Champions

2014-2016 Strategic Plan

The Beer Store
& Brewers
Distributor
Ltd.
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We Are The Champions
of Beer Love Every Day.
We Are Champions
Message from the President 4
Our Vision 8
Achievements & Awards 10
Logistics 12
Environmental Leadership 19
Retail 22
Finance 30
I.T. Customer Service 32
People Development 36
Health & Safety 41
Our new
Strategic
Plan starts
with a
vision for
the future,
a need for
change
and an
opportunity
for growth.
Table of Contents
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When people think beer, we want them to think of the Beer
Store and Brewers Distributor Limited. Thats why youll
hear us talk about celebrating beer occasions big and
small. Because Beer is what we do best! There is always a
good reason to responsibly enjoy a beer and we have just
the right beer for everyone, from Victoria to Hawkesbury!
We are the perfect hosts!Thanks to your dedication,
enthusiasm, and hard work, BDL and TBS have enjoyed
great longevity and to complement our people, innovation
and investment will continue to catapult us into a
successful future.
Over the past couple of years we have been building
an infrastructure that will help BDL and TBS achieve the
vision of driving up beer sales overall and achievingeven
higher market shares in every province. From the
automatedpicking system in Port Coquitlam, to a new
Enterprise Resource Planning (ERP) System putting BDL
and TBS on the same platform,to network redesign, to
new logos, a new look, and new feel in our Retail stores,
we are ready to attack the future!
Guiding us along the way will be our core values. The best
corporations do this! Having solid core values that care
about people, the environment, and the organization that
we work for have allowed us to build the infrastructure and
prepare us for the future. Health and Safety is, and always
will be, our number one core value. Everyone deserves
to go home as healthy as they arrived. Many initiatives
have been implemented to aid us in our vision to get to
zero accidents and we are thankful to our thousands of
employees who share this most important goal. Many of
these great initiatives are featured in this strategic plan
document and we are confident that you will help make
2014 our safest year so far.
Honesty, Integrity and Respect; we will continue to strive
toward transparency and better communication.We
will demonstrate the highest levels of accountability
and concern for each other. We want you to have a
rewarding career at TBS and BDL. With that front of mind,
we have many projects underway to improve employee
engagement. Some recent work done in our Retail division
is addressed here and we will enhance the initiative by
including our DCs across the nation in 2014.
Environmental leadership; green before green was cool,
world class, the best in the business. Yes, youve heard
all of it.But why rest on our laurels? In 2014 and beyond,
we will continue to reduce our carbon footprint in all other
facets of our business and prove, even further, that we
are a committed caretaker of our planet. Many of you
have sent in suggestions to improve our environmental
stewardship stature and in 2014 and beyond we will
implement as many of these as we can to ensure that we
continue to have the greenest best practices.
Social responsibility speaks to two other important
cornerstones of our business, responsible sale, and
community citizenship. The fact that we challenged
over 3.5 million customers for proof of age last year and
refused only 42,000 tells us a lot. It tells us that your
commitment to responsible sale is undying and that fewer
under age people are even trying to buy beer when they
should not. Kudos to the team! And how about giving back
to our communities? Thousands and thousands have been
raised for Calgary flood relief, the Philippines tragedy,
fighting Leukemia and blood cancers, helping kids
through Rogers House, supporting a safe arrival home,
and helping conservationists like us. Just to name a few!
And finally, operational excellence speaks to the things
we do well to keep our customers coming back and to
allow those brewers we sell for to enjoy strong returns.
Training will continue to backstop our efforts to improving
all that we do including giving great customer service,
improving our health and safety awareness, understanding
important laws and policies, and improving our every day
activities. Operational excellence includes productivity
and efficiency and these important attributes are achieved
through the ERP implementation, and jump starting
best practices in our distribution centres, for example.
Re-inventing our brand and modernizing our retail
stores (Project Amber) is another huge example of our
commitment to operational excellence.
So off to the future we go! By the end of 2014, well have
spent $30 million in two years renovating and building
90 retail stores throughout the province. So far so good!
The new look and new culture stores are experiencing
unprecedented volume growth and significant market
share claw back. Our plan is to ensure that every corner
of the province enjoys new look stores by the end of 2016.
