management changes, Graham Mackay, Chief Executive, said: "Barry Smith has made an enduring and outstanding contribution to SABMiller over many years, culminating in his inspirational leadership of a vibrant and growing business in Latin America, and the building of a strong management team throughout the region. We will greatly miss Barry's wisdom, wit and passion for the business. I wish Barry and his wife Margie a long and happy retirement. "I am confident that Karl, an experienced and respected SABMiller manager, will continue to drive our business in the region, and deliver further value enhancing growth. Karl will bring to the Latin America region the same enthusiasm, management and vision with which he has led our business in Colombia over the past four and a half years, to the benefit of our consumers, customers, employees and shareholders." Nid: 38 Post date: 10/26/2010 - 11:00 Title: Beer stores Canada Teaser: This is a link to the distribution of beer in Ontario Canada. This company is owned by Molson( SAB Miller) Labatt (A-B InBev) and Sleeman ( Suntory) http://www.thebeerstore.ca/ Type: Forum topic Body: This is a link to the distribution of beer in Ontario Canada. This company is owned by Molson( SAB Miller) Labatt (A-B InBev) and Sleeman ( Suntory) http://www.thebeerstore.ca/ Nid: 37 Post date: 10/26/2010 - 10:57 Title: A-B InBev Dreams for 2010 Teaser: “AB-InBev’s shared dream energizes everyone to work in the same direction: to be the Best Beer Company in a Better World. The three long-term objectives of our business are: 1. To deliver volume growth ahead of industry growth. 2. To grow revenue ahead of volumes. 3. To maintain strong financial discipline and ensure that costs remain below inflation.” AB-InBev “Our Dream“, 2010 Type: Forum topic Body: “AB-InBev’s shared dream energizes everyone to work in the same direction: to be the Best Beer Company in a Better World. The three long-term objectives of our business are: 1. To deliver volume growth ahead of industry growth. 2. To grow revenue ahead of volumes. 3. To maintain strong financial discipline and ensure that costs remain below inflation.” AB-InBev “Our Dream“, 2010 Nid: 36 Post date: 10/26/2010 - 10:56 Title: SAB Miller Strategy 2010 Teaser: “SABMiller’s strategic focus is centred on four priorities:1. Creating a balanced and attractive global spread of businesses 2. Developing strong, relevant brand portfolios in the local market3. Constantly raising the performance of local businesses4. Leveraging our global scale.“SABMiller “Strategic Priorities”, 2010 Type: Forum topic Body: “SABMiller’s strategic focus is centred on four priorities:1. Creating a balanced and attractive global spread of businesses 2. Developing strong, relevant brand portfolios in the local market3. Constantly raising the performance of local businesses4. Leveraging our global scale.“SABMiller “Strategic Priorities”, 2010 Nid: 35 Post date: 10/26/2010 - 10:55 Title: Heinekins Goals and Strategy for 2010 Teaser: “The goal of Heineken is to grow the business in a sustainable and consistent manner, while constantly improving profitability. Thefour priorities for action include:1. to accelerate sustainable top-line growth. 2. to accelerate efficiency and cost reduction. 3. to speed up implementation: we commit to faster decision makingand execution.4. to focus on those markets where we believe we can win.” Heineken “Strategy & Goals“, 2010 Type: Forum topic Body: “The goal of Heineken is to grow the business in a sustainable and consistent manner, while constantly improving profitability. Thefour priorities for action include:1. to accelerate sustainable top-line growth. 2. to accelerate efficiency and cost reduction. 3. to speed up implementation: we commit to faster decision makingand execution.4. to focus on those markets where we believe we can win.” Heineken “Strategy & Goals“, 2010 Nid: 34 Post date: 10/26/2010 - 10:53 Title: Carlsberg Strategy 2010 Teaser: “Carlsberg is the world’s fourth largest brewery group. Our ambition is based on one important principle: creating value for our shareholders andall other stakeholders by• Building the fastest growing global beer company• Being a significant player in the markets where we choose to compete.”Carlsberg Group “Strategy“, 2010 Type: Forum topic Body: “Carlsberg is the world’s fourth largest brewery group. Our ambition is based on one important principle: creating value for our shareholders andall other stakeholders by• Building the fastest growing global beer company• Being a significant player in the markets where we choose to compete.”Carlsberg Group “Strategy“, 2010 Nid: 32 Post date: 10/26/2010 - 10:44 Title: Carlsberg Website Teaser: http://www.carlsberg.com/ Type: Forum topic Body: http://www.carlsberg.com/ Nid: 26 Post date: 10/18/2010 - 18:02 Title: Pension Plan Grievance Teaser: This is an arbitration ruling on Pension Indexing Type: File Body: This is an arbitration ruling on Pension Indexing Nid: 24 Post date: 10/15/2010 - 09:28 Title: Canadian Brewery Workers Alliance First News Letter Teaser: Canadian Brewery Workers Alliance Newsletter Dec. 2007 Brothers and Sisters, the CBWA was formed in Oct 2006. It started as an informal meeting between the Halifax bargaining team and representatives from Montreal and London. It grew to its present form of representatives from all Labatt plants in Canada. It has been successful in bringing major concerns to the Mancom team and increasing communication between the plants like never before. We urge you to ask your union executives more about the alliance. Below you will see representatives from each plant at the CBWA meeting in Vancouver last June and a submission from each plant to help bring you closer to your brothers and sisters across Canada. We also invite you to go to www.breweryworkers.ca. and register at our web site. Your status in a Labatt union will then be verified by your president. We hope you enjoy the newsletter. Type: Forum topic Body: Canadian Brewery Workers Alliance Newsletter Dec. 2007 Brothers and Sisters, the CBWA was formed in Oct 2006. It started as an informal meeting between the Halifax bargaining team and representatives from Montreal and London. It grew to its present form of representatives from all Labatt plants in Canada. It has been successful in bringing major concerns to the Mancom team and increasing communication between the plants like never before. We urge you to ask your union executives more about the alliance. Below you will see representatives from each plant at the CBWA meeting in Vancouver last June and a submission from each plant to help bring you closer to your brothers and sisters across Canada. We also invite you to go to www.breweryworkers.ca. and register at our web site. Your status in a Labatt union will then be verified by your president. We hope you enjoy the newsletter. St. John’s Newfoundland NAPE Local 7004 Our plant is the smallest plant with 45 full time unionized employees, and 15 – 20 temps, depending on production demands. We have one bottling line that runs at 600 bottles per minute, also a kegging line that runs when needed. Our contract was signed in March, 2005 and ends April, 2013. We don’t have any management that negotiated the contract presently working in the plant; therefore a number of articles of this agreement have been misinterpreted. It seems similar problems are occurring locally and nationally. Examples include: Manulife concerns, scheduling, vision care for retirees, weekly indemnity advances, safety day has been cancelled several times and we are looking for a letter of understanding to resolve safety day. Pension plan for retirees, taking too long to get monies, etc. Our biggest concerns are; free trade, Atlantica, merger of IMBEV and Anheuser – Bush. We all know these mergers cause the loss of jobs. We are happy to see the CBWA reports and steady updates. Hopefully this will pressure Mancom into dealing with our national and local issues. Olands Brewery Halifax UFCW Local 361 Our plant in Halifax is situated in the north end of the city. The plant is in a mainly residential area. For many years, most of the fulltime work force lived within walking distance of the plant. In recent years this has changed and the work force is more spread out. We signed a new collective agreement in Jan 20, 2007 for a five year term. We were the first plant to negotiate with the current management group. Everything was on the table including the big three, a two tier wage system, performance based bonus plan and a contributory pension plan. We salvaged most of our collective agreement but reluctantly agreed to the big three. The mood on the floor following the agreement is not good but we are trying to move forward. In October Inbev announced a forty five million dollar expansion over five years to be reviewed on a yearly basis with the Nova Scotia government kicking in 4.5 million over the same amount of time. We have 128 union members including temps. We have two warehouse sites one about 6 miles from the plant and one in Moncton New Brunswick. 