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A conservative boycott against its bestselling Bud Light brand following a social media partnership with trans influencer Dylan Mulvaney led to $400 million in lost sales in the second quarter of 2023, with the beer losing its status as the country’s most popular brew. \u003c/span\u003e\u003cspan data-ccp-props=\"{\u0026quot;201341983\u0026quot;:0,\u0026quot;335559685\u0026quot;:1440,\u0026quot;335559740\u0026quot;:276}\"\u003e \u003c/span\u003e\u003c/li\u003e\u003cbr /\u003e\r\n \t\u003cli data-leveltext=\"●\" data-font=\"Verdana\" data-listid=\"89\" data-list-defn-props=\"{\u0026quot;335552541\u0026quot;:1,\u0026quot;335559684\u0026quot;:-2,\u0026quot;335559685\u0026quot;:720,\u0026quot;335559991\u0026quot;:360,\u0026quot;469769226\u0026quot;:\u0026quot;Verdana\u0026quot;,\u0026quot;469769242\u0026quot;:[8226],\u0026quot;469777803\u0026quot;:\u0026quot;left\u0026quot;,\u0026quot;469777804\u0026quot;:\u0026quot;●\u0026quot;,\u0026quot;469777815\u0026quot;:\u0026quot;multilevel\u0026quot;}\" data-aria-posinset=\"2\" data-aria-level=\"1\"\u003e\u003cspan data-contrast=\"auto\"\u003eHowever, sales and profits for the group, which has 175 breweries and a customer reach of 2 billion across the world, were both up in the first half of 2023 compared with the same period last year. Growth was particularly strong in South America and in its premium beer range. \u003c/span\u003e\u003cspan data-ccp-props=\"{\u0026quot;201341983\u0026quot;:0,\u0026quot;335559685\u0026quot;:1440,\u0026quot;335559740\u0026quot;:276}\"\u003e \u003c/span\u003e\u003c/li\u003e\u003cbr /\u003e\r\n\u003c/ul\u003e","uri":"/europe/ranking/fortune500-europe/2023/","__typename":"_ItemRankingListsType"}]},"dataLayer":{"pageTypeCG":"company","platformCD":"own","cmsCategoryCD":"company","CMSSubCategoryCD":"companyparent","CompanyCD":"anheuser-busch inbev","conTitleCD":"anheuser-busch inbev"},"footer":{"footerDisclaimer":"\u003cp\u003e© 2025 Fortune Media IP Limited. All Rights Reserved. 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How can retail, manufacturing, and the food industry forge ahead and build on previous innovation?","longDescription":"Ezgi Barcenas, Global Head of Sustainability, Anheuser-Busch InBev\nRebecca Dunphey, President, Personal Care, Kimberly-Clark North America\nAlyssa Raine, Group Vice President, Customer Marketing Platforms, Walgreens\n\nModerator: Maria Aspan, Senior Writer, FORTUNE","tags":[],"categories":[],"section":{"name":"Uncategorized","label":"Uncategorized","type":"section"},"playlists":["Connect: All Videos","Connect: Most Powerful Women","Connect: Most Powerful Women/Next Gen"],"premium":false,"adsAllowed":false,"originalImage":"https://d2byebo1j9i40c.cloudfront.net/b6f29054-4ffe-432e-9ca9-60560ecb9cae/Images/posterImage-ver1.jpg","resizedOriginalImages":["https://d2byebo1j9i40c.cloudfront.net/b6f29054-4ffe-432e-9ca9-60560ecb9cae/Images/posterImage-ver1-1280x720.jpg","https://d2byebo1j9i40c.cloudfront.net/b6f29054-4ffe-432e-9ca9-60560ecb9cae/Images/posterImage-ver1-640x360.jpg"],"originalImageDescription":"MPW Next Gen 2020: Retail and Supply Chain in a Pandemic","resizedSocialImages":[],"hlsFormat":{"extension":"m3u8","videoId":"b6f29054-4ffe-432e-9ca9-60560ecb9cae","type":"hlsFormat","version":3,"key":"b6f29054-4ffe-432e-9ca9-60560ecb9cae/HLS/video-ver3_master.m3u8","status":"complete"},"srtFormat":{"extension":"vtt","videoId":"b6f29054-4ffe-432e-9ca9-60560ecb9cae","type":"srtFormat","version":3,"key":"b6f29054-4ffe-432e-9ca9-60560ecb9cae/SRT/captions-ver3.vtt","status":"complete"},"transcript":"Hello everyone. Thank you so much for joining the session which is presented in partnership with targets. I'm Maria aspen, senior writer for fortune. So before this year I would not have guessed that toilet paper would be the subject of a national crisis and major news stories. But whether we're talking death, tissue paper towels, all purpose flour and yeast canning supplies, uh PPE ventilator parts. The pandemic has uncovered major vulnerabilities in the supply chain and it's made supply chain a household phrase. Some companies have uncovered some new supply change, strengths and innovation across the retail manufacturing and food industries. And joining us today to discuss these retail and supply chain innovations and uh challenges in a pandemic. R. S. G. Barcenas, Global Head of sustainability. Anheuser Busch, Inbev Rebecca Dunphy President, Personal care, Kimberly Clark north America and Alyssa Rain Group. Vice president, customer marketing platform, platforms, Walgreens. Uh thank you so much for joining us. Before we start, just a few housekeeping notes. First of all, today's conversation is on the record. We will be taking questions and comments so to participate. Please place your question or comment in the chat function. We can read your question for you or if you'd like to come on camera and ask yourself which we would love, please click on the ask to share audio and video tab on the upper portion of your screen. If you do come on camera, please be sure to state your name, title and organization. And with that, let's get started Rebecca. I'd like to start with you and the great toilet paper crisis of spring 2020. Um can you tell us how that played out at Kimberly clark and what changes you've made since then to improve your personal care supply chain? Definitely. Um Yes, who would have thought that we would have come into this year and people would be panicked buying toilet paper. Right, so, you know, across Kimberly clark, we make a lot of essentials. Um So we have our bath tissue and paper towel business um that's what we call our family care business. And then I manage our personal care businesses which are Huggies and pull up and Kotex and depends and employs a lot of really great brands that people need. Obviously. Um A number of things were really obviously very impactful for our supply chain. We saw a huge spikes in demand um as people were buying, trying to shore up their household inventory and all those sorts of things, just with the uncertainty facing the pandemic. Um And so it was really a big, you know, opportunity for us to work with all of our retail partners to quickly come up with different plans around how we were gonna maximize all of the output from all of our manufacturing, um all of our manufacturing operations to get more product onto the shelf for retail partners and ultimately our consumers. Um So we made a number of pretty quick changes. Um we across the categories that were hardest hit in terms of demand, Obviously we shipped out all of the inventory that we possibly could to meet the needs of our retail partners. Um But then from a manufacturing standpoint, what we did was really