Abinbev Esg 2021 Final

2021 Environmental,
Social & Governance

Report
Table of Message from Our commitment to a future Our strategic Governance and ESG index and
contents our Chairman and CEO with more cheers ESG priorities stakeholder engagement reporting frameworks
A message from our Our commitment

Chairman and Chief to a future with
Table of contents Executive Officer more cheers
02 A message from our Chairman and Chief Executive Officer

04 Our commitment to a future with more cheers
05 Where we operate
06 Our value chain
10 Our ESG strategy
11 Our strategic ESG priorities
12 Smart Drinking & Moderation
21 Climate
26 Water Stewardship
31 Sustainable Agriculture
35 Circular Packaging Our strategic ESG Governance

38 Ethics & Transparency
44 Entrepreneurship
priorities and stakeholder
47 Diversity & Inclusion engagement
50 Governance and stakeholder engagement
51 ESG oversight
56 Materiality assessment and stakeholder engagement
59 ESG index and reporting frameworks
60 2021 ESG Index
70 2025 Sustainability Goals
71 Reporting frameworks
71 GRI
76 SASB
78 UN SDGs
84 UN Global Compact Index
85 TCFD
90 WEF Stakeholder Capitalism Metrics
91 EU Taxonomy
ESG index Report scope
92 Report scope
94 Letter of assurance
and reporting
frameworks
This is an interactive report—when you see
this icon, click to learn more
The images of colleagues and partners included in this report are compliant
with local COVID-19 guidelines at the time they were taken.
AB InBev - Environmental, Social & Governance Report 2021 1

A message from our Chairman and

Chief Executive Officer
GRI: 102-12, 102-14
We dream big to create a future with more cheers

At AB InBev, we are reimagining the future together. 2021 was a transformative year, one in
which we challenged ourselves to lead and grow our category, offer new ways to meet life’s
moments and make a more meaningful impact on our communities and the world.
Our ambition to lead and grow the beer category A future with more cheers is shared
is reinforced by our shared belief and clear prosperity, for our communities, for the
intention to enable a sustainable and inclusive planet and for our company.
future. That is why we introduced our new global
When we dream big to create a future with
purpose: We dream big to create a future with
more cheers, we envision a future with more
more cheers. It is about adopting a larger sense
sustainability, innovation, inclusivity, natural
of leadership to cultivate shared prosperity and
ingredients and local impact. We remain
long-term value creation.
committed to the principles of the United Nations
(UN) Global Compact and were honored to be
named a LEAD company in recognition of our
ongoing determination to help achieve the UN
Sustainable Development Goals (SDGs). Beer
is a formidable engine for economic growth
and sustainable development and a driving
“Reflecting our commitment to force for promoting social norms centered on
responsibility and moderation.
long-term value creation, we are
evolving our ESG agenda to better Sustainability is good business and
address a changing world, enable foundational to our company.
our commercial vision and fulfill From building a resilient and agile value chain, to
our company purpose.” solidifying our role as a trusted partner in local
communities, to identifying and capturing new
sources of business value, sustainability plays a
Marty Barrington
key role in fulfilling our company purpose and
enabling our commercial vision. That is why,
in 2021, we announced the appointment of
Ezgi Barcenas as our first fully dedicated Chief
Sustainability Officer, reflecting our commitment

to driving business outcomes and delivering small retailers, promoting financial literacy and
shared value through our Environmental, Social creating sustainable local growth through digital
and Governance (ESG) agenda. transformation.
We sharpened our focus on eight strategic We continued to support our colleagues and
ESG priorities to deliver on our commercial community recovery efforts.
strategy: Smart Drinking & Moderation, Climate,
We are grateful for our colleagues who
Water Stewardship, Sustainable Agriculture,
demonstrated sustained passion and resilience,
Circular Packaging, Ethics & Transparency,
and we were humbled to see that our annual
Entrepreneurship and Diversity & Inclusion. We
employee engagement index increased by
are energized to have launched our ambition to
4pp in another challenging year. We continued
achieve net zero across our value chain by 2040
donating medical supplies and promoting vaccine
and to have announced our first carbon-neutral
awareness and access in our communities.
breweries in Wuhan, China, and Ponta Grossa,
We also ramped up our support for small
Brazil, as well as our first carbon-neutral malthouse
businesses—such as pubs and restaurants—
in Passo Fundo, Brazil.
across the hospitality sector.
The beer category is inclusive, natural and Our purpose is evident throughout this report,
local. and we are excited to share with you the progress
We are uniquely positioned with a portfolio of we made against our ESG commitments and
iconic brands, route to market and consumer- ambitions. The future of business and of the planet
first mindset to lead and grow the category is inclusive. It is nature-based. It is local. We are
while catalyzing sustainable transformation proud to lead the way to that future, and to be a
across our value chain. We are proud to have next-generation business today.
been recognized by CDP (formerly the Carbon As always, we welcome your feedback and
Disclosure Project) as a 2021 Supplier Engagement partnership. Please join us as we dream big to
Leader for partnering with our supply chain to create a future with more cheers.
drive an equitable transition toward a net zero
future.
We are supporting entrepreneurs who are
the backbone of local economies.
We work closely with small- and medium-sized
businesses across our value chain—from tens
of thousands of farmers, suppliers and recycling “We dream big to create a
collectors to millions of retailers. As employers and future with more cheers. But
innovators, these entrepreneurs play an important more cheers means so much
role in local communities, and we aim to further more than just more toasts.
strengthen their development and growth. For
It means more sustainability,
example, through our BEES Together program—
part of our BEES platform—we are empowering
more innovation, more
inclusivity, more natural
ingredients, more local impact,
more prosperity for all. That’s a
future we can all celebrate.”
Michel Doukeris
Our commitment to a
future with more cheers to include a section with a more comprehensive
ESG index and reporting frameworks such as GRI,
GRI: 102-16
SASB, the UN SDGs, UN Global Compact, TCFD, the
World Economic Forum Stakeholder Capitalism
To us, a future with more cheers is Shared Prosperity, for our communities, for the Metrics and the EU Taxonomy (page 71–91).
planet and for our company. It is growth that is inclusive, value that is shared, and As a proud member of the UN Global Compact
“wins” for the world that are truly worth celebrating. for over a decade, we work to support the
achievement of the UN SDGs. We recognize that
collective action is imperative for advancement,
To lead and grow our category and to help This report covers our approach to assessing and and we focus our efforts where we can have the
create a sustainable, equitable future for all, we managing the issues most material to our business greatest impact. In fact, we contribute to many of
have developed goals and programs to build and outlines the progress we made in 2021. the UN SDGs through sustainability initiatives across
environmental resilience, reduce the harmful our entire value chain. For more information on the
consumption of alcohol and promote inclusive actions we are taking to advance specific SDG
growth and sustainable livelihoods across our L earn more about our 2021 indicators, please see the UN SDGs Index on page
value chain. performance against key indicators 78 of this report.
Our 2021 ESG Report offers our stakeholders Our purpose manifesto
2025 Sustainability Goals > greater visibility on how we are working to fulfill AB InBev always dreams big.
our vision of creating a future with more cheers It’s our culture and our heritage.
Global Smart Drinking Goals > by integrating sustainability, responsibility and
purpose into our business strategy and actions. But more than that, it’s our future.
This report serves as our annual communication A future where we always look forward.
2021 ESG Index >
on progress to the UN Global Compact and is an Always serve up new ways to meet life’s
annex to the 2021 Annual Report that serves as moments.
our non-financial reporting on corporate social
responsibility matters in accordance with article A future where we keep dreaming
It also includes our governance and policies that
support the inclusion of our goals and programs 3:6, §4 and article 3:32, §2 of the Belgian Code of bigger.
in decision-making processes and the way we Companies and Associations, which implement To provide opportunities for our people.
conduct our business to adhere to the highest Directive 2014/95/EU of 22 October 2014 amending
Lift up our neighbors.
standards of business integrity and ethics. Our Directive 2013/34/EU.
And make a meaningful impact on the
reporting takes into consideration key non-financial We believe that the future of business and of the
indicators and guidance from frameworks such as planet is inclusive. It is nature-based. It is local. Our world.
the Global Reporting Initiative (GRI) Standards, the commitment to improving the communities we are A future that everyone can celebrate.
Sustainability Accounting Standards Board (SASB), a part of remains unwavering. We are proud to lead And everyone can share in.
the UN Guiding Principles reporting framework, the way to that future and to be a next-generation
CDP Water and Climate, the Task Force on Climate-
A future with more cheers.
business today. We look ahead to 2022 and
related Financial Disclosure (TCFD) and the relevant beyond with a renewed vision and focus to create “We dream big to create a future with
United Nations Sustainable Development Goals (UN a future with more cheers through greater Shared more cheers”
SDGs). We have expanded our reporting this year Prosperity.

EMEA
Where we operate
GRI: 102-4, 102-6
15%
of global AB InBev volume
15%
of AB InBev Revenue
We have a diverse geographic footprint spanning nearly 50
countries worldwide. Our portfolio of more than 500 iconic global
13%
of Normalized EBITDA
and local brands represents one in every four beers sold.
APAC
North America
15%
18% of global AB InBev volume
of global AB InBev volume
13%
31% of AB InBev Revenue
of AB InBev Revenue
11%
30% of Normalized EBITDA
Middle America
South America
24%
of global AB InBev volume 27%
24% of global AB InBev volume
of AB InBev Revenue 18%
30% of AB InBev Revenue
of Normalized EBITDA 15%

Our value chain Farmers

We value our relationships with our farmers, who provide natural ingredients for
our products. Our mutual collaboration is a key element to creating a sustainable
Communities
We are an integral part of the
communities where we live and work.
GRI: 201-1 supply of high-quality ingredients that our products demand. That is why we
We strive to make a positive and
invest in programs such as SmartBarley, our flagship agricultural development
lasting impact in our communities,
Creating value program, which is led by our agronomists to help growers improve their
profitability and contributes toward our 2025 Sustainability Goals.
advancing initiatives in areas such as
from seed to sip sustainability, financial inclusion, COVID-

19 vaccinations, Smart Drinking and road
safety, often through partnerships.
Distributors
Our distributors ensure our products
are available where consumers want
them. We are seeking to optimize our
operations for greater efficiency in a way
that is in line with our 2025 Sustainability
Goals.
Brewers & Manufacturers

We have operations in nearly 50 countries,
consisting of approximately 200 breweries
and 40 verticalized operations including
hop farms and barley malting facilities.
Our brewers and manufacturers use their
knowledge, expertise and innovation to
transform ingredients and raw materials into
a product that consumers love by brewing,
bottling, packaging and developing our Customers
products. Millions of retail customers play a critical role for our
business as an important point of connection with our
consumers. We partner with retailers, bar owners and
wholesalers to bring our beers to our consumers, while
supporting their business growth, striving to provide
Consumers
best-in-class service as well as pursuing extraordinary In the last step, but perhaps the most important of all,
execution of our brands on- and off-premise. consumers enjoy our beer. We are always looking to serve up
new ways to meet life’s moments, and we connect with our
consumers by offering meaningful brand experiences, in a
responsible way.
Beer’s global economic footprint Beer’s global economic footprint
Beer and brewers are at beer sector is significantly more important to THE GLOBAL BEER SECTOR’S GROSS VALUE ADDED
(GVA) IMPACT EMPLOYMENT IMPACT
the national economy of low-income and lower TOTAL ECONOMIC IMPACT
the heart of communities middle-income countries,” contributing 1.6% of
$555 billion GVA
contribution to GDP supported
23 million jobs
sustained by the global beer
throughout the world.

GDP IMPACT BY COUNTRY
by the global beer sector in 2019. sector in 2019. This was 0.9%
national GDP vs. an average of 0.9% in high-income US$, billion (2019 prices)
140
This was 0.8% of global GDP. of total global employment.
Every year, our value chain generates jobs and countries, and 1.4% of national employment vs. an
130
average of 1.1% in high-income countries. Further,
1 in evers y
Induced: Direct: Induced: Direct:
wages directly through brewing, distributing and $149 bn $200 bn 6 mn 8 mn
the skills required and developed by brewers, 120 in every $131 GDP
selling our beers. Indirectly, we’re buying from 110 job The beer sector was linked in
Total GVA
$555bn
Total jobs
23mn
suppliers and supporting the economic activity especially multinational ones, help to raise intrinsic 110
The global bee
r sector was some way to $1 in every
onsible $131 of GDP generated
in some way resp
that results from our colleagues spending their average productivity and benefit the wider 100 for 1 in every 110
jobs in the globally in 2019.
Indirect:
$206 bn
Indirect:
10 mn
y in 2019.
global econom
wages. economy. 90 1 mn
Oxford Economics estimates that our contribution

$60 bn
New estimates from Oxford Economics state $83 bn 3 mn
80 $251 bn Brewers 9mn
that the global economic contribution of accounts for approximately 27% of the total GVA Direct
Indirect
jobs
6 mn
global economic contribution of the beer

70
the beer industry was 555 billion USD in 2019, Brewers paid some
$108 bn Induced
$16 billion
Global beer sector
involving 23 million jobs. The study was based industry. As the world’s leading brewer, we support spent
$225 billion
60
3 mn
on 70 countries, covering 89% of beer sold economic prosperity in the communities in 50 in wages and salaries to
with suppliers in 2019
$89 bn
$305 bn
$117 bn
Downstream 14mn
their employees in 2019. . value chain 7 mn
worldwide. Particularly, the report notes that “the which we operate, especially in low-income and 40 Brewers: Downstream
GVA
Direct
4 mn
jobs
$118 billion value chain: Indirect

$98 bn
$107 billion Induced
30
Read more about the Oxford Economics TAX IMPACT

study Beer’s Global Economic Footprint > 20
Downstream
10
Brewers value chain Beer sales tax* Total
$66bn $88bn $109bn $262bn
0
CUSA
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Source: Oxford Economics
* Including excise and VAT. Note: Subtotals may not sum to totals due to rounding.
555
lower-income countries. During the prolonged
difficulties from COVID-19 for businesses
throughout the world and especially in hospitality
sectors, our role in supporting suppliers and billion USD
customers to sustain incomes and livelihoods
across the economy has become more important global economic contribution of beer
than ever. in 2019
Our efforts to increase the economic power
of our suppliers and customers, including
27%
offering access to formalized finance and
business planning tools, are enhanced by our
digital platforms. Combined with the transfer of
knowledge across borders through our internal
excellence programs, these efforts bring added
value to national economies. our estimated contribution to the total
global economic contribution of the
beer industry

We continue to support our Donating key medical supplies to aid the

fight against COVID-19
communities in response to
In May, our team in India worked with state
COVID-19. governments, medical institutions and NGOs
We are deeply connected to our communities. We to equip more than 50 villages in the country
have witnessed firsthand the impact COVID-19 has with over 300 oxygen concentrators, more than
had on our business partners, our colleagues and 500,000 medical-grade surgical masks and
our consumers. In 2021, many of our efforts to help over 5,000 COVID-19 testing kits. We have also
our communities focused on vaccination access donated more than 900,000 meals benefiting
and awareness, donation of medical supplies approximately 8,000 families. Our team also set
and support to the hospitality sector during up a COVID-19 hospital bed extension with ICU
reopening. facilities in Bengaluru to address the immediate
requirement of critical care units.
Raising COVID-19 vaccination awareness developing vaccine communication campaigns

through partnerships, investments and and using social norms interventions to promote
action vaccine uptake.
We leveraged the social norms marketing UNITAR is training government officials using
capabilities that we developed for our Smart the toolkit at its 27 training centers globally.
Drinking initiatives to support the rollout of COVID- To date, the guide has been deployed across
19 vaccines. Working with the United Nations seven countries: Colombia, Dominican Republic,
Institute for Training and Research (UNITAR) and Ecuador, Mexico, Peru, Russia and South Africa.
Professor Jeff French, a renowned social norms
marketing expert, we created a set of training The toolkit is available online >
resources through a toolkit that has two parts:
• A government guide on how to organize a
successful public campaign in support of the “This is a remarkable
national COVID-19 vaccination efforts effort led by a global
• A company guide on how to engage company and we are
governments in support of their COVID-19 excited to be part of
vaccination campaigns. it.”
The toolkit provides an analysis of the impact
of COVID-19 on sustainable development and Estrella Merlos,
the uptake of protective behaviors. It also offers Director of
practical guidelines focused on planning and Partnerships, UNITAR

Examples of COVID-19 initiatives across our Our logistical efforts included providing served, we committed to tipping £1 to staff behind
Zones vaccination sites in South Africa, Peru, the US, the bar, encouraging consumers to do the same.
Argentina, Ecuador and Mexico. Our brands In the UK alone, we gave tips to more than 20,000
Many of our brands contributed to vaccination
donated freezers, coolers and antibacterial gels to bar staff.
efforts around the world by offering free beer or
other prizes as incentives for people. help with the storage and distribution of vaccine When terraces reopened in Belgium in May,
doses in Brazil, Bolivia, Mexico and Peru. the Leffe Merci Horeca activation encouraged
Examples include:
We also purchased vaccines to help increase consumers to show their appreciation with a tip
In the US, we decided that for the first time in when buying a beer and pledged to donate €1 for
availability in our communities. For instance, in
37 years, Budweiser would not air its iconic Super every Leffe ordered.
Mozambique, Cervejas de Moçambique (CDM)
Bowl ad and instead reallocated the media In the Netherlands, Hertog Jan brewed a special
donated 1 million USD toward the purchase of
investment toward vaccination education. We also limited-edition beer called Het Weerzien (The
vaccines.
partnered with the US Administration to support its Reunion). Proceeds from online sales of Het
vaccination efforts by offering a free beer to those Rebuilding a thriving hospitality industry in Weerzien went toward supplying local hotels,
>3.5 million
21+ who got their first vaccine dose. Europe restaurants and cafés in the Netherlands with
Our team at South African Breweries ran a vaccine In the spring of 2021, as the long-awaited 2,000 free casks of beer to celebrate reopening.
awareness campaign during Vooma Vaccination reopening of the hospitality sector rolled out
Our teams also provided practical, in-person
week. Initiatives also included a vaccination drive in countries such as the UK, Belgium and the
support. In the UK, we doubled our production units of hand sanitizer donated
for the restaurant industry and donations of Netherlands, we lent our support to the millions of
to help pub and bar partners get ready for
medical supplies to support the local healthcare pubs, restaurants and retailers in the recovery.
outdoor reopening in April. We also supported the
system. For example, Stella Artois started a tipping on-trade, offering deferred rent payments and
>3.9 million
In Colombia, our Bavaria brand joined forces with movement to show gratitude to the hospitality rent reductions, free tap cleaning services and
the Santo Domingo Foundation, Caracol Televisión, staff across the UK and to help kick-start their keg restocks.
Coca-Cola and Alquería to raise awareness about income during the reopening. Through our Stella
the importance of vaccination. Tips campaign, for every pint of Stella Artois
masks donated
“The support and leadership

that AB InBev has demonstrated
globally in the fight against the
pandemic is outstanding. The
company is setting an example
>125
for others to follow through
vaccination facilities supported
its approach to partnerships
and building evidence-based
interventions like the vaccine
28
toolkit.”
Professor Jeff French, CEO of
Strategic Social Marketing and
Visiting Professor, Brighton vaccination campaigns supported
University Business School

Our ESG strategy

GRI: 102-16
Our ESG strategy, goals and programs come down to a simple

insight: By virtue of our integration in local communities, our beliefs
and values, our people and our commercial scale, we have a unique
ability to create a future with more cheers—one with shared
prosperity.
Our strategy focuses on eight strategic priorities: Smart Drinking &
Moderation, Climate, Water Stewardship, Sustainable Agriculture,
Circular Packaging, Ethics & Transparency, Entrepreneurship and
Diversity & Inclusion. We believe these priorities are where we can drive
the greatest shared value for local communities and the planet.
These priorities culminate in three cross-cutting themes that we feel
capture the shared prosperity AB InBev brings to the world.
Inclusive
From thousands of farmers, to millions of small retailers, to colleagues
and consumers, we improve livelihoods and increase access to
opportunity. Our inclusivity extends to our products. Going beyond an
affordable and accessible category, we stand for better choices, which
is why we promote moderation.
Natural
We are a company based in nature. With products made from simple
ingredients, we understand the true value of the planet’s precious
resources. We work with nature instead of against it, leveraging nature-
based solutions to develop resilience where it is needed most.
Local
With more than 500 local brands in our portfolio across nearly 50
operating countries, we are truly a global local company. We keep our
supply chains short, our impact direct and our boots on the ground. We
believe in the future of local economies and invest in their well-being
and resilience.
It is these three themes—inclusive, natural and local—that encapsulate
who we are and how we will create shared prosperity. Across all our
priorities, the power of these themes distinguishes us.

Our strategic ESG priorities

GRI: 103-2
mart Drinking
S Water
Circular
& Moderation Stewardship Packaging Entrepreneurship
• Influencing behavior change with social • Tailored solutions are needed to address the • Innovation is key in developing sustainable, • The digital transformation of small- and
norms through the power of our brands and local, complex water challenges around the circular packaging medium-sized businesses scales impact
their marketing world • Investing in local recycling systems is a critical • Empowering women entrepreneurs is good
• Providing Smart Drinking resources and • Innovation can help unlock higher water enabler to scale circular packaging for communities and for business
evidence-based programs to consumers efficiency and improved water security
and communities • Brands can build awareness and engage • Capacity building and market linkages help
• Partnerships and multi-stakeholder consumers to think about their own sustain growth
• Expanding consumer access to No- and collaboration are critical for scaling impact packaging choices and recycling habits
Low-Alcohol Beer (NABLAB) alternatives
• Amplifying our Smart Drinking messages
through digital and technology
• Advocacy efforts to reduce harmful
consumption: promoting differentiation
Sustainable
Ethics & Diversity &
Climate Agriculture Transparency Inclusion
• Working toward a shared long-term • Farmers are at the center of sustainable • Ethical behavior is the foundation for building • We strive to be an inclusive workplace with
ambition pushes us forward agriculture a company to last equal opportunity for all
• Short-term goals drive innovation and • Building resilience with regenerative practices • Digital ethics is key to continue building trust • We are using the power of our brands to
decarbonization today is critical to the future of farming and nature with consumers and customers inspire change
• Focusing on additionality and proximity • Technology is a key enabler of sustainable • Respecting human rights is fundamental to
accelerates the energy transition agriculture creating healthy, thriving communities
• Prioritizing health and safety is critical
for creating Shared Prosperity with our
colleagues
For more information on the topics most material to our business

and our stakeholders, see our most recent materiality assessment >

Smart Drinking &

Moderation
SDG: 3 | GRI: 102-43, 416-1, 417-1
Beer is part of celebrating life throughout the world and a major

engine of economic activity. However, all products containing
alcohol can be consumed in ways that cause harm. In the last
decade, data from the World Health Organization (WHO) shows
that the harmful consumption of alcohol has decreased around
the world. But more must be done. Harmful drinking impacts
our people, our communities and, therefore, our business. As
the world’s leading brewer, we are committed to accelerating
continued progress toward the reduction of harmful consumption
of alcohol worldwide.
Toward that end, in 2015 we launched our Smart

Drinking Initiative, which aimed to bring to bear
our company’s resources, skills, capabilities and
convening power to contribute to the global effort
to reduce the harmful consumption of alcohol.
Since that time, we have evolved our Smart
Drinking strategy into a five-pillar program:
1. Influencing behavior change with social norms
through the power of our brands and their
marketing
2. Providing Smart Drinking resources and
evidence-based programs to consumers and
communities
3. Expanding consumer access to No- and Low-
Alcohol Beer (NABLAB) alternatives
4. Amplifying our Smart Drinking messages
through digital and technology
5. Promoting the adoption of evidence-based
public policy regarding alcohol

Progress toward our Smart Drinking Initiative
Social Norms Multi-Year Pilots Product Portfolio Labeling
By shaping social norms through “Social Our actions to reduce harmful drinking are As consumers seek to make better, more Our labels and secondary packaging are a
Norms Marketing,” a specific technique to evidence-based. Results are measured for responsible choices, it is important for them key touchpoint with consumers. They offer
engage with consumers to improve behaviors continued improvement. to have lower-alcohol alternatives that give a unique platform to provide actionable
in society, it is possible to reduce harmful them the flexibility to pace or taper off their advice that research has shown potentially
consumption. drinking over the course of a social occasion. influences drinking behaviors. Many countries
do not require guidance labels.
Ambition Ambition Ambition Ambition

Invest 1 billion USD across our markets in Reduce the harmful use of alcohol by at Ensure No- and Low-Alcohol Beer (NABLAB) To place a guidance label on all of our beer
dedicated social marketing campaigns and least 10% in six cities by the end of 2020. products represent at least 20% of AB InBev’s products in all of our markets by the end of
related programs by the end of 2025. Implement the best practices globally by the global beer volume by the end of 2025. 2020. Increase alcohol health literacy by the
end of 2025. end of 2025.
Progress Progress Progress Progress

We have invested more than 450 million USD Our city pilots program demonstrated that This year NABLAB represented 6.7% of beer In all countries where mandatory labeling is
toward achieving our goal, which includes there are three interventions that can be volume. While we are not on track to meet our not required, we updated our label designs
more than 100 million USD in 2021.* We are on most impactful in reducing the harmful goal by 2025, we have achieved the 20% in on 100% of our primary product packaging to
track to deliver our 1 billion USD investment effects of drinking: road safety, responsible some countries, such as China and Panama. incorporate actions that consumers can take
by 2025. beverage service, and screenings and brief Moreover, we have gained significant insight to reduce harmful drinking. Updated label
intervention. into the NABLAB occasions. We have used this designs are rolling out across markets.
Today, in partnership with local experts, insight to ramp up our NABLAB innovations,
governments and the AB InBev Foundation, such as Stella Artois 0.0 and Corona Sunbrew,
we are supporting 72 interventions across and one of the key insights is the importance
24 countries that use evidence-based of having a NABLAB offering using our
techniques validated in the original city pilots. established brands. We have expanded
our NAB portfolio significantly from 26 to 42
brands over the last five years. These NAB
brands are now available in 17 of our top 20
markets that represent 90% of our global
volume, with LAB brands (3.5% alcohol or
below) available in 14 markets.
*Investments from 2016 through 2019 amounting to 255.31 million USD have been reviewed and validated through prior assurance processes. The remaining investment contribution will be assured in 2022.

Shaping social norms through “Social Norms To encourage creativity in our social norms
Marketing” marketing, we launched our first annual Social
Through our social norms marketing campaigns, Marketing Competition four years ago. In 2021, the
we can leverage our global reach in delivering competition received 107 campaign submissions
meaningful messages to consumers. We from more than 28 countries around the world—a
promote social norms centered on responsibility, 29% increase since its inception. The winning
moderation and a concern for others by campaign, Corona #Rewater, encouraged
leveraging people’s relationship to our products consumers to refill their empty Corona bottles
and brands. We have committed to a ten-year goal with water to hydrate between beers.
of investing 1 billion USD by 2025. We have invested Four of our Smart Drinking campaigns won at the
more than 450 million USD since the start of the 2021 Cannes Lions Awards, including the 2020
commitment, including more than 100 million USD Aguila “Live Responsible” and Brazil “Responsible
in 2021.* Billboards” campaigns.
We are on track to meet the goal, and we are
proud that our efforts are being recognized by
experts in the marketing industry and academia. Watch our CEO discuss the role of brands in
promoting Smart Drinking >
Influencing behavior change Compliance in marketing communications

with social norms through the To ensure that our marketing promotes positive Advancing Smart Drinking
power of our brands and their norms, we have established a Responsible
Marketing and Communications Code (RMCC).
through collaboration with
marketing The RMCC sets the standards for our marketing Georgetown University
Social norms—and the marketing efforts that and commercial communication worldwide to
ensure that our commercial communications “AB InBev’s Global Smart Drinking initiative was
can impact those norms—offer a powerful
are aimed only to those above the legal drinking successful in bringing together public health
opportunity to promote healthy behaviors such
age and are carried out in a socially responsible and corporate leaders to work collaboratively
as eating before or during drinking, drinking water
manner. toward the common goal of reducing harmful
or non-alcoholic beer between drinks, planning
It is compulsory that Sales, Marketing, Legal & drinking. This was a noteworthy, first-of-its-kind
transportation before drinking and having
Corporate Affairs colleagues, contractors and initiative that holds promise as a model for
designated drivers.
agencies are trained periodically and that every other companies that aspire to have a positive
Our social norm efforts are built around three impact on society while balancing the triple
core programs: 1) Adhering to a clear code of marketing campaign and communications
element is checked against this policy to ensure bottom line—people, planet, and profit.”
Responsible Marketing and Communications; 2)
Investing in breakthrough social norms marketing compliance.
campaigns through our brands; and 3) Providing See here highlights from Georgetown University’s Business for Impact
actionable Smart Drinking labels on our packaging. webinar about our Smart Drinking efforts. >
*Investments from 2016 through 2019 amounting to 255.31 million USD have been reviewed and validated through prior assurance processes.
The remaining investment contribution will be assured in 2022.

These are just some examples of the social norms campaigns undertaken this past year.
US: Decide to Ride Chile: Pilsen del Sur
In the US, Anheuser-Busch launched a first-of- In Chile, our brand Pilsen del Sur integrated
its-kind coalition with Mothers Against Drunk Smart Drinking tips into the Chilean football
Driving (MADD) and ridesharing platform players’ jerseys during a match between Colo
Uber. The coalition’s signature program, Colo and Universidad de Chile.
Decide to Ride, aims to change consumer
behavior by encouraging consumers to plan
ahead for a safe ride home and influence
them to never drive drunk. The campaign
leverages advertising and digital efforts from
our portfolio of brands including Bud Light,
Budweiser and Michelob ULTRA.
Peru: Think N’ Then Drink South Africa: Flying Fish
In Peru, our Cristal In South Africa, our brand Flying Fish has
brand launched integrated Smart Drinking messaging into
the “Think N’ Then ads that encourages consumers to think of
Drink” campaign, food and to eat before they drink.
partnering with local
sports coaches to
promote efforts and
messaging around
Smart Drinking.