37% of the work force has over 20 years experience, 20% has 10-20 years experience and 42% has less than 10 years service. Alexander Keith's is our main brand making up the majority of our brewing. Halifax also brews Bud, Blue, Olands, and Schooner. We have one bottle, one can and one keg line. Our total yearly production is between 1.2 and 1.3 million Htl. Our bottle line represents more than fifty percent of our production. The package of choice in the Maritimes is the 12 pack. The exporting of Keith's is constantly growing. There is little or no growth in the Maritimes. Not much in the way of advertising our product locally .Our great hope would be to break into the lucrative markets of the northeastern U.S. LaSalle (Montreal), Québec C.S.N. We are located near the St-Lawrence sea way on the south west part of the Montreal’s island. We have 536 regular employees, 25 temps and around 40 casuals. Our contract will expire December 31st 2009. It was settled in September 2003 after a three month strike. We have three 341 ml bottle lines that run at 1520 (2 fillers), 1000 and 950 bottles per minute. We have a can line that runs 390 cans per minute on 710 ml and 315 cans per minute on 950 ml and we have a large format bottle line that runs 280 bottles per minute on 1.18 L and 440 bottles per minute on 710 ml. We also have a keg line that runs 150 barrels per hour but it’s only running on the day shift. The actual volume in Montreal is 2.8 million hectolitres. We also have our own water treatment plant. We have a union executive committee of 10 people including a full time president and a full time health and safety vice president. We have vice presidents for staging, packaging, maintenance, brewing and delivery departments. We have a secretary, a treasurer and a communication and information vice president. We also have stewards for each department on each shift. Like London, we are concerned about the upcoming negotiations but we think that the CBWA will help us in many ways. London Ontario SEIU Local 2 BG&PWU Branch Local 1 and Local 50 John Kinder Labatt started brewing beer here in 1847. We are located in the heart of downtown London. We are not landlocked with property having been bought up around us. Our plant consists of 250 full time unionized employees and about 50 temps. In 2005 we had 65 people from the Toronto closure come to London. Local one’s current contract was settled in 2002 by 50 % plus 1 after a four and a half month lockout. It expires Dec 31, 2008. Local 50,the powerhouse, signed a 5 year contract in 2007. Our plant output is approximately 3.3 million hectoliters per year consisting of three bottle lines that run at 900, 950 and 1100 bottles a minute. We also have a can line that runs at 1600 cans per minute with 6 operators, soon to go to five with an automatic lid dispenser. It is capable of running 12oz and 16 oz cans. In 2006 we installed a keg line that is capable of running over 300 kegs per hour as well as a new brew house and most recently a Jones packer was added. Two of our bottle lines can run any packaging configuration and our 900 b/m line only runs 24's. Local 50 has a president and six full time members. Local one has a full time union president, a vice president and executives that work straight days in brewing, staging, packaging and plant services. We also have a treasurer, a secretary and stewards for each crew and department. Our main products at this time are Lakeport and Anheuser-Busch brands. Our biggest worry is the upcoming contract and we believe the cutting of jobs, language and benefits will accelerate. Edmonton, Alberta CAW, Local 250 The Edmonton brewery is located on the south side of the city. The plant was built in 1963 and has through the years expanded to 1.7 million HL. Budweiser is now at 70% of our production and 30% Labatt brands. As of November 1, 2007 six new full time employees joined the ranks giving us a total membership of 124 brothers and sisters. We are also installing a can lid feeder and will run the can line with six people instead of seven. Installation has begun on four new aging tanks which will be put in service sometime in February. With the booming Alberta economy, Labatt Edmonton is having difficulty in keeping temporary employees at the low wage of $12.93/hr. As an example, this past season, the warehouse/staging department has gone through 19 temporary forklift lift drivers, all have quit. The temp employees get their training and once certified leave for higher paying jobs. The company wants to have talks with the Union to come up with some ideas to increase the temporary wage hoping to keep people with the company. We negotiated the last contract in March of 2004 with a 52% acceptance. Our next round of negotiations is set for March of 2010. Our concerns for 2010 are the two tier wage and DC pension. Local 250 members recognize that London and