Training for all employees at BDL and TBS will progress
at an even quicker pace. Enjoy our strategic plan and
more importantly, thank you to all of our 8,000 team
mates across the country for being a part of our drive to a
stronger future.
Cheers,
Ted
We will continue to reduce our carbon footprint in all other
facets of our business and prove, even further, that we are a
committed caretaker of our planet.
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Health & Safety
We hold ourselves accountable for the safety of each other and always exhibit the
utmost concern for our health and well-being.
Honesty, Integrity & Respect
We strive to create a culture that fosters honest, reliable, trustworthy employees who
exercise personal accountability and demonstrate genuine concern and respect for
others.
Environmental Leadership
We demonstrate our commitment daily by operating the best package recovery system
in the world. We are global leaders in reducing waste and diverting landfill and are
committed to ensuring that all collected materials are either reused or recycled.
Social Responsibility
Social Responsibility through responsible sale and community relations are
cornerstones of our business. We actively promote responsible use and ensure
responsible sale of our products.
Operational Excellence
We are committed to creating a culture that fosters great service. Through respectful
and caring service, our engaged employees commitment to be the Champions of Beer
Love Every Day will guide us on our road to excellence.
We are a tight knit team of people
within companies, divisions,
distribution centres, stores and
departments all working together
to achieve one common goal.
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Crucial to our future is the honesty,
care and respect we show our people.
OUR VISION
We are knowledgeable, passionate and
loyal ambassadors of beer. We take our jobs
seriously and proudly work as a cooperative
team to provide a safe, responsible and
reliable environment for all our customers
to purchase and experience beer. From the
ambiance of our new retail stores at the Beer
Store, to our logistics and delivery services
for bars and restaurants across Ontario and
Western Canada, we strive to be the best that
we can be and the best at what our customers
want us to be. If we are not the first choice
of our customers for their beer needs and we
dont exceed their expectations, we have not
done our job.
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Awards Won in 2011, 2012 & 2013
In Calendar Year 2011 & 2012,
The Beer Store...
Sold the equivalent of 176 million cases of beer
Opened 10 new stores, completed 4 relocations and
2 store renovations
Challenged 7 million customers for age identification
or intoxication
4.13 billion beverage alcohol containers collected
More than 928,000 tonnes of packaging diverted
from Ontario landfills
Raised over $3.32 million for Ontario Charities and
Community Organizations
The Communicator Awards Silver Award of Distinction for
Website (2012)
The Communicator Awards is a leading international awards program
recognizing big ideas in marketing and communications. Founded nearly two
decades ago, The Communicator Awards receives over 6,000 entries from
companies and agencies of all sizes, making it one of the largest awards of its
kind in the world.
Roadside Safety Award (2012)
The Ontario Ministry of Transportation recognized that the Beer Store is a major
contributor to keeping Ontario roads safe through its responsible sale program.
Randstad Award (2013)
The Beer Store was recognized as one of Canadas most attractive employers.
The winners of the Randstad Award are selected solely based on the appeal of
their employer brand. Such careful measures ensure that the survey remains
completely objective.
The Globe Award (2011)
Each year, the GLOBE Foundation recognizes the commitment of extraordinary Canadian companies and industry
groups who have managed to balance competitive business strategies and sustainable development with the
GLOBE Awards for Environmental Excellence. Considered to be the most high-profile national awards series of its
type, the GLOBE Awards are judged by a panel of experts recognized in the Canadian business community.
The Canadian Stewardship Award (2011)
The Canadian Stewardship Award recognizes the achievements of a business that has made a significant
contribution, through leadership or advocacy, towards Canadian environmental stewardship and producer
responsibility.
W3 Silver Award Winner - Categories of Food & Beverage,
Guides/Ratings/Reviews (2011)
The W Awards honours creative excellence on the web, and recognizes the creative and
marketing professionals behind award winning sites, videos and marketing programs. The W
is the first major web competition to be accessible to the biggest agencies, the smallest firms,
and everyone in between.