Leading the largest voluntary alcohol of Tufts University School of Medicine and the AB Providing Smart Drinking Today, in partnership with local experts,
labeling initiative to reduce harmful InBev Foundation. Currently, updated label designs
consumption of alcohol in the world are rolling out across markets based on print resources and evidence- governments and the AB InBev Foundation, we are
supporting 72 interventions across 24 countries.
Our labels and secondary packaging are key cycles and product turnover. based programs to consumers The learnings from these interventions are
touchpoints with consumers. They offer a In countries where mandatory labeling is already and communities captured through toolkits to help other countries
unique platform to provide actionable advice in place, we have started to include Smart Drinking adopt and launch these initiatives.
We believe that our actions to reduce harmful
that research has shown can influence drinking messages on our secondary packaging, such Establishing partnerships to advance road
drinking should be evidence-based. Our results
behaviors. In 2021, we met our commitment to as six-pack cartons and shrink wraps, making it safety
should be measured so we can continuously
voluntarily update our label designs in all countries possible to add bigger, bolder actionable advice.
improve our efforts. We created the AB InBev As one of the largest fleet operators in the world,
where mandatory labeling was not required, Foundation, in large part, for this purpose. road safety is deeply personal to us. We have
incorporating elements that promote positive Access Tufts University’s global guidance on
alcohol labeling > Working in partnership with independent developed industry-leading programs aimed
social norms. To develop our messaging and at reducing road crashes and are deploying
design requirements, we incorporated the work academic researchers, the Foundation has
supported the publication of more than 25 peer- those programs in markets around the world.
reviewed articles in high-impact journals, with a Through our efforts, we are contributing to the
Guidance label implementation dozen more in the pipeline. advancement of UN SDG Goal 3.6—reducing road
traffic injuries and deaths by 50% by 2030.
Over the past several years, the Foundation ran
the city pilots initiative in six metro areas around A few examples include:
the world to identify best practices that could In 2021, we supported Together for Safer Road’s
be scaled up. HBSA, a supporting organization of project called Houston Vision Zero. The initiative
the Pacific Institute for Research and Evaluation aims to eliminate traffic deaths and serious
(PIRE), oversees the measurement and evaluation injuries in the Texas city, which is home to one of
of the city pilots and independently manages a our flagship Anheuser-Busch breweries, by 2030.
data library freely available to the broader public Based on the evidence-based Vision Zero road
health research and academic communities upon safety methodology, the project creates safer
request. pedestrian crossings, protected bike lanes and
Through these initiatives, we have identified three public spaces that ultimately improve walkability.
areas of intervention that can be most impactful The purpose of this program is to showcase the
in reducing the harmful use of alcohol: road safety, potential of Vision Zero and how the private and
responsible beverage service, and screenings and public sectors can work together to improve the
brief intervention. road safety conditions everywhere.
Learn more about

the Houston
Vision Zero
project >

“By providing an immersive

We have also been partnering with the United learning experience and UNITAR to support global implementation of the
Nations Institute for Training and Research (UNITAR) toolkit, we are leveraging our partnership with the
gamified digital tools, we
since 2018 to provide road safety best practices International Road Federation to host interactive
to local governments through trainings. We have seek to promote learning events and workshops.
developed a scientifically rigorous methodology about practical interventions
In Russia, we conducted engineering, education
for data collection, identifying key risk factors that lead to reductions in and awareness activities in the regions of
linked to road traffic crashes, corrective the number of deaths and Volgograd and Ivanovo. A total of 160 driving
actions and impact measurement to support injuries related to road traffic schools, 37,000 students and 660 gas stations in 81
governments and NGOs around the world. As
a result, in 2021, we launched the Management
crashes.” cities received information and visual aids as part
of an awareness campaign regarding drinking and
Practices for Safer Roads Toolkit—The Immersive Nikhil Seth, United Nations driving.
Virtual Experience. Using examples of successful
Assistant Secretary-General Our teams at South African Breweries have
interventions implemented in Brazil, the toolkit
guides users on how to build successful road and Executive Director of partnered with local municipalities to implement
safety initiatives. In addition to working with UNITAR Alcohol Evidence Centres (AECs). Operated by law
enforcement officials and equipped with highly
effective blood alcohol testing technology, these

Our Road Safety Toolkit centers enable a higher rate of prosecution for
with UNITAR: drunk drivers and create a stronger deterrent
within the community. After a successful pilot, we
9
rolled out 10 new centers across South Africa in
2021.
Our vision is to scale the AEC model across South
languages in which the toolkit is available
Africa over the next five years with the ultimate
aim of driving global adoption. As we work toward
23
this ambitious goal, we know that we cannot
act alone. We will continue to build partnerships
both within communities and across borders to
develop robust, evidence-based solutions for
countries that have implemented the toolkit addressing the harmful consumption of alcohol
54%
worldwide.
toolkit users that are Government,

Academia or NGO
Our CEO Michel Doukeris and Nikhil Seth, UN Assistant Secretary-General and Executive Director, UNITAR, Learn more about our heck out the new UNITAR module on social
C
launched the Immersive Virtual Experience of our Safer Roads Toolkit in September Road Safety Toolkit > norms aimed at improving road safety >

Providing resources to ensure Responsible

Beverage Service
Responsible Beverage Service (RBS) is an
evidence-based intervention to train owners,
management and service staff of establishments
like bars, restaurants and liquor stores in
preventing sales to minors and reducing underage
drinking, binge drinking and drunk driving. The
program also includes highlighting alcohol-related
laws and conducting compliance checks of
establishments.
Based on learning from our city pilots program,
we are rolling out RBS programs around the world,
including:
Expanding access to Screening and Brief
• In Alexandra, South Africa, we are implementing Intervention
an RBS program in partnership with the South
Screening and Brief Intervention (SBI) is a
African Council on Alcoholism and Drug
preventive program that measures an individual’s
Dependence (SANCA) and other community
drinking pattern during outpatient or wellness
stakeholders. By mid-2021, 45 liquor stores had
visits and motivates those identified as being
signed up to participate in the program.
at risk of harmful consumption of alcohol to
• In Brazil, RBS was launched digitally as a response change their behavior. Its effectiveness has The SBI program ESCALEMOS in Zacatecas, Mexico, has screened 50,000 people
to COVID-19, which curtailed face-to-face been demonstrated when applied at the health
interaction; however, this model has since professional’s office level. Extensive research
gained traction as a more permanent omni- indicates that it also has a large potential to
channel solution to scale up the program. Four reduce harmful consumption at the population In Brasilia, Brazil, the SBI program initially worked Piquet, coordinator of the Brasilia Vida Segura
supporting videos were initially launched on the level if cost-effective ways to implement it can be with 17 public sector primary care units and steering committee.
Curso Boto Fé website and are now distributed developed. In partnership with experts in this area, 200 SBI-trained health workers with a goal of
through a chatbot. Additional RBS courses are we are supporting the AB InBev Foundation on a In Mexico, the SBI program called ESCALEMOS,
conducting 400,000 SBI screenings to address
offered online and via WhatsApp as well as series of initiatives to make SBI cost efficient while developed with the support of the Ministry
heavy episodic drinking. This program was
through BEES, our e-commerce platform. See retaining its efficacy. of Health in Zacatecas and other community
originally implemented in-person, but due to the
page 20 of this report for more information on stakeholders, resulted in 50,000 people screened.
The program takes on many forms, depending COVID-19 pandemic, the SBI program transitioned
how we are expanding our customer, consumer Meanwhile, in South Africa, the SBI program
on a community’s need, readiness and capacity. to a telehealth model. Between 2022–2021, more
and colleague touchpoints through digital. aimed to reach 42,000 people in the Alexandra
For example, a region with strong support from than 15,000 screenings had been conducted. To
its local health department may implement an our knowledge, this is the first time in the world township. This target was achieved and exceeded
in-person program, while a city with limited local that the tools of telemedicine have been applied by November 2021 with more than 54,000 people
support may focus on building relationships and to SBI. “Because it is a population prevention screened. The planning and implementation
implementing a chatbot on a local website. See policy, the solution must reach a high number of of both programs consisted of broad-based
how we’re expanding our customer, consumer and people in relation to the population covered by community engagement strategies to ensure
colleague touchpoints through digital (page 20). primary healthcare to be effective,” says Leandro sustainability of the gains.

Giving consumers more choice with high- harmful consumption, our portfolio is well In the UK, we continue to support Club Soda,
quality, award-winning NABLAB products positioned to have a positive impact. This impact a start-up that is looking to disrupt the NABLAB
Our expanding portfolio offers a range of styles is expected to increase where the regulatory market by using the power of digital to help
and flavors to meet growing consumer demand. In framework incentivizes consumers into lower ABV retailers take advantage of the consumer trends in
2021, NABLAB represented 6.7% of our beer volume. beer. favor of these products.
While we are not on track to meet our previously Developing campaigns to create social We believe that there is opportunity for continued
established goal for NABLAB to represent 20% of norms in favor of lower ABV products growth in this category, which we plan to
our volume by 2025, we are making significant accelerate in the next five years.
Our growing NABLAB portfolio is backed by social
strides and have expanded our NABLAB portfolio
from 26 to 42 brands over the last five years. Our
norms marketing campaigns aimed at driving Amplifying our Smart Drinking
NAB brands are now available in 17 of our top 20
the necessary behavior change and further messages through digital and
markets that represent 90% of our global volume,
acceptance of these products as a consumer
choice.
technology
with LAB brands (3.5% alcohol or below) available Digital platforms are important tools to
in 14. Our Bavaria brand in Colombia has provided a
help amplify our Smart Drinking strategy. As
best practice initiative to promote Smart Drinking
China is the biggest contributor to our NABLAB e-commerce becomes increasingly important
using Aguila 0.0. When consumers shop for spirits
portfolio, led by Harbin Ice. We have expanded in the beer category, we are investing in the
Expanding consumer access Budweiser Zero to more than ten markets,
online, the platform gives them the choice to buy
Aguila 0.0 at a discount. The discount percentage
development of technology-based solutions
to No- and Low-Alcohol Beer launched Corona Sunbrew in Canada and Stella
matches the ABV percentage of the spirits they
such as age verification tools to minimize the risk
(NABLAB) alternatives Artois 0.0 in the US. Stella earned a gold award
as the best non-alcoholic beer at the Drinks
buy.
of illegal underage drinking and other forms of
harmful drinking.
As consumers seek to make better, more Business Global Masters, a prominent blind tasting This promotion is further supported by a
responsible choices, it is important for them to competition. social norms marketing campaign to connect
have lower-alcohol and no-alcohol alternatives. consumers to the benefits of and smart drinking
Other new additions are zero-alcohol versions
As noted in a 2016 study1, “[a]n increase in the tips related to zero-alcohol products.
of Cass in Korea; Hoegaarden in Japan, Brazil and
availability of no- and low-alcohol products China; Quilmes in Argentina; and low-alcohol
could contribute to reduction of harmful alcohol beers such as Victoria Chingones Unidos and See the campaign video here >
use in two ways: by current drinkers replacing Corona Ligera in Mexico.
the alcoholic beverages consumed with similar
We are also identifying opportunities across our
beverages of lower strength; or by switching to
portfolio to grow lower-alcohol beer brands and
non-alcoholic alternatives for part of their time;
meet consumer preferences. We calculated the
in both cases reducing the average amount
average ABV of our products offered in each
of alcohol consumed.” We are innovating and
country and defined any beer below that average
globally distributing an array of great-tasting No-
as a “lower” alcohol beer. A similar global analysis
and Low-Alcohol Beers (NABLAB) that consumers
reveals that at an aggregated level, our brands
can use as tools to comply with emerging social
portfolio has an average ABV of 4.5% with over 55%
norms regarding responsible drinking patterns.
of our volume falling below that threshold. Based
on expert literature2 indicating that lower alcohol
beverages can play an important role in reducing
1 Rehm J, Lachenmeier DW, Llopis EJ, Imtiaz S, Anderson P. Evidence of reducing ethanol content in beverages to reduce harmful use of alcohol.
Lancet Gastroenterol Hepatol 2016;1:78–83.
2 Source: Global strategy to reduce the harmful use of alcohol – World Health Organization – 2010 - https://www.who.int/publications/i/
item/9789241599931

Leading compliance monitoring of digital Expanding our customer, consumer and intelligence to interact with users. For a week,
assets colleague touchpoints through digital they boosted communication throughout BEES
To ensure that our digital assets are compliant platforms Brazil, offering a rewards incentive for those who
with international Digital Guiding Principles completed the training.
In 2021, we launched our first Global Smart
standards related to alcohol sales and marketing, Drinking Week digitally, further expanding our Another exciting area where technology may be
the World Federation of Advertisers (WFA) will Global Be Responsible Day (GBRD) and connecting harnessed to reduce harmful drinking lies in the
conduct an independent audit in 2022. Areas with consumers and customers primarily using brief interventions highlighted in the previous
that are reviewed for compliance include: age digital campaigns and methods. section. In Zacatecas, Mexico, our Grupo Modelo
affirmation mechanisms, site transparency, user- and the AB InBev Foundation partnered with
generated content regulation, forward advice To spread the message around the world, all our
experts to design and develop HolaPP, a social
notice and a responsible drinking message. In global brands collectively communicated Smart
media chatbot that conducts a screening to
preparing for that audit, we developed a first- Drinking tips on their labels for the first time
determine if a person is at risk of developing a
of-its-kind automated auditing system that through digital channels. Daily videos, calls to
harmful drinking pattern. After being developed
continuously monitors all our digital assets for action and shared articles helped us engage with arguably the worst form of harmful consumption
and tested through our City Pilot, the chatbot is
compliance against WFA audit parameters. colleagues and consumers to raise awareness because it escapes all product safety and
now available for wider use.
This effectively prepares us for future digital about Smart Drinking and associated tips to regulatory controls, and pays no excise taxes.
According to Euromonitor International, globally
growth and changes in digital asset compliance
requirements. The results for the end of 2021
reduce harmful consumption. We also used the
Smart Drinking Week as an opportunity to embed
Advocacy efforts to reduce one in four beverage alcohols are illicit, and the
showed a level of compliance of 99%. tips and the digital version of our Responsible harmful consumption: majority of illicit alcohol also tends to be distilled
Beverage Service training on our BEES platform, promoting differentiation beverages with ABV levels higher than beer.3 The
lick here to access the IARD
C providing our customers better access to our WHO notes, “The existence of a substantial illicit or
Digital Guiding Principles > Evidence-based and data-driven public policy informal market for alcohol can also complicate
toolkits.
is critical to reducing the harmful consumption policy considerations for alcohol taxes. In
In total, more than 13,000 courses were of alcohol. When regulations nudge consumers such circumstances, tax increases should be
completed. The results were impressive and to lower-alcohol fermented beverages, like beer, accompanied by government efforts to control
largely due to our digital expansion as compared they have the potential to reduce harm. This time- illicit or informal markets through, for instance, tax
to prior year executions. We reached more than tested approach, known as “differentiation,” is policies that make low-alcohol and nonalcoholic
four times the number of consumers and twice as embedded in the regulations of many countries. variations of culturally preferred beverages more
many customers than we did in 2019. Over 28,000 The World Health Organization (WHO) notes in its attractive.”4
colleagues participated in Global Smart Drinking latest Global Alcohol Strategy1 that “[s]pirits should We, together with other brewers, advocate for
Week activations, and we reached more than be taxed at a higher rate because the production policies that adjust excise taxes and regulations
17.6 million consumers and more than 1.3 million cost is less than the production cost for beer based on the origin of the alcohol and the alcohol
customers. and wine.” Indeed, it concludes that “a tax system content of the beverage. In 2021, for example,
For example, our team in the Dominican Republic based on the volume of alcohol in a product … is six states in India (Chandigarh, Haryana, Punjab,
leveraged BEES and direct-to-consumer likely to have the biggest effect on the reduction Uttarakhand, Uttar Pradesh and West Bengal)
campaigns to target clients and consumers. of health inequalities.”2 changed their alcohol excise policies with the
In Brazil, our teams transformed the toolkit into Beer also can play an important role in reducing aim of shifting the drinking culture toward lower-
a chatbot, which is an app that uses artificial the consumption of illicit alcohol, which is alcohol fermented beverages.
We leveraged our BEES platform to embed Smart Drinking 1 Global strategy to reduce the harmful use of alcohol – World Health Organization – 2010 - https://www.who.int/substance_abuse/alcstratenglishfinal.pdf
2 Resource tool on alcohol taxation and pricing policies – World Health Organization – 2017 - https://www.who.int/publications/i/item/resource-tool-on-alcohol-taxation-and-pricing-policies
tips and provide access to our Responsible Beverage 3 Size and Shape of the Global Illicit Alcohol Market – Euromonitor International – 2018 - https://www.tracit.org/uploads/1/0/2/2/102238034/illicit_alcohol__-_white_paper.pdf
Service toolkits 4 WHO SAFER Technical Package – World Health Organization – 2019 - WHO and partners, “SAFER Technical Package,” (2019), at p. 21.

Climate
SDGs: 7, 11, 12, 13 | GRI: 305-1, 305-2, 305-3, 305-5, 308-2
Climate change is one of the most pressing global challenges. Our business is one that is
closely tied to the natural environment: agricultural crops and water are our key ingredients,
we require raw materials for our packaging, and we need energy and fuel to brew, transport
and cool our beers. Our business is also local and closely connected with communities and
people across our global footprint. All of these have the potential to be impacted by climate
change, and we are already experiencing climate-related impacts—both environmental and
social—in our value chain.
2025 Climate Action Goal

100% of our purchased electricity will be from renewable sources, and we will reduce our carbon
emissions by 25% across our value chain by 2025
Progress
28.63% 13.58%
reduction in Scopes 1 and 2 GHG reduction in Scopes 1, 2 and 3 GHG
emissions vs. 2017 baseline emissions vs. 2017 baseline
39.9% 81.4%
renewable electricity operational renewable electricity contracted
While our Scopes 1, 2 and 3 emissions per hectoliter decreased in 2021 (51.2 kg CO2e/hl,
versus 53 kg CO2e/hl in 2020), absolute emissions increased as purchases and distribution
reactivated amidst economic recovery from the pandemic. The main drivers of this increase
were packaging emissions and product cooling. However, even as economies rebounded
in 2021, we were able to continue decreasing emissions across Scopes 1 and 2 to 4.4 million
tons CO2e as a result of renewable energy projects going live in multiple countries as well as
implementation of energy efficiency initiatives, resulting in a 29% decrease in absolute Scopes
1 and 2 emissions versus our 2017 baseline.
For more information about our For more details on our Climate
2025 Climate Action Goal > Action progress in 2021 >

Our evolved understanding of potential climate-

related risks and opportunities across our value
chain continues to inform our long-term strategy.
Our Ambition to Achieve Net Zero

This enables us to innovate, create shared value for
our company and our stakeholders, and engage
our consumers and current and future talent on
the issues that matter to them.
For more details on our TCFD analysis >

2017 2025 2030 2040
Working toward a shared
long-term ambition pushes us
forward
As part of our commitment to driving
ACHIEVED 2017 CATALYZING ACTION
decarbonization and building climate resilience ENVIRONMENTAL ACROSS OUR SUPPLY
through our 2025 Sustainability Goals, we are
proud to have announced our ambition to achieve GOALS* CHAIN
net zero across our value chain by 2040.
Reset short-term target CREATING A
We have outlined our ambition to achieve net zero
by 2040 through key actions aimed at accelerating 2025 Scale energy efficiency and SUSTAINABLE
renewable thermal energy solutions
our climate transition. Our approach is: GOALS ON TRACK** Scale renewables in retailers
FUTURE
Strengthened by inclusivity
100% renewable electricity Accelerate low-carbon
We view collaboration with suppliers and retailers, Advanced agtech solutions
packaging solutions
partnering with start-ups with breakthrough 35% absolute Scopes 1 and 2
solutions and engaging with the wider industry as Implement Green Logistics Alternative fuel fleet
key to decarbonizing the value chain. 25% across value chain
Cascade regenerative
Integrated solutions
100% packaging in returnables or made agriculture practices
Underpinned by natural solutions with suppliers
from majority recycled content
We believe engagement with farmers in our
supply chain will help scale regenerative Innovative cooling solutions
100+ Accelerator identifying
CO2
at scale
agriculture practices to enrich soil health while breakthrough solutions
improving the ability to capture carbon. In Nature-based solutions for
Launched supplier-collaboration
addition, we believe that nature-based solutions
CO2
platform Eclipse remaining emissions

to improve watershed health will help tackle
climate change. 3 carbon-neutral facilities as
best practice
Focused on local impact
We’re prioritizing local emissions reduction in our
operations and across our value chain, including
*Pre SAB-AB InBev combination
through investments to drive local innovation. **Based on 2017 baseline
Learn more about our

ambition to achieve net zero >

Short-term goals
drive innovation and GHG emissions by crop* Breakdown of GHG emissions by scope category
decarbonization today
We are building climate resilience by committing
to transition our global operations to 100%
renewable electricity and reduce our GHG
emissions by 25% across our value chain. Following
Rice 38.65% Sugar 2.14% Agriculture 12.5%
the Intergovernmental Panel on Climate Change Hops 0.14%
recommendation, in March 2018 we set a science- Cassava 0.84% Processing
based target that is in line with reductions Sorghum 0.26% brewing
required to keep warming to 1.5 degrees Celsius. Wheat 0.12% Others 0.11% ingredients 5.1%
We are committed to reducing absolute Scopes 1
and 2 GHG emissions by 35% by 2025 from a 2017
base year, in line with the 1.5 degrees pathway. Corn 11.48% Barley 46.25%
Furthermore, we commit to increasing annual
Packaging
sourcing of renewable electricity from 7% in 2016
materials 38.1%
to 100% by 2025. We also commit to reducing
emissions across the value chain (Scopes 1, 2 and
3) by 25% per beverage by 2025, from a 2017 base
year. We include over 87% of our total Scope 3
emissions in our science-based target, putting us
well over the two-thirds inclusion threshold that is
required by the Science Based Targets initiative.
GHG
Eclipse: a dedicated platform for GHG Emissions by packaging type Brewing operations 12.3%
collaborating on climate resilience
We continue to engage suppliers through
our Eclipse platform. In the past year, we
launched Eclipse Activate in North America, Returnable kegs 2.51 kg CO2e/hl
which is our program to help support suppliers Logistics 9.4%
and provide them with the tools needed to
measure and track decarbonization across PET 8.38 kg CO2e/hl
their supply chains. In 2021, we mapped Product cooling 20.2%
initiatives through the Eclipse Activate
platform, which equated to a potential Returnable glass 9.18 kg CO2e/hl End of product life 2.4%
reduction of 150,000 tons CO2e per year. We
continuously seek ways to collaborate with our
suppliers across our value chain and are proud Cans 25.35 kg CO2e/hl
to have more than 80 suppliers participating in
the Eclipse platform.
One-way glass 44.43 kg CO2e/hl
Learn more about Eclipse >
*Agriculture represents 12.5% of our value chain emissions. It is part of Scope 3 within our value chain and is included in the Category “Purchased Goods and Services.”

Leading the way with the industry’s first through the use of an on-site wind turbine and Scaling sustainable innovations
brewery powered by green hydrogen solar farms. We are innovating with new milling equipment
We continue to find innovative solutions to help Building the largest electric fleet in in our breweries to “de-husk” malt. The process
achieve our sustainability goals. One example Colombia removes the outer husk of the malted barley
of how we are proactively reducing emissions before the brewing process starts. The discarded
In January 2021, we announced the lease of 200
is our partnership with Protium Green Solutions, husk is then used as a source of heat (biomass),
electric trucks in Colombia in partnership with
which will enable us to use green hydrogen to fuel and the inside part of the malt is used in the
Renting Colombia. This fleet, which will have a
production at our brewery in Magor, South Wales, brewing process, increasing productivity and
combination of medium- and light-load vehicles,
in the UK. energy efficiency, and reducing emissions. We
as well as forklifts and salesforce cars, makes
This initiative will create the first brewery supplied have implemented in six breweries to date and are
our subsidiary Bavaria the largest corporate
with green hydrogen under one of the first exploring the opportunity to scale this technology
electric fleet owner in Colombia. In addition to
hydrogen purchase agreements (HPAs) in the sector. in the coming years.
modernizing our fleet, the lease is helping Bavaria
We will set up infrastructure to produce over promote the transformation toward electric
20 MW of renewable energy and green hydrogen mobility in the country. The new electric trucks are
In 2021, we continued to work toward our 2025 at the Magor site. The hydrogen production expected to roll out by the second half of 2022,
Climate Action Goal while also looking ahead to facility will include a battery, hydrogen storage with an estimated CO2 reduction of more than
our ambition to achieve net zero by 2040. unit and hydrogen refueling station. We anticipate 4,000 tons a year.
Achieved carbon neutrality in three facilities that it will become operational by 2024. This will
further enhance our impact at the Magor brewery,
In June 2021 we announced our first carbon- which is already using 100% renewable electricity
neutral facility in Wuhan, China. In September
we announced another brewery in Ponta Grossa,
Brazil, and our first carbon-neutral malthouse
in Passo Fundo, Brazil. Carbon neutrality refers
to Scope 1 and 2 emissions only and includes “Companies must act urgently
compensation of emissions. to cascade action and manage
All three facilities are powered with biomass environmental impacts throughout
for heat production and renewable electricity their supply chains to scale the
generated from solar power. The remaining level of action to secure a 1.5°C
emissions that are difficult to abate are being future. Many congratulations to the
offset. 400+ companies earning a place on
CDP’s 2021 Supplier Engagement
Leaderboard. As a Supplier
Engagement Leader, AB InBev is a
trailblazer driving the transition
towards a sustainable net-zero future.”
Sonya Bhonsle, Global Head of
Read more about our first carbon-neutral
Value Chains & Regional Director
facility in Wuhan, China >
Corporations, CDP
Learn about our carbon-neutral brewery and
malting site in Brazil >

Focusing on additionality and

proximity accelerates the Countries where our operations have renewable electricity (operational or contracted)
energy transition
Brewing with renewable energy
As we work to achieve 100% renewable electricity,
this year we made strides in multiple countries. For
example, in South Africa, Castle Lite has begun to
make the switch to renewable electricity to draw
less from the country’s national grid and reduce Netherlands Ukraine
GHG emissions. Germany
All seven of the Castle Lite breweries in South
Africa now use solar power. In addition, our
United
Alrode brewery in Johannesburg also generates Kingdom
electricity from bio-gas captures in our
wastewater treatment process. From January to Canada
Belgium
August 2021, the seven breweries generated over Russia
9.7GWh of renewable electricity, reducing our CO2
United States
emissions by 9,443 tons. South Korea
In the US, Anheuser-Busch celebrated the early Canary Islands China
achievement of its 2025 renewable electricity Mexico
goal. It announced that its entire portfolio of Dominican Republic
Guatemala Honduras Vietnam
domestic beer and seltzer brands in the US is Barbados India
now brewed with 100% renewable electricity from El Salvador Panama
Ghana
solar and wind power. This was made possible by Colombia Uganda
Ecuador Nigeria
the Anheuser-Busch Solar Farm, a 222MWac solar Brazil Tanzania
project in Pecos County, Texas. The solar farm was Peru Mozambique
developed in partnership with Recurrent Energy, Zambia
Bolivia Botswana
a wholly owned subsidiary of Canadian Solar Inc., Paraguay
and is the largest solar project for the beverage Namibia Swaziland
Lesotho
industry in the US. Construction took nearly two Chile Uruguay South Africa
years and created approximately 370 full-time Argentina
jobs during the peak of construction.
In celebration of meeting this milestone four years
ahead of our goal and World Environment Day,
we donated 100,000 USD to the Green Restaurant
Association to support their vital work focused
on environmental sustainability in the restaurant
industry.