Montreal will be a major fight in their up coming negotiations and have pledged monetary and secondary picket support or whatever it takes to sign a just and dignified agreement. The forming of the CBWA has given all Labatt Locals much information as to what goes on in each brewery. The communication is so valuable, that the company now knows that we have strength in numbers instead of being segregated and ignorant! With impending talks of a merger with AB, we don’t know what the out come will be for Edmonton. United we stand, divided we fall. Creston British Columbia I.B.W. Local 308 The Creston plant has a lot of history for the days of the 70's when some local breweries got together and formed the Columbia Brewery. We as a Local Union give back to the community as much as we can every year. Our aging work force of 30% with more than 32 years experience remembers the old times as if they were yesterday. Their knowledge about the beer business is priceless. 17% of the members have 20-25 years in and 19% have 5-10 years and topping the group with 34% of members with less that 5 years experience. 2007 was a positive year with 2970 brews and just over 1.3 million hls. packaged. We’ve seen strong growth in the US market, Kokanee Light and Gold have been launched and are doing well. The Local has 110 members and 5 F.F.E. (work pool) employees, with expected growth next year. 2007 brought a 3.5 million dollar expansion to the brewing side and some small capital projects through the plant worth around $500,000. Our contract will expire in 2009 and we expect a battle to save some old language and the pressure to conform with the Imbev way. The positive attitude of the members is slipping away with some tough scheduling problems due to a 7 day production. We hope to learn from some mistakes made in 2007 and have a more positive 2008. If only we as a Union can teach the company that we just like to do a good job every day and enjoy the benefits of getting along with our employer, maybe one day this dream will come true. Thank you for taking the time to read our newsletter. We encourage you to ask your executive if you have any questions about the CBWA. Our main goals are to have a continuous flow of information between plants and to bring concerns facing all of our plants to the attention of the Mancom team. Nid: 22 Post date: 10/15/2010 - 09:07 Title: Molson St. John's Newfoundland Contract Teaser: Molson St. John's Newfoundland Contract Type: File Body: Molson St. John's Newfoundland Contract Nid: 21 Post date: 10/15/2010 - 09:05 Title: Labatt Edmonton Alberta Contract Teaser: Labatt Edmonton Alberta Contract Type: File Body: Labatt Edmonton Alberta Contract Nid: 20 Post date: 10/15/2010 - 09:03 Title: Labatt Toronto Warehouse Contract Teaser: Labatt Toronto Warehouse Contract Type: File Body: Labatt Toronto Warehouse Contract Nid: 19 Post date: 10/15/2010 - 04:40 Title: Heineken Believes in Europe Teaser: Heineken CEO keeps the faith in Europe Heineken's CEO, Jean-Francois van Boxmeer, has said that the brewer still has room to increase sales in Europe, despite beer consumption declines in many countries. Type: Blog entry Body: Heineken CEO keeps the faith in Europe Heineken's CEO, Jean-Francois van Boxmeer, has said that the brewer still has room to increase sales in Europe, despite beer consumption declines in many countries. Analysts hailed Heineken's acquisition of Mexico's FEMSA Cerveza at the start of this year as a move that would transform the brewer's growth prospects. The deal significantly improved Heineken's exposure to emerging markets, helping to offset beer sector stagnation in many European countries. However, van Boxmeer told just-drinks that Heineken's strategy in Europe was not only about cutting costs. "Europe is still a growth market for us," he said, speaking on the sidelines of the Beer Serves Europe conference in Brussels yesterday (12 October). Heineken sees opportunities to use speciality beers in its portfolio, such as Belgian beers Grimbergen and Affligem, in order to increase value sales in Western and Central Europe, he said. The brewer is understood to have bid to acquire De Koninck brewery in Belgium earlier this year, but it lost out to Duvel Moortgat. Van Boxmeer declined to comment on whether Heineken was still seeking to acquire speciality breweries in Europe. He said that the brewer was focused on "recalibrating" its operations in the region. According to trade body Brewers of Europe, the number of breweries in Europe has risen strongly in recent years, even though overall beer consumption has fallen in many countries. The CEO of Duvel Moortgat, Michel Moortgat, said