OUR MISSION is to operate our companies
under fve core values:
Health & Safety
Honesty, Integrity & Respect
Environmental Leadership
Social Responsibility
Operational Excellence
We will continue to be an open system for all Brewers to
allow us the privilege of handing and selling their brands
as they take advantage of our cost efficient, productive
and environmentally friendly system. Crucial to our future
is the honesty, care and respect we show our people. We
want employees to enjoy working for us, to believe in our
philosophy of working hard but having fun along the way.
We want them to stay with us for the long term and we will
accomplish this by providing them with the tools, training and
encouragement to grow and prosper in their jobs in the hope
they will refer us to others as a great place to work.
We emphasize and encourage innovation, teamwork and
continuous improvement in how we deliver and service bars
and restaurants across Ontario and Western Canada. We
want to be an integral and supportive partner in their ongoing
success.
We will continue to fight for increased market share and
improved sales in the markets we serve. In our retail
stores our strategy will stay the course of re-invention and
improvement of the shopping experience. We will forge ahead
with new self serve stores with separate empties rooms at
every available opportunity. We will train our front line staff to
be beer experts and experienced customer service envoys
whenever customers inquire and want our advice.
Throughout every moment of truth with our customers, we
will behave in a manner that exemplifies our passion and
dedication to be the Champions of Beer.
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Logistics
We strive daily to provide best-in-
class service to our customers and
stakeholders. We are constantly finding
ways to reinvent ourselves - leveraging
our rich history and marrying it up with
state of the art methods to meet our
goals of better, safer, faster and more
cost effective. We will be successful by
working together, respecting each other,
having a positive attitude and by trying
new and innovative ideas without fear.
Dave Kempster
VICE PRESIDENT
LOGISTICS
Who We Are
The Logistics Division, represents both the Beer Store and Brewers Distributor
Ltd (BDL). We are responsible for delivering to every retail outlet that sells beer,
licensee accounts, for sales and service to draught accounts, for environmental
Stewardship programs and for responding to all customers inquiries (retail and
wholesale). We are the trucks, the distribution centres, and the employees that
deliver and service beer to all of our customers.
With both companies represented, the divisions geography spans from Ontario
to the West Coast and into Canadas North. While the businesses may run under
different rules and have slightly different methods of operation we are focused
on having the product in the customers hands when they want it. Efforts are
continually underway to try and merge these sister companies together where
they can cooperate with each other to improve efficiencies and reduce costs.
As Dave Kempster, Vice President of Logistics explains, We are looking forward
to making improvements in how we operate and become a world champion in
our line of business. To move forward we have to think outside the box and not
be afraid of trying new things or listening to new ideas. We will only succeed if
we try. We need people who are excited about change, will grasp and hold on
to new ways and work together to overcome obstacles and want to win.
Being Best-in-Class
The Logistics Division supports all 5 of our companys core values. Of greatest
importance in this division is our emphasis on Operational Excellence and
Health and Safety.
We are a business of power equipment, large trucks, complex machinery,
special training and high safety standards. For these reasons alone we have to
be very diligent on safety and always pay attention and be alert in everything
we do.
We strive for excellence in our new order picking automation in Port Coquitlam,
British Columbia. This innovative system helps us reduce costs, manage
volatility in peaks and valleys in volume and improves turn-around time.
We are a business of
power equipment,
large trucks, complex
machinery, special
training and high
safety standards. For
these reasons alone
we have to be very
diligent on safety
and always pay
attention and be alert
in everything we do.
Automated order picking in Port Coquitlam, BC
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Our Brand is Showing
The Beer Store and BDL brand has changed and we are slowly
making the transition to the new identity as costs and opportunities
arise. Logistics does not go untouched in this reinvention. Brewers
Distributor Ltd has a new name and logo, shortened to BDL. The
website and customer facing material are all changing. As well, the
new eyebrow B is being emblazoned on new trucks going forward
in 2014. One new Beer Store branded truck is already in place and
up to 40 more are scheduled for new trucks in 2014.
Health and Safety
Dave Kempster mentions that a key mantra for his area of business
is Everyone goes home in the same condition they arrived. This
is a good testament to the importance and emphasis on safety
and well-being of our employees. We are very attuned to making
our employees safe and healthy when they work in our distribution
centres, delivering in our trucks, servicing licensees or picking up
empties. We have extensive training and certification programs to
ensure compliance and consistency.