Water Stewardship
SDGs: 6, 15 | GRI: 102-13, 102-43, 303-1, 303-2, 303-3, 304-2, 413-1
More than just a key ingredient in our products, water is a critical resource for the health and
well-being of communities around the world. Water resource challenges are magnified by
climate pressures, inadequate infrastructure and governance issues. The growing scarcity
of freshwater resources is not just a material issue for our company, it is a global risk to the
economic, social and environmental well-being of our communities. As the world’s leading
brewer, we are focused on being a part of the solution to the growing water challenges across
our communities and supply chain.
2025 Water Stewardship Goal

100% of our communities in high-stress areas will have
measurably improved water availability and quality by 2025
Progress
2.66 100%
hl/hl water use efficiency ratio of sites in scope for our goal have conducted
outreach, analyzed local water challenges and
identified potential solutions
83% 3
of these sites have started of these sites have begun seeing
implementation of solutions measurable impact
We continued to make progress toward our goal by leveraging our 7-step watershed management
process, with two additional sites starting implementation of on-the-ground water solutions and one
additional site measuring impact, compared to 2020. Variation in the nature and complexity of local
water challenges, stakeholder groups and interests, and solution design results in variation at the sites
that progress through the 7-step process.
For more information about our For more details on our Water
2025 Water Stewardship Goal > Stewardship progress in 2021 >

Tailored solutions are needed

to address the local, complex Where we are working toward our 2025 Water Stewardship Goal
water challenges around the
world
We developed a water risk assessment tool that
leverages external data sources and input from
our local teams to review our operational risk
globally on a quarterly basis. Using this tool, we
have identified and continue to prioritize our
sites that are located in high water-stress areas.
In 2021, a total of 41 of our facilities were located
United States
in high-stress areas; 36 of these are in scope for
our 2025 Water Stewardship Goal based on a
2017 baseline analysis. To address the watershed Mexico
Dominican Republic
challenges specific to the local context in these
India
water-stressed areas, we have developed and El Salvador
implemented a 7-step watershed management Colombia Uganda
process. Brazil
Peru Tanzania
Zambia
Here are a few examples of localized solutions Bolivia
Mozambique
developed using this process: Namibia
South Africa
Improving water availability and Chile
Argentina
management practices in Mexico
In Zacatecas and Apan, Mexico, our team at
Grupo Modelo runs two breweries, both of which
depend on the availability of water resources
from the nearby Calera and Apan aquifers. Due
to rapid population, economic and agricultural agriculture; installing a network of hydrological to credit, insurance and/or subsidies. The project’s
production growth, these aquifers have come monitoring stations and training local stakeholders implementing partners planted more than 170,000
under significant stress. Our Aquas Firmes project, on aquifer monitoring and management; seedlings to support reforestation, installed
being implemented together with Deutsche creating water stewardship agreements in each nearly 25,000 meters of stone barriers and built
Gesellschaft für Internationale Zusammenarbeit community; and fostering the recharging of the 39 gabion dams to promote water infiltration.
(GIZ) GmbH, is working to recharge these aquifers aquifers through nature-based solutions and In addition, project partners conducted 105
and improve long-term water security for the local green infrastructure. community trainings to build local capacity for
population, farmers and local industry—aiming to In 2021, the project made meaningful progress sustainable water resource management, and 66
benefit over 700,000 community members. toward these objectives. This included supporting farmers signed voluntary pacts to conserve water
We and our partners in the project aim to improve farmers in the implementation of drip irrigation by changing water use practices.
sustainable water management practices in the technology and conservation agriculture
Calera and Apan aquifers by supporting farmers practices on more than 1,500 hectares of farmland,
to implement drip irrigation and conservation and providing 237 farmers with improved access

the indigenous species, which include fynbos—

7-step watershed management process
“I was invited to participate in the Aguas the smallest of the world’s six floral kingdoms and
Firmes project and in a short time I was an important component of biodiversity in the
Analysis Implementation Measurement region.
able to fully technify my land. I have
noticed it helps save water, electricity and Since 2013, South African Breweries (SAB) and the
worktime in the field. In addition to the World Wide Fund for Nature (WWF) have partnered
technification of the irrigation system, with a range of organizations such as the Council
Aguas Firmes has helped and advised me for Scientific & Industrial Research, GIZ and the
to implement sustainable agricultural Department of Forestry, Fisheries, and Environment
practices, such as crop rotation and to help solve this growing challenge of invasive
36 SITES 28 SITES 2 SITES minimum tillage. During the time I have species in the George region. With active
been in the Aguas Firmes project, I have support and funding from the Natural Resource
been able to see that the soil is better Management agency, the partners worked
preserved. It is very important that we
toward clearing riparian land of invasive species.
as farmers re-educate ourselves in this
The area also faces high levels of poverty, so the
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 STEP 7 dynamic of water and soil conservation.”
process was designed to help empower the local
Stakeholder
convening
Problem
identification
Solution
agreement
Implementation
plan
Governance
& finance
Communication Impact
measurement José Luis Muro Rodarte, farmer in community by selecting, training and equipping
& outreach & prioritization & monitoring
Zacatecas, Mexico people to conduct the clearing to help restore the
watershed.
Restoring ancient water channels in Peru have helped rehabilitate nearly 13 km of amunas
Our Backus team in Peru relies on water from the and trained 121 local community residents on the
Rimac aquifer for production, which is also the operation and maintenance of the amunas. In 2021,
main water source for more than 11 million people the project was recognized with a Lighthouse
in the capital, Lima. Many communities live in the Award from the Brave Blue World Foundation.
upper basin of the Rimac River, and their main Promoting watershed health and
sources of income are agriculture, livestock and replenishment in the hops-growing region of
tourism. Due to extensive and growing water South Africa
demand and the effects of climate change,
The Western Cape area of George, South Africa,
the watershed is under stress, impacting the
is home to unique hydrological and geographical
water security and income activities of these
features that make it the only region in Africa
communities.
suitable for growing hops, a key ingredient in
We are helping restore ancestral water channels brewing our flavorful beers. The effects of climate
and infiltration systems called amunas to expand change, such as changing rainfall patterns, and
water availability in the dry season for agricultural growing demands from agriculture and urban
activities. Additionally, we are strengthening the development, are putting pressure on water
capacity of rural communities through training in availability in this region. The presence of non-
maintenance, operation and monitoring of these native vegetation is one of the leading threats to
amunas, and incorporating nature-based solutions water security in the region, as these plant species
into their water resources management. So far, we consume between 20% to 60% more water than

and developing facility-level roadmaps for future 2021, we installed a treatment system that enables
implementation. us to recover and treat a type of effluent called
Here are a few examples of how we aim to get brine that typically is rejected and not reused. The
there: new system treats the recovered water to local
drinking water quality standards, allowing it to be
Making reverse osmosis even more water reused for processes inside the brewery, saving an
efficient estimated 0.1 hl/hl per year.
Reverse osmosis is an energy-efficient In 2021, we partnered with the University of Louvain
desalination technology used to pretreat water la Neuve in Belgium to evaluate technologies
for use in beverage production, including beer for further optimizing reverse osmosis. This
brewing. Currently, we use reverse osmosis will enable us to enhance our facilities’ water
technology at nearly 80 of our facilities around the recovery capacity and improve our water use
world, with some facilities having more than one efficiency even further. The project reviewed four
reverse osmosis installation. The current average promising reverse osmosis technologies available
water recovery capacity of these installations on the market today, quantifying the estimated
is approximately 80%, but new and emerging water savings potential of each and estimating
reverse osmosis technologies have the potential expected cost savings from the reduced
for up to 95% water recovery or more. water consumption. The project concluded
At our brewery in Baoding, China, we are already that investment in improved reverse osmosis
From 2011 to 2021, the project conducted initial Plant Optimization (VPO) management system, implementing initiatives to improve our water use technology could lead to both significant water
invasive species clearing on 1,275 hectares, and which includes a dedicated module on tracking efficiency through effluent treatment and reuse. In savings and cost reductions.
1,550 hectares of follow-up clearing (as some our water use efficiency and optimizing water
areas of initial clearing have undergone more than treatment plant operations. VPO also includes a
one follow-up clearing). These clearing efforts are suite of good operational practices to minimize Brewery water intake by source
estimated to have saved approximately 9 billion water consumption, as well as procedures for
liters of water per year and positively impacted reusing and recycling water in parts of the brewing
the community with an estimated 36,000 person- process. Finally, our facilities are supported with Ground water
days of employment, with SAB providing about a tool that helps with identification of additional 41.0%
33% of the total funding for these initiatives. water efficiency improvement opportunities Rainwater
<0.1%
based on benchmarking with our top-performing
Innovation can help unlock facilities.
higher water efficiency and In support of our water use efficiency ambition, in Third party
41.6%
improved water security 2021 we worked with suppliers and other partners
to investigate and identify new opportunities
Within our operations, we brew our beer aiming to further reduce our water consumption. The
for high levels of water efficiency. In 2021, we outcome of this effort was the development
reached a global water use efficiency ratio of of a tool that our facilities will be able to use to
2.66 hl/hl. We challenge ourselves to do more, identify water use efficiency technologies that Surface
water 17.4%
aiming to reach a 2.5 hl/hl ratio globally and are particularly relevant to their local operating
2.0 hl/hl ratio for breweries in water-stressed conditions. In the coming year, we intend to
areas by 2025. We leverage our internal Voyager focus on piloting some of these technologies

Turning brewing leftovers into sustainable part of several agricultural capital investments based at the World Bank with local implementation
irrigation methods being made by SAB in partnership with local partners in priority markets for our business, such
start-up TaylorMade Water Solutions. In addition as Peru and South Africa.
SAB is working with Rhodes University, the Nature
Resource Management Programme and other to supporting the construction of the raised beds We also know that we can scale our impact
described above, SAB also offered technical and even further when we engage our consumers
partners on creating an innovative artificial
business coaching help to TaylorMade Water through our brands. Our global brand Stella Artois
wetland at an SAB brewery. The project treats the
Solutions through its Supplier Development continued its partnership with Water.org to help
local brewery effluent and uses the water and
Program. provide millions of people in the developing world
nutrients to irrigate a sustainable crop of spinach
for the local community. with access to safe water. Since the partnership
Partnerships and multi- began in 2015, Stella Artois has supported
The project began 13 years ago, when SAB
partnered with others to develop a fully green stakeholder collaboration are Water.org in providing access to safe water to
more than 3.6 million people through direct
biological treatment solution for wastewater and critical for scaling impact donations and the sale of special-edition chalices,
other leftovers from the beer-brewing process. packs and pours.
Given the scale and complexity of the water
Now SAB is taking its commitment one step further
challenges facing our communities, we know we Finally, this year we signed agreements for the
with the development of a 2,000 m2 commercial cannot do this work alone. We continue to serve next phase of partnership with both The Nature
drip system for a local grower of spinach. The new as a co-founding member of the Water Resilience Conservancy (TNC) and the WWF to continue
crops are irrigated using the treated wastewater, Coalition, an industry-driven, CEO-led initiative of heck out the report on Measuring and
C
our watershed work together, focused on
which has enough nutrients to eliminate the need the UN Global Compact that aims to elevate global investing financial and technical resources in Evaluating the Impact of Corporate Watershed
for additional fertilizers and water usage. Plus, the water stress to the top of the corporate agenda efforts such as nature-based solutions, improved Projects >
spinach beds reduce the nutrient concentration and preserve the world’s freshwater resources water infrastructure and enhanced governance During the UN Climate Change Conference
enough that about 90% of the water can be through collective action in water-stressed basins. capacity. In addition, we worked with both of these (COP26), we joined WWF in publishing Waterways
recovered and reused in the brewery. We also continued our engagement as a global partners to develop thought leadership resources to Resilience, a report demonstrating how
These projects aim to reduce water consumption corporate member of the 2030 Water Resources for companies and stakeholders to use in their nature-based solutions can play a critical role
at the site by 350,000 liters per day. This effort is Group, a multi-stakeholder water partnership own water stewardship efforts. With TNC, we in addressing water challenges and supporting
published a guide for measuring and evaluating climate adaptation and resilience more broadly.
the impact of corporate watershed projects, The report focuses on evidence, from Africa
breaking the process down into five steps: and globally, on the potential of nature-based
defining objectives, developing performance solutions to address five key water challenges:
indicators and metrics, planning data collection, water scarcity, degradation of water quality,
analyzing and evaluating the data, and reporting flood risk, stormwater and urban floods, and
and communicating to stakeholders. The coastal erosion and floods. It also provides
guide is intended to help in demystifying the recommendations for getting investment in
measurement and evaluation process and help nature-based solutions to scale.
practitioners engage their project partners early
on to develop and implement a measurement and
evaluation plan that is robust, but also targeted
and cost effective. L earn more about the Waterways to Resilience
report >

Sustainable Agriculture
SDGs: 1, 2, 5, 8, 13, 15 | GRI: 102-4, 102-6, 304-2
We depend on high-quality agricultural crops from thriving communities and healthy ecosystems to brew our beers.
We see the increasing impact from climate change in our sourcing regions, which is why we work to build resilience
through crop management, improved varieties and risk mitigation tools. We also explore how agriculture can reduce
GHG emissions, protect watersheds and improve biodiversity. Beyond the environmental aspect, we know the impacts
of climate change in agriculture are closely linked with the social and economic challenges farmers face across the
globe. The success of farmers and the health of our sourcing regions are critical to ensuring the long-term viability of
quality brewing crops, supporting thriving agricultural communities and contributing to a healthier environment.
2025 Smart Agriculture Goal

100% of our direct farmers will be Skilled, Connected and Financially Empowered by 2025
Progress
>22,000 74%
direct farmers in 2021 farmers Skilled
65% 69%
farmers Connected farmers Financially Empowered
Between 2020 and 2021, the relative number of Skilled farmers decreased by 2%, Connected increased by
8% and Financially Empowered increased by 9%. Though there was a relative decrease in Skilled farmers, the
absolute number of Skilled farmers increased by more than 900, as the number of farmers in scope for our
goal increased by nearly 8% to more than 22,000 farmers. The increase in scope was most pronounced in our
Africa Zone, with more sorghum farmers in Zambia, Tanzania and Uganda. While COVID-19 pandemic restrictions
continued to limit our ability to engage face-to-face with farmers, we leveraged socially distanced visits,
digital tools and alternative approaches like radio broadcasts in smallholder farming communities to continue
providing support to farmers. We also added our Ukraine barley program to the scope for our goal, increasing
countries in scope to 14.
For more information about our For more details on our Smart
2025 Smart Agriculture Goal > Agriculture progress in 2021 >

Farmers are at the center of

Agricultural development programs
sustainable agriculture
We take a farmer-centric approach in supporting
sustainable agriculture and leverage our direct,
local connections to farmers through our
agronomists and researchers on the ground.
To build resilient agricultural supply chains, our
initiatives address the environmental aspects
of farming as well as the economic and social
elements that are so closely linked.
Advancing financial empowerment through
financial literacy training
Financial literacy training is a critical enabler of
financial empowerment for smallholder farmers
in our supply chain. Improved knowledge of Barley
personal finances helps farmers better evaluate
and leverage financial services to ensure their Corn/maize
operations will continue well into the future. Hops
In 2021, we partnered with Rabobank’s Rabo
Partnerships to develop a financial literacy Cassava
curriculum to help our teams and implementation
Sorghum
partners train smallholder farmers in Tanzania,
Uganda and Zambia. The curriculum includes Rice
modules on financial literacy basics, savings,
budgeting and record keeping, risk management
and financial products and services.
learning guide to facilitate future trainings. While represent each of our crops and sourcing regions direct farmers to highlight Panel priority areas
As a part of the initiative, we piloted a farmer train-
each market requires a tailored approach and with members of our Zone and Global teams to and accomplishments, and farmer members
the-trainer program in Uganda along with Rabo
content, we plan to continue to harness the engage on commercial, agronomic, sustainability, also serve as points of contact for their peers to
Partnerships and the Agribusiness Development
energy and expertise of lead farmers to scale policy and consumer topics. In order to represent extend the reach of the Panel. Given the insights
Centre, an organization dedicated to market and
training. the perspectives of more farmers on these from this Panel and the positive response from
financial training for farmer organizations. Our
topics, the Panel established the Voice of the participating farmers, we will look to develop
team selected 20 lead farmers to participate in orking closely with farmers to develop
W similar forums on a more global scale.
Grower survey in its first year, with response rates
the program, which included training simulations, solutions
exceeding 40% in 2020 and 2021. In 2021, the Panel
trainee assessments and engagement with Our ability to advance sustainable agriculture identified and aligned on priority areas to address, L earn more about how we are addressing human
financial services institutions. In turn, these is only possible through our partnership with including collaborating on soil health and water rights topics in agricultural supply chains >
farmers trained more than 680 of their peer farmers. In 2020, we launched the Grower Advisory stewardship opportunities, expanding the use
farmers in their communities. In response to Panel in the US to strengthen our connection of data to make crop decisions and continuing
trainer feedback, we are now developing a visual with farmers and help improve our supply chain. a focus on farm health and safety initiatives.
The Panel convenes more than 20 farmers who Our team shares biannual newsletters with all

2025 Smart Agriculture Goal

Building resilience through In 2021, our researchers and agronomists worked
through the framework to advance a common
regenerative practices set of soil health principles that leverage locally
SKILLED CONNECTED
is critical to the future of relevant practices, building on existing initiatives
A Skilled farmer:
• grows an approved variety
A Connected commercial farmer:
• receives insights from SmartBarley or a
farming and nature and developing new ones. After benchmarking
• has received a crop protocol for similar platform
soil health practices in each sourcing region, our that variety
Globally, farming practices over the last century, A Connected smallholder farmer:
teams prioritized practices to advance based on
compounded by the effects of climate change, • has participated in two technical • receives at least three digital communications
their potential positive impact to farmers and our engagements annually with during the year on market, weatheror
have inadvertently weakened soil health, business. AB InBev agronomists or agronomic advice
threatened water resources and exacerbated our partners
We developed the local business case for each
biodiversity loss. We are working in our agricultural
prioritized practice and determined the technical,
supply chains to address these integrated issues
financial and cultural support farmers would
using a collaborative systems approach to help
require to adopt new practices, the role our
improve soil health and farmer productivity,
teams could play and the partnerships needed
protect water resources and mitigate the impact
to succeed. Through existing initiatives such as
of climate change for more resilient communities.
improving soil analysis in India, providing evidence
Implementing our soil health framework of soil health benefits on our model farm in South
FINANCIALLY EMPOWERED LOCAL IMPACT
Empowering farmers to improve their soil health is Africa and building a farmer peer-to-peer network
A Financially Empowered commercial farmer: Skilled, Connected and Financially Empowered
a critical pillar of building long-term supply chain in the US, our agronomy teams are helping farmers
• has access to cost sharing or risk define the way we work with farmers to build
resilience. As a company that sources crops from overcome barriers to adoption. Demonstrating mitigation tools resilient supply chains
a diverse network of farmers, we recognize there soil health improvements is crucial for scaling • Environmental impact: GHG reduction, water, soil
A Financially Empowered smallholder farmer:
is no one-size-fits-all approach to improve soil new practices and technologies, which is why health, biodiversity
• receives financial training annually and has
health. We partnered with The Nature Conservancy we are leveraging and expanding our internal • Economic impact: farmer profitability
access to appropriate financial tools
(TNC) to develop a framework for soil health —an technology platform, SmartBarley, to measure & productivity
approach that is flexible across the spectrum soil health impacts in both individual fields and • Social impact: women & youth empowerment,
across farming ecosystems to ultimately scale on-farm health & safety, dignified work
of farm sizes, crops and regions from which we
source. more sustainable practices across farming
communities.
Scaling regenerative practices to our
indirect barley sourcing whole farm- and crop-level carbon performance agriculture. Alleviating pressures related to
Our ambition to achieve net zero across our during their baseline year (2020) and after their pollution, climate change, natural resource use,
value chain by 2040 is underpinned by natural first year, we will gain insights on ways to improve land use change and invasive species is critical
solutions, which in agriculture include scaling the carbon footprint of barley and how these to protecting and enhancing biodiversity in our
regenerative practices to enrich soil health while practices could be scaled. The pilot will also help sourcing regions. In 2021, we partnered with TNC
sequestering carbon. Through our award-winning hone our approach to collaborating with third- to map priority areas for biodiversity action by
100+ Accelerator program, we kicked off a pilot in party suppliers as we work to scale our sustainable overlaying global environmental data sets with our
France with Soil Capital, Boortmalt and Axereal to agriculture efforts to indirect sourcing programs. direct sourcing regions to identify the density and
incentivize a cohort of barley farmers to adopt Mapping biodiversity action areas coexistence of biodiversity pressures.
regenerative practices in exchange for quantified, Biodiversity provides essential genetic diversity Building on their relationship with farmers and
certified carbon claims. By comparing farmers’ and meaningful ecosystem services for knowledge of the local context, our agronomy

The technology was especially helpful as our development. Together, we are using artificial
agronomists worked to support farmers during intelligence and machine learning to analyze
the pandemic. The satellite imagery and weather complex data sets, including genetics, yield,
data provided through FieldAgent enabled our malting quality, environment and climate. By
agronomists to continue providing scouting modeling the potential of different barley traits
support remotely, as the pandemic limited across various environmental scenarios, we
our teams’ ability to be in the fields alongside expect that we will be able to choose high-
farmers, enhancing adoption of the tool. To further potential material for future field and brewing
strengthen the relationship between farmers evaluations and move more quickly toward the
and our agronomists, we are giving farmers release of new varieties. Early indications from our
direct access to FieldAgent as a trial. The shared work in 2021 suggest a 50% or greater increase in
tool will connect remote sensing and in-field the rate of improvement is possible for key variety
advising, helping create a common language traits, including yield.
for agronomists and farmers through shared As we anticipate future resource constraints,
information. we believe this method of pairing data analytics
We also are working with Sentera to develop with traditional breeding methods will allow us
predictive analytics that will give us early to model traits such as drought stress response,
teams have begun to develop both broad Building digital tools to support in-field indications of barley yield and quality. In 2021, we leading to the development of more resilient
and targeted plans to drive impact, including decisions used data from the United States, Uruguay and varieties. Continuing to scale the implementation
mitigation practices, farmer resources and local Russia to validate these analytics, which proved to of this approach across our sourcing regions will
Our agronomists use our internal platform be approximately 80% accurate at predicting yield help our varieties support a reliable, quality supply
partnerships. Already, our Mexico agronomy team SmartBarley to help farmers improve productivity
has developed a program to promote the use of a ahead of harvest. Anticipating potential supply of barley to brew our beers today and in the future.
through data and analytics. In 2020, we disruptions will help us better advise farmers
native cactus species as a functional field buffer further improved this platform for our teams
that reduces soil loss and the sedimentation of as well as balance crop inventories across our
by integrating platform capabilities with our operations.
nearby water bodies and provides farmers with technology partner Sentera. Our partnership
opportunities for additional income. In 2022, helps improve farmer advisory through real-time Developing resilient crop varieties for the “It is important that the food and
we expect to continue to hone our mapping analytics and insights on their FieldAgent platform, future beverage sector make meaningful
approach using new data sets as well as to extend which integrates with field data collected through progress to reduce its impact on
Using traditional breeding methods alone to
our approach to our indirect sourcing regions. SmartBarley. This tool helps agronomists monitor biodiversity. AB InBev has shown
develop crop varieties that are optimized for
farmers’ fields throughout the season and provide agronomic and brewing performance requires leadership by seeking to understand
Technology is a key enabler of timely advice during critical periods. In 2021, a years of testing. Our breeding pipeline for a single and mitigate the impact of its direct
sustainable agriculture historic drought plagued much of the Upper variety is about ten years from start to finish. agricultural ingredient sourcing
Midwest region of the US. Our agronomists used With changing market and climate conditions, on biodiversity, developing a novel
From advanced analytics and timely access
satellite imagery in FieldAgent to help detect we are under increased pressure to speed the approach that we hope will push the
to information, to more resilient seed varieties,
crop stress and recommend farmers’ next steps development of crop varieties to help ensure our
scaling innovation in agriculture will help enable sector to make progress faster.”
in the face of the drought. With climate change priority crops remain competitive for farmers.
farmers across geographies and cropping
and increasingly volatile weather events, this
We are partnering with Computomics to use - Michael Wironen, Ph.D. – Senior
systems to better adapt to changing markets and
information is critical to building resilient supply Scientist, Agriculture & Food Systems
environments of the future. their predictive analytics capabilities alongside
chains in our local growing regions. at The Nature Conservancy
our traditional breeding methods to refine
and accelerate our process for barley variety

Circular Packaging
SDGs: 1, 5, 8, 12, 13, 14 | GRI: 301-2, 306-1, 306-2, 306-4
As the world faces increasing resource scarcity, taking a circular approach to packaging and
improving the materials we use has the potential to deliver long-term financial benefits, provide
our business with long-term packaging supply security and help eliminate waste. Packaging alone
is accountable for almost 38.1% of our GHG emissions, further underscoring the importance of this
commitment to our business and our efforts to address climate change. To achieve our goal, we take
an approach of reducing packaging and the need for virgin materials where possible, increasing
recycled content, identifying opportunities to recycle materials and promoting the recovery and
reuse of packaging in its original form.
2025 Circular Packaging Goal

100% of our products will be in packaging that is returnable
or made from majority recycled content by 2025
Progress
36.4% 43.8%
volume in returnable packaging in recycled content in glass
2021
55.6% 20.0%
recycled content in cans recycled content in PET
Recycling supply chains were slow to recover in 2021, and COVID-19 continued to impact
our packaging mix and collection in many markets. A shortage of recycled content in the
market necessitated the use of either more virgin materials or materials with lower recycled
content, resulting in a decrease of the recycled content percentage in some of our packaging
categories. These events have reinforced for us the importance of circularity and the local
economy to our business, and in 2021, we worked to develop new local recycling supply chains
by investing in collection systems and by working with partners to increase local recycling
capacity.
For more information about our For more details on our Circular
2025 Circular Packaging Goal > Packaging progress in 2021 >

Innovation is key in developing metrics such as reduction of packaging materials,

country recycling rates, recycled content of the
recycled like any other paper. As we look to the
future, there are many non-wood materials that
sustainable, circular packaging packaging and local carbon emissions factors into may be suitable for pulping, which can create an
We are leveraging our packaging design and brand a single scorecard so that we can easily compare opportunity for farmers to get more value from
innovation capabilities to rethink our packaging across different packaging types to guide our their fields while removing the pressure on our
and distribution models, working closely with innovation decisions. forests.
our Global Innovation and Technology Center Here are a few examples of our packaging
in Leuven, Belgium, to assess, develop and innovations: Investing in local recycling
implement sustainable packaging technologies.
The world’s lightest longneck beer bottle
systems is a critical enabler to
We have defined clear priorities with our
development teams as they search for ways to In June, we announced the development of a
scale circular packaging
reduce (lightweight), reuse, recycle and rethink scalable solution to produce the world’s lightest Whether it is recouping returnable glass bottles
our packaging materials. To help guide this work, longneck beer bottle. The technology reduces a or enabling recycling of one-way packaging, we
we have developed and integrated sustainability bottle’s weight from 180 to 150 grams, a change that believe that bringing sustainable, convenient
tools to use throughout the different stages of our cuts CO2e emissions by 17% per bottle. If used on solutions for packaging recovery and recycling
packaging innovation process. One of these tools a year’s worth of glass production for our brands are critical to achieving our circular packaging
is the Eco-Scorecard, developed jointly with the in Europe, it would be the equivalent reduction in ambitions and building resilient packaging supply
Instituto de Embalagens in Brazil. This tool combines CO2 emissions as taking 40,000 cars off the road chains. Here are a few examples of how we are
annually. working to promote the return of our products for
Developed by our Global Innovation and reuse or recycling:
Reduction of packaging materials: Technology Center team in collaboration with our Recovering glass bottles to lessen our
2018 - 2021 (in tons) suppliers, the innovation features new coatings and footprint
state-of-the-art technologies to ensure strength
50
46,654 and quality. We are now exploring how to roll out Approximately 34.6% of our global volume is sold in “Corona is setting a high bar for
4,852
the new bottle in Europe, initially as one-way bottles. returnable glass bottles, which are nearly five times the industry. Their ongoing product
23,869 less carbon-intensive when compared to one-way redesign efforts will progressively
The next challenge for our innovation team will be
40
to develop technologies to lightweight returnable bottles. The majority of our bottles can be used up eliminate the plastic they don’t need,
bottles—which have a lower environmental to 15 times, and some can be used up to 100 times. and their investment in Mexico Recicla
footprint due to the bottles being reused several This year in Mexico, we launched Rebounce, a glass goes well beyond what is required
30
times—as these bottles will need to survive many bottle recovery project that generates recovery to address their current plastic
cycles. chains and rescues glass bottles that are lost in the footprint, the plastic lost to nature.
market. In 2021, the initiative recouped more than
We congratulate Corona for reducing
20 Turning barley “leftovers” into sustainable 120 million glass bottles. These recovered bottles
10,746
packaging plastic usage and strengthening
were destined for single-use and instead are being
collection and recycling infrastructure
In March, Corona introduced a six-pack carton refilled with beer for a more sustainable, returnable
packaging.
in Mexico, without which the vision
10
7,186 using renewable, recyclable paper made from
of a circular economy would not be
barley straw—a material left over after barley grain By working with 58 collectors in the country and
possible.”
is harvested for the brewing process. Compared to opening eight warehouses where recovered
0 traditional pulping processes, the new technology bottles are sorted and washed, the initiative creates - Irene Hofmeijer – Senior Managing
uses 90% less water in its production than the jobs in the local economy.
2018 2019 2020 2021 Total Consultant for Plastics at South Pole
traditional virgin wood process, along with less
energy and fewer harsh chemicals, and it can be

Leveraging circular logistics to increase by working with several start-up partners that
recycling of one-way packaging provide collection points near consumers’ homes
For packaging that is not returnable—namely and offer incentives like cash-back benefits or
one-way glass bottles, aluminum cans and redeemable points that can be used for things like
polyethylene terephthalate (PET) bottles—we public transportation, phone credit and electricity
are committed to reaching a minimum of 50% bills. There are also efforts underway to strengthen
recycled content. By 2025 we aim to avoid the the ecosystem of recycling cooperatives and
use of more than 1.3 million tons of virgin material collectors to help address waste collection in
per year, when compared to a 2017 baseline, certain regions while also fostering community
by increasing the amount of recycled material development. These initiatives include the
used in our packaging. In Brazil, we are building development of a model cooperative that will be
new solutions that leverage our connection with used to train others and the implementation of
retailers, consumers and collectors to bring more digital tools that offer connection to individual
one-way packaging back into the recycling supply collectors and provide them greater access to
chain—improving the availability of recycled financial incentives.
content available in the market.
We are piloting programs with retailers where Brands can build awareness
we provide recycling collection services to their and engage consumers Mexico Recicla, a Mexican recycling facility that
recovers and recycles hard-to-recycle plastics.
stores and reward them with points for each
bottle recycled, which can then be redeemed
to think about their own With this investment in the recycling center and
through our business-to-business platform packaging choices and its collection campaigns, Corona can physically
BEES. To promote recycling with consumers, recycling habits recover an equal amount for every ton of plastic
the team is focusing on bringing convenience the brand uses, going beyond theoretical
In June, Corona became the first global beverage offsetting and plastic crediting. Additionally,
brand with a net zero plastic footprint. This Corona is redesigning the packaging of some
means the brand recovers more plastic from of its key products to remove plastic rings in its
the environment than it releases into the export production.
world. Achieving this milestone comes after an
To further engage stakeholders in this journey,
extensive external assessment of Corona’s global
Corona launched two programs this year. The
operations against the 3RI Corporate Plastic
first is the “Corona Plastic Free Challenge” in
Stewardship Guidelines by South Pole, a leading
partnership with our 100+ Accelerator program,
climate solutions provider. The brand also followed
which engages passionate entrepreneurs from
the Verra Plastic Waste Reduction Standard to
across the globe to help Corona find new ideas Corona has a longstanding commitment to help
calculate the impact of Corona’s mitigation or technologies that can reduce or eliminate protect the world’s oceans and beaches from
activities. more plastic from the supply chain. The brand marine plastic pollution. Since 2017, Corona has
Corona’s plastic mitigation strategy is holistic, also launched the “Plastic Reality,” an augmented worked in partnership with the organization Parley
first aiming to reduce its plastic usage where reality experience that engages consumers on for the Oceans to protect the world’s oceans
possible through product redesign efforts and having a net zero plastic footprint. The tool allows and beaches from plastic pollution, taking on the
then also removing plastic waste from nature. people to see the annual plastic footprint of their challenge of protecting more than 100 islands
To address the plastic that could end up in the own homes and invites them to take action on through clean-ups, awareness campaigns and
environment, Corona has made an investment in reducing their plastic waste. other initiatives.

Ethics & Transparency

SDG: 1, 8, 10, 16 | GRI: 102-12, 102-17, 403-1, 403-3, 403-4, 403-5, 403-6, 403-7, 403-9, 412-1, 412-2, 412-3, 413-1
The Board of Directors and our leadership team are committed

to promoting and maintaining the highest standards of ethical
behavior and transparency. This guides everything that we do as an
organization and serves as our foundation in creating a future with
more cheers. We have created Ethics & Compliance Committees at
local and global levels that are comprised of senior leaders who work
with the Ethics & Compliance team to steer our programs.
We have implemented internal codes, standards

and global policies on a range of ethical issues,
including anti-bribery and corruption, digital
ethics, human rights and anti-discrimination.
These codes, standards and policies are designed
to guide and support our colleagues and business
partners. We have also implemented platforms,
such as the Compliance Channel, which allow
colleagues to have direct contact with the Ethics
& Compliance team to ask questions, access
internal policies, request approvals related
to certain compliance matters or access the
Compliance Helpline to file a report. In 2021,
we received more than 2,000 requests from
colleagues through the platform.