that a new wave of small-to-medium breweries was prospering from consumers "drinking less but drinking better". He said: "There are more and more small breweries and microbreweries that are producing small batches of high quality beer with an added value, and therefore they are able to survive." A potential pitfall for the brewing sector is the consumer trend towards drinking at home rather than in bars, which may erode brewers' profits. Off-trade beer volumes are more than 50% higher than on-trade volumes in Europe, yet the off-trade only accounts for a third of sales by value - EUR35bn (US$49bn) versus EUR89bn in the on-trade. Van Boxmeer said that it was up to brewers to find new ways of creating value in the off-trade. However, he indicated that Heineken would support efforts to ban sales of beer at 'below cost'. "When the supermarkets are promoting beer at below cost price, that makes it a little bit difficult," he said. Heineken's beer sales by volume fell by 4% on a like-for-like basis in the first half of 2010, with growing demand in Latin America, Africa and Asia not enough to outweigh the depressed consumer environment across Europe. Favourable exchange rates helped the group to increase net sales by 5% for the half-year, to EUR7.5bn. Yesterday's conference was organised by Brewers of Europe in order to highlight beer's contribution to Europe's economy and culture. Nid: 18 Post date: 10/14/2010 - 11:06 Title: Modelo Teaser: What Does The Future Hold For Modelo? The likelihood of Mexico's Grupo Modelo selling up in the future has often been discussed of late. With Anheuser-Busch InBev accounting for a 50% non-controlling stake in the brewer of Corona, many in the industry find it hard to believe the brewing giant is altogether comfortable in not holding Modelo as a whole. Yet, as Ivan Castano finds out, there are many other runes to be considered when looking into Modelo's future. Type: Blog entry Body: What Does The Future Hold For Modelo? The likelihood of Mexico's Grupo Modelo selling up in the future has often been discussed of late. With Anheuser-Busch InBev accounting for a 50% non-controlling stake in the brewer of Corona, many in the industry find it hard to believe the brewing giant is altogether comfortable in not holding Modelo as a whole. Yet, as Ivan Castano finds out, there are many other runes to be considered when looking into Modelo's future. According to many industry observers and analysts, Modelo is unlikely to sell its business in the near future, despite continued rumours that Anheuser-Busch InBev (ABI) could bid for the remaining 50% it doesn't already own in Mexico's largest brewer. "It will happen at some point but not this year," says Miguel Mayorga, analyst at GBM brokerage in Mexico City. "Modelo's family shareholders are not interested in selling and there is no offer on the table." Jeremy Cunnington, senior alcoholic drinks analyst at Euromonitor, agrees. "Modelo is in no rush to sell and they don't have to," he says. "They have a very fast-growing and profitable business as Mexicans continue to trade up to premium beers." These comments follow recent market speculation in Mexico that ABI will make the offer this year, in order to more directly compete with FEMSA Cerveza, Heineken's recent acquisition and second-placed Mexican brewer. Heineken acquired FEMSA Cerveza, which owns the Dos Equis, Tecate and Sol beer brands, earlier this year for around US$5.5bn. Evolution Securities analyst Andrew Holland said recently that ABI could buy the 50% stake for $10.8bn this year, assuming the transaction takes place at the same 11.6 times EBITDA premium Heineken forked out for FEMSA Cerveza. "We think it's possible that a deal could be closed this year," Holland said in a research report. "We think an acquisition of Modelo would be a catalyst for a better-than-expected performance." High price Modelo currently holds a 56% share of Mexico's beer market – the world's six-largest - with Heineken-FEMSA Cerveza accounting for around 42%. Modelo also leads the export market with 88% of sales, well ahead of FEMSA Cerveza's 12%. Because of this and other "higher efficiency ratios," Modelo is worth considerably more than Heineken-FEMSA. Therefore, its board members - made up of wealthy Mexican families – appear unlikely to sell for less than 12x its 2010 forecast EV/EBITDA of MXN25.6bn, according to at least two analysts. Based on that metric, Modelo is worth MXN307bn or $23.7bn and the 50% stake $11.85bn. According to Mayorga, Modelo is currently trading at 10.6x its forecast 2010 EV/EBITDA - significantly above the 9-9.5 industry average. And, according to other analysts, Modelo