People

Opportunities for our people -
Learning & Development
Each year the company conducts an Organization and People Review Process (OPR) where leaders discuss employee
development and initiate role changes and promotions. InBev works hard to select the right people, with the right skills to do
the job, and the right fit with our culture and values.
Training our people
We have gathered data on training hours per employee for 2007 across InBev’s zones of operation. Variations arise depending
on the stage of development of each site. Employees received an average of 9.5 hours of training. Training can range from, for
example, 60 hours per year for supply employees in Russia to a more standard amount of 13 hours per years in Belgium. The
differences arise due to the varying needs for training and the type of training itself.
Training hours by Zone
Region Average training hours (2007)
Western Europe 12.8
Central & Eastern Europe 20.9
North America 4.0
Latin America North 2.7
Latin America South 6.8
Asia Pacific (South Korea only) 10.0
* Data are not available from all countries of our zones. Currently 25% of InBev employees excluded from the calculation used to report against this indicator.
The data exclude: Italy, Spain, Croatia, Czech Business Services Centre (BSC), Hungary BSC, Australia, China, and Singapore. Of these countries, a significant
proportion of employees are in China. Our recently acquired operations in China have two years to align to the InBev VPO management, monitoring and
reporting protocols, including human resources figures. Reliable, accurate and complete data are not yet available from operations in China. If we therefore
omit China from our calculations for this indicator the proportion of employees excluded falls to 1%.
Case study A unique, on-the-job learning experience
InBev’s second annual Global Exchange Program (GEP) for training in sales skills took place in Brazil this year, designed
to facilitate the sharing of sales best practices and accelerate the implementation of the World Class Commercial Program
(WCCP). The program starts with a three-day introduction to sales structure, processes and programs in São Paulo, followed
by in-field orientation support with a senior sales manager for six weeks after. Participants subsequently set Best Practice
Action Plans for their local markets and receive further support during implementation. This initiative has already been
extended to Business Shared Services, and can easily translate to other functions.
Case study InBev Latin America mini MBA a great success
In 2007, talented managers from our Latin America North operations successfully completed a mini-MBA course in Leuven
and at the Central European University Business School in Budapest. A development program was developed especially for
this group of high-achieving managers. The course covered management of strategy, supply, people, sales, marketing and
finance. It comprised a mix of academic and practical training using real business issues and challenges that the businesses are
facing. The course itself was a great success: participants were happy with their experience and the business school praised
them for their commitment and discipline.
InBev Citizenship 08
People and Community 4