Ethical behavior is our To further strengthen our commitment to

behaving ethically, we use our award-winning
Digital ethics is key to building
foundation for building a compliance data analytics platform BrewRIGHT to trust with stakeholders
company to last aggregate, standardize and demonstrate trends As digital transformation accelerates, we are
and patterns to identify, detect and prevent fraud strengthening our digital ethics initiatives to
Our Code of Business Conduct (COBC) sets out
and corruption within our operations. manage and protect data across our value chain in
the ethical standards to which our colleagues
around the world are expected to adhere and As BrewRIGHT continues its journey to improve ways that go beyond data protection compliance.
provides governance for interactions with third platform adoption and proactive risk monitoring As a part of our digital ethics strategy, we have
parties. It requires colleagues to comply with all through machine learning, the program team created five principle-based rules to simplify
laws, to disclose any relevant conflicts of interests, introduced the BrewRIGHT Metrics in late 2020 and disseminate digital ethics and cybersecurity
to act in the best interests of the company, and to evaluate the effectiveness of the product and awareness:
to conduct all dealings in an honest and ethical approximate operating compliance risk across • Collect only necessary data;
manner. It covers confidentiality of information, several areas. These metrics cover the predicted
• Use only as indicated;
limits on gifts and entertainment, and the compliance risk, algorithm effectiveness, system
adoption and return on investment from the • Protect and secure data;
appropriate use of the company’s property. The
Code of Business Conduct includes the Global system. • Keep only what is required;
Anti-Corruption, Human Rights, Digital Ethics, Anti- BrewRIGHT continues to pave the way in how • Be accountable.
Harassment and Anti-Discrimination and Conflict we are using legal technology and analytics to With these principles in mind, we have created
of Interest Policies, among others. drive reputation, insights and intelligence within tailored trainings that reached approximately
We launched new online trainings in 2021 that the Legal & Compliance function. BrewRIGHT 2,000 colleagues across key business functions
focused on topics such as anti-corruption, in 2021 has been featured in white papers and in 2021.
supply chain ethics, digital ethics, anti-money publications including:
We are also looking beyond training to encourage
laundering and our COBC. We have structures in digital ethics by design. To support our growing
place, such as the Ethics & Compliance Helpline, W
orld Economic Forum White Paper: The Rise
innovation agenda, we have implemented a
to allow colleagues and third parties to speak up and Role of the Chief Integrity Officer:
Leadership Imperatives in an ESG-Driven World > digital risk management process that provides
through a global whistleblowing system, which a streamlined and agile way to support our most
allows for concerns to be raised in a simple, C
oalition of Integrity: Using Machine Learning innovative teams. It uses technology to better
secure, confidential and, if desired, anonymous for Corruption and Compliance >
allocate resources and build expertise in products
manner. The Helpline is run by an independent where legal support is key to enable agile
A
nti-Corruption Report: Can Companies Work
company, and it is available 24 hours a day, seven Together to Prevent Corruption > innovation.
days a week anywhere in the world. We monitor
all complaints, which include discrimination and
harassment, conflict of interest, fraud and other We also created a forum called Compliance
issues, and we investigate these complaints Open House that brings together the compliance
thoroughly. community, including government officials and
industry leaders, to foster open conversations For more details on ethics and
Additionally, we are working to make the Ethics & on how to increase the use of technology. The compliance metrics in 2021 >
Compliance Helpline also available for colleagues initiative first started in 2019 and has continued
who want to recognize those who have set with a mix of virtual, in-person and hybrid For more information on our
positive examples by living up to the highest events four to five times a year with an average global policies >
ethical standards. attendance of about 70 people at each event.

business and value chain. It brings together then reviewed by the Committee, and progress
leaders from our Supply and Procurement, Legal, is monitored on a quarterly basis. To support our
Corporate Affairs, Sustainability, Security and leaders in their oversight of human rights issues,
People teams and is chaired by our Global Vice we worked with Shift, a leading human rights
President for Corporate Affairs. This committee organization, to provide training on human rights
structure reflects our belief that human rights and the expectations of business under the UN
must be a shared focus across the business and Guiding Principles on Business and Human Rights.
should not be the responsibility of one function We also worked with partners in 2021 to conduct
or Zone. research in our Brazil, Zambia and Uganda
sourcing regions. The results highlighted the
Understanding human rights impacts
interconnections between poverty and low
through due diligence
incomes with negative human rights impacts
Through the work of the Human Rights Steering related to farm safety, the role of children on
Committee in 2021, we improved our visibility into farms and the continued impact of COVID-19 in
the areas where our operations and value chain farming communities. We are working to develop
can impact human rights. We conducted a human action plans around the findings. In partnership
rights risk assessment that helped us identify with the Sustainable Food Lab, we created a living
Respecting human rights • Responsible Marketing and Communications
Code
salient human rights issues and analyzed findings
is fundamental to creating • Diversity and Inclusion Policy
based on human rights due diligence processes,
data from our grievance mechanism and input
healthy, thriving communities • Global Anti-Harassment and Anti-Discrimination from stakeholders, including through NGO and
We are committed to business practices that Policy union reports and bilateral engagements and
support and respect human rights and align with projects. While we have identified key areas of
• Global Health and Safety Policy
the UN Global Compact principles. Our approach focus that include living income, child labor and
to human rights is based on the United Nations • Global Whistleblower Policy our sponsorship of global sporting events, we
Guiding Principles on Business and Human Our policies are shared with colleagues through continue to work on human rights issues more
Rights (UNGPs) and is outlined in our Global internal communications channels, and we have broadly and build effective action plans with
Human Rights Policy, which was created through created e-learning modules for human rights relevant functions to manage these risks. We will
a process of internal and external stakeholder that are a part of our training curriculum for our continue to engage with external stakeholders to
engagement and feedback. Our Global Human colleagues. Our Responsible Sourcing Policy, improve our risk assessment process.
Rights Policy is based on international frameworks Responsible Sourcing Principles for Farms and Building on work done in 2020, our teams in
including the International Labour Organization Responsible Marketing and Communications Africa focused on strengthening the regional
(ILO) fundamental conventions. To cascade the Code are communicated to our business partners governance of human rights issues in 2021.
principles of our Human Rights Policy throughout during the contracting process and are included Leveraging the Africa Zone Compliance
our value chain, we have developed a Global in our contract clauses. Committee, which is made up of Zone function
Responsible Sourcing Policy and Responsible
In 2021, we created a global cross-functional leaders and chaired by our Africa Zone President,
Sourcing Principles for Farms. We have further
Human Rights Steering Committee to provide human rights leads are identified in each country
embedded respect for human rights and relevant
greater visibility and collaboration on human rights and are formally appointed by the Committee.
principles across our policy landscape through
topics. The Steering Committee provides strategic This seeks to empower country teams with a
the following policies:
direction and enhances the level of visibility of mandate from leadership to champion work on
our progress on human rights throughout the human rights issues. Issues and action plans are

income assessment tool for farms and used the of this engagement, we have introduced human a collective voice in support of further progress on
tool in 2021 to conduct living income research with rights clauses in our local supplier contracts and human rights across the sports sector, including in
smallholder farmers in our Uganda barley sourcing subcontracted supplier agreements. Each of host locations of major events.
regions. our local suppliers will be subject to screening In 2021, we also developed and launched a new
We ran an implementation pilot of our Social processes, and our own local team is receiving supplier risk management process that integrates
Impact in Circular Packaging Framework with special training. core risk areas including human rights and
our teams in Brazil and Mexico, supported by We support the decision by the Qatari authorities engaged suppliers representing over 30% of our
Oxfam Business Advisory Service. The aim is to to introduce labor reforms, in partnership with the global procurement spend. We understand that
identify potential vulnerable groups involved ILO, that have effectively dismantled the Kafala (or risks can emerge at any time during a relationship,
in our recycling supply chains, understand the sponsorship) system, which restricted workers’ so to improve our visibility of emerging issues
issues that they potentially face and create ability to leave the country and change employers. in our supply chain, we have adopted the use of
impact roadmaps specific to the context of each Labor reforms have included the introduction digital tools that monitor our key suppliers and
program. flag potential human rights and labor-related
of legislation on labor mobility, minimum wages
issues. To support the implementation of our
As part of our sponsorship of the FIFA 2022 World and the establishment of joint worker-employer
new risk management processes, we have
Cup in Qatar, we have sought the advice of committees. We are also a founding Advisory
enhanced our contract clauses around human
multiple stakeholders, including human rights Council member of the Centre for Sport and
rights, aligning them more closely with the UN
organizations and unions to help align our actions Human Rights, a Geneva-based NGO that is
Guiding Principles on Business and Human Rights
with the UNGPs and support FIFA’s efforts to leave working to convene international sponsors, sports
and clarifying our expectations beyond first-tier
a positive legacy for workers in Qatar. As a result bodies, UN agencies, NGOs and others to leverage
suppliers. We require all suppliers and business
partners to comply with our Responsible Sourcing
Policy. who raise concerns or complaints through our
We take action to provide appropriate and grievance mechanisms and channels. We also
effective remedy cooperate in good faith with state-based judicial
and non-judicial mechanisms, which we believe
When, despite our best efforts and intent, human can be an important part of the remedy actions.
rights issues emerge in our value chain, we are
committed to taking prompt action to provide For example, since 2019 our team in India has
effective remedy and to reviewing our processes worked in cooperation with the International Union
to avoid recurrence. Our grievance mechanisms of Food, Agricultural, Hotel, Restaurant, Catering,
and reporting channels are available to all Tourism, Tobacco and Allied Workers’ Associations
colleagues and business partners to raise human (IUF) through voluntary participation in a mediation
rights concerns or complaints, which supports process held in compliance with guidelines from
our ability to identify and investigate potential the Organisation for Economic Co-operation and
human rights issues and to put in place relevant Development (OECD). Following the successful
measures. In 2022, we plan to conduct a review mediation, an amicable resolution was achieved
and enhancement of our grievance mechanism in 2020. During 2021, we continued to implement
to align it more closely with the expectations of the agreed actions with oversight from an
the UN Guiding Principles on Business and Human independent third party.
Rights. Our Global Whistleblower Policy states In August 2021, IUF contacted us regarding
our commitment to non-retaliation against those practices that they perceive as anti-union

Ⓐ Assured metric
behavior in our Latin American operations. We are
committed to business practices that respect
Building a culture of health and Workplace Safety Metrics
Please refer to External Assurance Report on page 94.
human rights and that align with international safety is a core value 2021 2020 2019 2018 Employees of ZX Ventures, our global investment and
standards of responsible business conduct. We Building a future with more cheers starts within innovation team (approximately 300 FTE worldwide), are
Lost Time Injuries (LTIs) not included in the end of year incident data.
take the allegations very seriously, and for this our own operations, which is why the health Supply Employees 41Ⓐ 68Ⓐ 98Ⓐ 135Ⓐ *Data only reported as of 2021, as internal controls
reason, we are reviewing and cannot comment and safety of our colleagues is a core value of
further until our review is complete. Second-tier logistics/ 127Ⓐ 125Ⓐ 208Ⓐ 318Ⓐ regarding the reporting of supply contractor TRIs (MDI &
our company. We are training our colleagues to Sales Employees MTI) were not yet sufficiently implemented in prior years,
In March 2021, we became aware of a government make the right choices for safety at all times, for Contractors (All) 115 110 262 492 resulting in lower data quality and robustness.
inspection carried out at a carrier of our themselves and for others. Whether brewing or **Fatalities data do not include commuting- and
Total Recordable Injuries
distribution supply chain in Brazil, involving delivering our products, operating machinery, (TRIs) community-related fatalities as per AB InBev’s reporting
possible irregularities related to migrant workers’ driving for work in any vehicle or commuting, definitions. The table also does not include road
Supply Employees (Own) 241Ⓐ 259Ⓐ 315Ⓐ 415Ⓐ fatalities of contractors who are fully managed by the
working conditions. Following the UN Guiding safety is important. We work vigorously to achieve
Contractors (Supply)* 109 contracted firm/company.
Principles on Business and Human Rights, our high standards of health and safety in our offices,
Second-tier logistics/ 694 729 1,177 1,116 Lost Time Injuries (LTIs)
immediate response was to ensure the safety breweries, facilities and throughout our value Occupational injury resulting in more than one-day
Sales (Employees +
of the people possibly impacted, and we chain by engaging teams to build an independent Contractors) absence from work.
have continued to provide support. Due to safety culture through trainings, workshops and Fatalities** Total Recordable Injuries
the legal process currently underway, we are coaching sessions. Safety metrics are cascaded LTIs + modified duty injuries + medical treatment injuries.
Supply Employees 1Ⓐ 0Ⓐ 1Ⓐ 1Ⓐ
unable to share further details on the case. We and monitored globally through our supply and Supply Employees
Second-tier logistics/ 3Ⓐ 4Ⓐ 1Ⓐ 4Ⓐ
created a multi-disciplinary team including logistics safety management systems. Sales Employees Brewery and manufacturing facility employees, including
colleagues from legal, logistics, procurement and first-tier logistics.
We regret to report six occupational fatalities, of Contractors (All) 2Ⓐ 3Ⓐ 5Ⓐ 9Ⓐ
sustainability to review current processes and which one occurred inside a plant, four relate to Second-tier logistics/Sales Employees
identify opportunities to enhance our processes Second-tier logistics, sales, Zone and global corporate
road safety and one was the result of a random employees.
around human rights in our logistics operations criminal act against an employee while performing improved our high-risk prevention programs with Commuting Fatality
in Brazil. This has led to the development and work off-site. lessons learned from past injuries and near misses An incident that occurs while coming to work or going
implementation of new due diligence approaches
We continue to pursue initiatives that as well as the use of new preventive technologies. homes, resulting in a fatality to our employee(s).
that leverage digital tools and in-person
Community Fatalities
assessments. We have engaged 100% of our further integrate safety into every aspect of In 2021, we continued integrating the use of
Fatalities that occur to people outside of our operation in
dedicated distribution suppliers and assessed our operations smart technology to further support a culture of the course of doing business.
332 vendors through remote screening processes We are integrating safety into every aspect of safety by piloting AI-driven safety monitoring to
and have conducted in-person assessments at 36 our operations and developing safety leaders detect certain safety behaviors in our operations,
scaling forklift-pedestrian collision prevention L earn more about our Safety
vendors. throughout all levels of the organization. In
technologies and fatigue detection in trucks in Management System >
2021, we updated our Safety Management
System to put more emphasis on frontline team our Middle America and South America Zones. F or more information on our Road
For more details on human rights metrics
We also are leveraging telemetry data to manage Safety initiatives >
in 2021 > engagement and ownership and have allocated
resources for a Comprehensive Behavioral Safety and correct behavior in our fleets. Further, we are
Culture project to support these initiatives. working in high-risk areas to reduce the risk of
Additionally, we have updated our incident violent assault by focusing on efforts like going
reporting system to improve reporting, provide cashless in our tier-two distribution channels,
for thorough investigations of incidents and share active monitoring of all vehicles in high-risk areas
lessons learned on the precursors and prevention and implementation of a violence prevention
of serious injuries and fatalities. We have also toolkit.

more than a one-day absence from work. The safety excellence. This included a Contractor
brewery currently holds the record for the longest Safety Squad, a dedicated team implementing
time without an LTI across all of our breweries agile methodology, focused on improving the
in North America. Our Environmental Health and way the Zone manages the safety of service
Safety Manager in the brewery, David Johnson, providers and contractors. Their work resulted
credits a very active Joint Occupational Health in an approximately 80% decrease in contractor
and Safety Committee, a safety charter and recordable injuries when comparing Q4 with
hazard identification and mitigation as some of Q1 reports. Another key initiative is the Safety
the reasons for the lengthy safety record. The Summer Cup, which is a competition among the
accomplishment also was recognized by the city Zone facilities that focuses on leading safety
with a letter from the mayor and the province with process indicators with the aim of promoting
a statement in the House of Assembly. individual ownership of safety. The Zone also
undertook a thorough assessment of their
South America safety communication, resulting in a new way
In 2021, our Supply team in South America of connecting to all stakeholders by leveraging
developed several initiatives to support the tools like social media, recognition programs and
implementation of Global and Zone safety targeted safety campaigns.
strategies and to further build a culture of
Examples of Zone safety initiatives based on the activity they are undertaking as well
as the equipment and safety procedures that
Asia Pacific should be used in that situation to avoid potential
In 2021, 12 of our breweries in China and one hazards. The system rewards colleagues for their
brewery in Korea received recognition from participation in safety management through
local government safety authorities for excellent a system of points and medals. The system
safety management and results. To improve also features a multi-dimensional dashboard
the visibility of safety process indicators and that provides visibility to the brewery and the
empower frontline colleagues, our team in APAC broader APAC team of the current on-site safety
kicked off the implementation of a digital safety status. This year the DST system collected nearly
transformation (DST) system that standardizes 150,000 data points per day in China, helping the
safety management processes, improves breweries focus on the opportunities to improve
reporting for process control and facilitates safety safety management.
risk assessments. The DST system generates two
types of indicators: 1) an individual safety code North America
for the employee that provides parameters such Our colleagues at the Labatt St. John’s brewery
as safety knowledge, safety monitoring and in Canada marked a major milestone in October,
hazard reporting and 2) a risk map that gives an surpassing ten years without a Lost Time Injury
indication of the current risk to the individual (LTI), which is an occupational injury resulting in

Entrepreneurship
SDGs: 1, 4, 5 | GRI: 413-1
Small- and medium-sized businesses play a critical role in the economic

development of communities by generating employment, providing
vital services and contributing toward innovation. In this regard, beer
is a formidable engine of economic growth, and we seek to strengthen
the small businesses in our value chain through our programs with
smallholder farmers, suppliers, retailers and recycling collectors.
We know that to sustain our business and build inclusive, thriving
communities, we have a role to play in supporting their development
and growth by providing skills training, mentorship, opportunities to
scale and access to needed resources like digital tools, financing and
other critical inputs.
The digital transformation of small-

and medium-sized businesses scales
impact
Many small- and medium-sized businesses lack access to
digital capabilities that support productivity and efficiency.
As a global company with strong local connections, we can
use our reach to accelerate the digital transformation for the
small- and medium-sized businesses across our value chain.
Globally, we work with over six million retailers and
understand the challenges that many small businesses face
in accessing financial services, business skills development
and the inputs needed to maintain and upgrade stores. Our
business-to-business BEES platform is bringing the power
of digital to small- and medium-sized retailers. Today, there
are more than 2.5 million active users across 16 countries
using BEES every month, and the impact of the platform goes
beyond business development, providing support to the
communities BEES serves.
For more details on our

Entrepreneurship progress in 2021 >

To expand the reach and impact of the BEES

platform, we have also created the program
offerings with the launch of three pillars—BEE Bold,
BEE Good, BEE Invested—that build upon existing
Empowering women
BEES Together, which aims to create sustainable initiatives and leverage our relationship with entrepreneurs is good for
growth through digital inclusion, empower our retailers. communities and for business
customers and promote digital and financial BEES Together is also working with retailers to We are working to empower women
literacy. In the Dominican Republic, the Mi Negocio help support the local communities in which they entrepreneurs across our value chain. Women play
program has provided over 30,000 customers serve. In December, BEES Together partnered a vital role in driving local economic development,
with access to business leadership tutorials with a local Brazilian NGO called Fome de Ação and yet, in many communities across the globe,
through the BEES platform in the form of videos, to deliver food baskets in the northeast region of they lack access to the training, tools and finance
podcasts and articles written by industry experts. Brazil. During the campaign, every retailer in Brazil needed to grow their businesses.
In Colombia, our Emprendedoras program, aimed had the opportunity to redeem their rewards
at empowering women, has helped support In Mexico, we are providing ongoing support and
points, earned by completing purchases and
more than 25,000 women since 2017 and is now resources to retail owners of Modeloramas—
challenges in the BEES app, in exchange for a
partnering with BEES to continue training these small, family-run stores with strong connections
product to then donate to an eligible family in the
women on how to improve their businesses. to their neighborhoods and communities.
region. Through this campaign, more than 6,300
In Brazil, our social impact business program Modelorama owners receive marketing support,
families received food baskets to make Christmas
Diverssa fosters entrepreneurship among priority access to popular products, preferred
dinner. In Peru, we developed “Escuela Tienda Cerca”
women through learning sessions that promote pricing and cold beers from subzero coolers. We
also help owners grow their businesses through (ETC), a virtual training platform for small retailers
digital education content and open dialogue with Learn more about our BEES platform >
training and coaching. For example, the local team to strengthen their management, leadership
women retailers. Going forward, BEES Together
is partnering with Z-Tech, our technology and and sales skills to help adapt their businesses
will work with many value streams across BEES to Learn more about how we are
supporting small business with digital innovation hub, to offer credit lines, as well as loans to the COVID-19 pandemic. Within the ETC
integrate social impact into the platform’s core
solutions > for women applying to open a new Modelorama. platform, entrepreneurs can access educational
videos and live online trainings through Zoom
After seeing the success of this women-led
and YouTube. These trainings cover topics like
franchise model in Mexico, we adopted a similar
finance, digitalization, biosecurity, sales strategy,
approach in Bolivia with TiendasYa!—a retail chain
responsible sales and waste management. In 2021,
backed by ZX Ventures and supported with our
we trained over 6,000 small retailers, of which
BEES direct-to-consumer e-commerce solutions.
more than 4,300 were women, accumulating more
Together Through a joint initiative with TiendasYa!, our
than 12,000 hours of training and reaching 12 cities.
local beer brand Paceña and the Pro Mujer IFD
Foundation, the initiative is creating a pathway for
women to become financially independent. As
part of the initiative, the Pro Mujer IFD Foundation,
BEE Invested BEE Bold BEE Good with financial support from our local brand
Providing opportunities Implementing Harnessing the power Paceña, offers store owners single signature loans,
For more details on our work with
for digital inclusion, educational programs of technology to foster access to credit and personalized help from
women retailers >
education and focused on female community growth expert advisors in microfinance. Now with more
incentives that help entrepreneurship in through e-commerce than 100 stores in five states, the goal is to have
For more details on our work with
businesses grow vulnerable communities 60% of TiendasYa! stores in Bolivia operated by women farmers >
women by the end of 2022.

Capacity building and market

Our 100+ Accelerator: Identifying and
partnering with start-ups creating a
linkages help sustain growth
more sustainable future today Small businesses can sometimes struggle to
Creating a future with more cheers requires access and operate in global value chains. By
innovation and collaboration. We launched leveraging our scale, internal expertise and local
the 100+ Accelerator program in 2018 to connection, we can support the development of
collaborate with entrepreneurs, innovators, small- and medium-sized businesses to become
engineers and scientists on some of the
long-term partners.
world’s most pressing challenges. In early
2021, we welcomed The Coca-Cola Company, Strengthening markets for local crops
Colgate-Palmolive Company and Unilever as
official program sponsors to help identify key Our Smart Affordability strategy focuses on local
shared sustainability challenges and to scale sourcing to produce our beers with alternative In Ecuador, our team at Cervecería Nacional are provided through an online virtual academy
breakthrough technologies. In September starch sources. In countries across Africa and continued to improve the production of that covers financial management, marketing,
2021, we announced our third cohort with 35 Latin America, we are creating formal markets local crops through Siembra por Contrato, a human resource management and operational
start-ups that will be implementing solutions in and new sources of income for crops like cassava
over 20 countries. Seventeen of the start-ups
program launched in 2020 through the brand leadership. In 2021, 315 suppliers graduated from
and sorghum that have historically been grown as Nuestra Siembra and supported by the national the program. The team also hosted a series of
are women-founded, and ten are joint pilots
subsistence crops. government. The program connects barley, in-depth webinars, as part of its Seminar PyME-nar
with our corporate partners. Collectively,
the 100+ Accelerator and its start-ups are In Brazil, Ambev joined with community rice and corn farmers with training, technology initiative, to 1,150 people, offering deeper insights
contributing to each of the 17 UN SDGs. organizations and governments in 2018 to build and access to credit for inputs to grow quality and support to suppliers.
local farm networks in four states suffering crops for local beer production. In 2021, our team In addition to providing support to suppliers, the
L earn more about the 100+
from high unemployment. The project has delivered new machinery to barley farmers to help team also looks to engage potential suppliers in
Accelerator third cohort > injected more than 1.25 million USD into the local improve productivity and profitability. So far, the the communities where we operate. In 2021, two
economy and is creating jobs and improving local program has reached 11 provinces. supplier events were hosted at our Zacatecas and
agriculture. Thousands of workers now help grow For more information on our work with smallholder Hidalgo breweries to introduce new suppliers to
cassava, a tuberous root native to the area, for four farmers, please see the Sustainable Agriculture our company and to give our procurement teams
“The 100+ Accelerator played a beer brands, each brewed and sold by Ambev section on pages 31–34 of this report. an opportunity to learn more about the products
transformational role in our technology within its respective state. The Nossa beer brand is
validation and business trajectory. By and services offered locally. In Hidalgo, the event
made in Pernambuco, Legítima in Ceará, Magnífica Supporting growth of local suppliers was held with support by the local government.
unlocking an opportunity to pilot our solution
in Maranhão and Esmera in Goiás. We have designed supplier development
with a company like AB InBev, we were able
to build a more compatible and sustainable Our team in Colombia launched the brand Nativa programs to support large, medium and small
solution to existing value chains. Our plant- in 2021, Bavaria’s first beer made with cassava businesses in our supply chain. These programs
powered alternatives to plastics will be grown along the country’s Caribbean Coast have been adapted to the local context and
launching for the first time with AB InBev by farmers from the departments of Córdoba needs, leveraging the tools we use in our
and have since sparked additional interest own operations to support improvements in
and Sucre. Its production connects small- and
from more than 50 other CPGs, brands and
medium-sized cassava farmers to the region’s productivity and efficiency at scale.
manufacturers globally. Thanks to the 100+
Accelerator, we are now one step closer to local value chain. In its first year, the project In Mexico, our team has created a supplier
making all single-use plastics plant powered reached more than 200 farmers and is expected development platform that is centered around
for our planet.” to expand across Córdoba and Sucre over the providing skills training and knowledge sharing,
- Nuha Siddiqui – CEO, Erthos next two years. supporting growth and development and
strengthening supplier relationships. The modules

Diversity & Inclusion

SDGs: 5, 10 | GRI: 102-8, 404-2, 405-1, 405-2
Our company must be an inclusive and diverse workplace

where everyone feels they belong regardless of their personal
characteristics or social identities. Our greatest strength is our
people, and we support the opportunity for every individual to
excel. We work to continue fostering an inclusive workplace so that
everyone can succeed in our business.
To deliver on our firm and unwavering

commitment to meritocracy, an equitable, diverse
and inclusive culture is essential. Our D&I strategy
focuses on creating a future with more cheers
through our people, workplace, marketplace,
value chain and communities, because a diverse
company is critical to connecting with consumers
and driving business performance and innovation.
We are proud to report that we

saw a 1pp increase (87%) from
2020 in the D&I Index of our annual
employee engagement survey.
Overall, we saw a 4pp increase
(88%) in our Employee
Engagement Index from 2020 with
a 94% participation rate globally
For more details on our D&I

progress in 2021 >

We strive to be an inclusive
workplace with equal
Select demographic metrics opportunity
Everyone at our company should feel comfortable,
2021 2020 2019 2018 2017
confident and respected to bring their authentic
Number of nationalities represented in our 125 121 123 122 122 selves to work every day. Toward that end, in 2021,
overall workforce our Middle America and South America Zones
Number of nationalities represented in our 64 54 55 54 48 updated their benefits to support transgender
global headquarters colleagues through name changes.
Percent of women in our overall workforce 21% 19% 19% 18% 18%
We are working to champion Diversity & Inclusion
Percent of women in our salaried workforce 34% 32% 31% 30% 30% initiatives at the highest levels of our organization.
Percent of women among our top five 26% 24% 22% 20% 19% As a company of owners, we are all responsible
leadership levels
for D&I. It must be embedded in how we think,
Percent of women among our top three 14% 14% 12% 11% 10% behave and operate, starting from the top. One
leadership levels
example is our work with our leadership teams.
Percent change in D&I index in annual 1pp 2pp 0pp 1pp NA After launching our Global Diversity and Inclusion
employee engagement survey
Council in 2020, we welcomed three new
members in 2021, and we continue to collaborate
Global Management Trainee with leadership on high-impact D&I decisions and
(GMT) Program initiatives. To build a more inclusive workplace,
Global MBA (GMBA) Program
in 2021 we trained over 9,800 colleagues in bias
GMT % Female 2021 2020 2019 2018 GMBA % Female 2021 2020 2019 2018 breaking for online performance review and
Total 58% 52% 45% 47% Total 54% 52% 38% 52%
trained 2,475 leaders in psychological safety.
Active 58% 51% 46% 49% Active 54% 48% 36% 67% We launched individual D&I dashboards for all
members of our Senior Leadership Team and
colleagues in senior positions to track progress
GMT 2021 2020 2019 2018 GMBA 2021 2020 2019 2018
# Nationalities # Nationalities and ensure transparency on their own teams, as
well as a D&I dashboard for our People teams to
Total 34 29 35 34 Total 10 11 10 11 Our team in Europe also has a community of
track overall performance. In addition, our Middle
Active 34 27 30 30 Active 10 11 9 5 200 colleagues that have signed up as D&I
America Zone added 250 team members to MAZ
Ambassadors to help make our company a better
Champions, a program for D&I allies that actively
and more inclusive place to work. Achievements
Learn more about our GMT Program > Learn more about our GMBA Program > contributes to strengthening and living the vision
include establishing a partnership with LGBTQ+
of an inclusive company, sharing best practices
rights charity Stonewall in the UK as well as
and helping to cascade D&I strategies to our
activations and campaigns that have led to a four-
teams in the Zone. Their achievements include
point increase in the D&I index within the business
the Women at the Wheel Program, which provides
unit.
specialized training for women in both technical
and leadership skills as a means to improve In 2021, we kicked off our second cohort of
gender representation in the logistics operational our Women’s Leadership Program, investing
levels. in 50 women leaders to join an immersive,

Parental Policy that was launched in 2018, our

Going beyond our own teams, learn how Europe and Africa Zones updated their parental
we are empowering women throughout our leave and return-to-work policies in 2021 to
value chain empower new parents. Globally, we ran a survey
on working parents to gather deeper insights
In the field > into the needs of this group. We offer support
for our colleagues who are new parents through
programs such as BetterUp, a mobile, personalized
Behind the wheel >
coaching platform that offers one-on-one
personalized coaching and access to specialists
At our favorite neighborhood stores >
to provide support for topics such as work-life
balance and stress management.
the United States annually. Looking at both gender
(women compared to men) and race (minorities
We are using the power of our
compared to non-minorities) and adjusting for brands to inspire change
variables such as time in position and location, In the US, Michelob ULTRA is drawing attention
we found no statistically significant differences in to the inequity of women’s sports. Our brand
compensation. We are proud of these results and committed to investing 100 million USD over the
continue to expand this assessment globally. next five years, allocating 50% of the brand’s
To celebrate and support our women colleagues, lifestyle media toward women’s sports and adding
we hosted a series of events in 2021, including a to its roster of female athletes and influencers to
global celebration of International Women’s Day in increase visibility for women’s sports.
March and a Women Who Brew event in our APAC In Argentina, our Quilmes beer brand helped
Zone that was attended by over 400 people. shine a light on the power of women’s soccer by
personalized program. It aims to enhance Both the Women’s Leadership Program and the We believe in supporting our colleagues through questioning the timing of a key women’s match,
leadership capabilities, increase readiness for Inclusive Leadership Program are key elements important life events. It is good for our business which was scheduled for a Tuesday afternoon.
crucial leadership roles and equip participants of a broader Global D&I Curriculum, designed in the long term and for our people and their Quilmes bought two hours on TNT sports to
with the capabilities needed to drive future in 2021 with the aim to advance D&I through the families around the world. In addition to our Global broadcast the game in prime time, which resulted
growth. This program comprises individualized development of a consistent platform and to in the highest rating in women’s football in history.
executive coaching and digital experiences to build capabilities for leaders to foster and sustain
help drive development and foster connection behavior change.
and collaboration between female peers. We continue to empower women by working to
We also started our first Global Inclusive diversify our next generation of global leaders
Leadership Program for 80 colleagues at the Vice through the demographics of our Global
President level. This program is designed to raise Management Trainee (GMT) program and Global
awareness of the strategic importance of D&I at MBA (GMBA) program. In 2021, our GMT class
our company and to assess and develop leaders’ was made up of 58% women, 42% men and 32
inclusive leadership capability. It comprises six nationalities. Our 2021 GMBA class was made
reinforcing stages, from alignment to activation, up of 54% women, 46% men and 10 different
assessment, development, calibration and nationalities.
reinforcement, to help drive real impact in the We believe in equal pay for equal work. We
career outcomes of our executive leaders. continue to work with an independent third party
to conduct a comprehensive pay equity review in