streamlined our assortment to make sure that we were able to maximize the productivity off of all of our apps to get as much product out as quickly as we possibly could, you know, really. The number one thing that was important to us, so above all was keeping our employees safe. Um and what that meant was, in some cases we to change production because of that. So for example, we had a couple of products where we had people who could not be socially distanced um with packing that product into boxes. And so we start production on those items and then worked with our retail partners to move to other items to make sure that their shelves were full. So it really was focused first and foremost on the safety of our people and then how we were able to partner with retailers to make sure that we were bussed meeting consumer demands, which which products were there? Is that you changed packaging on or changed allocation on uh a number. So we we changed the packaging on a number of our personal care items from a packaging and perspective, but then specifically in bath tissue and paper towels as well. We limited the number of sK us that we were making in order to really crank out more and more production and be able to better meet demand. So, Alyssa, I'd love to hear from the retail perspective how um, how the spring played out, how these sort of supply chain shortages hit you and hit Walgreens as you have customers coming in and looking for toilet paper and paper towels that aren't there. Yes, absolutely. So, um starting back in March, we started meeting daily um with our supply chain partners to understand where we were on supply, um which is not something that we're doing beforehand. We will definitely talk with our operations partners, but more in a, you know, weekly or monthly cadence versus daily. Uh, We did change our marketing considerably. So we used to um use the circular quite extensively, as many retailers do. That has about a 14 week lead time, Um, which is just none of us can plan against 14 weeks um currently, uh and definitely couldn't back in March before we all of us have had all of these visits. So we went away from using that um that circular um so that we could more real time uh market um what we actually had in stock um where we have it in stock. So it it changed it changed how we work considerably. The other thing that changed for us, that is less of the sort of front of store retail side um is the pharmacy side. So With COVID-19 and administering COVID-19, testing the training of that testing. Um the administration of that testing operation side from the supply perspective has become a key part of our business um as has making sure that people can get the medication that they need during this time, particularly those are at high risk who tend to be on more medication like those with chronic conditions and those that are um older consumers. So really working on the innovation that we can deliver to help our customers that need us no um get what they need safely. During this time, I'll ask you what Rebecca was saying in terms of team members, um we all are sitting at home work inside at least right now. Um I have, you know, hundreds of thousands of team members that are in stores currently um serving our customers. So we became very focused on the products that we needed to keep those team members safe and how do we get it to them exactly as possible. So Math, um plexi glass, changing our hours that we could spend more time cleaning our stores, adding more people to our stores to help cleaning. So there's been a lot there in terms of ways of working that has shifted dramatically compared to where we were back in january, especially in the three days. How did you address the shortages of PPE that you needed to keep your workers safe? Yeah, that one, that was the one that we moves. The quickest route was also the hardest I think. You know, a lot of the production is in china and china was shut down the first start coming over. So we air freighted from china, which is something that we never typically would do to try to get that product in our stores as quickly as possible. Um the good news is that we had enough our team members and then to also be provided to our customers pretty quickly. Um I think we're one of the first retailers to have it um have masks at scale in our stores. If you for a minute to ask you more forward looking maybe on the retailer side and the consumer product side versus the pharmaceutical side. Now that we're six months in as we're approaching the winter, what sorts of um proactive changes have you made to ensure that your supply chain stays stable for the next several months? Yeah, our supply chain, we're seeing more stable um given that we are now eight months in, what we are really keeping an eye on is how can we um provide products and solutions to our customers as safely as possible compared to what we used to have, which was really just coming into our stores. Um So we now have essentials that you can get through our drive through. That used to just be pharmacy prescriptions. You can now get household essentials through our drive thru at 7300 locations. Um You can also have contact contact list curbside pickup at over 8000 locations. And then we're looking at what are the products that customers will want going into the holiday season? Right. I think a lot of us, I know I have three kids to help entertaining kids when you can't go the locations you used to be able to entertain them um is a key focus of family. So we're looking at products and services. We can launch in that space. My personal favorite is we have a big photo business. Um We have now you can take a photo and make a puzzle out of it and then we have a little tin two with a picture of the um that picture you choose on the top of the 10 is that the product that then provides entertainment for our families um during this time, So very focused on I think um if there is a potential second wave, how do we look at what we learned in the first wave to help the dress of these that are needed then? And what are the other ways that we can be helping, you know, the health and well being of our customers as we go into the winter Becca the same question for you, just as you're looking ahead, what sorts of changes have been permanent and what are you doing to prepare for the next few months Rebecca, could you on mute and start the answer to figure it out by now? Um Yeah, so I think, you know, similar to what Alyssa was saying, I think there's a lot of conversations around whether there's going to be a second way what that looks like, um implications, timing and all of that. And I think, you know, again, especially as we think about a special products, what does that mean? And