The IUF organized a meeting of unions representing AB InBev workers in five different factories in India which was held on September 9-10, 2017.

Unions reported an increase in unfair labour practices following the company’s acquisition of SAB Miller. Practices include company interference in union activities and intimidating attempts to avoid unions meeting together to share experiences and to forge solidarity links across India.

Anheuser-Busch InBev has confirmed that it has reduced the number of sales positions in its craft and imported beer brands unit, The High End, in the US.

Late last week, Beer Street Journal reported that around 360 jobs were going at the division. A spokesperson for A-B InBev admitted that the brewer's structure in the country had become "overly complex", and that the cuts would affect around 300 employees.

In a letter sent on Friday to its wholesalers, A-B InBev detailed moves that would result in a reduction in the number of sales staff.


Two IUF-affiliated Oriental Brewery (OB) workers’ unions organized a strike that lasted for a week across 3 plants in Korea in support of difficult negotiations which ultimately led to a collective agreement signed with Oriental Brewery that is owned by the brewery giant, AB InBev.

The Agreement follows countless rounds of negotiations with OB and included various mediation processes with state authorities, warning strikes, and a refusal by the company to implement the previously signed collective bargaining agreements.


Following three years of long and difficult negotiations, the IUF-affiliated Beverage and Related Industry Workers’ Union (STIBYS) and Cervecería Hondureña SA, owned by AB InBev, signed a new collective agreement that will be in force for the next three years.

Members of STIBYS voted unanimously in favour of a new collective bargaining agreement with AB InBev during an Extraordinary STIBYS Congress at the end of August.

The South African Breweries (SAB) has announced it will help create 10,000 jobs in South Africa by 2021 through its entrepreneurship programs.

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In mid-August, Carlsberg reported a 2% rise in first-half sales, with profits up by 23%. Here`s a breakdown of the brewer's figures in the period by region.

Carlsberg Half-Year 2017 - Net Sales by Region

• Western Europe - Sales -1%, operating profits +14%, volumes -1%


Organic and reported net revenue growth of 2% to DKK 31,765m.
Solid price/mix improvement of +4% with good progress across all regions.
Total organic volume down 2%, impacted by PET downsizing in Russia.
Tuborg volume +3% driven by Asia, Carlsberg -1% impacted by tough EURO 2016 comparables.
Craft & speciality volume +25%, alcohol-free beer volume in Western Europe +13%.
Funding the Journey in good shape, delivering according to plan across all regions.

Anheuser-Busch InBev is to create Russia's second-largest beer producer by combining its operations in the country with those of Turkey's Anadolu Efes.

The merger, which also includes the brewers' Ukraine businesses, will give the joint-venture a near-20% share of the Russian market by volume, according to figures from market research provider Euromonitor. Carlsberg is Russia's biggest beer producer, with a 32% volume share through its Baltic Beverages Holding division.


The IUF-affiliated KCTWU OB Union Chapter and OB Labor Union organized at Oriental Brewery owned by AB InBev in Korea held a warning strike today to protest against the failure of the company to engage in good faith bargaining and company violations of the existing collective bargaining agreement.

Heineken NV, the Dutch brewer, is targeting further savings from its zero-based budgeting effort and a push to automate certain processes across the organization.

The company reported a 49% jump in profit for the first half of 2017, fueled by strong sales in Europe.

Heineken applies zero-based budgeting, an accounting tool developed in the 1970s, in varying degrees in the countries that it operates in. The process requires managers to plan each year’s budget as if starting from scratch, rather than extrapolating from the previous year’s spending patterns. The technique forces them to justify their costs and to evaluate benefits every 12 months.