Governance
and stakeholder
engagement
51 ESG oversight >
56 Materiality assessment
and stakeholder
engagement >

ESG oversight
GRI: 102-18, 102-19, 102-20, 102-24, 102-26, 102-29, 102-35, 103-3
Our ESG Governance Framework
Board of Directors Remuneration linked to ESG

As the company’s ultimate decision-making body, the Board has oversight of all ESG
targets
responsibilities, including approval of ESG strategies and review of ESG performance ESG-related targets tied to annual variable
performance-related compensation (bonus) are
Nomination Committee Audit Committee cascaded from the highest level of our company
Deals with corporate governance matters, including D&I, as part of its role on Deals with environmental and social matters, including human rights and to all business and operating units. In 2021, over
nomination and retention of Directors and executives Smart Drinking, as part of its overall audit function 3,000 colleagues across different zones and
functions carried annual performance targets
Finance Committee Remuneration Committee linked to delivering our ESG strategy, including
our Chief Sustainability Officer, Chief Legal &
Deals with safety, quality and sustainability matters as part of its assessment of Deals with remuneration policies and packages, including target setting, as
Corporate Affairs Officer, Chief Supply Officer,
funding requirements, financial risk, supply security and sourcing strategies part of its role on remuneration and retention of Directors and executives
Chief Financial Officer and Chief People Officer.
Internal ESG Committees

Chief Executive Officer, assisted by the Executive Committee To manage ESG topics that span across several
Responsible for execution and management of all ESG matters business functions, we have established
internal committees to provide visibility and
accountability and foster collaboration and best
Senior Leadership Team practice sharing between business functions as
well as between zone teams. These committees
Global Function Leads (“Chiefs”) Zone Presidents include the D&I Council, Sustainability Council,
Human Rights Steering Committee and Global
Responsible for driving the global agenda for Responsible for driving the zone
Smart Drinking Community of Practice.
ESG matters relevant to their business function agenda for all relevant ESG matters
ESG Champions and Target Owners

Embedded across the business and responsible for coordination, implementation
and reporting of ESG matters and initiatives relevant to business function and/or zone

External advisors that cover all aspects of our supply chain

operations, including safety, product quality,
Sustainability environment and human resource requirements,
among others. VPO and DPO were developed by
We consult regularly with an independent, external
benchmarking management philosophies and
group of experts as environmental advisors who
ways of working across multiple industries and
focus on water and agricultural sustainability.
have continuously evolved and improved since
These advisors bring a diverse perspective
their inception to drive performance, adapt to
and advise on decision-making, target setting
changing business needs and provide visibility
and program strategies and implementation of
and accountability across our global operations.
our Water Stewardship and Smart Agriculture
programs. Current members include: All requirements within VPO and DPO meet
or exceed the relevant legal and regulatory
• Stuart Orr
requirements where we operate, while also
Practice Lead, Freshwater – WWF
meeting or exceeding internationally recognized
• Andrea Erickson-Quiroz certification program standards, such as The
Deputy Director for Food & Water and International Organization for Standardization
Global Lead for Water Security – The Nature (ISO), British Retail Consortium (BRC) and Global
Conservancy Food Safety Index (GFSI). Under VPO and DPO,
• Elizabeth Reaves all AB InBev supply chain facilities have annual
Senior Program Director, Agriculture & targets related to how well they execute the VPO
Environment – Sustainable Food Lab and DPO management systems to achieve their
• Will Sarni performance objectives across all aspects of the
Founder and CEO – Water Foundry and the operation. Facilities are audited by internal teams
Colorado River Basin Fund a minimum of once per year to ensure adherence
and continuously benchmark across sites for
Internal management systems further improvements to the systems.
The VPO and DPO management systems provide applicable to all of our supply chain facilities own colleagues, and we manage compliance to
Operations management systems: Voyager for consistent management of key topics across worldwide, including agricultural and packaging our VPO and DPO safety management systems
Plant Optimization and Distribution Process our global operations. Below is an overview of the material production facilities, beverage through a comprehensive auditing process. The
Optimization pillars within these systems to manage safety, production sites and wholly owned distribution systems are continuously improved as we strive to
AB InBev has developed and implemented product quality, environment and people. centers. achieve our dream of zero injuries globally.
comprehensive management systems for our Safety The VPO and DPO safety systems were developed
operations worldwide, including agricultural and
Product quality
The health and safety of our colleagues is a key by benchmarking internally and across multiple
packaging material production facilities, beverage Our passion for beer transfers to our
value. AB InBev strives to create a positive safety industries, while also leveraging internationally
production sites and distribution centers: uncompromising commitment to quality and a
culture where every employee has responsibility accepted safety standards like ISO 45001. Our
Voyager Plant Optimization (VPO, applicable to quality culture embraced from the facility floor
for their own safety, while the company holds VPO and DPO safety management systems meet
agricultural, packaging and beverage operations) through the boardroom. We developed and
itself accountable for providing a safe work or exceed local, regional and national regulatory
and Distribution Process Optimization (DPO, execute our quality management system as a part
environment. We developed and execute our requirements and, in most cases, meet or exceed
applicable to Tier 2 wholly owned distribution of our VPO and DPO management systems. These
safety programs as a part of our VPO and DPO ISO requirements. All visitors and contractors must
centers). Both systems include policies, standards, programs are applicable to all of our supply chain
management systems. These programs are adhere to the same safety requirements as our
good operating practices and ways of working facilities worldwide, including agricultural and

packaging material production facilities, beverage We track and monitor product quality through Environment People
production sites and wholly owned distribution key performance indicators (KPIs) like consumer “Our greatest strength is our people.” This is one
Brewing great beers depends on a resilient
centers. feedback so that our consumers enjoy fresh, of our 10 guiding principles we operate by as a
natural environment and thriving communities.
The VPO and DPO quality systems were developed great-tasting beers. Compliance with VPO company. In support of this principle, we have
We are proud of our unwavering commitment
from over 150 years of quality experience and best and DPO quality requirements is validated developed and implemented a comprehensive
to environmental stewardship. Aligned with
practices, while also leveraging internationally through a comprehensive auditing program “People Pillar” as part of our VPO and DPO
that commitment, we have developed and
accepted quality and global food safety and our continuous improvement on quality management systems that is applicable to all
implemented a comprehensive environmental
standards like ISO 9001 and GFSI. We have adopted KPIs. If consumers should have any questions, functions across our business and that guides our
management system as a part of our VPO and
strict food safety standards into VPO and DPO so compliments, comments or issues, they may call ways of working.
DPO management systems. These systems are
that our breweries and facilities are food safety our toll-free customer service number printed used in all of our supply chain facilities worldwide, The People Pillar encompasses all aspects
certified or certification ready, as assessed by on our packaging and speak to a company including agricultural and packaging material of human resources management, including
external auditors. We extend these standards to representative. production facilities, beverage production sites organizational design, recruitment and selection,
our suppliers as well. and wholly owned distribution centers. compensation, learning and development, work
environment, engagement, talent retention and
The VPO and DPO environmental management
career development. This pillar was developed
systems were developed through internal
through extensive benchmarking efforts across a
and industry benchmarking and by leveraging
variety of industries and Fortune 500 companies,
internationally accepted standards like ISO 45001.
as well as through partnerships with consultants
Our VPO and DPO environmental management
recognized for their subject matter expertise on
systems meet or exceed local, regional and
human capital topics.
national regulatory requirements and, in most
cases, meet or exceed ISO requirements. Compliance with the People Pillar is validated
These systems have been key enablers for our through a comprehensive auditing process. We
significant reductions to date in water and energy work to continuously improve this system as we
usage and greenhouse gas emissions and have strive to be a company of owners who recruit,
guided our continued efforts to preserve and develop and retain people who can be better than
protect the environment in and around the ourselves.
communities where we live and work. All visitors
and contractors at our facilities must adhere to
the same environmental requirements as our
own colleagues, and we manage compliance to
our VPO and DPO environmental management
systems through a comprehensive auditing
process. These systems are continuously
updated and improved as we work to improve our
performance and achieve our 2025 Sustainability
Goals.

Awards & Recognitions

We are proud to have our ESG efforts recognized
by leading rating and rankings agencies and
awards organizations.
Other Corporate Governance
Initiatives
The Board of Directors and our leadership team
are committed to promoting and maintaining
the highest standards of ethical behavior and
transparency. This guides everything that we do
CDP: Forbes: UN Global Compact:
as an organization and serves as our foundation
Made CDP’s 2021 Water A List, earned an A- for Identified as a company leading the way when Recognized as a 2021 Global Compact LEAD in creating a future with more cheers. For more
our CDP Climate Change response and were it comes to trying to support women inside participant for demonstrating ongoing information on the internal codes, standards and
celebrated as a 2021 CDP Supplier Engagement and outside their workforces in the inaugural commitment to the UN Global Compact global policies we have implemented to address
Leader, ranked among the top 8% assessed for ranking of the Forbes World’s Top Female Friendly Principles for responsible business and the a range of ethical issues, please see the Ethics &
supplier engagement on climate change Companies in 2021 SDGs Transparency section on page 38 of this report.
Demonstrating commitment to shareholder
communication
AB InBev is committed to creating value for
its shareholders. The company encourages
its shareholders to take an active interest in
the company. In support of this objective,
MSCI: FTSE4Good: Brave Blue World Lighthouse Awards: it provides quality information, in a timely
Rated AA by MSCI ESG Research in 2021 for our Listed in the FTSE4Good Index Series, which Recognized with a Lighthouse Award from fashion, through a variety of communication
performance on ESG issues is designed to measure the performance the Brave Blue World Foundation for our Water tools. These include annual reports, half-yearly
of companies demonstrating strong ESG Stewardship initiative focused on restoring reports, quarterly statements, financial results
practices ancestral water channels in Peru announcements, briefings and a section that is
dedicated to investors on the AB InBev website
(www.ab-inbev.com/investors.html).
AB InBev recognizes that a commitment to
disclosure builds trust and confidence with
shareholders and the public in general. The
company adopted a Disclosure Manual to
Cannes Lions: Reuters Events Responsible Business demonstrate its commitment to best practices in
Michelob ULTRA Pure Gold took home a Awards: transparency. This manual is designed to ensure
prestigious Titanium Lion at the 2021 Cannes Selected as winners in two award categories in that there is full, consistent and timely disclosure
Lions Awards for its Contract for Change the 2021 Reuters Events Responsible Business of company activities.
campaign, while four Smart Drinking campaigns Awards: the Circular Transition Award for the
won, including Aguila’s Live Responsible and pioneering work of EverGrain and the Social
Brazil’s Responsible Billboards Impact Award for our partnership with BanQu

gatherings in place in Belgium at the time, the lists of insiders when required. In addition, We are proud to have 30 nationalities represented
annual shareholders’ meeting held on 28 April pursuant to the same regulation, (i) members on the Senior Leadership Team (SLT) and the
2021, by exception, took place without physical of the Executive Committee (ExCom) and (ii) senior management level below. Two out of 18
attendance of shareholders. Shareholders were members of the Board of Directors notify their members on the SLT are women (compared to
offered the possibility to submit questions in trades (above a 5,000 Euro yearly threshold) to the one out of 18 last year). The representation of
writing and to participate by mail in advance company and to the Belgian Financial Services and women in the senior management level below
of the meeting or by giving a proxy to a person Markets Authority (FSMA), which publishes these the SLT has remained constant compared to last
designated by the company. The meeting was notifications on its website. year. We continue to work to promote all aspects
recorded and an audiocast is accessible on our of diversity in our senior management team,
corporate website.
Diversity & inclusion in leadership with a focus on building a diverse talent pipeline,
We believe that a diverse team improves the considering the respective skills, education,
The convening notice for the upcoming annual
quality of decision-making and ultimately experience and background.
shareholders’ meeting to be held on 27 April
improves overall performance. Diversity and
2022 will be published on 25 March 2022 and will The process for nominating and selecting
inclusion is a global priority for our leadership
contain further information on the format of the candidates for the Board of Directors is described
team, as they are important enablers of the
meeting and modalities for participation. In light of in the Corporate Governance Charter of
success of the company and its people. For more
the continuing COVID-19 pandemic, the company Anheuser-Busch InBev. We aim to have a balanced
information on how we are championing D&I
will be guided by health and safety concerns and and diverse Board primarily considering, among
across the company and our value chain, please
the measures and recommendations made by other things, the respective skills, education,
see pages 47–49 of this report.
public authorities in Europe and Belgium. experience and background. Currently, five out of
our 15 Board members are women (same ratio as
Complying with our Code of Dealing last year).
Upholding shareholder rights The company’s Code of Dealing is applicable
Prior to the annual shareholders’ meeting, to all members of the Board of Directors and to
shareholders are invited to submit any questions all our colleagues. The Code of Dealing aims to Anheuser-Busch InBev is a company in Mexico and Johannesburg and with ADSs
they have for the Chairman or the CEO for prevent the abuse of inside information, especially incorporated under Belgian law with a primary listed in New York.
discussion during the meeting. in periods leading up to price-sensitive events or listing on Euronext Brussels (Euronext: ABI) The corporate governance practices of
The agenda for the shareholders’ meeting and decisions or announcement of financial results. and with secondary listings on the Mexico Anheuser-Busch InBev are described in our
all related documents are also posted on the The Code of Dealing prohibits dealing in the Stock Exchange (MEXBOL: ANB) and the Corporate Governance Charter. The charter is
AB InBev website at least 30 days in advance company’s securities during any closed period Johannesburg Stock Exchange (JSE: ANH) regularly updated.
of any shareholders’ meeting. Shareholders (e.g. a period of 30 days preceding any results). (ISIN: BE0974293251) and with American
For further information relating to our
have the right to vote on various resolutions announcement of the company. In addition, Depositary Shares (“ADSs”) listed on the
corporate governance, including Board
related to company matters. If they are unable before dealing in any securities of the company, New York Stock Exchange. As a Belgian
and Board Committee composition,
to attend a meeting, they can submit their members of the Board of Directors and members company with primary listing on Euronext
responsibilities and practices, shareholder
votes by mail or appoint a proxy. Minutes of the of senior management must obtain clearance Brussels, Anheuser-Busch InBev adheres
rights and our remuneration policy and
meetings and results of the votes are posted on from a Clearance Committee. to the principles and provisions of the
practices, please see the Corporate
the AB InBev website shortly after the meeting Compliance with the Code of Dealing is 2020 Belgian Corporate Governance Code
Governance Statement in the 2021 Annual
(www.ab-inbev.com/investors/corporate- reinforced and monitored through the company’s (www.corporategovernancecommittee.be)
Report and the GRI table on page 71 of this
governance/shareholder-meetings.html). Compliance Program. (“the Corporate Governance Code”),
report.
taking into account its specific status as a
In light of the measures and recommendations In accordance with EU Regulation 596/2014 on multinational group with secondary listings
of public authorities relating to the COVID- market abuse (MAR), the company establishes Our Corporate Governance Charter >
19 pandemic and the restrictions on public

Materiality assessment and

stakeholder engagement
GRI: 102-13, 102-29, 102-40, 102-42, 102-43, 102-44, 102-47
In 2017, we formally engaged stakeholders through our materiality review process, and the
results informed our 2025 Sustainability Goals. Since our 2017 assessment, our business
and the world have evolved tremendously. Therefore, in early 2020 we conducted a new
materiality assessment to reflect the aspects most material to our stakeholders in order to
continue to focus on critical economic, social and environmental issues as a business and
community partner.
Associations and
Materiality assessment memberships
To strengthen our collaborative approach to
In 2020, the materiality assessment process
sustainable development, we engage in industry
mapped key economic, social and environmental Employees Environment Governance Products Society Supply chain
associations and organizations such as:
issues on a matrix based on the degree of and services
stakeholder interest and potential business 2030 Water Resources Group

impact. External stakeholders include civil Water Use
AIM-Progress
society/non-governmental organizations (NGOs), Beverage Industry Environmental Roundtable (BIER)
customers (retailers) and consumers, regulators, GHG Emissions & Energy Use
Brewers of Europe
business partners, suppliers and investors.
BSR
Circular Economy
This matrix to the right illustrates the view of Sustainable Packaging Business at OECD
Human Rights &
internal and external stakeholders interviewed, Fair Labor Practices
Business Fights Poverty
Importance to external stakeholders
with the rankings helping to inform the evolution Sustainable Agriculture

Responsible Marketing The Climate Group
of our sustainability and responsibility strategy. & Consumer Education
Ellen MacArthur Foundation
It is important to highlight that we do not view Diversity & Inclusion Smart Drinking/Responsible
Responsible Consumption International Alliance for Responsible Drinking
these issues in isolation, as in many cases they are Public Policy Sourcing
& Advocacy Product Quality, Ingredients & Transparency RE100
interconnected. Biodiversity & Ecosystems Living Wage Taxation
Shift Business Learning Program
We will conduct a new materiality assessment Supply Chain Visibility Health, Safety
Ethical Behavior
& Governance
& Well-being Supply Chain Community Sustainable Food Lab
every few years. In the meantime, though, we Data Security & Privacy Resilience & Economic
Development Taskforce on Nature-related Financial Disclosures
continuously engage stakeholders through Land & Food Security
Supplier Capability UNGC CFO Taskforce for the SDGs

various channels to stay informed about existing Employee
Compensation UNGC Water Resilience Coalition
and emerging topics most material to our & Benefits
business and to continue evolving our approach WeConnect International
with the support of external expertise, industry World Business Council for Sustainable Development
(WBCSD)
best practice and feedback. The infographic on Employee Engagement
World Economic Forum (WEF)
the following page gives an overview of how we Talent Recruitment & Retention
engage key stakeholders throughout the year. Worldwide Brewing Alliance

Importance to AB InBev´s business success

Stakeholder engagement
Communities Consumers Policy makers Customers
Description Description Description Description

We are closely connected to the Our consumer is the boss. Beer brings We engage with policy makers at We partner with valued retailers, bar
communities where we live and work. people together to celebrate life, and different levels in government to provide owners, wholesalers and distributors to
We strive to contribute positively to we serve our consumers by offering the our views on issues that are important for bring our beers to our consumers while
important issues such as sustainability, highest-quality products and meaningful our business and the well-being of our supporting their business growth, striving
smart drinking and road safety in such brand experiences in a responsible way. communities. We do this in alignment to provide best-in-class service and
communities. We are focused on matters with our Code of Ethics and local pursuing extraordinary execution of our
where we can be part of the solution and legislation. brands on- and off-trade.
make the greatest positive impact.
How we engage How we engage How we engage How we engage

- Initiatives related to Smart Drinking and - Events and activations -O
fficial consultations to private sector - Customer services
Sustainability - Social media - Industry associations and groups - Sales meetings
- Activities supporting communities like - Advertising and sponsorships -R
oundtable discussions - Events and activations
disaster response and volunteering
- Customer services -B
ilateral meetings - Notices regarding products
- Social media and websites
Areas of interest Areas of interest Areas of interest Areas of interest

- Local economic development - Product quality - P ublic policy - Service quality
- Responsible business that contributes - Brand purpose - Regulations - Product quality
positively to society and the -H armful alcohol use reduction - Sales performance
- Responsible, transparent marketing
environment - E nvironmental stewardship
-R oad safety
-D isaster response

Stakeholder engagement (cont.)
Colleagues Suppliers Partners Shareholders
Description Description Description Description

Our greatest strength is our people. Our Relationships are essential to our We recognize no single organization can We value the trust of our shareholders
people are curious, bold and resilient. We operations—especially with our solve today’s global challenges alone— and are constantly working to provide
recruit, develop and retain people who suppliers. Mutual collaboration is a key effective partnerships are critical to positive results. We are committed to
can be better than ourselves. element to creating a resilient supply addressing the most pressing challenges creating value and delivering consistent,
chain that delivers value and contributes of today, and tomorrow, and the private profitable growth.
toward our sustainability goals. sector must play a proactive role.
How we engage How we engage How we engage How we engage

- Annual engagement and pulse surveys - Supplier meetings - Industry associations and groups - Annual and interim reports
- Annual performance reviews - Supplier assessments -M
ultistakeholder collaborations - Annual Shareholders’ Meeting
- Leadership town halls - Partnerships - Partnerships - Investor relations meetings and
- Staff activities - Supplier development programs webcasts
- Intranet and websites - Industry events - Quarterly earnings calls
- Compliance Helpline - Compliance Helpline - Website disclosures
Areas of interest Areas of interest Areas of interest Areas of interest

- A diverse and inclusive workplace - Transparent and fair procurement -W
orking collectively to address pressing - Continued growth in corporate value
- Career development practices, in line with the Global challenges - Well-defined corporate strategy
- Workplace health and safety Responsible Sourcing Policy -D
elivering the SDGs - Transparency and timely disclosure
- Well-being and engagement - Opportunities for development and
collaboration

ESG index
and reporting
frameworks
60 2021 ESG Index >
70 2025 Sustainability Goals>
71 Reporting Frameworks
71 GRI >
76 SASB >
78 UN SDGs >
84 UN Global Compact
Index >
85 TCFD >
90 WEF Stakeholder
Capitalism Metrics >
91 EU Taxonomy >

2021 ESG Index

GRI: 103-1
We have created this ESG index to provide more information on the broad
range of ESG-related topics that matter to our key stakeholders and are
material to our business.
ESG topics Why it is important Impact on How we manage it Business 2021 developments 2021 outcomes Looking forward Learn more
value chain considerations
Water More than just a key Communities, 2025 Water Stewardship Water scarcity or poor See Water Stewardship on • 1.599 billion hl total water use We intend to continue ater Stewardship
W
Stewardship ingredient in our products, consumers, Goal water quality may increase pages 26–30 • 2.66 hl/hl water use efficiency ratio implementing tailored webpage >
water is a critical resource colleagues Sustainability Council production costs and solutions across all
for the health and well- capacity constraints • 100% of sites in scope for our our sites located in easuring and Evaluating
M
being of every community Environmental Policy or impact our license goal have conducted outreach, communities facing the Impact of Corporate
around the world. Environmental advisors to operate, impact analyzed local water challenges water stress and Watershed Projects >
group (external) our reputation in the and identified potential solutions measuring our impact
community or result in • 83% of sites located in high-stress on water quality and aterways to Resilience:
W
Water risk assessment Nature-based Solutions for
water-related regulatory areas have started implementing availability. We also plan
process Adaptation in Africa >
changes, which could solutions to continue to identify
adversely affect our and test innovative TNC partnership >
• 3 sites located in high-stress areas
business. solutions to improve
have begun seeing measurable
our internal water use WWF partnership >
impact
efficiency as well as our
• Water intake by source external watershed work. 021 CDP Water
2
- 41.0% ground water submission >
- 17.4% surface water

- 41.6% third party
- <0.1% rainwater
• CDP Water A Rating

Climate Climate change is one Suppliers, 2025 Climate Action Climate change, or legal, See Climate Action on pages • 4.41 MT CO2e total direct and We intend to explore C
limate Action webpage >
of the most pressing colleagues, Goals regulatory or market 21–25 indirect GHG emissions Scopes new technologies and
challenges facing our customers, Our ambition to achieve measures to address 1 and 2 partnerships and engage Eclipse >
company globally. Our consumers, net zero by 2040 climate change, could • 30.94 MT CO2e total direct and our supply chain through
business is closely tied to communities have a long-term, material the Eclipse platform to TCFD analysis >
Sustainability Council indirect GHG emissions Scopes 1,
the natural environment: impact on our business. 2 and 3 deliver on our Climate Net zero ambition >
agricultural crops and water Climate Action Action Goal and work
are our key ingredients, we Committee • 26.53 MT CO2e total indirect GHG toward our ambition to 021 CDP Climate
2
require raw materials for our emissions Scope 3 achieve net zero by 2040. submission >
Environmental Policy
packaging, and we need • 5.13 kg CO2e /hl Scopes 1 and 2
energy and fuel to brew GHG emissions per hectoliter of
and transport our beers. production
1.21 kg CO2e /hl Scopes 1, 2 and 3
•5
GHG emissions per hectoliter of
production
• 43.91 kg CO2e /hl Scope 3 GHG
emissions per hectoliter of
production
• 28.63% reduction in Scopes 1 and 2
GHG emissions vs. 2017 baseline
• 13.58% reduction in Scopes 1, 2 and
3 GHG emissions vs. 2017 baseline
• CDP Climate A- rating
• Announced ambition to achieve net
zero by 2040
• Developed new module for VPO
Environmental Pillar to guide
facilities on net zero achievement
Energy Use Reducing our energy use Colleagues, VPO Environmental Environmental concerns, or See Climate Action on pages •5
8.8 total GJ of energy used (in We intend to continue TCFD analysis >
can help deliver long-term communities Management Systems legal, regulatory or market 21–25 millions) exploring technologies
financial benefits while also Environmental Policy measures to address •5
6.4 total GJ of energy purchased and processes that have Net zero ambition >
contributing to a reduction environmental concerns, (in millions) the potential to scale and
in our GHG emissions and VPO Steering could have a long-term, reduce energy use within Climate Action webpage >
supporting our ambition to Committee material impact on our •9
7.7 energy use per hl (in Mj/hl) our operations. 021 CDP Climate
2
achieve net zero by 2040. Sustainability Council business and results of •9
3.6 energy purchased per hl submissions >
operations. (in Mj/hl)
•39.9% renewable electricity
operational
•8
1.4% renewable electricity
contracted
•R
educed purchased energy by
4.7% since 2018

Circular Improving the materials Suppliers, 2025 Circular Packaging Changes in the availability See Circular Packaging on • 36.4% volume in returnable We plan to continue ircular Packaging
C
Packaging we use can help deliver communities, Goal or price of raw materials pages 35–37 packaging to work across our webpage >
long-term financial benefits customers, Sustainability Council could have an adverse • 55.6% recycled content in cans operations and within
and provide our business consumers effect on our operations. our local communities ur newest sustainable
O
with long-term packaging Environmental Policy • 43.8% recycled content in glass to champion circular packaging >
supply security while also • 20.0% recycled content in PET economy and systems
eliminating waste. transformation. arley leftovers into sustain-
B
• 99.8% of all our packaging materials able packaging >
are recyclable
• > 46.6 MT packaging materials
reduced since 2018
• 74.5% of our products were in
either returnables (kegs and
returnable glass bottles) or made
from majority recycled content
(cans portfolio with more than 50%
recycled content)
Waste With operations in nearly 50 Colleagues, VPO Environmental Environmental concerns, or • 100% of our people in •R
ecycled 99.29% of the waste All facilities plan to Environmental Policy >
Management* countries, it is imperative communities Management Systems legal, regulatory or market beverage production generated in our beverage continue to pursue 100%
that we manage our waste VPO Steering measures to address facilities received training production processes in 2021 recycling rates in their
responsibly. We not only Committee environmental concerns, on recycling and waste • 1 4% of our total beverage facilities operations to achieve
comply with local laws and could have a long-term, management through VPO are recycling 100% of generated zero waste globally.
regulations but also often Sustainability Council material adverse impact on • New programs were waste, considered zero waste
apply our own higher global Environmental Policy our business. implemented to increase generation
standards, especially in recycling rates and reduce
places where there are •6
9% of our beverage facilities are
waste reaching more than 99% recycling
limited environmental
regulations. rates
Human We believe that Suppliers, Global Human Rights Through our business See Ethics & Transparency on •S
uppliers representing 30% of We intend to continue to Global Human Rights Policy >
Rights and respecting human colleagues, Policy operations and value chain, pages 38–43 procurement spend screened strengthen our approach
Responsible rights is fundamental to customers, Global Responsible we have the potential to through procurement risk to human rights across lobal Responsible Sourcing
G
Sourcing creating healthy, thriving consumers, Sourcing Policy impact people in both management our value chain. Policy >
communities, as reflected communities positive and negative •7
,500 suppliers screened for
in the United Nations Responsible Sourcing ways. We seek to embed esponsible Sourcing Princi-
R
Principles for Farms responsible sourcing risks ples for Farms >
Guiding Principles on respect for human rights
Business and Human Rights. Global Human Rights within our decision-making •3
32 suppliers assessed in Brazil
Steering Committee processes. We understand distribution
that negative human •2
7 suppliers assessed in high-risk
Global Ethics &
rights issues, whether crops
Compliance Committee
actual or perceived, could
Zone Ethics & •6
4 communities included in human
undermine the trust of our
Compliance rights research in Zambia, Brazil,
stakeholders and could
Committees Mexico and Uganda
adversely impact our
Audit Committee reputation and business.
*Waste Management: percentage of recycling is the ratio between the volume of byproducts and waste recycled into
secondary materials versus the total production volume of byproducts and waste in a certain period per unit.

Sustainable We depend on high-quality Suppliers, 2025 Smart Agriculture Changes in the availability See Sustainable Agriculture on • > 22,000 total farmers in direct We will continue to seek mart Agriculture
S
Agriculture agricultural crops from communities, Goal or price of raw materials pages 31–34 sourcing program out partnerships that webpage >
thriving communities and consumers Responsible Sourcing could have an adverse • > 16,500 smallholder farmers in will enable scalable
healthy ecosystems to Principles for Farms effect on our operations. direct sourcing program approaches to soil health, Soil health framework >
brew our beers. improved biodiversity
Sustainability Council • 74% of direct farmers Skilled and other regenerative martBarley + Sentera
S
Environmental advisors • 65% of direct farmers Connected agriculture practices partnership update >
group (external) across geographies and esponsible Sourcing Princi-
R
• 69% of direct farmers Financially
crops to build resilient ples for Farms >
Empowered
farming communities and
food systems.
Social Norms Social norms marketing Consumers, Responsible Marketing & Harmful consumption See Smart Drinking & •9
1% of colleagues in Legal & We plan to continue to esponsible Marketing &
R
Marketing is an evidence-based communities Communications Code of alcohol could have an Moderation on pages 12–20 Corporate Affairs, Marketing prioritize embedding Communications Code >
methodology to reduce Our Commitment to adverse impact on our and Sales trained in Responsible Smart Drinking into
harmful consumption of Reducing Harmful Use of business. Marketing Code the architecture of our ur Commitment to Reduc-
O
alcohol, particularly when Alcohol • Invested more than 450 million USD brands. ing Harmful Use of Alcohol >
combined with our brands’ in social norms marketing programs
strong connection to Internal Better World arketing to Change Social
M
Media Investment Policy and campaigns (2016–2021), which Norms >
consumers. includes more than 100 million USD
Global Smart Drinking in 2021* arketing, Advertising and
M
Community of Practice Sales >
• L aunched over 98 social norms
marketing campaigns (2016–2021)
• 1 00% of eligible beer volume
included a guidance label
•2
7 markets implemented voluntary
alcohol guidance labels on our
products
No- and The WHO recommends Consumers, Our Commitment to Harmful consumption See Smart Drinking & •6
.63% of global volume is NABLAB We plan to continue nleashing the Power of
U
Low-Alcohol giving consumers the communities, Reducing Harmful Use of of alcohol could have an Moderation on pages 12–20 •8
2 NABLAB brands working to expand the NABLABs >
Beer choice of lower- and non- colleagues Alcohol adverse impact on our availability of NAB and LAB
alcoholic beer options as business. •6
8% of countries with NABLAB products and to meet the ur Commitment to Reduc-
O
AB InBev Foundation brands in portfolio
a tool to reduce harmful Technical Advisory needs of our consumers. ing Harmful Use of Alcohol >
consumption of alcohol. Group (external)
Global Smart Drinking
Community of Practice
*Investments from 2016 through 2019 amounting to 255.31 million USD have been reviewed and validated
through prior assurance processes. The remaining investment contribution will be assured in 2022.