so I say a couple of things, I think that um we've got different models that we're looking at right now, kind of given some of the different scenarios and again there's there's a million different scenarios that we can look at, but we've we've chosen to look at a few and really think about what does that mean, and how would we respond and how do we model out kind of our supply chain response if there is a second spike? And what did we, you know, to elicit point? What did we learn from the first one? The other thing too is, you know, going through what we went through the first time, we definitely found some opportunity areas in terms of how we manage. Um So today, you know, we have a process that we use um to allocate product out when we have a limited number of inventory across all of our retailers. Um And we do that in the best and most fair and equitable way possible. Um But it's very manual for us the way that we were doing that and so we have gone out and done some external benchmarking, really. Underst to understand what's best in class in terms of process and what do we need to bring in and we're piloting that right now. Um So that way when we're if we do hit a second way, we're going to be much better equipped and set to manage that in a much more automated way, which should free up other resources and things for us to continue to do other improvements and think about other areas where where we can invest more and then spend more time to get more more value versus a lot of labor intensive processes. Thank you and I want to thank you to those of you who have put questions in the chat already. We'll go to them in a couple of minutes, but please please continue putting your questions from the chat esky though I want to bring you in and especially ask about sustainability, which is your limit and which is which inbev has committed so strongly to. Um obviously we've seen that sustainability runs into some safety issues in the pandemic and especially when it comes to single use packaging and single use plastic for you and for a b Inbev, how has the pandemic changed your commitment to sustainability and the practicalities of how you pursue it? Yeah, thank you Maria and the Fortune team for for convenient this panel. Um so as the leading global brewer at ADM Bev, Covid response was very much aligned with our purpose of bringing people together for a better world. And you know, we have operations in nearly 50 countries around the world and um maybe fortunate is not the right word, but we were fortunate enough to be able to track um covid from asia to europe to um to the Americas. So we we learned from our peers and and our colleagues around the world and um you know, our immediate response is of course focused on the health and well being of our of our colleagues and and communities much like would Rebecca and Alyssa mentioned. And um immediately we shifted gears and and for us, you know, a company um that that makes some of the most beloved beers in the world. We figured out how to make hand sanitizers and and face shields. We were able to provide three million bottles of hand sanitizers, three million face shields to communities and and frontline workers in our own operations and in our communities as well and also help build health health care facilities. So that was our number one focus um before we could even think about business continuity, that that's where we spend a lot of our time learning uh in a very agile way with cross functional teams to figure out how do you reinvent your operations and your manufacturing facilities? Ah but this meat interact, you know, those communities. Um But you know, if I look at our entire value chain, if I look at on one hand, we're able to also remotely support our farmers. We work with tens of thousands of farmers directly across over a dozen markets around the world. And we were able to provide them with remote are going to make advice because of the programs and platforms that we had put in place. Uh we also managed to keep buying centers open in a safe, you know, open and operating in a safely manner so that that cash flow to our farmers was not impacted on our supply chain was not impacted. And then if you look at on the other end of the value chain, you know, and maybe this is more relevant to the retail discussion we were having. You know, we have um, 5-6 million micro, small, medium size retailers that we partner with everywhere around the world and, you know, for us their safety and how they could safely conduct their business was incredibly important, especially in an increasingly digital world, you know, as they're looking to reopen for the long term after they've been shut for some time. So, you know, what we've done there is we've worked with hundreds of thousands of shops around the world, especially in latin America to try and ensure that they could be part of our free online ordering system, uh, called key endorser to um, you know, we also provided some of our retailers through donors, you know, access to affordable financial products and services. So again, as we shifted gears from immediate response, um, you know, uh, to, to frontline workers. Now we're looking into how do we help reopen for the long term? So these were some of the ways that we engage with our supply chain and, and more broadly in our entire value chain, have a couple of audience questions related to these two topics, uh, lucy anne Murray. Would you like to come on camera and ask maybe, um, your second question first. Sure. Hey. Um, so the second question is for Rebecca as single use product consumption rises particularly around around um single use whites that have a lot of chemicals, what role will sustainability play? Yeah, it's a great question, Right? And um I think a couple of things, so first of all, from a Kimberly Clark perspective, we have we actually just launched a a evolution of our sustainability initiatives. I'm incredibly proud of a lot of the work that we've been doing today, um but we put some pretty big markers out there for 2030 around where we want to be and things like um how we're going to reduce our footprint, how I used water, our consumption of plastics, um and a lot of different areas related to sustainability, which I think is very, very timely and it creates, you know, there's definitely attention in terms of those single use products, um and then how do we also create more sustainable solutions? Um So I think a lot we're doing a lot around innovation and going um that I can't talk about in terms of, you know, specific fun on this call. Um but we do have some like it's a really big ambitions and joining different coalitions around how we can read our products today. You know, we asked plastic in our wife than