Blue Light Safety
The company is implementing a Blue Light safety feature across
TBS/BDL. A light is installed on power equipment and works as a
warning device that beams a blue light behind an operator so any
person entering an aisle or walk-way will have advance warning
that the machine is coming their way. Similar to the back-up
beeping used as a warning, this light serves in the same manner
and is good for the hearing impaired.
People Development
Function Over Geography
Why separate the job by a company name (BDL vs TBS)? A more
innovative approach is to assign job accountabilities and titles
to a functional area, such as Inventory Management, Manager of
Sustainability, Fleet Operations. A functional approach allows for
more sharing and leveraging ideas across geographic or physical
barriers. For 2014 and beyond, Logistics will be looking at this
more closely.
Customer Contact
The name Call Centre has become antiquated. As an extension
of the above, being known as a Call Centre no longer describes
what the employees do at the end of the phone or on the web. They
are the voice of the customer, both retail and licensees. They solve
problems, add value, provide advice, and help strengthen our bond
and relationship with customers. This will be explored in more detail
in 2014.
Innovative Thinking
Certified Draught Services
As a customer, would you choose one bar over another for your
beer if you knew one could guarantee superior quality and
cleanliness? This guarantee means that the draught lines are
clean, the glasses washed properly, the temperature of beer was
right for serving and the menu features the right beer pairing
recommendations. By implementing a Certified Draught Services
seal of approval its a win-win situation for the licensee and for
Draught Services. Similar to how bars and restaurants post Health
Inspection notices at the entrance, this program would have a seal
posted at the door before customers entered. A money-making
venture, added value for both the licensee and Draught Services
and an initiative with a lot of up-sell potential like glassware, back
bar units, cocktail units, licensee training/education/tips, point of
sale, marketing and more.
Expand to National Accounts
Why think small? Why limit ourselves to geographic boundaries
if we can be in other provinces? Of course the control and sale
of beer and alcohol is highly regulated and differentiated across
provinces, however, this is not the case when it comes to Draught
Services. We could leverage what we do, and even include our
Certified Draught Services program to other provinces. Could we
land a national account in a large restaurant chain? This will be
explored in 2014 and beyond.
LCV
Long Combination
Vehicle is a tractor with
two trailers pulled behind.
The two trailers can still
carry a maximum of
63,500 kg as is in existing
tractor trailers but it allows us to pull more volume of a lighter load,
so it is ideal for transporting ODRP. It has restrictions in that it can
only travel on 400 series highways, in the evenings for certain
hours and in the summer months. The benefits are numerous: fuel
savings, emissions reductions, and more efficient use of time.
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Growing the Business
Our livelihood depends on us being the best at what we do. And as
Dave Kempster states we have to be pro-active in our ideas and
actions and not re-active.
Grocery Gateway
The Beer Store has been in negotiation with Grocery Gateway to
deliver beer to their business for distribution with home delivery
of groceries. After a few trial deliveries in 2013 we are up and
operating with them in 2014 with over 75 SKUs. This is a great
example of leveraging something we do and partnering with
another business so both can reap the benefits.
Online Beer Ordering
Currently, Retail Partners and Licensees can order beer by
telephone and online. To improve the customer experience of beer
ordering we are redesigning the Online Ordering website to make
it more user friendly and efficient. Customers from Western and
Eastern Canada will be able to take advantage of this redeveloped
site as a part of the SAP upgrade to our systems in 2014.
Expanded Products
Draught Services secured the distribution rights to Celli draught
dispensing taps in North America. Celli is a world leader of
manufacturing, design and innovation for beverage dispensing
equipment. Plans are underway to establish a dealer network in the
USA and Canada to solidify this brand for years to come.
Trade Shows
It is always beneficial to our business and our relationship with
licensees the more we talk about beer and show them our love for
Beer. By attending trade shows and showcasing our services, our
people, our wares we are helping others be successful.