Local Smart We aim to replicate and Consumers, Our Commitment to Harmful consumption See Smart Drinking & • 24 countries where evidence- We aim to harness artnering for Community
P
Drinking scale up, with the support communities Reducing Harmful Use of of alcohol could have an Moderation on pages 12–20 based community interventions are the power of digital in Impact >
Evidence- of our community, three Alcohol adverse impact on our implemented (RBS, SBI, road safety) promoting Smart Drinking
based types of interventions AB InBev Foundation business. • 16 responsible beverage service in our communities. ur Commitment to Reduc-
O
Interventions that have been proven Technical Advisory community interventions ing Harmful Use of Alcohol >
to be evidence-based in Group (external) implemented
reducing harmful drinking: Road Safety >
responsible beverage AB InBev Foundation • 9 screening and brief intervention
service, screening and Scientific Partners programs implemented
brief intervention and road Taskforce (external) • 47 evidence-based road safety
safety. Global Smart Drinking programs implemented
Community of Practice • 118 countries used the Safer Roads
Toolkit trainings
• 54% of Safer Roads Toolkit users are
government, academia or NGO
Diversity & We know that diversity of Colleagues Global Diversity & Our ability to successfully See Diversity & Inclusion on •8
7% in D&I index of annual We plan to continue lobal Diversity & Inclusion
G
Inclusion thought delivers better Inclusion Policy recruit, retain, manage and pages 47–49 employee engagement survey to share our progress Policy >
decision-making and Global Human Rights develop key personnel (+1pp vs. 2020) and take measures to
more innovative ideas. Policy impacts our performance • 1 25 nationalities represented in increase D&I within our Global Human Rights Policy >
An inclusive workplace and the ability to operate overall workforce company and across our
is also critical as it Global D&I Council our business. value chain.
enables individuals to feel •6
4 nationalities represented in our
empowered to share their global headquarters
unique perspectives and •2
1% women in overall workforce
ideas, supporting higher
•3
4% women in salaried workforce
engagement, productivity
and retention rates. •2
6% women in top 5 leadership
levels
• 1 4% women in top 3 leadership
levels

Product We are committed to Suppliers, Product Quality Policy If any of our products • Revised quality handbook • 0 product recalls We plan to continue Beer and Brewing >
Quality quality for our consumers. customers, (internal) are defective or found to • Published new training • 100% of operations audited to follow our quality
consumers VPO and DPO Quality contain contaminants, material for quality internally to the BRC Standard management programs
Management Systems we may be subject to management to deliver quality for our
product recalls or other • 100% of operations audited consumers.
VPO Steering associated liabilities, which internally to VPO quality standards
Committee could adversely impact our • 33% of operations audited
business, reputation and externally to the BRC standard
performance. without certification (each facility
audited every three years)
• 21 operations with BRC Food
Standard certification
• 8 operations with BRC Packaging
Standard certification
• 313 beer awards won: 96 bronze, 110
silver and 108 gold medals at major
international competitions
Ethics & We operate in countries Suppliers, Global Code of Business We operate in emerging See Ethics & Transparency on • Launched new online trainings We will seek out lobal Code of Business
G
Compliance with a broad range of colleagues, Conduct markets that present pages 38–43 that focused on topics such as opportunities to work Conduct >
cultures and business customers, Global Anti-Corruption political, economic and anti-corruption, supply chain with our colleagues and
practices, making it consumers, Policy operational risks, as a result ethics, digital ethics, anti-money value chain partners to lobal Anti-Corruption
G
important that we are communities of political and economic laundering and our Code of promote and maintain Policy >
guided by a clear and Supplier Anti-Corruption instability, a lack of well- Business Conduct the highest standards of
consistent code of Policy developed legal systems ethical behavior. upplier Anti-Corruption
S
business ethics and Global Whistleblower and potentially corrupt Policy >
guidelines for all of our Policy business environments. lobal Whistleblower
G
colleagues around the Policy >
Global Human Rights
world.
Policy
Global Human Rights Policy >
Global Anti-Harassment
Anti-Discrimination Policy lobal Anti-Harassment
G
Global Responsible Anti-Discrimination Policy >
Sourcing Policy lobal Responsible Sourcing
G
Responsible Sourcing Policy >
Principles for Farms
esponsible Sourcing Princi-
R
Global Ethics & ples for Farms >
Compliance Committee
Zone Ethics &
Compliance
Committees

Workplace The health and safety of our Suppliers, Global Health & Safety The health and safety See Workplace Safety on • 6 occupational fatalities (total) We will continue lobal Health & Safety
G
Safety colleagues and partners is a colleagues Policy of our colleagues and pages 42–43 • 283 occupational LTI (total) our commitment to Policy >
core value of our company. (including Global Human Rights partners, as well as safety preventing serious
We are committed to service issues within our own • 1,044 TRI (total) injuries and fatalities, Global Human Rights Policy >
Policy
training our colleagues to providers, operations or those of our reducing occupational
make the right choices for contractors) VPO and DPO Safety suppliers, could lead to injuries by reducing
safety, for themselves and Management Systems negative impacts on our exposure to safety
for others. VPO Steering performance, ability to hazards and further
Committee operate and reputation. building a culture of
safety across our entire
business.
Biodiversity We depend on high-quality Suppliers, Sustainability Council Environmental concerns, or See Sustainable Agriculture on •M
apped global biodiversity We plan to seek rotecting land, water and
P
agricultural crops and water communities Environmental advisors legal, regulatory or market pages 31–34 pressures across 30 regions in out ways to embed livelihoods >
from healthy ecosystems group (external) measures to address our direct agricultural supply biodiversity initiatives
and can help protect and environmental concerns, chain to identify opportunities for into our programs and will
restore biodiversity through Responsible Sourcing could have a long-term, biodiversity action continue to engage with
our work in agriculture and Principles for Farms material adverse impact partners and industry
watersheds. on our business and groups to drive greater
operations. collective action on
biodiversity.
Entrepre- We rely on the products Suppliers, Sustainability Council Effective supplier and See Entrepreneurship on pages •2
.5 million active users across We plan to continue BEES >
neurship and services of millions of customers Zone and country teams distribution networks 44–46 16 countries using our business- seeking out partnerships
small businesses, including (especially enable us to produce and to-business BEES platform every that empower small Local crops >
farmers, suppliers, retailers, small retailers) deliver our products to month businesses and
start-ups and recycling consumers. Disruptions in •>
260,000 retailers with access entrepreneurs across
collectors. these networks could have to fintech solutions through our our value chain to help
a material impact on our technology and innovation hub promote their success.
ability to operate. Z-Tech
•>
16,500 smallholder farmers in
direct sourcing program
• > 25,000 recycling collectors across
our value chain
Digital Ethics As our digital Suppliers, Global Code of Business In addition to the risk of See Ethics & Transparency on •A
pproximately 2,000 colleagues We plan to continue lobal Code of Business
G
transformation and colleagues, Conduct business disruptions, pages 38–43 participated in Digital Ethics building out our tools, Conduct >
innovation projects customers, Digital Ethics Principles changing laws and tailored trainings processes and resources
continue to advance, consumers and Framework stakeholder expectations •>
1,700 processing activities to support digital ethics
we aim to comply with may mean we are not reviewed according to our Digital across our business.
applicable laws and also Global Information able to collect and use
Security Policy Ethics Principles
ensure that our business’s, personal data. This creates
consumers’, customers’ economic and reputational
and colleagues’ data are risks and also impacts our
secured and processed in capacity to create, use and
an ethical manner. launch data-driven tools
and initiatives that are key
for us to operate, innovate,
grow and remain relevant in
the market.

Our People Our people have always Colleagues Human Rights Policy Our ability to successfully • Strengthened our employee • 169,000 colleagues We will continue to listen Our Teams >
been, and will always be, Global Anti-Harassment recruit, retain, manage and listening capability with faster • < 9% turnover to, develop and empower
our greatest strength. By Anti-Discrimination develop key personnel and more agile technology our people. Our Culture >
looking after their well- impacts our performance (Perceptyx), a new • 88% employee engagement index
Policy (+4pp vs. 2020) Our Benefits >
being and development and the ability to operate engagement cycle (1 annual
and investing in our people, Global Diversity & our business. and 2 pulse surveys) and • 94% employee participation in
Inclusion Policy Global MBA Program >
we create human capital for on-demand listening tools engagement survey (flat vs. 2020)
our business. • Continued the BetterUp lobal Management Trainee
G
• 158 people recruited to our Global
program to provide Management Trainee (GMT) Program >
colleagues with one-on-one Program
personalized coaching
• 28 people recruited to our Global
• Continued to foster a culture MBA (GMBA) Program
of learning through global
• > 4,000 colleagues participated
training programs that
in global training programs in
develop key functional and
Marketing, Sales, Supply and
leadership capabilities in
Procurement
areas like Marketing, Sales,
Supply and Procurement
COVID-19 The COVID-19 pandemic Suppliers, Zone and country teams Disruptions from COVID- See COVID-19 Response on •>
3.5 million units of hand sanitizer We will continue to
has exacted a heavy toll colleagues, 19 and its impact on pages 8–9 donated work with governments
on society, government retailers, our people, partners, •>
3.9 million masks donated and partners to drive
and business alike, consumers, communities and supply a strong and inclusive
underscoring the need communities chains could have an •>
125 vaccination facilities recovery, investing in
for decisive, collective adverse impact on our supported environmental resilience,
action on the world’s business. •>
25 vaccination campaigns promoting Smart
most pressing social and supported Drinking and supporting
environmental challenges. sustainable livelihoods
across our value chain.

Disaster We believe we can play Colleagues, Zone and country teams Every year, many • Donated emergency drinking • 11 disaster response initiatives We intend to continue
Response a positive role in building communities, communities around the water in South Korea and implemented leveraging our business
communities that are consumers world are affected by China for weather-related • > 2.3 million liters of emergency capabilities and local
more resilient to disasters droughts, earthquakes, disasters drinking water provided connections to support
by working alongside wildfires, floods and other • Donated drinking water to our communities in
government, civil society natural disasters. These victims of extreme flooding in preparing for and
and other private-sector occurrences are on the Belgium and Germany responding to disasters.
organizations to reduce rise, and this trend is
disaster risk and support set to continue, driven • Donated food, water, clothing,
response efforts whenever by urbanization, the blankets and more to people
disasters occur. degradation of natural affected by flooding in
ecosystems and climate Zacatecas, Mexico
change. • Delivered canned drinking
water to support disaster
response in Canada
• Launched the Prepare for Your
Pets campaign in the US to
raise awareness on disaster
preparedness
• Supported communities after
flooding in the Taquiña River
basin in Bolivia

Community Our people are passionate Colleagues, Zone and country teams Sustainable and inclusive • Supported blood donations • 29 countries with volunteering We will find new ways to
Engagement: about supporting their communities, growth of the communities in Mozambique with 150 programs in place empower our colleagues
Volunteering communities. consumers where we live and work volunteer hours • > 32,400 volunteer hours for our to share their talents and
is fundamental to our • Volunteered at a local library colleagues time to strengthen their
business success. and organized English classes communities.
in South Korea
• Helped pub owners reopen
after the COVID-19 lockdowns
in Belgium
• Supported initiatives to
respond to a volcano
eruption on La Palma in the
Canary Islands
• Planted trees in the Harz
Mountains for World
Environment Day in Germany
• Collected and donated
1,120 kg of wastepaper to
the ECOFund for Good and
donated the proceeds to
help homeless animals in
Russia
• Ran more than 30 virtual and
in-person volunteer activities
in Mexico to celebrate World
Water Day, World Environment
Day, Smart Drinking Week and
International Volunteer Day,
with over 16,000 participants
• Ran a virtual volunteering
program to support local
entrepreneurs in Peru
• Provided new training tools
for community leaders
through our social impact
platform Valor in Argentina
• Organized a beach-cleaning
day in Paraguay, collecting
approximately 59,000 kg of
trash
• Donated time and knowledge,
as well as online management
classes, to support NGOs
in Brazil

2025 Sustainability Goals

GRI: 302-1, 302-3, 303-5, 305-1, 305-4
Our 2025 Sustainability Goals are our Ⓐ Assured Metric

Metric 2025 2021 2020 2019 2018 2017
(please refer to External Assurance Report on page 94)
most ambitious sustainability public Goal (Baseline)
•O
ur goals and data as included in the table on water, GHG emissions per
commitments yet. Introduced in March 2018, Total water use (in billion hl) n/a 1.599Ⓐ 1.496Ⓐ 1.642Ⓐ 1.632Ⓐ 1.775Ⓐ hectoliter of production and energy pertain to our beverage facilities only
the goals aim for holistic environmental and Water use by hectoliter of production 2.50 2.66Ⓐ 2.70Ⓐ 2.80Ⓐ 2.95Ⓐ 3.09Ⓐ and do not encompass our vertical operations such as malt plants and
social impact and to drive transformational (hl/hl) packaging facilities.
• T otal direct and indirect GHG emissions data encompass beverage facilities
change across our entire value chain. Total GJ of energy (in millions) n/a 58.8Ⓐ 55.2Ⓐ 61.4Ⓐ 61.1 61.4Ⓐ
and most vertical operations, including malt plants and packaging facilities.
Ⓐ Ⓐ Ⓐ Ⓐ
Our company’s leadership and a cross- Total GJ of energy purchased (in n/a 56.4 53.2 59.4 59.2 *
• F or additional information regarding the KPI’s scope, please refer to the
millions)
functional team of more than 70 colleagues Ⓐ
report scope on page 92.
Energy usage per hectoliter of n/a 97.7 99.7 104.6 110.1* 111.6
designed these goals to deliver bold action production (in Mj/hl) •S
cope 1 accounts for 67.7% of our operational emissions and includes CO2
equivalent (CO2e) from fuel used in our manufacturing processes and in
today with measurable results that will drive Energy purchased per hectoliter of n/a 93.6 Ⓐ
96.2 Ⓐ Ⓐ
101.2 * 106.8 Ⓐ
* cogeneration plants that generate on-site electricity. Scope 2 accounts for
long-term resilience and lasting positive production (in Mj/hl) about 32.3% and represents emissions from purchased electricity.
impact. Total direct and indirect GHG emissions 4.02 4.41Ⓐ 4.71Ⓐ 5.36Ⓐ 6.03Ⓐ 6.18Ⓐ •S
cope 3 emissions constitute estimates based on a mix of supplier-based
(Scopes 1 and 2 in million metric tons numbers, global emission factors and assumptions for purchased goods
of CO2e)
Please see Climate, Water Stewardship, and services, upstream and downstream distribution, product cooling
Sustainable Agriculture and Circular Packaging Total direct and indirect GHG emissions n/a 30.94Ⓐ 28.37Ⓐ 31.8Ⓐ 31.21 32.35 (including on and off premise but excluding at-home cooling) and end of
(Scopes 1, 2 and 3 in million metric tons product life. Around 50% of emissions are calculated with own data or data
sections on pages 21–37 of this report to of CO2e) reported by suppliers through the CDP. We currently use a hybrid approach
learn more about how sustainability and the Scope 1 and 2 GHG emissions per 4.77 5.13Ⓐ 6.50Ⓐ 6.92Ⓐ 8.04Ⓐ 8.55Ⓐ to measure Scope 3 data, leveraging a mix of supplier reported data and
achievement of our 2025 Sustainability Goals hectoliter of production (in kg CO2e/hl) industry available data. We expect that our ambition to achieve net zero and
are managed at AB InBev. The table to the right the supporting data may be revised as measurement standards, modeling
Scopes 1, 2 and 3 GHG emissions per 44.5 51.21Ⓐ 53.13Ⓐ 55.3Ⓐ 57.0 59.4
highlights our 2021 performance against key methodology and the level of data granularity improve over time.
hectoliter of production (in kg CO2e/hl)
indicators related to our 2025 Sustainability Goals. * In line with our new sustainability goals, energy reporting will shift to energy
Scope 3 GHG emissions per hectoliter 39.7 43.91Ⓐ 46.63 48.38 48.96 50.85
purchased versus energy usage. Energy purchased per hl aligns with our
of production (in kgCO2e/hl
RE100 sustainability goal of offsetting 100% of our purchased electricity with
% Renewable electricity: operational** 100% 39.9%Ⓐ 31.2%Ⓐ 20.0%Ⓐ 16%Ⓐ -- electricity sourced from renewable resources. Energy purchased per hl was
% Renewable electricity: contracted** 100% 81.4% Ⓐ
70.6% Ⓐ
61.3% 50% -- not reported for breweries acquired from SABM in 2017.
% Returnable packaging n/a 36.4% Ⓐ 36.4%Ⓐ 40.9%Ⓐ 43.5%Ⓐ 46% ** For 2021, renewable electricity is reported by two metrics: operational
electricity and contracted electricity. Our primary strategy is to help fund
% Recycled content in primary
new build renewable electricity projects, and as these can take time to
packaging
build, we believe it is important to report both metrics. The contracted
Glass 43.8%Ⓐ 43.2%Ⓐ 42.3%Ⓐ 41.4%Ⓐ 37%
electricity metric tracks the commitments we have already made to our
Cans >50% 55.6%Ⓐ 57.6%Ⓐ 59.1%Ⓐ 58.9%Ⓐ*** 59%
PET 20.0%Ⓐ 26.0%Ⓐ 22.8%Ⓐ 15.7%Ⓐ 21% 100% renewable electricity goal, while our operational electricity measures
our actual annual realization.
Direct farmers Skilled, Connected and
Financially Empowered**** *** 2018 recycled content percentage in primary packaging for cans has
Skilled 100% 74% 76% 50% -- -- been updated. The data correction has been done following the external
Connected 100% 65% 57% 45% -- -- supplier audits.
Financially 100% 69% 60% 35% -- --
**** Smart Agriculture data is based on up-to-date estimates.
Empowered

Reporting frameworks
GRI: 102-55
GRI
Disclosure number Disclosure name Source
GRI 102-1 Name of the organization Anheuser-Busch InBev SA/NV
GRI 102-2 Activities, brands, products, and services Annual report p. 13-15
Our Brands - Annual report p. 20-29
ur Brands
O
GRI 102-3 Location of headquarters Anheuser-Busch InBev Global Headquarters
Brouwerijplein,1
3000 Leuven
Belgium
GRI 102-4 Location of operations ESG report p. 5-6
Annual report p. 15-17
GRI 102-5 Nature of ownership and legal form ur shareholders
O
GRI 102-6 Markets served ESG Report p. 5
Annual report p. 15-16, 20-24
GRI 102-7 Scale of the organization Annual report p. 4, 6, 36
GRI 102-8 Information on employees and other workers ESG Report: p. 48
Annual report p. 50
GRI 102-9 Supply chain Annual report p. 15, 20-24
Our Beers
Passion for Beer
GRI 102-10 Significant changes to the organization and its Annual report p. 18-24
supply chain
GRI 102-11 Precautionary Principle or approach AB InBev applies precautionary approach by managing for risk related to all of our Tier 1 issues
Environmental Policy
Responsible Sourcing Policy
GRI 102-12 External initiatives •C
ommitment to the UN Women’s Empowerment Principles
•C
ontribution to the UN Sustainability Goals (SDGs) : ESG Report p. 78-83
•S
upport the World Health Organization (WHO) target of reducing the harmful use of alcohol
•S
ignatory to the United Nations Global Compact: ESG report p. 2, 40, 84; Annual Report p. 19
•C
ommitted to the principles and guidance contained in the UN Guiding Principles on Business and Human Rights
GRI 102-13 Membership of associations ESG report p. 56

GRI 102-14 Statement from senior decision-maker ESG report p. 2-3
GRI 102-15 Key impacts, risks and opportunities ESG Report p. 85-88


GRI 102-16 Values, principles, standards and norms of behavior ESG report p. 4, 10
ur 10 Principles
O
ur Policies
O
GRI 102-17 Mechanisms for advice and concerns about ethics ESG report p. 38-39
Annual report p. 47
Our Policies
GRI 102-18 Governance Structure ESG Report p. 51
Our Corporate Governance
GRI 102-19 Delegating authority ESG report p. 51-53
CDP Disclosure
GRI 102-20 Executive-level responsibility for economic, ESG report p. 51-53
environmental and social topics CDP Disclosure
GRI 102-22 Composition of the highest governance body and Our Corporate Governance
its committees
GRI 102-23 Chair of the highest governance body Our Corporate Governance
GRI 102-24 Nominating and selecting the highest governance ESG report p. 55
body Our Corporate Governance Charter
GRI 102-25 Conflicts of interest Our Corporate Governance Charter
GRI 102-26 Role of highest governance body in setting purpose, ESG report p. 51
values, and strategy
GRI 102-29 Identifying and managing economic, environmental, ESG report p. 51, 56
and social impacts
GRI 102-35 Remuneration policies ESG report p. 51
Our Corporate Governance Charter
GRI 102-40 List of stakeholder groups ESG report p. 57-58
GRI 102-41 Collective bargaining agreements Human Rights Policy
GRI 102-42 Identifying and selecting stakeholders ESG report p. 56-58
GRI 102-43 Approach to stakeholder engagement ESG report p. 56-58
GRI 102-44 Key topics and concerns raised ESG report p. 56
GRI 102-45 Entities included in the consolidated financial Financial Report: management report
statements
GRI 102-46 Defining report content and topic boundaries ESG report p. 92-93
GRI 102-47 List of material topics ESG report p. 56
GRI 102-48 Restatements of information ESG report p. 92-93
GRI 102-49 Changes in reporting ESG report p. 92-93
GRI 102-50 Reporting period 2021


GRI 102-51 Date of the most recent report Annual report 2020
GRI 102-52 Reporting cycle Annual
GRI 102-53 Contact point for questions regarding the report [email protected]
GRI 102-54 Claim of reporting in accordance with the GRI ESG Report p. 92
Standards
GRI 102-55 GRI content index ESG report p. 71-75
GRI 102-56 External assurance Annual report p. 51-53
ESG report p. 94-95
General Standard Disclosures

Universal standards
GRI 103-1 Explanation of the material topic and its boundaries ESG report p. 60-69 and in every chapter: Our strategic ESG priorities
GRI 103-2 The management approach and its components ESG report p. 11-49
GRI 103-3 Evaluation of the management approach ESG report p. 52-53
Economic topics
GRI 201-1 Direct economic value generated and distributed ESG report p. 7
GRI 201-2 Financial implications and other risks and Submitted to CDP on an annual basis
opportunities due to climate change
GRI 201-3 Defined benefit plan obligations and other Not disclosed
retirement plans
GRI 204-1 Proportion of spending on local supplier Not disclosed
Environmental topics
GRI 301-2 Recycled input materials used ESG report p. 35
GRI 301-3 Reclaimed products and their packaging materials Not disclosed
GRI 302-1 Energy consumption within the organization ESG report p. 61, 70
Our energy consumption data is submitted to CDP on an annual basis
GRI 302-2 Energy consumption outside the organization Not disclosed
GRI 302-3 Energy intensity ESG report p. 61, 70
Our energy consumption data is submitted to CDP on an annual basis
GRI 302-4 Reduction of energy consumption ESG report p. 61, 70
GRI 303-1 Interactions with water as a shared resource ESG Report p. 26-30, 60
GRI 303-2 Management of water-discharge related impacts ESG report p. 26-30
Our water data is submitted to CDP on an annual basis
GRI 303-3 Water withdrawal ESG report p. 29 (% by source)
GRI 303-4 Water discharge Our water data is submitted to CDP on an annual basis


GRI 303-5 Water consumption ESG report p. 60, 70
GRI 304-2 Significant impacts of activities, products and ESG report p. 28, 31-34, 66
services on biodiversity
GRI 305-1 Direct (Scope 1) GHG emissions ESG report p. 23, 70, 89
Annual report p. 7 (only disclosed per crop)
Our Climate data is submitted to CDP on an annual basis
GRI 305-2 Energy indirect (Scope 2) GHG emissions ESG report p. 23, 70, 89
GRI 305-3 Other indirect (Scope 3) GHG emissions ESG report p. 23, 70, 89
GRI 305-4 GHG emissions intensity Annual report p. 42
ESG report p. 70, 89
GRI 305-5 Reduction of GHG emissions ESG report p. 21-25, 61, 89
GRI 306-1 Waste generation and significant waste-related ESG report p. 35-37, 62
impacts
GRI 306-2 Management of significant waste-related impacts ESG report p. 35-37, 62
GRI 306-4 Waste diverted from disposal ESG report p. 35, 62 (in %)
GRI 308-2 Negative environmental impacts in the supply chain Annual Report report p. 21-22
and actions taken
Social topics
GRI 403-1 Occupational health and safety management system ESG report p. 42
GRI 403-3 Occupational health services ESG report p. 42
GRI 403-4 Worker participation, consultation and ESG report p. 42-43
communication on occupational health and safety
GRI 403-5 Worker training on occupational health and safety ESG report p. 42
GRI 403-6 Promotion of worker health ESG report p. 42-43
GRI 403-7 Prevention and mitigation of occupational health ESG report p. 42-43
and safety impacts directly linked by business
relationships
GRI 403-9 Work-related injuries ESG report p. 42
GRI 404-2 Programs for upgrading employee skills and ESG report p. 48-49
transition assistance programs
GRI 405-1 Diversity of governance bodies and employees ESG report p. 47-49
Annual report p. 50
iversity & Inclusion Policy
D
iversity & Inclusion webpage
D


GRI 405-2 Ratio of basic salary and remuneration of women ESG report p. 49
to men
GRI 407-1 Operations and suppliers in which the right to Human Rights Policy
freedom of association and collective bargaining
may be at risk
GRI 408-1 Operations and suppliers at significant risk for Human Rights Policy
incidents of child labour
lobal Responsible Sourcing Policy
G
GRI 409-1 Operations and suppliers at significant risk for Human Rights Policy
incidents of forced or compulsory labour
GRI 412-1 Operations that have been subject to human rights ESG report p. 40 (not on operations level)
reviews or impact assessments All of our operations are required to adhere to our Human Rights policy
GRI 412-2 Employee training on human rights policies or ESG report p. 40
procedures human rights policy is included in our Code of Business Conduct, on which we train our employees
A
GRI 412-3 Significant investment agreements and contracts ESG report p. 41, 62
that include human rights clauses or that underwent
human rights screening
GRI 413-1 Operations with local community engagement, ESG report p. 28, 30, 44-46 (not on operations level)
impact assessments and development programs
GRI 414-1 New suppliers that were screened using social Our purchase contracts contain a clause that binds suppliers to our Global Responsible Sourcing Policy. Our contracts state that suppliers must comply with all applicable
criteria laws, including environment, health, and safety rules, as well as that suppliers shall not use forced or involuntary labor or corrupt business practices.
Global Responsible Sourcing Policy
uppliers and sustainability

S
GRI 416-1 Assessment of the customer health and safety ESG report p. 12-20
impacts of product and service categories
GRI 417-1 Requirements for product and service information ESG report p. 13, 16
and labelling

SASB
Table 1. Sustainability Disclosure Topics & Accounting Metrics

Topic Accounting metric Category Unit of Code Data (in millions) Reference
measure
(1) Total energy consumed Quantitative Gigajoules (GJ), FB-AB-130a.1 (1) Total GJ of energy (in millions): 58.8 ESG Report p. 21, 70
Energy
(2) Percentage grid electricity Percentage (%) (2) Total GJ of energy purchased (in millions): 56.4
Management
(3) Percentage renewable (3) % Renewable Electricity - Operational: 39.9%. % Renewable Electricity - Contracted: 81.4%
(1) Total water withdrawn Quantitative Percentage (%), FB-AB-140a.1 (1) Brewery water intake by source: Ground water (41.0%), Surface water (17.4%), Third party (41.6%), ESG report p. 29, 60, 70, 80
(2) Total water consumed, percentage of Billion hl Rain water: (<0.1%)
each in regions with High or Extremely High
Baseline Water Stress (2) Total water use (billion hl):1.599. Total water use by hectoliter of production (hl/hl): 2.66
Water Description of water management risks and Discussion and N/A FB-AB-140a.2 100% of sites located in high-stress areas have analyzed local water challenges. ESG report p. 26-30, 60
Management discussion of strategies and practices to Analysis 83% of sites located in high-stress areas have started implementation solutions.
mitigate those risks 3 of sites located in high-stress areas have begun seeing measurable impact
100% of our communities in high-stress areas will have measurably improved water availability and
quality by 2025
Water use efficiency ratio: 2.66 (hl/hl)
Percentage of total advertising impressions Quantitative Percentage (%) FB-AB-270a.1 All advertising impressions are targeted to those above the legal drinking age.
made on individuals at or above the legal Marketing & Communications Code
drinking age
Number of incidents of non-compliance Quantitative Number FB-AB-270a.2 We follow labeling mandates in every market we operate in. Where there is not already government
with industry or regulatory labeling and/or mandated labeling in place and where it is permissible by local regulation, we aim to include a
marketing codes guidance label in 100% of the eligible beer volume by 2021. By end of 2021, 100% of eligible beer
volume included a voluntary guidance label. ESG Report p. 16
Responsible
Drinking & Total amount of monetary losses as a result of Quantitative Reporting FB-AB-270a.3 N/A
Marketing legal proceedings associated with marketing currency
and/or labeling practices
Description of efforts to promote responsible Discussion and N/A FB-AB-270a.4 98 Social Norms Marketing Campaigns launched. 450+ million USD invested in Social Norms Marketing ESG Report p. 12-20
consumption of alcohol Analysis Programs and Campaigns since 2016.* Minimum 3% of AB Inbev' annual media buying budget should
be invested in Smart Drinking campaigns.
Our Responsible Marketing and Communications Code
Member of the International Alliance for Responsible Drinking (IARD). Partnership with IARD and Google.
Partnership with IARD and the World Federation of Advertisers.
(1) Total weight of packaging, Quantitative Metric tons (t), FB-AB-410a.1 (1) N/A ESG Report p. 35, 62, 70
(2) Percentage made from recycled and/or Percentage (%) (2) % Recycled content in primary packaging: Glass: 43.8%, Cans: 55.6%, PET: 20.0%
renewable materials, (3) R eturnable packaging: 36.4%.
Packaging (3) Percentage that is recyclable, reusable, and/ 74.5% of our products were in either returnables (kegs and returnable glass bottles) or made from
Lifecycle or compostable majority recycled content (cans portfolio with more than 50% recycled content)
Management Discussion of strategies to reduce the Discussion and N/A FB-AB-410a.2 100% of our products will be in packaging that is returnable or made from majority recycled content ESG Report p. 35-37, 62
environmental impact of packaging Analysis by 2025. Our packaging goal applies to our primary packaging which represents more than 83% of
throughout its lifecycle our total packaging volume by weight globally, though our work in circularity extends to secondary
packaging and post-consumer waste.