most other wipes that are out on the market today. Um we're not totally plastic free. And so that's something that we want to, you know, think about how we can drive innovation towards that, and then thinking about the packaging that we have as well. So today most of our packaging is recyclable if you bring it into the store to recycle it. Um you know, working with our packaging partners around how we can change that dynamic as well to help create a more sustainable future for our products that are largely single use um and and thinking about how we can create different solutions to help unlock additional sustainability for us in the future. Wonderful. And uh Lucien would you like to ask your second? Sure. So um with Covid we saw localization of supply chain. So I was curious if if you are all feeling the pressure of globalization and how do you balance that pressure with the need to be resilient and have multiple suppliers? Let's go first to Ed Ski and and perhaps Alyssa to answer this. Yeah, Yeah. Hi lucy and thank you. Great question. Um you know, I mentioned that a being that we operate across nearly 50 countries around the world, we actually buy make sell over 90% of our products locally. So although we're a global brewer, we take great pride in being that global local company with with incredible local heritage. Um so for years for decades we have been investing in those local supply chains and local communities um you know, for their resilience to improve their capabilities and access to financial products, I would say, you know, looking ahead, what we're realizing is that the 2025 sustainability goals that we set out, which really take that outward in approach and really allow us and empowers to think about our role in those communities and our role in, you know, um in in uh lifting people out of poverty, formalizing uh supply chains, especially as you look to work with smallholder farmers, uh kind of making sure that they're moving from subsistence crops to commercial crops uh and offering the market for them for us, this is all about local communities ensuring that we're investing in inclusive growth. So I think with the pandemic, just like with every other trend out there, what we're seeing is that uh there is an acceleration of these trends, so we do believe that the future is local, we have always invested in local and we're going to continue to do more so um and I think one thing to know before I turn over to this, we can't do this alone, right? So I think the importance of partnerships in that resilience discussion and in building those local supply chains is incredibly important and that's what the corporate are really working on now. I'd like to echo everything you just said, I thought that was perfect regulated, very similar to Walgreens. Um while we are a global organization as Walgreens Boots Alliance, um we care incredibly about our local communities, um we call them our micro communities, um they're the they're the communities we serve. Um and so we are really looking at two things. One as Rebecca mentioned, we are seeing sort of streamlining from some of our global partners in terms of their excuse. And then we're looking at how we can how we can partner with more local supply chain organizations um so that we can get our customers our communities the things they need and be reinvesting in those communities at the same time is a key passion point for us here at Walgreens lucian. Thanks so much lisa staying with you for a minute. I'd like to ask you to expand a little bit on how um as an international corporation sort of what differences you've seen in supply chain challenges across your global or operation. Absolutely. Um I will compare Walgreens and Boots as one example of how we're seeing this play out. So each country has approached right Covid differently. Um Each government has approached Covid differently. What we see in the U. K. Is that they had a larger shutdown um of their of their um social activities compared to the United States. Uh Boots also slightly different retailer than walgreen Boots is more likely to be on your high street corners um next to your department stores and other specialty shops compared to Walgreens which is typically on you know as we used to call it. The most convenient corners in America convenience has changed as a definition but that's what we used to call it back in the eighties. Uh So while we continue to have good traffic uh in the United States uh we saw less so in in the U. K. As the stores were being shocked anymore. Um The other thing about the U. K. Is that our products there are different so we focus a lot on beauty. Um People as we know are any muslim beauty as we're more about. Uh And There was less of the we have a big business in the K. two. but then we shut down just because of obviously all the all the risk there. So we're seeing slightly different. It is it is driven more by our business model and how the government is acting in the different in their different countries compared to a change in a different and consumer behavior though. Um S. G. And then Rebecca the same question at the again with within the global operations. Have you seen a difference in how in the supply chain challenges you've faced in different countries over the pandemic? I mean I would say that probably the biggest um difference you've seen is how much more closely we're working with our supply chain and whether it's our some of our biggest suppliers or or the smaller suppliers that we have, and and we're trying to apps kill them and ensure that um you know, they're skilled, they're connected, their financial empower. That's actually our our goal language, where are 2025 agricultural commitment. Um but you know, as you're looking to packaging, for example, um this is something else that we're working very closely with our suppliers as well, and we have been for years um as we're looking to increase the recycled content in our supply chain and eliminate that virgin material used, for example, that's that's a huge opportunity for us to come together with our supply chain is we look into the future, so it may not be an immediate need coming out of the pandemic. But what we're also seeing is that, you know, recycling supply chains are being interrupted during the pandemic. Waste management services are being dropped from many municipalities around the world. So this is, you know, waste management and post consumer waste collection is a big area of of challenge. Or if you want to look at it, it's a big area of opportunity for us to innovate uh to continue to innovate what that, you know, um bottle of the future could look like or that can of the future could look like. And and we're doing that with some of our biggest