Pan Am Games
How can we be ready for the 2015 Pan Am games? Torontos
downtown core will be congested and traffic snarl-ups will make it
difficult to deliver beer to licensees. By leveraging our experience
from the 2010 Winter Olympics in Vancouver we are now working
with the city of Toronto to arrange for special delivery times and
locations. We are also working with the Retail Division to ensure
our clients have enough beer and we capture the opportunity to
increase sales.
Two CompaniesSame Values
To bring joy to all those that enjoy a great beer during occasions
that are important to them by having the right beer arrive to the
right place at the right time in perfect condition
This statement by Mike Allen, General Manager of Brewers
Distributor Ltd (BDL) describes the overall philosophy of the
BDL business in the Western Provinces from Manitoba to British
Columbia.
BDL is the sister company to the Beer Store in Ontario each
managed by Ted Moroz, President of the Beer Store and BDL,
provides a quality, cost-effective distribution and container return
service for the western provinces in Canada.
Even though the Beer Store and BDL are separated by geography
and regulated by the governing rules for alcohol in each province,
both companies operate with the same foundation of principles and
values.
Responsible sale and health and safety of employees are key to
the moral fabric of this company. BDL aims to be a company that
not only has loyal bar and restaurant customers but also to have
employees that like working there and go home each day safe and
in good health.
As an ongoing tool, BDL surveys its customers to track their
issues and concerns then make plans to continuously address the
companys performance and improve customer satisfaction.
Automation and Innovation
There is a new technology at the facility in Port Coquitlam,
British Columbia where licensee orders are automatically picked
and assembled for delivery using the latest Automated Case
Picking technology. Logistics looks forward to implementation
of the Enterprise Resource Planning (ERP) solution to facilitate
modernized practices that will further enhance operational
excellence and make our division viable for long term success.
In Winnepeg we have added a new Can Densification Area. Empty
cans are crushed together so they are easier and more efficient to
transport.
From my perspective I have seen dramatic change
over the 17 years of my career in the beer business
in Western Canada. Ive seen old friends retire and
exciting younger minds take charge and run with
their new responsibilities. As I look forward with
enthusiasm I anticipate the exciting times to come.
From zero lost time accidents in all our facilities, to
the new opportunities that SAP and technology will
bring to enhance the facilities operations in all 5
provinces to the added volume from an energized
beer segment that we all enjoy. These are exciting
times to be TBS/BDL!
Mike Allen
GENERAL MANAGER
BDL
Environmental Stewardship
It is with great excitement that I join the TBS/BDL family. Both organizations
have an exemplary record of environmental conservation and corporate
cultures that embrace the challenge of sustainability. In the coming years we
will continue to build on our leadership position, working hand-in-hand with
Canadas National Brewers to gain recognition as one of this countrys best
corporate citizens. In order to achieve this, well need to continue celebrating
our history of corporate responsibility and find innovative ways to communicate
future achievements. Through our network of stores, distribution centres,
licensees, and return contractors, we have the potential to affect positive
change in the lives of countless Canadians.
David Klar
MANAGER
SUSTAINABILITY
Green is not just a colourits a way of life
David Klar, Manager of Sustainability sums it up quite nicely:
We will be successful by integrating sustainability in our
day-to-day operations and by publicizing/sharing our environmental
achievements to the business community and the general public.
We Live to Be Green
Environmental leadership is a core value at the Beer Store.
Introducing voluntary collection of empty containers in 1927, the
Beer Store was the first company in North America to demonstrate
that environmental protection could be both practical and cost
effective. Investing in bottles that can be used multiple times
and then recycling those bottles only when they are no longer
usable, reduces overall costs while also conserving resources.
Our business area is intended to monitor recycling performance to
ensure that we comply with our legal obligations while also using
resources wisely and improving the quality of our commodity output.
BDLs track record of environmental stewardship is equally
impressive. Empty container collections have continued
uninterrupted since BDL operations first began. With growing
public awareness of environmental issues, our customers expect
responsible management of the resources they consume. Whether
utilizing curb side recycling, recycling depots, or return-to-retail
programs, Canadians are eager to protect the environment for
the benefit of current and future generations, and look to industry
leaders to continually review and revise operations to improve their
environmental record.