Topic Accounting metric Category Unit of Code Data (in millions) Reference
measure
Suppliers’ social and environmental Quantitative Rate FB-AB-430a.1 (1) N/A
Environmental &
responsibility audit (2) N/A
Social Impacts of
(1) non-conformance rate Human rights due diligence Model, Human Rights Policy and Responsible Sourcing Policy, based on
Ingredient Supply
(2) associated corrective action rate for (a) the United Nations Guiding Principles on Business and Human Rights
Chain
major and (b) minor non-conformances
Percentage of beverage ingredients sourced Quantitative Percentage (%) FB-AB-440a.1 N/A
from regions with High or Extremely High by cost
Ingredient Baseline Water Stress
Sourcing List of priority beverage ingredients Discussion and n/a FB-AB-440a.2 Our priority crops include barley, rice, hops, maize, sorghum and cassava. Social and environmental ESG Report p. 32-34, 88
and description of sourcing risks due to Analysis considerations for these supply chains are discussed in the Sustainable Agriculture and TCFD
environmental and social considerations sections of this report.
Table 2. Activity Metrics

Activity Category Unit of measure Code Data Reference
metric
Volume of Quantitative Millions of hectoliters (Mhl) FB-AB-000.A 581.7 Annual report p. 6
products sold
Number of Quantitative Number FB-AB-000.B •A pproximately 200 breweries in more than 50 countries ESG report p. 6; Annual report p. 6
production • Approximately
40 verticalized operations (incl. hop farms and
facilities barley malting facilities)
Total fleet road Quantitative Miles FB-AB-000.C N/A N/A
miles traveled

UN SDGs
GRI: 102-12
We believe that the UN 2030 Agenda for Sustainable Development and the 17 UN SDGs are the foundation for a sustainable future. We support their advancement. In fact, we contribute directly to a majority of the UN
SDGs through sustainability commitments and initiatives across our entire value chain.
SDG Targets Target description ABI strategic ESG priority Examples of our actions Reference
By 2030, ensure that all men and women, in particular the poor • Implement skills training and increase access to finance, insurance and technology for smallholder
and the vulnerable, have equal rights to economic resources, farmers, informal recycling collectors and small retailers in our value chain
as well as access to basic services, ownership and control over
1.4 • Conducted living income research in Uganda smallholder supply chain to inform program initiatives
land and other forms of property, inheritance, natural resources,
appropriate new technology and financial services, including Sustainable Agriculture
• Work with farmers and communities in high-risk watersheds to increase water resilience
microfinance Circular Packaging
• Invest in research and extension to increase farmer resilience through the adoption of sustainable ESG report
Ethics & Transparency farming practices and improved crop varieties p. 31–46
By 2030, build the resilience of the poor and those in vulnerable
situations and reduce their exposure and vulnerability to Entrepreneurship •B
egan implementation of our impact framework in recycling supply chains in Brazil and Mexico that
1.5 work with informal collectors to identify and address potential challenges faced
climate-related extreme events and other economic, social and
environmental shocks and disasters • 1 00+ Accelerator: implementing with Litro de Luz an installation of 50 solar-powered streetlights for
farmers in Ecuador
By 2030, double the agricultural productivity and incomes of
small-scale food producers, in particular women, indigenous
peoples, family farmers, pastoralists and fishers, including through •W
ork with over 22,000 farmers through our direct sourcing programs, of which over 16,500 are
2.3
secure and equal access to land, other productive resources and smallholders
inputs, knowledge, financial services, markets and opportunities
for value addition and non-farm employment • In 2021 74% of direct farmers were Skilled, 65% were Connected and 69% were Financially Empowered
By 2030, ensure sustainable food production systems and • Implement framework in direct sourcing regions to advance a common set of soil health principles that
implement resilient agricultural practices that increase leverage locally relevant practices, building on existing initiatives and developing new ones
productivity and production, that help maintain ecosystems, ESG report
2.4 Sustainable Agriculture • Invest in technology to advance crop research and variety development for barley as well as for
that strengthen capacity for adaptation to climate change, p. 31–34
extreme weather, drought, flooding and other disasters and that smallholder crops like cassava and sorghum
progressively improve land and soil quality
• 1 00+ Accelerator: implementing regenerative agricultural practices on 30 hectares of land in Apan,
Increase investment, including through enhanced international Mexico, with Toroto and Verra; trialing with Soil Capital carbon credits for farmers in France who switch
cooperation, in rural infrastructure, agricultural research and to regenerative agricultural practices
extension services, technology development and plant and
2.5
livestock gene banks in order to enhance agricultural productive
capacity in developing countries, in particular least developed
countries

•>
450 million USD invested in social norms marketing programs and campaigns since 2016*
•9
8 social norms marketing campaigns launched since 2016
Strengthen the prevention and treatment of substance abuse, • 1 00% of eligible beer volume included a guidance label in 2021
3.5
including narcotic drug abuse and harmful use of alcohol
•2
7 markets implemented alcohol guidance labels in 2021
•6
.63% of our global beer volume is no- and low-alcohol beer
Smart Drinking ESG report
•8
2 NABLAB brands p. 12–20
Road Safety
• 1 18 countries utilizing the Management Practices for Safer Roads Toolkit trainings developed in
partnership with UNITAR
By 2020, halve the number of global deaths and injuries from road
3.6 • E xpanded partnership with Together for Safer Roads to improve the operation safety of small- to mid-
traffic accidents
size fleets
• 1 00+ Accelerator: implementing with Litro de Luz an installation of 60 solar-powered streetlights in La
Libertad, Jesus de Otoro and Marcala La Paz, Honduras, to reduce road traffic accidents
By 2030, ensure equal access for all women and men to affordable
4.3 and quality technical, vocational and tertiary education, including
university
By 2030, substantially increase the number of youth and adults
4.4 who have relevant skills, including technical and vocational skills,
for employment, decent jobs and entrepreneurship • Implement skills training programs for smallholder farmers, informal recycling collectors and small
By 2030, eliminate gender disparities in education and ensure retailers in our value chain, with a specific focus on engaging and empowering women
equal access to all levels of education and vocational training • P rovide training and tools to suppliers to measure and track decarbonization across their supply chains ESG report
4.5 Entrepreneurship
for the vulnerable, including persons with disabilities, indigenous through the Eclipse platform p. 44–46
peoples and children in vulnerable situations
• 1 00+ Accelerator: members of WeConnect International to support the training of women-owned
By 2030, ensure that all learners acquire the knowledge and skills
companies to upskill their businesses in both the Accelerator and our broader value chain
needed to promote sustainable development, including, among
others, through education for sustainable development and
4.7 sustainable lifestyles, human rights, gender equality, promotion
of a culture of peace and non-violence, global citizenship and
appreciation of cultural diversity and of culture’s contribution to
sustainable development
End all forms of discrimination against all women and girls •C
ontinue to hire, develop and promote women across our organization, with women making up 14% of
5.1
everywhere our top three leadership levels, 26% of our top five leadership levels, 34% of our salaried workforce and
21% of our overall workforce
Ensure women’s full and effective participation and equal
5.5 opportunities for leadership at all levels of decisionmaking in Sustainable Agriculture • L aunched individual D&I dashboards for all members of our Senior Leadership Team and colleagues in
political, economic and public life senior positions to track progress and ensure transparency on their own teams
Circular Packaging ESG report
•K
icked off the second cohort of our Women’s Leadership Program, investing in 50 women leaders
Entrepreneurship p. 31–37, 44–49
through an immersive, personalized program
Enhance the use of enabling technology, in particular information
Diversity & Inclusion •D
evelop partnerships and programs to empower women retailers, farmers, waste collectors and
5.b and communications technology, to promote the empowerment
of women suppliers across our value chain
• 1 00+ Accelerator: partner with One Young World to sponsor SDG 5 in the Lead2030 initiative; partner
with the Female Founders Alliance to increase our pipeline of women-founded start-ups and suppliers

By 2030, achieve universal and equitable access to safe and
6.1 • E ngage local stakeholders to identify and implement tailored solutions to improve water quality and
affordable drinking water for all
availability in our communities facing water stress: 100% of sites located in high-stress areas have
By 2030, achieve access to adequate and equitable sanitation and analyzed local water cchallenges, 83% of sites located in high-stress areas have started implementing
6.2 hygiene for all and end open defecation, paying special attention solutions, and 3 sites located in high-stress areas are measuring impact
to the needs of women and girls and those in vulnerable situations
•A
guas Firmes project in Mexico: supporting farmers on drip irrigation and conservation agriculture
By 2030, improve water quality by reducing pollution, eliminating
practices and implementing nature-based solutions
dumping and minimizing release of hazardous chemicals and
6.3
materials, halving the proportion of untreated wastewater and •A
munas project in Peru: focusing on improving water availability through the restoration of ancestral
substantially increasing recycling and safe reuse globally water channels and strengthening water management capacity of rural communities
By 2030, substantially increase water-use efficiency across • Identify and implement solutions to improve our operational water use efficiency through internal
all sectors and ensure sustainable withdrawals and supply of management system and innovation initiatives
6.4
freshwater to address water scarcity and substantially reduce the
number of people suffering from water scarcity • Achieved a water use efficiency ratio of 2.66 hl/hl, a 13.91% improvement since 2017 ESG report
Water Stewardship
p. 26–30
By 2030, implement integrated water resources management •C
ontinued partnership between Stella Artois and Water.org, helping provide 3.6 million people in the
6.5 at all levels, including through transboundary cooperation as developing world with access to safe water since 2015
appropriate
• P ublished guide with TNC called Measuring and Evaluating the Impact of Corporate Watershed Projects
By 2020, protect and restore water-related ecosystems, including to help practitioners develop robust measurement and evaluation plans for watershed projects
6.6
mountains, forests, wetlands, rivers, aquifers and lakes
• P ublished report with WWF called Waterways to Resilience, demonstrating how nature-based solutions
By 2030, expand international cooperation and capacity-building
can help address water challenges and support climate adaptation
support to developing countries in water- and sanitation-
6.A related activities and programmes, including water harvesting, • 1 00+ Accelerator: implementing dry, non-flush toilets that evaporate 90% of waste in Zambia with
desalination, water efficiency, wastewater treatment, recycling Change Water Labs and Live Clean Zambia; implementing nature-based solutions for sewage treatment
and reuse technologies into non-potable water in Bolivia with Ayala
Support and strengthen the participation of local communities in
6.b
improving water and sanitation management
By 2030, ensure universal access to affordable, reliable and •3

9.9% renewable electricity operational
7.1
modern energy services
•8
1.4% renewable electricity contracted
By 2030, increase substantially the share of renewable energy in •R
educed purchased energy by 4.7% since 2018
7.2
the global energy mix
•U
S operations achieved 100% renewable electricity
By 2030, double the global rate of improvement in energy •A

nnounced that we will be providing renewable electricity to retailers in Brazil and access to renewable ESG report
7.3 Climate
efficiency electricity options for retailers in Ireland p. 21–25
•A
nnounced launch of renewable thermal energy projects at Magor brewery (hydrogen) and Maputo
By 2030, expand infrastructure and upgrade technology for
brewery (solar)
supplying modern and sustainable energy services for all in
developing countries, in particular least developed countries, • 1 00+ Accelerator: implementing 114 kWp in flexible lightweight solar panels at our brewery in Wuhan,
7.b
small island developing States, and land-locked developing China, with Sunman; implementing our first solar thermal installation in Mozambique with Absolicon;
countries, in accordance with their respective programmes of partnering with Coca Cola and Vchiller to develop refrigerators with large emissions reductions
support

• E mployed 169,000 colleagues across our global operations
By 2030, achieve full and productive employment and decent
8.5 work for all women and men, including for young people and •C
onducted child labor research in our Brazil, Zambia and Uganda sourcing regions, and action plans are
persons with disabilities being developed based on the findings
•C
ontinued to develop human rights processes in our Brazilian logistics supply chain related to migrant
Take immediate and effective measures to eradicate forced workers
labor, end modern slavery and human trafficking and secure
8.7 the prohibition and elimination of the worst forms of child labor, •R
educed the number of LTIs to 283 (2019: 568) ESG report
including recruitment and use of child soldiers, and by 2025 end p. 38–43
•W
orked in high-risk areas to reduce the risk of violent assault by focusing on efforts like going cashless
child labor in all its forms
in our Tier 2 distribution channels, actively monitoring all vehicles in high-risk areas and implementing a
violence prevention toolkit
Protect labor rights and promote safe and secure working
8.8 environments for all workers, including migrant workers, in •C
ontinued to explore the use of technology to further embed and support a culture of safety by
particular women migrants, and those in precarious employment piloting AI safety monitoring to detect certain safety behaviors in our operations, scaling forklift-
pedestrian collision prevention technologies and trialing fatigue detection in trucks
By 2030, upgrade infrastructure and retrofit industries to make
them sustainable, with increased resource-use efficiency
9.4 and greater adoption of clean and environmentally sound .13 kg CO2e/hl Scopes 1 and 2 GHG emissions per hectoliter of production
•5
technologies and industrial processes, with all countries taking
action in accordance with their respective capabilities • 51.21 kg CO2e/hl Scopes 1, 2 and 3 GHG emissions per hectoliter of production
ESG report
Enhance scientific research, upgrade the technological Climate • 100+ Accelerator: implementing advanced wastewater treatment for enhanced water reuse with
p. 21–25
capabilities of industrial sectors in all countries, in particular Cambrian Innovations at Houston brewery; refurbishing EV batteries into onsite renewable storage
developing countries, including, by 2030, encouraging innovation systems at Foshan and Suqian
9.5
and substantially increasing the number of research and
development workers per 1 million people and public and private
research and development spending
By 2030, empower and promote the social, economic and political
•D
eveloped a human rights risk map through our newly formed Human Rights Steering Committee,
10.2 inclusion of all, irrespective of age, sex, disability, race, ethnicity,
which provides an assessment of the possible issues present in our operations and value chain
origin, religion or economic or other status Ethics & Transparency ESG report
Ensure equal opportunity and reduce inequalities of outcome, •C
onducted living income research in Uganda smallholder supply chain to inform program initiatives
Diversity & Inclusion p. 38–43, 47–49
including by eliminating discriminatory laws, policies and • T rained over 9,800 colleagues in bias breaking for online performance review and trained 2,475 leaders
10.3
practices and promoting appropriate legislation, policies and in psychological safety
action in this regard
By 2030, significantly reduce the number of deaths and the • P rovided support through disaster response measures in 11 countries-
number of people affected and substantially decrease the direct
11.5 economic losses relative to global gross domestic product • Provided 2.3 million liters of emergency drinking water
Climate
caused by disasters, including water-related disasters, with a •R
ecycled 99.29% of the waste generated in our beverage production processes in 2021 ESG report
focus on protecting the poor and people in vulnerable situations Waste Management*
p. 21–25, 62, 68
• 1 4% of our total beverage facilities are recycling 100% of generated waste, considered zero waste
By 2030, reduce the adverse per capita environmental impact Disaster Response
generation
11.6 of cities, including by paying special attention to air quality and
municipal and other waste management • 69% of our beverage production facilities are reaching more than 99% recycling rates
*Waste Management: percentage of recycling is the ratio between the volume of byproducts and waste recycled into secondary materials versus
the total production volume of byproducts and waste in a certain period per unit.

•3
6.4% volume in returnable packaging
By 2030, achieve the sustainable management and efficient use of
12.2
natural resources •5
5.6% recycled content in cans
•4
3.8% recycled content in glass
By 2030, substantially reduce waste generation through
12.5 •2
0.0% recycled content in PET
prevention, reduction, recycling and reuse
Climate •9
9.8% of all our packaging materials are recyclable
Encourage companies, especially large and transnational ESG report
Circular Packaging • >46,000 metric tons of packaging reduced since 2018 p. 21–25, 35–37
12.6 companies, to adopt sustainable practices and to integrate
sustainability information into their reporting cycle • P rovide training and tools to suppliers to measure and track decarbonization across their supply chains
through the Eclipse platform
Support developing countries to strengthen their scientific • 1 00+ Accelerator: building a plant in Dar al Saalam, Tanzania, with Chanzi to convert 600MT/month
12.a and technological capacity to move towards more sustainable of brewery waste into 30MT of high protein, low-cost feed for poultry and aquaculture and 60 MT of
patterns of consumption and production fertilizer; testing algae production on water treatment plants to produce low-cost plant-based protein
with Arborea
• Launched our new ambition to achieve net zero by 2040
• Set science-based target in line with 1.5 C
Strengthen resilience and adaptive capacity to climate-related • Reduced Scopes 1 and 2 GHG emissions 28.63% vs. 2017 baseline
13.1
hazards and natural disasters in all countries • Reduced Scopes 1, 2 and 3 GHG emissions 13.58% vs. 2017 baseline
Climate •D
eveloped the Eclipse platform to provide education and training support to suppliers to implement
emission reduction initiatives and work on collaborative innovations ESG report
Sustainable Agriculture
p. 21–25, 31–37
Circular Packaging • Announced the lease of 200 electric trucks in Colombia
•R
eceived an A- rating for CDP Climate disclosure
Improve education, awareness-raising and human and
13.3 institutional capacity on climate change mitigation, adaptation, •A
nnounced 3 carbon-neutral facilities, 2 in Brazil (Ponta Grossa and Passo Fundo) and 1 in China (Wuhan)
impact reduction and early warning
•C
ontinued investing in barley variety research on our Fort Collins facility
•7
4% of our direct farmers Skilled
•O
ur global brand Corona continued to invest in plastic waste mitigation activities across markets,
By 2025, prevent and significantly reduce marine pollution of all including beach cleanups, to achieve a net zero plastic footprint
ESG report
14.1 kinds, in particular from land-based activities, including marine Circular Packaging • 1 00+ Accelerator: piloting stretch wrap that fully dissolves in water with Solutum; implementing trade p. 35–37
debris and nutrient pollution marketing materials made from recovered ocean plastic with Atando Cabos; testing new bio-based,
biodegradable packaging made from spent grain with MiTerro

By 2020, ensure the conservation, restoration and sustainable use
of terrestrial and inland freshwater ecosystems and their services, • P ublished report with WWF entitled Waterways to Resilience: Nature-based Solutions for Adaptation in
15.1
in particular forests, wetlands, mountains and drylands, in line with Africa
obligations under international agreements
• Partner with The Nature Conservancy to develop and implement a framework for soil health in our direct
By 2030, combat desertification, restore degraded land and soil, Water Stewardship sourcing regions ESG report
15.3 including land affected by desertification, drought and floods,
Sustainable Agriculture • Developed partnership with WWF and other stakeholders in South Africa to conduct clearing of invasive p. 26–34
and strive to achieve a land degradation-neutral world
plant species to increase water availability and protect the watershed and biodiversity in the hops
By 2020, introduce measures to prevent the introduction and growing region of George, South Africa
significantly reduce the impact of invasive alien species on land
15.8
and water ecosystems and control or eradicate the priority
species
• Launched new online trainings for colleagues covering anti-corruption and anti-money laundering
ESG report
16.5 Substantially reduce corruption and bribery in all their forms Ethics & Transparency •U
tilize our compliance data analytics platform BrewRIGHT to aggregate, standardize and visualize p. 38–43
company systems to identify, detect and prevent fraud and corruption within our operations
• Engage in industry associations and groups and multilateral organizations such as:
Enhance the global partnership for sustainable development, Smart Drinking
complemented by multi-stakeholder partnerships that mobilize - UNGC CFO Taskforce
and share knowledge, expertise, technology and financial Climate
17.16 - UNGC Water Resilience Coalition
resources, to support the achievement of the sustainable
development goals in all countries, in particular developing Water Stewardship
- UNITAR
countries Sustainable Agriculture
- Together for Safer Roads ESG report
Circular Packaging p. 12–49
- World Economic Forum
Encourage and promote effective public, public-private and civil • L aunched partnership with Unilever, The Coca-Cola Company and Colgate-Palmolive to pilot, share
17.17 society partnerships, building on the experience and resourcing Entrepreneurship learning and scale sustainable start-ups through the 100+ Accelerator
strategies of partnerships
Diversity & Inclusion •D
eveloped the Eclipse platform to provide education and training support to suppliers to implement
emission reduction initiatives and work on collaborative innovations
For more information on our 100+

Accelerator pilots >

UN Global Compact index

GRI: 102-12
We are committed to the UN Global Compact and its Ten Principles for responsible business and the SDGs. Below is a reference for where more information
can be found in relation to each principle.
Topic UN Global Compact Principle Reference
Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights ESG report p. 40–42
Human Rights
Principle 2: Businesses should make sure that they are not complicit in human rights abuses ESG report p. 40–42
Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining ESG report p. 40–42
Principle 4: Businesses should uphold the elimination of all forms of forced and compulsory labour ESG report p. 40–42
Labor
Principle 5: Businesses should uphold the effective abolition of child labor ESG report p. 40–42
Principle 6: Businesses should uphold the elimination of discrimination in respect of employment and occupation ESG report p. 40–42, 47–49
Principle 7: Businesses should support a precautionary approach to environmental challenges ESG report p. 21–37, 70, 85–89
Environment Principle 8: Businesses should undertake initiatives to promote greater environmental responsibility ESG report p. 21–37, 70
Principle 9: Businesses should encourage the development and diffusion of environmentally friendly technologies ESG report p. 21–37
Anti-Corruption Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery ESG report p. 38–39

TCFD
Governance Scope 3 categories included in our ambition to
achieve net zero:
the use of alternative fuel vehicles, the latter of
which we have piloted across all our zones.
GRI: 102-15
Please refer to Our ESG Governance Framework on • Purchased goods and services Through the strategic plan of our 2025 Climate
Understanding the potential climate-related risks page 51 of this report.
• Upstream transportation Action Goal, we estimate that we will eliminate
and opportunities for our business and value chain
over five million tons of CO2e across our value
informs our long-term strategy. We believe this Strategy • Emissions from fuel use not included in Scopes
chain (Scopes 1, 2, and 3) by 2025 from a 2017
enables us to innovate, create shared value for our 1 and 2
In March 2018, we set our 2025 Sustainability baseline.
company and our stakeholders and engage our • Downstream transportation
consumers and future talent on the issues that Goals, which aim for holistic environmental and
matter to them. social impact in the areas most material to our • Use of sold products (product cooling) Climate-related risks and
value chain: Smart Agriculture, Water Stewardship, • End of product life impact
Task Force on Climate-related Circular Packaging and Climate Action. Through • Waste We evaluate transition and physical risks
Financial Disclosures our Climate Action Goal, we are building climate
resilience by committing to transition our global
In 2021, about 4.5% of our emissions, or around linked to climate change in line with TCFD
1.4 million tons CO2e, came from electricity recommendations. Risks associated to our
As we seek to transition to a more sustainable, low- operations to 100% renewable electricity and
consumption in our own operations. We are organization are related to both our direct
carbon economy, we have examined our business reduce our GHG emissions by 25% across our
committed to reducing 100% of these emissions operations and supply chain, and range from
using the recommendations of the Task Force on value chain.
by adopting 100% renewable electricity by 2025. the impact of carbon pricing in the geographies
Climate-related Financial Disclosures (TCFD) to In 2018, following the Intergovernmental Panel Our strategy to reach this goal is based on adding where we operate, to risks associated with climate
assess and communicate risks and opportunities on Climate Change recommendation, we additional renewable capacity to the grids of the pattern changes, to water scarcity and extreme
related to climate change. Our analysis assesses committed to reducing absolute Scopes 1 and countries where we operate, taking a market- weather events across our value chain. We also
different climate risk scenarios to identify related 2 GHG emissions by 35% by 2025 from a 2017 by-market approach to identify solutions for consider the risks related to market changes and
actions, metrics and targets over various time base year, in line with the pathway to keep global each individual grid. As members of the global consumer expectation as well as the impact these
horizons. warming to 1.5 degrees Celsius. Furthermore, corporate renewable energy initiative RE100, we could have on our reputation as a company.
We have assessed the potential risks and we committed to increasing annual sourcing of follow the initiative’s guidelines with our renewable We considered two scenarios in our analysis,
opportunities to our business and reputation that renewable electricity from 7% in 2016 to 100% by electricity sources coming from solar, wind, using the recommended Intergovernmental
may come from changes in policy and law, new 2025. We also committed to reducing emissions biomass, biogas, geothermal and water. We also Panel on Climate Change (IPCC) Representative
technology, evolving consumer sentiment and across the value chain (Scopes 1, 2 and 3) by 25% follow RE100 guidelines on energy generation, Concentration Pathways (RCP): (1) a sustainable
market conditions, as well as acute and chronic per beverage by 2025, from a 2017 base year. We leveraging self-generated energy through either future in which global warming is limited to well
physical risks. Further, we have undertaken an included over 87% of our total Scope 3 emissions on-site installations or off-site PPAs. under 2 degrees Celsius above pre-industrial
analysis of our barley sourcing to assess the in our science-based target, putting us well over
Logistics, including upstream and downstream levels (RCP 2.6: representing rapid alignment
possible impacts of climate change as well as the two-thirds inclusion threshold that is required
distribution, represented around 9.4% of our with the Paris Agreement) and (2) an extreme
to identify areas of high production potential. by the Science Based Targets initiative.
global GHG emissions in 2021. These emissions global warming scenario in which global warming
We have used a multipronged approach for In December 2021, we announced our ambition to come from the burning of petrol, diesel and reaches 4 degrees Celsius (RCP 8.5: representing
our analysis, engaging with academia, NGOs, achieve net zero across our value chain by 2040. other fuels in all forms of transportation, a failure of policy makers to implement the Paris
government institutions and industry alliances to With this ambition, we aim to reduce absolute including trucks, ships and trains. As a part of Agreement).
understand climate patterns and evaluate future GHG emissions, and our strategy centers on our commitment to reduce our GHG emissions Our assessment shows that all scenarios analyzed
risk. reducing Scope 1 and 2 emissions and categories by 25% per hectoliter across our value chain present financial risks related to both transition
within Scope 3 emissions that have the most by 2025 from a 2017 base year, we are reducing and physical risks. The most significant impacts
material impact. This includes well over 90% of our our emissions from logistics and transportation are reflected in our agricultural supply chain and in
through initiatives such as route optimization and selected physical risks related to water availability,
which are described in the findings below.

Explanation of the
methodology used
Our scenario analysis is based on a methodology
that seeks to identify and measure climate-related
risks and opportunities using a 4-step process:
1. Set time horizon:
In order to evaluate risks and opportunities, we set
a time horizon as follows: Set time horizon Identify, rate and rank Develop relevant scenarios Identify and monitor warning
a. Short term: 1–5 years driving forces signals and strategize
b. Medium term: 5–10 years
c. Long term: 10+ years
Physical risks are assumed to be the same over the
short and medium term. In the long term, physical
risks are different in each scenario analyzed, as the
likelihood of extreme weather events increases
as temperature patterns increase. These risks are
difficult to assess beyond 10 years. 3. Develop relevant scenarios:
Reduction of packaging materials:
Scenario analysis outcomes
2. Identify, rate and rank driving forces:
Relevant Scenarios: The risks and opportunities
2018 - 2021 (in tons) and our related response
described above were considered under two
Following the recommendations of the framework, scenarios, taking into account the implications IPCC Representative Concentration Pathways The following tables summarize the outcomes
1,300
we evaluated risks associated to: over the long, medium and short term (defined 1,200
RCP8.5 of our analysis. In the Sustainable Development
a. Policy: the environmental policies and regulatory above). These two scenarios were built by the 1,100 scenario (Scenario 1), there are anticipated risks
CO2- equivalent (ppm)

considerations where our organization operates IPCC and take into consideration other analyses 1000
associated with new public policies, changing
900
and the implications on our direct and indirect from groups such as the World Resources Institute 800
consumer preferences and market disruptions,
supply chain (WRI) and the International Energy Agency (IEA). 700 RCP6.0 though physical risks are assumed to be lower
600
RCP4.5 in this scenario. Under the Business-as-Usual
b. T echnology: risks and opportunities associated Scenario 1: Sustainable Development 500
scenario (Scenario 2), policy risks to the business
to product development, manufacturing and 400 RCP4.5
Representative Concentration Pathways (RCP) 2.6 300 are assumed to be limited in the short and
production
Sustainable Development Scenario (SDS) 2000 2020 2040 2060 2080 2100 medium term, though water scarcity and the
c. Market changes: societal changes related likelihood of extreme weather events in this
Peak in radiative forcing before 2100
to consumer preferences and shifts in scenario could increase physical risks in the
(490 ppm CO2) and then decline (2.6 W/m2). Coupled with SSP5: Rapid technology for fossil
demographics and lifestyle choices long term. In both scenarios, we provide a high-
Coupled with SSP1: Rapid technology change, fuels, high energy demand, high economic
d. Reputation: changing consumer or community high environmental awareness, low energy, high level overview of our responses. While the two
growth, low population growth.
preferences related to how the company economic growth and low population growth. scenarios provide divergent potential futures, we
responds to climate impact 4. Identify and monitor warning signals and believe that our current strategy will enable us
Scenario 2: Business-as-Usual strategize: to address the potential risks and opportunities
e. Ecological: risks associated to both chronic
and acute physical risks, including extreme RCP 8.5 Business as Usual (BAU) – Fossil Fuel Based The outcome of this analysis has informed our presented under each scenario.
weather events and/or water scarcity in both Rising radiative forces leading to 8.5 W/m2 or 1370 climate strategy as described in this report
our operations and supply chain ppm CO2 by 2100. (pages 21–25).

Identified Risks by Scenario and Our Response

Type of Risk Category Sustainable Development Scenario Business-as-Usual Our Response
Policy High Low Our local operations in every country in which we operate evaluate relevant regulatory risks
and opportunities. This informs strategic decisions on investments and plans related to
In this scenario, climate regulations In this scenario, climate regulations are not carbon pricing.
and compliance costs are expected expected to change significantly. No significant
to accelerate after 2025. Although no impact is identified for the business as major As part of our 2025 Climate Action Goal, we have set a science-based target to reduce our
significant impact is identified for the markets are not projected to release significantly GHG emissions by 25% per beverage across our value chain by 2025 from a 2017 base year
business in the short term, we are exposed more stringent regulations in this scenario. and to reduce our absolute Scope 1 and 2 emissions by 35% in the same timeframe. We
to the implications of fuel and energy believe this goal, coupled with our ambition to achieve net zero, can help mitigate the impact
taxes on our purchased energy in the of potential upcoming regulations by reducing our direct emissions. Reducing our direct
medium to long term. emissions will mitigate the impact on emerging regulation. Since 2017 we have reduced our
absolute Scope 1 and 2 emissions by over 28%, putting us well ahead of our 2025 goal.
Technology Low Low We are continuously looking for opportunities to improve thermal efficiency and to switch to
fuels from more sustainable sources. We have identified technologies in these areas to help
For our total energy needs, 75% comes There is no anticipated impact on current lower our operational emissions as we implement them in our facilities as part of our ambition
from thermal energy. In this scenario, technology, as countries will continue business to achieve net zero by 2040 (for more information, see “Our Ambition to Achieve Net Zero”).
adoption of low-carbon technology is as usual with no increased pressure on markets, In addition to this, we also continue to work on improving our energy efficiency with the
accelerated to respond to consumer consumer demand or changing regulations.
Transition Risks preferences, market pressure and Therefore, no major risks have been identified.
opportunity to reduce operating costs. We continue to innovate and partner through our 100+
Accelerator and Eclipse supplier platform to identify and implement technologies that will
changing regulations. help us solve existing and future challenges.
Market Unknown Low We continue to invest in our brands so that they are well positioned to meet changing
consumer needs.
Consumer behavior is changing and Consumer behavior is changing and demand
demand for purpose-driven products is for purpose-driven products is increasing. In this
increasing, with preferences for products scenario, this trend is not expected to accelerate in
with lower emission impact. This is difficult the medium to long term.
to measure or model.
Reputation Medium Low In this scenario, we would continue delivering on our 2025 Climate Action Goal. In the
last 4 years, we have reduced emissions in our operations by over 28% and have reduced
As consumer demands for more In a business-as-usual scenario, countries are not our emissions across Scopes 1, 2 and 3 by more than 13% per hectoliter. Although risk to
sustainable products increase and expected to align to the Paris Accord. However, reputation is difficult to measure, having a long-term ambition underpinned by short-term
regulations become more stringent, in this scenario, we would continue delivering on action helps strengthen our reputation with global and local stakeholders.
reputation risk is expected to increase, our 2025 Climate Action Goal ahead of market
though it is difficult to quantify. expectations.

