• Read more on the standards for our company.
  • We actively promote the responsible enjoyment of our brands.
  • The environment is a key ingredient to our success. Read how we're taking care of it.
  • We care about people both on our payroll and off.
  • We work with our suppliers and vendors to assure responsibility throughout the supply chain.

2013 TARGET

Continuation of both targets listed below.

Assess gaps in compliance with the CEO Global Commitments on alcohol responsibility and develop plans to address year one implementation.

WHAT WE SAID: 2012

  1. 100% of our product design, packaging, advertising and marketing conform to Molson Coors Global Alcohol Policy and local regulatory and self-regulatory standards.
  2. Every major market implements and evaluates the impact of at least one major alcohol responsibility program to reduce harmful drinking and its effects.

HOW WE DID

  1. Molson Coors did not have any product or marketing withdrawn in 2012 because of non-compliance with company or local standards.
  2. In each of our major markets, we have alcohol responsibility programs addressing issues such as drunk driving, underage drinking and other harmful drinking patterns. See details in Alcohol Responsibility.

2013 TARGET

Continuous improvement of our Ethics & Compliance program.

WHAT WE SAID: 2012

Achieve an improved rating from independent assessment of our Ethics & Compliance program end of 2013.

HOW WE DID

Our 3 year action plan to improve our rating is on target. Re-assessment by an independent body is planned for Q4, 2013.

2013 TARGET

  1. Improve energy efficiency by 25% by 2020 from 2011 levels.
  2. Improve water efficiency by 20% by 2020 from 2011 levels.
  3. Reduce GHG intensity by a further 15% by 2020 based on 2011 levels.
  4. Reduce packaging weight by 4% by 2015 from 2012 levels.
  5. Complete watershed assessments in legacy StarBev breweries, and use findings to complete water risk index.
  6. Develop a global waste strategy and global targets (waste is currently managed by each region).

WHAT WE SAID: 2012

  1. Our target for the period 2008-2012 was a 15% reduction in energy per unit of production. This translates into an energy intensity of 127 MJ/hl.
  2. Our target for the period 2008-2012 was a 15% reduction in water consumption per unit of production. This translates into a water intensity of 4.4 MJ/hl by the end of 2012.
  3. 7% reduction in GHG emissions per unit of production (2008-2012 target). This translates into a GHG intensity target of 19.9 kgCO2e/hl by the end of 2012.
  4. Reduce waste to landfill by 5% by 2013.
  5. Complete Water Risk Index assessments of all breweries, develop mitigation plans and establish community forums at breweries that are identified as “high risk”.

HOW WE DID

  1. The production context made it difficult to reduce energy intensity and caused us to fall short of the 15% target. We ended 2012 with energy intensity 11% lower than in 2008. See Energy Performance for full details. Since 2008, we reduced total energy consumption by over 370 million MJ, 24% reduction in GHG intensity, a significant decrease in the carbon footprint of our operations.
  2. The production context made it difficult to reduce water intensity and caused us to fall short of the 15% target. We ended 2012 with water intensity 7% lower than in 2008. See Water Performance for full details. Since 2008, we have reduced total water consumption by over 12.6 million hectoliters, equivalent to 504 Olympic swimming pools.
  3. Surpassed 2012 target in 2010 as a result of focused efforts to invest in GHG reduction, energy efficiency and process improvements. Continued to reduce our carbon footprint and actually achieved a 22.8% reduction far exceeding our original target.
  4. Missed our global landfill diversion target, sending 1.9% more waste to landfill in 2012 than in 2011. The UK hit its target to send zero waste to landfill by the end of 2012. See Waste Performance for full details.
  5. Completed assessments for all MCBC breweries, mitigation plans developed for higher risk breweries and a community forum established in Tadcaster. See Water.

2013 TARGET

Continue investment of 1% of pretax profits in the community.

WHAT WE SAID: 2012

Invest 1% of pretax profits in the community.

HOW WE DID

In 2012 we actually invested 2% of pretax profits. See Community Investment.

EMPLOYEES

2013 TARGET

15% improvement in employee engagement over 2012.

WHAT WE SAID: 2012

Maintain or improve people engagement score.

HOW WE DID

We saw a drop in overall engagement. We consider employee engagement to be a very important metric and are taking targeted action on the areas our employees identified as needing improvement. See Engagement for full details.

    2013 TARGET

    Roll out Supplier Standards to all suppliers in the UK, US and Canada.
    Deploy Sedex to high risk packaging, brewing and merchandize suppliers.

    WHAT WE SAID: 2012

    Roll out sustainable procurement plan including updating supplier standards, implementing Global Agricultural Policy and conducting targeted improvement activities with key suppliers.

    HOW WE DID

    Published Supplier Standards, created a 2 year plan (appraised against BS8903) to embed sustainability further within Global Procurement. See Responsible Sourcing.