suppliers but also with our smaller suppliers as well and understanding what that local context is, where the supply is, where the demand lies and how do we continue to invest in recycling supply chains for exam. Wonderful. And then Rebecca um I know that your remit is north America, but how have you seen this play out globally for Kimberly clark Yeah, I I think you know if there's similar to what he was talking about around being able to get learning from our global supply chain was something that definitely benefited off in North America, forgetting all those learnings and you know, by the time that it can't, but a lot of great standards in place around how we were going to care for employees, um how to run our our supply chain through all of us on how to think about things. And we have a global procurement organization to that obviously was already up to speed and running in this space and thinking about how we were going to be able to secure, apply for all of our raw materials that were coming in and how to make sure that we're able to keep all of our production going um to make sure that we were able to meet all of them can see where demand. So you know, I think that you know it's I think part of lucian's question around yet we have local production here in the US, but because we do have a global supply chain, I think that's been a big unlock for us around how we just drive that connectivity and make sure that we're leveraging the learning from around the world to get more efficient in terms of how we operate within north America. Um and then again just thinking about that holistic supply chain and being able to leverage the fly um from around the world has has really been a big impact for us and enabled us to really keep all of our production going, which has been critical. Great, I would love to go to Ashley tappin, who has a question Ashleigh, if you'd like to come on camera and please tell us um your title and organization as well. Hi, I'm Ashleigh happened within signee um We are consulting firm and I have to be based in Jacksonville florida, so um happy to join you all today. Um My question is when you're looking at managing your people's engagement and productivity virtually, which is becoming more of a permanent saying now, right, what do you consider to be critical principles that you're keeping in mind to support people and their effectiveness in this new world and this new way of working? Let's start with Alyssa, I see you all nodding, but Alyssa than perhaps Rebecca. Yeah, absolutely. Um Great question uh one that I think will be important for a while uh and this is passion point of mine too. Um I so a couple things, one I think communication is key and a regular cadence of communication. Um and I do that um with the monday morning, I have my leadership team meeting, but then I also have a total team meeting just so that we start the week getting to see each other uh and talk about the priorities and then I end each week with a note to the team, um highlighting from the things I've heard in the past week as well as well coming up in the next week uh and giving call out some on wind. Um I think that it is incredibly important right now um to be communicating, to be transparent, to be flexible. I have a big, I'm a dual career household, I have three kids and I really don't want to see a woman follows the workforce during this time because of the big stress of having kids at home and making sure your kids develop while you're able to deliver work. And so for me, it's really important that I am continuing to develop my team, um, to allow them to do what they need to do at home, um, while deliver while driving clarity in terms of the results that we need to deliver. Uh, I've seen that being sort of that champion for your team, um, has, I think helped quite a bit, but as a leader cannot be, um, difficult to find difficult to see, um, during this time, because it is a very, there's a ton of change. People want a lot of clarity in terms of their job, their roles, but also flexibility so that they can do what they need to do um, at home to take you to continue to take care of their family. And also, by the way, big supporters on that, on the dad's side too. So I have a direct report, for example, um, whose wife who accept the other large organization here in Chicago, um, who had a big international, something happened. Uh, and so he was like, I'm not gonna be on video and I have to set up our class at the beginning of the meeting, I said, do whatever you need to do right, Because I want to make sure that we are giving that flexibility to the dad that wanted to them to be supporting their wives, um, as well. So I'm increasingly concerned about this. And so I'm, you know, looking for how I can continue to just be supportive, um, and lift up the teams. And so I'm also open. Anybody has some good tips of what they've seen work in their organizations would love to hear it, because I think it's, I think it's incredibly important and yeah, it would maybe so I, I agree with everything. A list of bad, I think the other thing and it ties back to the community, it is a priority. Okay. I think one of the things that I'm finding two is um with everyone being virtual and you just don't have kind of a quick like, hey, somebody asked me to do this and this, this really makes sense. Kind of two minute hallway conversation. Um, there can be kind of a creep of scope and priorities and things that people are working on and then that is where everyone's trying to get super overloaded, right? And I think that is definitely something that we're, that I'm hearing from, from the team around. There's all of this stuff coming at us all of the time, you know, balancing all the things at home, medalist was talking about. And so I think for me, part of it to the what like I said, what I would build on is being just super on what are actually the priorities. Hi, are you taking work off the plate? How are you making sure that things aren't coming on that you don't know about as a leader and that people are spending time on the most important things first I think is it's even more important in in a virtual environment. Is there anything that you'd like to add to this? Hello Allison and Rebecca really put it beautifully. I definitely agree. I think for me it's more than employee engagement. It's simply empowerment. I think listen, Rebecca gave great examples of that, you know, empowering our, our people to make the right choices for themselves and their families, putting their health first, putting their kids education first, if that's what they have to prioritize that morning or that afternoon, you know, um but also letting them know that there are good days and bad days, this is actually