Type of Risk Category Sustainable Development Scenario Business-as-Usual Our Response
Acute Medium High We depend on a reliable, quality supply of agricultural crops to create our products.
The company employs crop research and agronomy teams and invests in agricultural
Direct Operations: In this scenario, there Direct Operations: A business-as-usual scenario technologies to manage raw materials costs and minimize disruptions. Across ABI’s sourcing
is potentially a reduced risk of extreme increases exposure to risks associated with regions we work to develop higher yielding, higher quality brewing crop varieties that are also
weather events in the long term. Severe extreme weather events. Nevertheless, the resource efficient, disease resistant, and resilient to climate stressors such as drought. For
weather could potentially impact assets, certainty of these events is difficult to measure. barley in particular, we support farmers on their crop production practices with analytics and
increasing the cost of capital. As we Severe weather could potentially impact assets insights to improve crop management decisions from season to season.
continue to grow, we will assess the and supply chains in several countries around the
physical risk associated with both existing world where there is a higher risk of occurrence
and new operating regions. of extreme weather events as temperatures rise
above 2 degrees.
Supply Chain: As the planet warms, there
is a higher likelihood of yield declines Supply Chain: No significant impact is expected
for several crops in certain geographies to the business in the short term. In the medium to
where we operate. Our product is one long term, there is a potential risk of significant raw
that is highly dependent on natural material pressures due to yield decreases in crops
environment, and while we do not foresee such as barley, rice and maize in certain regions.
Physical Risks an immediate impact in the short term, While we do not foresee an immediate impact in
risks due to extreme weather events could the short term, such risks could potentially impact
potentially impact and disrupt agricultural and disrupt agricultural supply chains in the
supply chains in the medium to long medium to long term, resulting in increased cost
term, resulting in increased costs on our and complexity in the supply chain.
materials.
Chronic Medium High Our local operations undertake detailed analysis in every country in which we operate in
order to evaluate relevant regulatory risks and opportunities. This informs strategic decisions
Risk of water availability is predicted to be Risk of water availability over the next decade on investments and plans related to carbon pricing.
lessened in this scenario. Nevertheless, is expected to increase according to the World
water supply risk over the next decade Resources Institute (WRI) and will exacerbate risk in As part of our 2025 Climate Action Goal, we have set a science-based target to reduce our
can be expected to manifest in particular a business-as-usual scenario. GHG emissions by 25% per beverage across our value chain by 2025 from a 2017 base year
regions where we operate. and to reduce our absolute Scope 1 and 2 emissions by 35% in the same timeframe. We
believe this goal, coupled with our ambition to achieve net zero, can help mitigate the impact
of potential upcoming regulations by reducing our direct emissions. Reducing our direct
emissions will mitigate the impact on emerging regulation. Since 2017 we have reduced our
absolute Scope 1 and 2 emissions by over 28% putting us well ahead of our 2025 goal.
We recognize the importance of continuing to analyze potential climate-related impacts and to further integrate the results of these analyses into decision-making processes as our company evolves and climate-
related science progresses. As the world’s leading brewer, we are dedicated to working toward a lower carbon economy through our 2025 Sustainability Goals as pioneers in sustainable brewing. We continue to
refine our analysis and response as our understanding of potential future climate risks and opportunities evolves.

Metrics and Targets

Our 2025 Climate Action Goal
Metric 2025 2021 2020 2019 2018 2017 Ⓐ Assured Metric

Goal (baseline) (please refer to External Assurance Report on page 94)
Total direct and indirect GHG emissions 4.02 4.41Ⓐ 4.71Ⓐ 5.36Ⓐ 6.03Ⓐ 6.18Ⓐ • Our goals and data as included in the table on GHG
(Scopes 1 and 2 in million metric tons emissions per hectoliter of production pertain to our
CO2e) beverage facilities only and do not encompass our vertical
operations such as malt plants and packaging facilities.
Total direct and indirect GHG emissions N/A 30.94Ⓐ 28.37Ⓐ 31.8Ⓐ 31.21 32.35
(Scopes 1, 2 and 3 in million metric tons • Total direct and indirect GHG emissions data encompass
of CO2 e) beverage facilities and most vertical operations, including
malt plants and packaging facilities.
Scope 1 and 2 GHG emissions per 4.77 5.13Ⓐ 6.50Ⓐ 6.92Ⓐ 8.04Ⓐ 8.55Ⓐ
hectoliter of production (in kg CO2 e/hl) • For additional information regarding the KPIs scope please
refer to the Report scope section on page 93.
Scopes 1, 2 and 3 GHG emissions per 44.5 51.21Ⓐ 53.13Ⓐ 55.3Ⓐ 57.0 59.4
hectoliter of production (in kg CO2 e/hl) • Scope 1 accounts for 67.7% of our operational emissions
and includes CO2 equivalent (CO2e) from fuel used in our
Scope 3 GHG emissions per hectoliter of 39.7 43.91Ⓐ 46.63 48.38 48.96 50.85
manufacturing processes and in cogeneration plants that
production (in kgCO2e/hl)
generate on-site electricity. Scope 2 accounts for about
% Renewable electricity (contracted)* 100% 81.4%Ⓐ 70.6%Ⓐ 61.3% 50% -- 32.3% and represents emissions from purchased electricity.
• Scope 3 emissions constitute estimates based on a mix
of supplier-based numbers, global emission factors and
For more information: assumptions for purchased goods and services, upstream
and downstream distribution, product cooling (including
on and off premise but excluding at-home cooling) and
Our ambition to achieve net zero>
end of product life. Around 50% of emissions are calculated
with own data or data reported by suppliers through the
CDP. We currently use a hybrid approach to measure
Science Based Targets Companies Scope 3 data, leveraging a mix of supplier reported data
Taking Action > and industry available data. We expect that our ambition to
achieve net zero and the supporting data may be revised as
measurement standards, modeling methodology and the
level of data granularity improve over time.
* Renewable electricity is reported by two metrics:
operational electricity and contracted electricity. Our
primary strategy is to help fund new build renewable
electricity projects, and as these can take time to build,
we believe it is important to report both metrics. The
contracted electricity metric tracks the commitments we
have already made to our 100% renewable electricity goal,
while our operational electricity measures our actual annual
realization.

WEF Stakeholder Capitalism Metrics

This index references the WEF Stakeholder Capitalism Core Metrics where they may align with our disclosures.
Theme Core Metric Reference

Governing Purpose Setting purpose Annual report p. 8–9
Board composition Our Board
Quality of Governing Body Corporate Governance Statement of the
Annual Report
Stakeholder Engagement Impact of material issues on stakeholder ESG report p. 56-58
Anti-corruption ESG report p. 38–39
Global Anti-Corruption Policy
Ethical Behavior
Protected ethics advice and reporting ESG report p. 38–39
mechanisms
Global Whistleblower Policy
Integrating risk and opportunity into ESG report p.85-89
Risk and Opportunity Oversight
business process
Greenhouse gas (GHG) emissions ESG report p. 21–25, 61, 70
Climate Change
TCFD-implementation ESG report p. 85–89
Nature Loss Land use and ecological sensitivity ESG report p. 26–34, 66
Water consumption and withdrawal in ESG report p. 26–30, 60, 70
Fresh Water Availability
water-stressed areas
Diversity and inclusion ESG report p. 47–49, 55
Pay equality ESG report p. 49
Wage level Corporate Governance Statement of the
Dignity and Equality
Annual Report
Risk for incidents of child, forced or ESG report p. 40–42
compulsory labor
lobal Human Rights Policy
G
Health and Well-being Health and safety ESG report p. 42–43
Skills for the Future Training provided ESG report p. 63-67
Number and rate of employment ESG report p. 67
Economic contribution ESG report p. 7
Wealth Creation and Employment
Financial investment contribution Consolidated financial statements of the
Annual Report
Innovation in Better Products and R&D spend Management report of the Annual Report
Services
Community investment ESG report p. 7
Community and Social Vitality
Total tax paid Management report of the Annual Report

EU Taxonomy
Overview of the EU Taxonomy Initial application of the EU 1) electricity generation from renewable resources, Current other activities and
Regulation Taxonomy Regulation 2) production/co-generation of heat/cool and
power from renewable resources,
outlook on our potential for
This section contains the EU Taxonomy disclosures The amounts used for the calculation of the 3) construction, extension and renewal of water/
Taxonomy-eligibility going
required by Article 8 of Regulation 2020/852 turnover, CapEx and OpEx ratios are based on wastewater facilities, forward
(the EU Taxonomy Regulation). Article 9 of the EU the reported data in the consolidated financial
4) installation, maintenance and repair of It is important to note that “non-eligibility” under
Taxonomy Regulation identifies the following six statements included in the 2021 Annual Report to
equipment, devices and technologies improving the EU Taxonomy Regulation refers to the fact
environmental objectives: which this report is an annex.
energy efficiency, and that the activities at present remain outside of
a) climate change mitigation, We have concluded that our core economic the scope of the economic activities for which
5) leasing of low-/zero-emission vehicles.
b) climate change adaption, activities related to producing and selling beer technical screening criteria have been developed
are not covered by the Climate Delegated Act As these activities are not tied directly to our
c) the sustainable use and protection of water under the Delegated Regulations. As such, it is
and consequently are at present not considered core revenue-generating activities, our current
and marine resources, relevant to clarify that turnover, CapEx and OpEx
Taxonomy-eligible. As none of our revenue- Taxonomy-eligible CapEx and OpEx ratios are
currently considered non-eligible under the EU
d) the transition to a circular economy, generating activities are described currently in the by year-end 2021 approximately 1%1 and 2%2
Taxonomy Regulation should not be interpreted
e) pollution prevention and control, Climate Delegated Regulations, our EU Taxonomy- respectively.
as an indication of our performance in pursuing
eligible turnover for 2021 is zero. If and when the or having attained our sustainability objectives.
f) the protection and restoration of biodiversity
specific economic activity "manufacturing of Additionally, we would expect these KPIs to
and ecosystems.
food products and beverages" is added to the increase as the four remaining environmental
The EU has published a catalog of economic future Delegated Regulations, we expect our KPI objectives are added to the Delegated
activities that can be considered for the first for Taxonomy-eligible turnover to increase. Regulations and additional activities are included
two environmental objectives: climate change
Further, we identified Taxonomy-eligible CapEx in the criteria for all environmental objectives.
mitigation and climate change adaptation (the
and OpEx in the following types of activities: We continue to explore ways to reduce our
Climate Delegated Regulations). The sectors
currently covered include energy, selected emissions through our commercial strategy and
manufacturing activities, transport and buildings. invest in the decarbonization of our operations
and value chain as part of our 2025 Climate
For reporting in 2021, only the proportion of
Action Goal and our ambition to achieve
Taxonomy-eligible economic activities in turnover,
net zero by 2040. We will continue to assess
capital expenditure (CapEx) and operating
our Taxonomy-eligible and aligned activities
expenditure (OpEx) are required to be disclosed.
considering the evolving legal framework of the
Taxonomy-alignment will be determined and
EU Taxonomy Regulation and to further integrate
disclosed in subsequent reporting years.
the requirements of the EU Taxonomy framework
in our business model and reporting policies and
procedures.
1. CapEx KPI is defined as Taxonomy-eligible CapEx (numerator) divided by our total CapEx (denominator). Total CapEx includes additions to property, plant and equipment, intangible assets (excluding Goodwill), and
right-of-use assets, including additions resulting from business combinations. Our total CapEx can be reconciled to notes 13 and 15 of our consolidated financial statements.
2. OpEx KPI is defined as Taxonomy-eligible OpEx (numerator) divided by our total OpEx (denominator). Total OpEx consists of direct non-capitalised costs that relate to research and development, building
renovation measures, short-term lease and maintenance and repair.

Report scope
GRI: 102-46, 102-48, 102-49, 102-54
This report provides information about the progress toward our 2025 Sustainability Goals
and Global Smart Drinking Goals and covers relevant and significant environmental, social
and governance topics for the 2021 calendar year, complementing our 2021 Annual Report.
Our 2021 Environmental, Social & Governance and the GRI and the SASB indices are included in End of year incident data in this report is captured mix, unusual products or production processes—
Report is an annex to the 2021 Annual Report that the ESG Index and Reporting Frameworks section in mid-January of the following year and validated are excluded from the reporting scope. The
serves as our non-financial reporting on corporate starting on page 71. based on information from that point in time. potential impact of the 74 SOPs facilities
social responsibility matters in accordance with Our 2025 Sustainability Goals and overall Injuries may develop and change status based on accounted for in 2021 is estimated to be 2.2% of
article 3:6, §4 and 3:32, §2 of the Belgian Code of sustainability agenda align with several of the further medical diagnosis, treatment and incident the total Scope 1 and 2 emissions. The following
Companies and Associations, which implement UN SDGs established by the United Nations in management. This is a consistent practice to assumptions are applied for the calculation of this
Directive 2014/95/EU of 22 October 2014 2015. Activities throughout our operations and enable accurate year-over-year data comparison percentage: 1) country average of Scope 1 and 2
amending Directive 2013/34/EU. supply chain are aligned to the metrics that are of a single point in time. Subsequent changes emissions per hl is applied, 2) average production
Alongside our environmental sustainability and considered the most material to our business to the injury classification in the years following volume per country is applied, 3) for experimental
Smart Drinking initiatives, information on our the reporting year are not taken into account centers, the tons of CO2 applied are the same as
and critical to our stakeholders. We are focused
eight strategic ESG priorities—Smart Drinking for current year’s reporting purposes nor in the the ones for small facilities, and 4) for the SOPs
on areas where we can make the most significant
& Moderation, Climate, Water Stewardship, comparative data of prior years. verticalized operations, emissions averages from
positive impact.
Sustainable Agriculture, Circular Packaging, Ethics Global goals on water, energy purchased and larger existing sites apply.
The data and stories presented in this report
& Transparency, Entrepreneurship and Diversity GHG emissions presented in this report, as well For 2021, renewable electricity is reported by two
were gathered and verified with the assistance
& Inclusion— can be found on pages 12–49 of as KPIs such as energy usage, include AB InBev’s metrics: operational electricity and contracted
of content owners across all functions and
this report. Additional information on topics wholly owned, which includes both our beverage electricity. Our primary strategy is to help fund
geographic zones.
such as employee engagement, product quality, and vertical operations unless stated otherwise new build renewable electricity projects, and
volunteering and disaster response are included AB InBev has established processes for accurate in text or footnotes. Energy usage and purchased as these can take time to build, we believe it is
in the ESG index of this report (pages 60–69). and consistent reporting of Smart Drinking, 2025 excludes the energy exported to third parties important to report both metrics. The contracted
These sections are intended to provide updates Sustainability Goals and safety performance data, and certain projects under construction. The electricity metric tracks the commitments
to stakeholders, including investors, colleagues, as well as key performance indicators (KPIs). In excluded energy use and purchase does not we have already made to our 100% renewable
governments, NGOs, customers and consumers in the Assurance Report of the Independent Auditor reflect the amount of energy used in our beer electricity goal, while our operational electricity
countries where we operate. (page 94) and in key places throughout the report brewing processes. For our beverage and vertical measures our actual annual realization.
(pages 42 and 70), we we have identified which operations, including malting and packaging
AB InBev prepared the 2021 AB InBev ESG Report For recycled content calculation, a weighted
metrics have been externally assured by KPMG. facilities, we use our operations management
(these chapters and website) using the Global average of recycled content is calculated
Reporting Initiative’s (GRI) Standards and the Environmental data from newly acquired system VPO. The key performance indicators based on purchases for each supplier and
Sustainability Accounting Standards Board (SASB) operations are excluded from the running cycle. energy usage, water usage and Scope 1 and 2 recycled content in the material. Our packaging
Standards as guides. To help determine the These facilities will be included in future reporting. emissions per hectoliter of production (in kg goal applies to our primary packaging which
content developed, a materiality assessment was Safety data is immediately tracked and monitored CO2 /hl) exclude vertical operations. This data is represents more than 83% of our total packaging
conducted, which helped identify the key issues for all sites and included unless otherwise stated reported annually to CDP. Specific data tables volume by weight globally, though our work in
that are of most importance to our stakeholders in text or footnotes. For all environmental and contain footnotes for additional data. Special circularity extends to secondary packaging
and our company. Our materiality assessment safety data, divestitures and closures are removed Operations are operations that fulfill one or more and post-consumer waste. For packaging
may be found in the Governance and Stakeholder from the scope for the reporting year, but prior criteria including, but not limited to: reduced that is not returnable—namely one-way glass
Engagement section of this report on page 56, years are not adjusted. volume, low number of FTEs, complexity of brand bottles, aluminum cans and PET bottles—we

are committed to reaching a minimum of 50% For Scope 1 and 2 emissions calculation, the This report contains forward-looking statements
recycled content. Data on recycled content facilities in scope described above are included. regarding estimations into the future. These
percentage is provided by suppliers and tracked Scope 3 emissions, which account for information generally include words and/or phrases such
on a regular basis. Packaging purchases are beyond our operations and that impact our supply as “will likely result,” “aims to,” “will continue,”
derived from AB InBev’s owned procurement chain, are estimated values based on a mix of own “is anticipated,” “it is estimated,” “anticipate,”
system. In 2019 we started with suppliers’ audits to and third-party data. Total percentage of Scope “estimate,” “project,” “result,” “is predicted,”
further assess reliability of the recycled content 3 emissions follow the Science Based Targets “may,” “might,” “could,” “believe,” “expect,” “plan,”
data. While we were not able to complete planned initiative, where at least 66% of emissions are to “potential” or other similar expressions. These
visits due to COVID-19 in 2020 and again in 2021, be included in target scope. Approximately 50% statements are subject to uncertainties and are
we were still able to engage with suppliers virtually, of Scope 3 data is own data and data provided by out of scope of assurance. Actual results may
discussing their key performance indicators, suppliers via CDP. differ from those stated in this report due to, but
measurements and main projects to enable CDP data is used to calculate supplier-based not limited, the impact of climate change, water
improving recycled content. We were able to run emissions of raw and packaging materials used stress, financial distress, negative publicity, our
several engagements across different zones and in the manufacturing of beer. A hybrid approach availability to hire and/or retain the best talent,
categories, and we collect data from our suppliers that has been validated by the Science Based emerging regulations and reputation of our
to calculate our recycled content progress. Our Targets initiative and CDP is used, which entails brands, the ability to make acquisitions and/
aim in 2022 is to resume supplier visits and to a mix of own data, supplier data and market or divest divisions, access to capital, volatility
launch a website for suppliers to input data on estimates. Scope 3 includes the following out of in the stock market, exposure to litigation and
recycled content that would help to improve the 15 categories: purchased good and services, other associated risks not mentioned, as well as
frequency, visibility and quality of data collection. upstream and downstream distribution, emissions risks identified in our Form 20-F filed with the US
Corona’s Net Zero Plastic Footprint refers to related to fuel use not included in Scope 1 and 2, Securities and Exchange Commission. Additional
the brand recovering more plastic from the use of product (product cooling, including on and information about AB InBev’s climate and water
environment than it releases into the world. off premise and excluding at-home cooling) and risks, management and performance of such is
Achieving this milestone comes after an extensive end of product life. Categories excluded include: available through CDP.
external assessment by South Pole, a leading capital good, waste generated in operations
climate solutions provider, of Corona’s global (more than 99% of waste generated is recycled),
operations against the 3RI Corporate Plastic business travel, employee commuting, upstream
Stewardship Guidelines. The brand also followed and downstream leased assets, processing of
the Verra Plastic Waste Reduction Standard to sold products, franchises and investments. These
calculate the impact of Corona’s mitigation categories represent approximately less than 10%
activities. of total Scope 3 emissions. We expect that our
ambition to achieve net zero and the supporting
data may be revised as measurement standards,
modeling methodology and the level of data
granularity improve over time.

Limited Assurance report of

the Independent Auditor
GRI: 102-56
To the readers of the Anheuser-Busch InBev 2021 AB InBev Environmental, Social & Governance Report
Introduction The information reviewed as part of our limited We believe that the evidence we have obtained is in accordance with the applied reporting criteria
assurance engagement has been indicated sufficient and appropriate to provide a basis for as described in the section ‘Report Scope’ on
We were engaged to provide limited assurance throughout the 2021 AB InBev Environmental, Social our conclusion. page 92 in the 2021 AB InBev Environmental,
on the following information in the Anheuser- & Governance Report with the symbol ‘Ⓐ’. Social & Governance Report, including the
Busch InBev 2021 AB InBev Environmental, Social Scope of the group review identification of stakeholders and the definition
& Governance Report (hereafter ‘the Selected Conclusion AB InBev is the parent company of a group of
of material matters. The choices made by the
Information’) of Anheuser-Busch InBev SA/NV Board of Directors of AB InBev regarding the
(hereafter ‘AB InBev’) based in Leuven, Belgium: Based on our procedures performed and entities. The Selected Information incorporates scope of the information in the 2021 AB InBev
evidence obtained, nothing has come to our the consolidated information of this group of Environmental, Social & Governance Report and
• Water Use by Hectoliter of Production and Total
attention that causes us to believe that the entities as disclosed in the section ‘Report Scope’ the reporting policy are summarized in the section
Water Use (page 70)
Selected Information is not prepared, in all on page 92 in the 2021 AB InBev Environmental, ‘Report Scope’ on page 92 in the 2021 AB InBev
• Total Energy purchased and Energy purchased material respects, in accordance with the applied Social & Governance Report. Environmental, Social & Governance Report.
per Hectoliter of Production (page 70) reporting criteria as disclosed in the section Our group review procedures consisted of both The Board of Directors is also responsible for
• Percentage of purchased (operational) ‘Report Scope’ on page 92 in the 2021 AB InBev review procedures at corporate (consolidated)
Environmental, Social & Governance Report. such internal control as the Board of Directors
electricity from renewable sources (page 70) level and at site level. Our selection of sites in determines is necessary to enable the preparation
• Percentage of contracted electricity from scope of our review procedures is primarily
renewable sources (page 70) Basis for our conclusion based on the site’s individual contribution to
of the Selected Information that is free from
material misstatement, whether due to fraud or
• Total Direct and Indirect GHG Emissions and GHG We have performed our review on the Selected the consolidated information. Furthermore, our error.
Emissions per Hectoliter of Production (page 70) Information in accordance with the International selection of sites considered relevant reporting
• Total GHG Emissions (Scope 1, 2 and 3 Emissions) Standard on Assurance Engagements (ISAE) 3000: risks and geographical spread.
Our responsibilities for
and total GHG Emissions (scope 1, 2 and 3 “Assurance Engagements other than Audits or By performing our procedures at site level,
together with additional procedures at corporate
the review of the Selected
Reviews of Historical Financial Information”, issued
Emissions) per Hectoliter of Production (page 70)
by the International Auditing and Assurance level, we have been able to obtain sufficient and Information
• Percentage of returnable primary packaging appropriate evidence about the group’s reported
Standards Board. Our responsibility is to carry out a limited
(page 70) information to provide a basis for our conclusion
This review engagement is aimed at obtaining assurance engagement and to express a
• Percentage of recycled content in primary on the Selected Information. conclusion based on the work performed. We
a limited level of assurance. Our responsibilities
packaging (page 70) conducted our engagement in accordance with
under this standard are further described in the
• Lost Time Injuries (LTI) – Supply Employees (own), section ‘Our responsibilities for the review of the Responsibilities of the Board International Standard on Assurance Engagements
Second Tier and Sales Employees (page 42) Selected Information’ of our report. of Directors for the Selected (ISAE) 3000, Assurance Engagements other
• Total Recordable Injuries (TRI) – Supply Our conclusion has been formed on the basis Information than Audits or Reviews of Historical Financial
Information, issued by the International
Employees (own) (page 42) of, and is subject to, the matters outlined in this
The Board of Directors of AB InBev is responsible Auditing and Assurance Standards Board. That
• Fatalities (page 42) report.
for the preparation of the Selected Information Standard requires that we plan and perform the

engagement to obtain limited assurance about We have exercised professional judgement • Remote visits to seven production sites in South-
whether the Selected Information is free from and have maintained professional scepticism Africa, Brazil, China, the United Kingdom, the
material misstatement. throughout the review, in accordance with United States of America (two sites) and Mexico
Procedures performed in an assurance the International Standard on Assurance aimed at, on a local level, validating source data
engagement to obtain a limited level of Engagements (ISAE) 3000, ethical requirements and evaluating the design and implementation of
assurance are aimed to determine the plausibility and independence requirements. internal control and validation procedures;
of information and are less extensive than a • Reviewing relevant internal and external
reasonable assurance engagement. The level Procedures performed documentation, on a limited test basis, in order
of assurance obtained in limited assurance Our limited assurance engagement on the to determine the reliability of the Selected
engagements is therefore substantially less than Selected Information consists of making Information;
the level of assurance obtained in a reasonable inquiries, primarily of persons responsible for • Preliminary and final analytical review procedures
assurance engagements. the preparation of the Selected Information, and to confirm our understanding of trends in the
Misstatements can arise from fraud or errors and applying analytical and other evidence gathering Selected Information at site and corporate level.
are considered material if, individually or in the procedures, as appropriate. These procedures
aggregate, they could reasonably be expected included, among others:
to influence the decisions of users taken on the Antwerp, 24 February 2022
• Identifying areas of the Selected Information
basis of the Selected Information. The materiality KPMG Bedrijfsrevisoren - Réviseurs d’Entreprises
where material misstatements are likely to arise,
affects the nature, timing and extent of our review designing and performing limited assurance
procedures and the evaluation of the effect of procedures responsive to those areas, and Mike Boonen
identified misstatements on our conclusion. obtaining assurance evidence that is sufficient Partner
We apply the International Standard on and appropriate to provide a basis for our
Quality Control 1 and accordingly maintain conclusion;
a comprehensive system of quality control • Developing an understanding of internal control
including documented policies and procedures relevant to the limited assurance engagement in
regarding compliance with ethical requirements, order to design assurance procedures that are
professional standards and applicable legal and appropriate in the circumstances, but not for
regulatory requirements. the purpose of expressing a conclusion on the
We have complied with the independence effectiveness of the company’s internal control;
and other ethical requirements of the of • Evaluating the appropriateness of the reporting
the International Ethics Standards Board for criteria used and their consistent application,
Accountants’ International Code of Ethics for including the reasonableness of estimates made
Professional Accountants (including International by management and related disclosures to the
Independence Standards) (IESBA Code), which is Selected information;
founded on fundamental principles of integrity,
objectivity, professional competence and due • Interviewing relevant staff responsible for
care, confidentiality and professional behaviour. providing the information, for carrying out
internal control procedures on the Selected
Information and consolidating the data in
the 2021 AB InBev Environmental, Social &
Governance Report;

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2021 Environmental,

Social & Governance

A message from our Our commitment

02 A message from our Chairman and Chief Executive Officer

AB InBev - Environmental, Social & Governance Report 2021 1

A message from our Chairman and

We dream big to create a future with more cheers

AB InBev - Environmental, Social & Governance Report 2021 2

AB InBev - Environmental, Social & Governance Report 2021 4

AB InBev - Environmental, Social & Governance Report 2021 5

Our value chain Farmers

from seed to sip sustainability, financial inclusion, COVID-

Brewers & Manufacturers

Beer’s global economic footprint Beer’s global economic footprint

throughout the world.

wages directly through brewing, distributing and $149 bn $200 bn 6 mn 8 mn

Oxford Economics estimates that our contribution

New estimates from Oxford Economics state $83 bn 3 mn

80 $251 bn Brewers 9mn

global economic contribution of the beer

$118 billion value chain: Indirect

Read more about the Oxford Economics TAX IMPACT

AB InBev - Environmental, Social & Governance Report 2021 7

We continue to support our Donating key medical supplies to aid the

Raising COVID-19 vaccination awareness developing vaccine communication campaigns

AB InBev - Environmental, Social & Governance Report 2021 8

“The support and leadership

AB InBev - Environmental, Social & Governance Report 2021 9

Our ESG strategy

Our ESG strategy, goals and programs come down to a simple

AB InBev - Environmental, Social & Governance Report 2021 10

Our strategic ESG priorities

 For more information on the topics most material to our business

AB InBev - Environmental, Social & Governance Report 2021 11

Smart Drinking &

Beer is part of celebrating life throughout the world and a major

Toward that end, in 2015 we launched our Smart

AB InBev - Environmental, Social & Governance Report 2021 12

Progress toward our Smart Drinking Initiative

Social Norms Multi-Year Pilots Product Portfolio Labeling

Ambition Ambition Ambition Ambition

Progress Progress Progress Progress

AB InBev - Environmental, Social & Governance Report 2021 13

Influencing behavior change Compliance in marketing communications

AB InBev - Environmental, Social & Governance Report 2021 14

US: Decide to Ride Chile: Pilsen del Sur

Peru: Think N’ Then Drink South Africa: Flying Fish

AB InBev - Environmental, Social & Governance Report 2021 15

Learn more about

AB InBev - Environmental, Social & Governance Report 2021 16

“By providing an immersive

effective blood alcohol testing technology, these

toolkit users that are Government,

AB InBev - Environmental, Social & Governance Report 2021 17

Providing resources to ensure Responsible

AB InBev - Environmental, Social & Governance Report 2021 18

AB InBev - Environmental, Social & Governance Report 2021 19

AB InBev - Environmental, Social & Governance Report 2021 20

2025 Climate Action Goal

AB InBev - Environmental, Social & Governance Report 2021 21

02 A message from our Chairman and Chief Executive Officer

80 $251 bn Brewers 9mn

Read more about the Oxford Economics TAX IMPACT

For more information on the topics most material to our business

For more details on our TCFD analysis >

Learn more about our

For more details on our

For more details on our D&I