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Our Record Speaks for Itself
Every year we recycle a combined 2.9 billion containers and
divert more than 450,000 tonnes of material from landfill. These
extraordinary efforts help to preserve Canadas unique natural
heritage.
We can brag that we have the largest beverage container diversion
system in Canada.
By accepting returns for all beer, wine and spirits containers in
Ontario we can proudly say that 200,460 tonnes of Green House
Gas emissions are avoided which is equivalent to taking 41,700
cars and trucks off Ontario roads. Another way to express this is
that we have saved over 2.8 million gigajoules of energy which is
equivalent to over $49 million of oil!
Another staggering fact is that the Beer Store has recovered an
estimate of over 75 billion beer bottles over 85+ years.
Diligent and Determined
In 2013, we continued efforts to improve return rates for containers
and for secondary packaging. Once material was received back
into our system, we worked with our existing processors to improve
the quality of our material so that it could be recycled to higher
end use. Over the past few years, we have established and refined
combined aluminum volume agreements for the sale of aluminum
returns. Late in 2013, TBS/BDL were ranked as one of the top three
aluminum suppliers for Alcoa, in terms of superior quality, volume
and performance.
In Ontario, we also ran a distribution centre-based pilot project to
flatten aluminum cans prior to shipping without compromising bale
quality, in order to generate transportation savings by shipping
less air. That work allowed us to work further with our centralized
processor to upgrade their baler to allow for improved bale quality
of flattened cans as well as operational advantages of handling
fewer footprints for the same container volume.
By accepting returns of
all beer, wine and spirits
containers in Ontario
we can proudly say that
200,460 tonnes of Green
House Gas emissions are
avoided which is equivalent
to taking 41,700 cars and
trucks off Ontario roads.
Can We Do Better?
Were not perfect yet, so were not resting on our laurels. While we
are considered by many to be a world class recycler we still need
to pay attention to detail as there is always room to improve.
How? First and foremost is having all parties across the company
take responsibility in one way or another for recycling and material
recovery. By highlighting in all departments in the organization
responsibilities to our green task, by sharing information and
working together across the provinces we will increase efficiencies
and identify any gaps in our processes that can be improved.
Improving tracking, sampling and reporting of all items including
in secondary packaging (paper, metal, plastic) in British Columbia
and Saskatchewan where we have a Stewardship responsibility will
help us meet or exceed regulatory requirements. The same effort
will be made in Ontario and other established markets to have
commodities recycled to high end use with improved quality and
value.
Making Some Green from Being Green
Current best-practices in sustainability seek to enhance corporate
profitability as well as improving resource management. When
implemented effectively, sustainability policies can improve a
companys bottom line. Opportunities include:
Benchmarking environmental impacts and setting reduction
targets as a means of realizing eco-efficiency benefits. Tracking
and reducing the use of energy, water and materials (per $ of
revenue) ultimately saves money. (Environmental Leadership,
Efficiency) Initial meetings with a waste solutions company have
set the framework for examining internal waste and recycling
management at TBS to explore the expansion of the scope of
activities included.
Connecting the purchase of products to social causes as a
vehicle for increasing brand loyalty and sales (Environmental
Leadership, Social Responsibility, Brand Loyalty, Protecting the
Franchise) we are working toward enhancing the Beer Stores
image as the destination of choice when customers think of
recycling containers and packaging.

Introducing environmental impact labeling to provide additional
purchasing information for environmentally conscious
consumers. (Environmental Leadership, Social Responsibility,
Brand Loyalty, Protecting the Franchise) The TBS website will
include additional recycling facts, and recently an in-house
recycling newsletter was launched to highlight and share
recycling efforts and information across TBS/BDL.
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Retail
Crucial to our formula for
being successful and achieving
our goals is diligent monitoring
of the pulse of employee
satisfaction and to always meet
and exceed health and safety
expectations of our staff and
our customers.
Andrea Randolph
VICE PRESIDENT
RETAIL
Embracing Cultural Change and Being Loved by Employees
and Customers
Crucial to our success is having a vibrant and dynamic retail network of stores and an
enthusiastic, well-trained front line staff of dedicated employees that work day after day
selling our beer and servicing our customers.