something that I discussed with my team all the time. Um and it's okay to feel overwhelmed um and you're not going to feel that way every day and you just need to turn to each other and and you know, focus on on key issues and key priorities um and and set achievable goals. I think that's also very important so that, you know, at the end of the week, you can look back and you can say, okay, here's what I've achieved this week and next week you're my task so much for the question. If there are any others, please do put them in the chat. But in the meantime, Alyssa, I want to turn the conversation to another aspect of supply chain that we've touched on a little bit. But that walgreen clearly has a lot of experience with the pharmaceutical side and preparing for a or many vaccines. What are you thinking about? And how do you see this playing out? I was speaking to our head of pharmacy on the topic this morning. Um So we are having a a lot of conversations across um are different partners in terms of the vaccine, so that when we are closer to being able to administer the vaccine, we are able to move as quickly as possible. What's interesting and scale as quickly as possible. Um what's interesting is that through the different partners, there's different types of vaccines that are being explored. Um So whether it be an immunization that's a shot form or perform or series of shots, um all of those have different implications in terms of then how we train our pharmacists uh to be able to administer the vaccine. So um we are also um offering in our find care app um which is through the Walgreens app, the ability to reach out for um covid 19 trials clinical trials um which we think is helpful to our customers as well. But we are, the good news is is we've been administering the flu shots. We were the first to administer then outside of doctors offices for you know, for decades now. And so we're able to leverage the training we have there and the continuous training we give our pharmacists to be able to administer that vaccine. I know Maria I was sharing with you, I did not know it before joining Walgreens, but pharmacists get seven years of training before they become a pharmacist. Um, and they are re accredited every single year. So we, we are very excited. Um, excited may not be the right word. Um, we are very much looking forward to being able to support the, you know, the health of our customers and our communities um, through a vaccine. Hopefully in the upcoming months, what do you, what are you preparing? Uh, to be the biggest challenge for that? Is it, is it a communication issue? Is that adjust supply issue like what do you see as being the potential big sticking point? I think communications will be big in terms of understanding the vaccine and what it will and will not do. I think that will be the big ones. I think there's a lot of confusion right now about um, Covid, I know the number one story on CNBC today with somebody getting covid for the second time for the first time in the U. S. Um so there is a lot of confusion I think overall and to get through that or work through that, we continue to partner closely with the CBC on a daily basis so that we can understand the latest and immediately did that news and information to our pharmacists and our team members that were able to share that with our customers and communities. But I think communication is going to be the biggest, the biggest heavy lift. Are you happy where you are with testing Tuesdays? Is there are there any ongoing challenges there? Yeah, no, I'm happy where we are wanting to continue to scale uh supply chain. Um there has been one again that we continue to um test pilot and then be able to take two more places, but we have testing in almost 50 states right now. Uh, we partnered with Microsoft on a boat, that's part of it within our walgreen pack so that people can go to our app and see whether they should get a covid test or not. They can take that, um, initial screening and then we give them a custom code, uh, location, Walgreens location to go to get that screening. So I'm feeling good with where we are. I think we did Absolutes had 10 points early on as we were standing it up, um, but very proud of Walgreens. How quickly we moved to get the first site up and I believe was three days. Uh, and then how we scaled to again, almost 50 states today. Um, I want to shift a little bit to the discussion of just um, the retail channels and sort of the physical to e commerce shift that we've seen um accelerated by the pandemic and Rebecca. I'd love to start start with you and just hear how, how this pandemic has sort of affected what products you're making for, which channels and and how you think about distribution. Yeah. You know, our products tendency even pre pandemic over index in, you know what we would call on the channel. Um so you know, whether it's a pure play e commerce or you know, a lot of our retail partners have an e commerce or digital business, but sit back to their brick and mortar operations. Um and you know, different variability across our categories that in general, you know, consumables are categories that tend to be, especially in baby, that tend to be overdeveloped in that change we've seen from a consumer shopping behavior perspective is that completely accelerate um during the pandemic and seeing a lot more behavior and, you know, some of the articles will say we leapt ahead five years in terms of omni channel shopping behavior um, through the pandemic over, you know, a few months. Okay. Which obviously has also created supply chain issues as we think about mix shifting and how our customers are, our retail partners are fulfilling those different orders and different packs being sold in a digital environment sometimes than on the shelves. Um and so I think as we move forward, thinking about what we need to do to rebuild or change our supply chain to match up with that, it's going to be critically important. And so for example, we have what we call direct mentorship where we have no, then we actually send product directly from our distribution center to the consumer on behalf of the retailer. That is something that we were doing beforehand. But it's really accelerated now about this new environment and the costs associated with doing omni channel um, fulfillment for consumers and shoppers. And so I think this is going to be an area where as suppliers and retailers, we have an opportunity to really partnered together to think about how we can reinvent supply chain to meet the needs of consumers immediately and they wanted fulfilled via an omni channel way, um, to be able to do that more profitably and, and in a way that meets that consumer expectations. Well, let's see how