is working even harder to boost its market value. "They are taking advantage of the Heineken-FEMSA integration 'distraction' to gain even more market share," Mayorga notes. A second analyst at a fellow Mexican brokerage, who requested anonymity, agrees. "Modelo is waiting for market conditions to improve before negotiating any sale and in the meantime, launching new products in Mexico and the US to boost its lead," the analyst points out. Modelo has also been investing heavily to promote its products in the US, Europe and Asia, she adds. Corona is the best-selling imported beer in the US and Modelo has been striving to retain that position by launching new product variants as well as introducing bigger, 18-can packs rather than the 12 it has traditionally sold. The company has also introduced its Victoria brand in Europe and is building a bigger presence in China. Modelo has a "better product mix and higher margins" than FEMSA Cerveza, says the analyst. Backing Mayorga, she agrees that Modelo's top shareholders will fight for a high premium. "This is a very traditionalist family and it has taken them very long to build this business," she says. "It's a great business and they've always valued themselves richly." Modelo's latest financials revealed second-quarter net profits more than doubled to MXN2.9bn. Sales, meanwhile, rose by 3.6% to MXN23.2bn. The company said domestic turnover increased by 4.9% as it was able to raise prices by 5.1%. Export sales, however, fell by 1.5% as US consumers shunned premium brands in an uncertain economic environment. Analysts say US sales will likely improve in the short-term as the economy strengthens and the company's marketing efforts begin to bear fruit. Legal wrangles These US export efforts, however, may depend in part on the legal dispute Modelo has with US rival Constellation Brands - with which it owns 50% of US beer importer Crown Imports - over claims Constellation is not meeting the venture's marketing funding commitments. Meanwhile, ABI-Modelo relations must also improve after Modelo lost a bitter legal fight against Anheuser-Busch in July. The company sought $2.5bn for not properly being consulted about InBev's intention to acquire Anheuser-Busch in 2008 - which gave the resulting enterprise the 50% Modelo stake and reportedly "violated certain investment agreements" between Anheuser and Modelo. "They are probably talking but relations are not very good right now," Mayorga says. Besides this, for a deal to happen soon, "there would have to be a big generational management change or a very good offer", Mayorga notes. A management reshuffle could happen in the medium term as some of Modelo's family owners are nearing retirement age, he adds. Of course, Modelo has other options on the table. For example, it could take itself private through an ABI Leverage buyout (LBO), Alan Alanis, a JP Morgan analyst, says in a July research report. The transaction would cost less than it would cost ABI to take control of Modelo and more lucrative for Modelo's controlling shareholders as the change of control premium would not have to be paid to C Class (retail) shareholders, Alanis argues. This option would also allow Modelo to resolve any future ABI disputes away from the market spotlight. Echoing others, Cunnington says ABI is also likely to wait until it reduces its "high debt" before it attempts to buy the rest of Modelo. By doing this, ABI obtain better financing rates. Cutting debt "ABI doesn't have the cash and has a lot of debt which I think they will want to reduce before making a bid," he says. Indeed, an ABI spokeswoman confirms that the company is working on lowering its liabilities. "One of our priorities remains to de-leverage the company and we are progressing towards achieving our long-term target of reducing net debt / EBITDA to 2.0 [from 3.3 now]", she says. Regarding a possible Modelo transaction, she adds: "We look forward to continuing our successful business relationship with Grupo Modelo, but we will not speculate or comment on any questions regarding a future transaction." Modelo, meanwhile, would not return phone calls or emails seeking comment. Cunnington says Modelo does not need ABI to grow in the US market. If the current dispute with joint venture partner Constellation Brands is resolved amicably, Modelo could buy the 50% remaining stake in the venture, Crown Imports, to boost its US foothold. Besides ABI, other takeover candidates are unlikely to pursue Modelo as ABI would certainly be reluctant to give up its 50% holding, creating a big stumbling block to a rival bid, Cunnington says. US antitrust concerns about ABI getting too big