Andrea Randolph, Vice President of Retail explains the over-arching goals of the Retail
Division. We are about leading the charge for change and meeting the expectations
of customers supported by increased sales targets, market share gains and improved
customer satisfaction. Crucial to our formula for being successful and achieving our goals,
explains Andrea, is diligent monitoring of the pulse of employee satisfaction and to always
meet and exceed health and safety expectations of our staff and our customers.
The Retail Division is all about making the retail experience the best it can be; to
provide the tools and coaching to our people so we are best-in-class at what we do. Our
responsibilities include building, renewing and maintaining the bricks and mortar, running
our operations efficiently and productively, making the work experience as important as the
customer experience inside our lobbies and in the back of the house. As well, we need to
maintain our position in the minds of consumers through marketing, advertising and media
that we are the preferred choice for buying beer. We help drive the two-way communication
with customers in every way, being careful to speak in the right tone and manner, to always
put our best foot forward, to be respectful of each other at all times and to any visitor
regardless of gender, religion or political affiliation. We do draw the line however when
it comes to serving minors and intoxicated customers, something we are proud of and
wear as a badge of pride as employees of the Beer Store. Our mandate in Retail extends
to the social marketing and web channels as they serve to support the stores and drive
customers to them. In addition, we manage other contact points within the company like
our licensees, draught services and customer care centres. Our marketing group uses our
web channel to create and maintain a social network of loyal followers, to educate and
inform customers on beer and the products and services we sell as well as showcasing
our company as a world class retailer of beer and environmental citizenship along with our
other core values that make us a great company.
We had an exciting and dynamic year in 2013 and we will continue to build and leverage
the momentum we started. We will accomplish this by growing our market share, making
our stores a better place to work with happy beer loving employees and gaining back
loyalty and support from our customers as the most loved place to buy beer.
Embracing Change
We are about leading the charge for
change and meeting the expectations
of customers supported by increased
sales targets, market share gains and
improved customer satisfaction.
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We are the BEER STORE!
2013 was a pivotal year and new beginning for our Retail Division
and our Company as a whole. We are now known as the (small t)
Beer Store with a new logo and colour palette. This is an important
milestone and investment in our companys future. A new name
signals change in the mind of the consumer and it conveys a new
approach to business. Employees as well can feel the new energy
and focus on being different and better than we have ever been.
Customers expect to see and experience something different in the
stores whenever a retail company makes the decision to change
their brand. We are not going to disappointment them.
Why change our name?
1. We need to do something different: Market share has been
declining over the last ten years, sales are dropping, consumers
are buying less or smaller pack sizes, our competitor is
aggressively targeting the beer segment for growth at our
expense. We could stand around and let the trend continue or
we can do something to offset the decline.
2. It is time to recharge our batteries: To effectively change our
ways and perception in the marketplace we have to change
how we think, how we act and how we embrace a new culture.
A name change does not ensure all this will happen but it is a
moniker, a symbol of change that employees and customers
can recognize to expect something different.
3. Change perception: We did our homework in 2013. We
conducted extensive research consumers on how we are
doing and what we could be doing better. It was clear from the
feedback we received that improvements are needed. We need
to step up on how our stores look, how we interact and befriend
our customers and improve how we sell our beer and make
beer a beverage of choice. We needed a name change to instill
a new promise to fix what needs fixing and to be relevant to
customers today and into the near future.
The Logo
The new Beer Store logo consists of a gradient coloured B with an
eyebrow and the words Beer Store in block letters.
The gradient coloured B is meant to represent a mug of beer
illuminated from below. The eyebrow above the B is meant to
represent a froth of foam from a freshly poured beer. The use of
The in front of the name has been discontinued with the more
simple brand moniker Beer Store. During research customers
stated they like the cleaner and simpler appearance of the logo and
the new name signals change is afoot. An added benefit to this new
block signature is that we can make it bigger and more readable on
signs with restricted space.
BDL is Part of Our Family
To help integrate and link our businesses,
the Brewers Distributor Ltd logo has been
reinvented to match the new Beer Store
logo. Our sister company has adopted the
new B with foam moniker and its name
shortened to the letters BDL. When communicating to an audience
where both brands are present we will use the B with foam identity
alone to show the combined presence.