is this played out for for Walgreens, given that, you know, so many consumers have shifted to e commerce, but on the other hand, still have to come into pharmacies for, for some necessities. Yes. So, um, I will echo everything Rebecca said in terms of, you know, five years happening overnight. Uh, we, the good news for us that forces to move quickly on plans that we had on like a three year roadmap. Um example would be when I shared earlier in terms of being able to get essential that drive through um Where before we could only get prescriptions uh really moving into the sort of digitally led um you know buy online pick up at curbside. Huh? That we now have at 8600 locations. Um but also how can we expand that further? Move faster? So for us we are uh we leverage the fact that we have a large footprint with our 9200 locations which means that we are close to you um with the fact that people are now shopping in a more digitally led way and convenience as I mentioned is no longer a physical store or corner store. Um It now is really digitally led. How can I get it quickly um and safely and so really looking at how we can continue to drive that, that's all I can say currently, but we'll be doing we'll be sharing more in the near future and S. G. I will perhaps give you the last word in in like the next minute. Can you tell us a little bit about how this omni channel shift has affected in bed and the beverage industry, given some of the restaurant shutdowns that we've seen globally? Yeah, of course. I mean social distancing measures around the world of really moved consumption from from what we call on trade or on premise to off trade. So in home consumption habits is definitely something that we're seeing an exploration in and you know, there's huge growth, significant growth in e commerce and in contact less delivery options. So those are some of the technologies that we've been investing in for years, you know, e commerce, um, efforts were initially introduced into the company through our disruptive growth office uh several years ago, and then it's something that we've learned along the way. And then a couple of years ago, we also created our DTC Direct to Consumer Global Office, where we could learn from director consumer operations around the world and try to um, you know, scale out those those capabilities. And and today we have more than 13,000 retail outlets that that we manage and and quite a few e commerce platforms. Again, the idea here is to meet the consumer where they are, um, and and that's where they need to be. You know, they need to be at home now and they need to stay safe. And and we think that there's significant progress that's happening on this front, from the, from a technology point of view, but also in terms of partnerships with within that value chain as well. So, um, stay tuned. But I would say, uh, there's definitely a huge efforts on this front, um, as we're all learning from each other, but we have five more minutes. So, um, my, my last question I think is, um, you know, a selfish personal one, what should I be stocking up on for the next couple of months? What should I be worried about? You know, I think we saw in the spring, it was, it was seeds. It was um, you know, there were hand weights and yoga mats when people started realizing they would have to work from home. Um, there were canning supplies, the fall and outdoor heat lamps. So um, Rebecca maybe starting with you like, what do you see as being sort of the shortage pain points for, for the coming months and, um, anything that you're doing to prepare for that. I think if I was that good at predicting it, Maria, I probably wouldn't be sitting here on this call today. You know, um, I, I think in general we've seen that consumers want to stock up on essentials. When were, you know, when we're going into the lockdown? So I think ultimately, if we have a second wave or things change, um, in the country or even in specific states around kind of measures put in place to try and slow down. Covid, I think those are the things that we're taking a look at because we know that those are highly correlated with the consumer response that we saw in March. Um, and you know, I don't know what the next wave of things that people are gonna want to stock up on is necessarily, but I do think that um kind of any changes were better prepared to have those, the indicators of what's likely to come and how we can manage it Lissa. I see you nodding. I did. Um I have one that is not related to Walgreens that he said selfishly Maria. What I would do is buy a heat lamp. Um I think that, you know, not being able to go outside or being cold outside uh is going to change behavior once again, uh as is willing to find a way to entertain kids and convene safely. So I would buy a heat lamp, ask any any predictions or advice for how to prepare for the next few months and lockdown. Well, I'll make it about beer. We always promote moderation. So I think it's never been a better time to check out our non alcoholic and low alcoholic, you know, beverage options for your options out there. Um As we're all watching for our health and well being, Are you seeing any uh any increased demand for that? Yes, it depends on the market, but Yes, absolutely. Especially in europe, there's definitely a growing culture of not all colleagues here products as well. You can enjoy them underneath your heat lamp. Wonderful. Well, I kind of feel like we should probably take best or something. Put money on this, but um thank you all so much for joining us for this for this session and um thank you all for your questions. It's been a real pleasure. We are going to take a short break and we'll be back on the main stage for more discussions at 2:30. p.m. Eastern. Thanks so much.","createdAt":1602704188630,"updatedAt":1623058679930,"videoPublishDate":1602706090068,"duration":{"unit":"seconds","value":2613},"destination":{"onDemand":true,"connect":true}},{"videoId":"9b1d5510-db1f-49ed-a140-407bbc5e0400","name":"Why the King of Beers Is Going Green","slug":"why-the-king-of-beers-is-going-green","shortDescription":"Anheuser-Busch Inbev is brewing its Budweiser beers with wind power and solar energy.","tags":[{"name":"Anheuser-Busch_Inbev","label":"Anheuser-Busch Inbev","type":"tag"},{"name":"Budweiser","label":"Budweiser","type":"tag"},{"name":"Carlos_Brito","label":"Carlos Brito","type":"tag"},{"name":"Beer","label":"Beer","type":"tag"},{"name":"going_green","label":"going green","type":"tag"},{"name":"CEO","label":"CEO","type":"tag"},{"name":"ab_inbev","label":"ab inbev","type":"tag"},{"name":"anheuser-busch_inbev","label":"anheuser-busch inbev","type":"tag"},{"name":"carlos_brito","label":"carlos brito","type":"tag"},{"name":"on_leading","label":"on