in the country, should it acquire Modelo, and the Mexican company's recent licensing deal with Carlsberg in Russia and Molson Coors in Japan and the UK - as well as efforts to grow alone in China - could also scotch a deal, observers say. Still, Cunnington agrees a tie-up between the two companies is on the cards - "just not right away". Nid: 17 Post date: 10/14/2010 - 10:56 Title: Labatt's London Ontario Agreement Teaser: This is the Labatt London Ontario Agreement Type: File Body: This is the Labatt London Ontario Agreement Nid: 16 Post date: 10/14/2010 - 10:31 Title: Lay offs Teaser: Here in Canada they have begun laying off full time workers. This is not usual for Canadian Labatt workers. We have slow periods but not this slow. We have lost a lot of volume in recent years. Part of this is the desire of the company to focus on four brands world wide. Bud, Bud light, Stella with one other local brand. Here it is Alexander Keith's. Leaving our traditional brands like Blue and 50 to fall. How is it in your part of the world. Type: Forum topic Body: Here in Canada they have begun laying off full time workers. This is not usual for Canadian Labatt workers. We have slow periods but not this slow. We have lost a lot of volume in recent years. Part of this is the desire of the company to focus on four brands world wide. Bud, Bud light, Stella with one other local brand. Here it is Alexander Keith's. Leaving our traditional brands like Blue and 50 to fall. How is it in your part of the world. Nid: 15 Post date: 10/14/2010 - 09:42 Title: Asahi Shipped Most Beer In Jan-Sept Teaser: TOKYO (NQN) - Asahi Breweries Ltd. (2502) shipped the most beer and beerlike beverages in the January-September period among Japanese brewers, gaining a 37.2% market share, according to a report five major breweries released Wednesday. Type: Blog entry Body: TOKYO (NQN) - Asahi Breweries Ltd. (2502) shipped the most beer and beerlike beverages in the January-September period among Japanese brewers, gaining a 37.2% market share, according to a report five major breweries released Wednesday. Asahi Breweries regained the top spot for the first time in two years, overtaking Kirin Holdings Co. (2503) unit Kirin Brewery by 0.2 of a percentage point. Strong sales of mainstay product Super Dry buoyed Asahi Breweries' shipments. During the nine-month period, the Japanese beer industry saw overall shipment volume fall 2.5% on the year. The reading hit the lowest level since the data began being compiled in the current format in 1992. But in the July-September quarter -- the busiest season for brewers -- overall shipments rose for the first time in six years, up 1.0% on the year, due to this year's scorching summer heat. Nid: 14 Post date: 09/13/2010 - 20:26 Title: Marston's Collecting 5 Gallon Oil Drums?? Teaser: Marston's at Hoddesdon (Hertfordshire) The crews have to collect old cooking oil from pubs,restaurants etc Is this not against Health and Safety?? There is no safety gear for oil spillage,eg grit/sand etc on board the trucks. Some days you can pick up anything upto 12-15 drums As the drums do very often leak, turn over etc leaving the flat bed of the truck thick with oil.And this remains constant on the flatbed.The load very often does shift all over the truck.The crews do get oil all over their work clothes.The management do not even provide aprons! Type: Blog entry Body: Marston's at Hoddesdon (Hertfordshire) The crews have to collect old cooking oil from pubs,restaurants etc Is this not against Health and Safety?? There is no safety gear for oil spillage,eg grit/sand etc on board the trucks. Some days you can pick up anything upto 12-15 drums As the drums do very often leak, turn over etc leaving the flat bed of the truck thick with oil.And this remains constant on the flatbed.The load very often does shift all over the truck.The crews do get oil all over their work clothes.The management do not even provide aprons! Any advice from you guys in the know would be welcome Nid: 13 Post date: 09/13/2010 - 17:28 Title: Expansion In Latin America for SABMiller Teaser: SABMiller has operated in Latin America since 2001. The company is present in Peru, Colombia, Ecuador, Panama, Honduras and El Salvador. and is now considering further expansion in markets like Brazil, Argentina and, on a smaller scale, Costa Rica. Latin America is an area which already represents the largest source of revenue for the firm. To read more: http://www.foxbusiness.com/markets/2010/09/07/sabmiller-eyes-regional-ex... Type: Forum topic Body: SABMiller has operated in Latin America since 2001. The company is present in Peru, Colombia, Ecuador, Panama, Honduras