leading","type":"tag"},{"name":"susie_gharib","label":"susie gharib","type":"tag"}],"categories":[{"name":"Series","label":"Series","type":"category"},{"parentName":"Series","name":"On_Leading","label":"On Leading","type":"category"}],"section":{"name":"Energy","label":"Energy","type":"section"},"playlists":["On Leading"],"premium":false,"adsAllowed":true,"originalImage":"https://d2byebo1j9i40c.cloudfront.net/9b1d5510-db1f-49ed-a140-407bbc5e0400/Images/posterImage-ver1.jpg","resizedOriginalImages":["https://d2byebo1j9i40c.cloudfront.net/9b1d5510-db1f-49ed-a140-407bbc5e0400/Images/posterImage-ver1-1280x720.jpg","https://d2byebo1j9i40c.cloudfront.net/9b1d5510-db1f-49ed-a140-407bbc5e0400/Images/posterImage-ver1-640x360.jpg"],"resizedSocialImages":[],"hlsFormat":{"extension":"m3u8","videoId":"9b1d5510-db1f-49ed-a140-407bbc5e0400","type":"hlsFormat","version":2,"key":"9b1d5510-db1f-49ed-a140-407bbc5e0400/HLS/video-ver2_master.m3u8","status":"complete"},"customVttFormat":{"extension":"vtt","videoId":"9b1d5510-db1f-49ed-a140-407bbc5e0400","type":"customVttFormat","version":1,"key":"9b1d5510-db1f-49ed-a140-407bbc5e0400/CustomSRT/customVtt-ver1.vtt","status":"complete"},"customTranscript":"[ MUSIC ] Brito you have set some impressive environmental goals for the company by the year 2025. All Budweiser beers you sell will use recycled packaging and all the electricity will come from renewable sources like wind power and solar energy. Why did you decide to do this, why is this so important? Sustainability is really our business, it's not like it's part of our business it is our business. Think about it, beer is all about water and farming products, right, so if I'm in a community where water is not available or farming is not doing well I have no way to produce beer. I brew locally, I hire my colleagues locally and I sell back to that community. We need water, we need farming, we understand we have responsibility with our packaging, close to half of our beer is sold on returnable packaging but not everything so there's work to be done And energy in terms of climate change And you're getting this message across about your interest in protecting the environment in the visual way. You're putting a symbol on every Budweiser can of beer Yes That is using 100 % Purchased [ INAUDIBLE ] Renewable energy That's really interesting. What has been the reaction that you've gotten, whether it's from customers, investors? People are very puzzled by the idea. And also very grateful that they can buy a beer, and feel good that they are doing it with a beer that's being brewed. With 100 % renewable pushes electricity, You're talking to your suppliers, you're talking to other companies. You're trying to encourage them to use the same emblem on their products. I know it's early stages but are getting any support Those for sure. I mean, certainly using the same signage, but it's more than that. For example, water Most of the water involved in beer production is not really being consumed within the four walls of our breweries. It's being consumed in the agriculture side of our business by the farmers. So I need to get the farmers involved in that objective of ours, of saving water be more rational in water usage. Because most of the water in our business, if you look at our supply chain is being consumed by the farmers, not in the breweries. What have these environmental achievements that you've made for a being in that meant for your company's reputation, public image, maybe even with job seekers. Maybe people now want to come and work for you. People look at companies. They look not only at what you offer in terms of products and services, but what's behind those products and services. What are the values, what you believe in, what you're trying to push in terms of things that are solutions for the community at large. And this helps your reputation, but it has to be something that's legit, has to be something that's sustainable. That will be there 10 years from now, 20 years from now. And that's why when people look at our sustainability objectives, and they're able to connect our business, NGOs and governments, they say, okay, they're going to be doing that forever, because for them being efficient on water usage. Makes business sense as well as a community source. As you know corporate social responsibility has. I was somewhat of a buzzword for marketing purposes for many years but now many CEOs like you are taking this much more seriously. Say this is my everyday responsibility. What changed? I think first for us. Has been the realization that sustainability is our business because again, without water, there's no beer. If we as a beer company had an objective of saving or protecting endangered species, people look at us and say no, but wait a minute, what's the connection to the business? I mean, that's a noble thing to do. But when you talk about water For me packaging and energy in my supply chain, people say no, no, that's their business. So it makes sense for them. For many companies they have now made it their purpose, to do good things to solve world problems as part of their business strategy. What changed in the thinking. Five years ago, ten years ago. Yeah. 20 years ago. Good point. Nobody would be talking about this. Now everybody's talking about it. Why does this matter so much and what changed? I think as people have more information as maybe there are more people in the world and as people see that climate change can cause migration. So much Issues and misery. People are saying, hey, if everybody does a little bit including companies, this can maybe have an effect. What has been the conversation that you've picked up on here at the fortune CEO initiative conference about this issue of social responsibility and Why businesses need to step up more? Is there anything you've heard that resonates with you? When you hear other companies talk about what they're doing, there is always an opportunity for you to engage with them. So I think it's very valuable because at the end again, there's no plan B. So, the water you use the same word I use. So if we do stuff together. We might have more of a chance. [ BLANK_AUDIO ]","srtFormat":{"videoId":"9b1d5510-db1f-49ed-a140-407bbc5e0400","type":"srtFormat","version":2,"status":"pending"},"createdAt":1565898077458,"updatedAt":1580628399044,"sponsorTag":"onleading","videoPublishDate":1565898196945,"duration":{"unit":"seconds","value":324},"destination":{"onDemand":true,"fortune":true}}]}},"__N_SSG":true},"page":"/company/[slug]","query":{"slug":"anheuser-busch-inbev"},"buildId":"9Wc128Wz7amOCvKVqmRsv","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[39508,6125,28859,82843,19818,6650],"gsp":true,"scriptLoader":[]}</script></body></html>