and El Salvador. and is now considering further expansion in markets like Brazil, Argentina and, on a smaller scale, Costa Rica. Latin America is an area which already represents the largest source of revenue for the firm. To read more: http://www.foxbusiness.com/markets/2010/09/07/sabmiller-eyes-regional-ex... Nid: 5 Post date: 09/12/2010 - 16:05 Title: Molson (SAB Miller) Labatt (AB-InBev) Teaser: Hello all. Here is something I thought would never happen but it did. As part of the deal to buy A-B. Inbev had to sell its Labatt USA production. The anti-trust government agency in the USA said that there was a monopoly in some of the Northern states because Bud, Bud Light and Labatt Blue and Labatt Blue Light were the top selling brands making this a monopoly. North American Breweries a newly formed company coming from KPS investments in New York City bought the Labatt USA business. They had three years to find a suitable manufacturer that was not located in the USA. Type: Forum topic Body: Hello all. Here is something I thought would never happen but it did. As part of the deal to buy A-B. Inbev had to sell its Labatt USA production. The anti-trust government agency in the USA said that there was a monopoly in some of the Northern states because Bud, Bud Light and Labatt Blue and Labatt Blue Light were the top selling brands making this a monopoly. North American Breweries a newly formed company coming from KPS investments in New York City bought the Labatt USA business. They had three years to find a suitable manufacturer that was not located in the USA. This is an import and would have to be made out side of the USA to still be an import. It was announced that Molson’s Ca Nid: 4 Post date: 09/12/2010 - 16:04 Title: SABMiller a potential buyer of Foster´s beer Business in Australia Teaser: SAB Miller is the favorite candidate to buy Forster´s beer business in Australia. The Australian beer market is highly profitable despite little overall growth. For more information: http://www.reuters.com/article/idUSTRE67M36620100823 Type: Forum topic Body: SAB Miller is the favorite candidate to buy Forster´s beer business in Australia. The Australian beer market is highly profitable despite little overall growth. For more information: http://www.reuters.com/article/idUSTRE67M36620100823 Nid: 3 Post date: 09/12/2010 - 16:02 Title: Heineken is cautious about future beer consumption. Teaser: Heineken, the leading UK brewer, has generated a net profit in the first half year thanks to good margins in Europe and thanks to its savings generated across it´s global businesses -mainly in Europe. These savings allows the company to finance growth in emerging markets. But Heineken is cautious about predicting future beer consumption. For more reding : http://www.ft.com/cms/s/3742ead6-b010-11df-939d-00144feabdc0,dwp_uuid=28... Type: Forum topic Body: Heineken, the leading UK brewer, has generated a net profit in the first half year thanks to good margins in Europe and thanks to its savings generated across it´s global businesses -mainly in Europe. These savings allows the company to finance growth in emerging markets. But Heineken is cautious about predicting future beer consumption. For more reding : http://www.ft.com/cms/s/3742ead6-b010-11df-939d-00144feabdc0,dwp_uuid=28... Nid: 2 Post date: 09/12/2010 - 15:56 Title: Heineken to control costs Teaser: Heineken launches business unit to control costs Heineken has launched a special business unit to help the brewer more tightly control costs across its global operations. Heineken's managing director in France, Frans Eusman, will move to head up the brewer's new Global Business Services division, the Netherlands-based brewer said late yesterday (31 August). Eusman will take a seat on Heineken's executive board and his job will be to ensure best practices are followed across the company and its subsidiaries, from raw materials procurement to back-office administration. Type: Forum topic Body: Heineken launches business unit to control costs Heineken has launched a special business unit to help the brewer more tightly control costs across its global operations. Heineken's managing director in France, Frans Eusman, will move to head up the brewer's new Global Business Services division, the Netherlands-based brewer said late yesterday (31 August). Eusman will take a seat on Heineken's executive board and his job will be to ensure best practices are followed across the company and its subsidiaries, from raw materials procurement to back-office administration. The move comes as Heineken seeks to reduce costs as part of its three-year Total Cost Management programme, as well