Champions of Beer Love
Our new brand personality is easy, friendly with a humorous
undertone with all communications are to be down-to-earth and as
simple as possible. Our mantra and motivating chant, is that we are
Champions of Beer Love Every Day!
This means that beer is entwined into the underlying fabric of
who we are, how we act, how we think and how we communicate.
We live beer but we do so under the blanket of our core values:
Health and Safety, Honesty, Integrity and Respect, Environmental
Leadership, Social Responsibility, and Operational Excellence.
Our guidepost for marketing our retail business is to speak to
customers about beer occasions. Our Communication Platform is:
Celebrating Beer Occasions Big and Small.
Our goal is to expand traditional thinking that beer is only best on
long weekends, hot summer days, backyard barbecues or for the
holidays. Any time or occasion, when a cool libation is warranted,
why not reach for a beer? A frosty beer is a great beverage while
at home watching a good movie, or taking a break from gardening,
or being shut in after a big snow storm. Beer is the champion of the
moment. Our marketing agenda is to remind customers that beer is
good anytime (responsibly) and hopefully, in turn, this will increase
beer sales.
26 2014-2016Strategic Plan 2014-2016Strategic Plan 27
Meet Beer.
How do we consistently remind customers of occasions big and
small? We do this through integrated and consistent marketing
campaigns based on various potential beer moments.
The tag line we use is Meet Beer coupled with an occasion. The
phrase Meet Beer is the invitation to customers to think about the
idea we have presented and hopefully trigger them to consider
beer the next time the event occurs.
There are three basic Meet Beer themes based on sports, food
and events. Each of these themes are played out in the marketing
materials posted in our stores and on our web channels for all to see.
To emphasize our need to be more in touch with our customers,
and to promote them to Meet Beer we also include a new
community welcome sign on the exterior of our renovated and new
stores going forward. Messages like Cabbagetown Meet Beer and
Danforth Meet Beer are execution examples recently installed.
Retail Renewal Has Begun
Changing a name is the icing on the cake.The real ingredients
underlying change is the renewed retail experience we present in
the marketplace.
After considerable research with focus groups, store intercepts and
pilot store designs, we have a renewed store design and interior
dcor. In 2013, we experimented with new ideas and concepts in
4 pilot stores, learned what worked and what didnt work and took
valuable insights and feedback to roll-out our new store refresh to
13 stores in the Fall.
Our core strategy is to focus on existing conventional and Ice Cold
Express stores that could benefit from a refreshed interior through
offering single can sales in the lobby and having a separation
of the empties return process from the beer buying process.
Our goal is to gain back market share in market areas with the
greatest decline by attracting back our customers to a better
shopping experience. The colours, the coolers and the re-branding
are important factors but the real change influence comes from
a renewed attitude and energy of our front-line staff. Through
extensive training and coaching, staff in our new stores have the
required tools and background knowledge to make customers feel
more welcome, to respond as experts on beer and food pairings
and to know the value of up-selling and satisfying the needs of
our customers. This is not to suggest we do not do this already
in our stores, it is just that it will be more pronounced with the
renewed emphasis on product knowledge and customer service.
The refreshed decor improves the working environment and makes
the store experience different and more engaging. Bottom line, our
customers love the new design, the new branding and new service
from cheerful employees.
Lest We Forget Our New Self-Serve Stores
We are excited to offer our large, self-serve shopping experience
where customers can come in and browse from over 400 brands
and 90 brewers and hundreds of package size combinations. A
key feature of these stores is our separate empty returns room.
Customers returning beer, wine and/or spirits containers now have
a room separate from the shopping area to sort their empties and
collect their deposits. Customers wishing to shop for beer enter
the self serve Beer Fridge where they can see the vast selection
and touch the products. Separating the experience of returning
empties and shopping for beer is a great solution for beer lovers
and recyclers alike.
Our purpose is to make sure we have the right
stores in the right place at the right time in the most
economical way we can.
Tom Lucas
DIRECTOR
REAL ESTATE
28 2014-2016Strategic Plan 2014-2016Strategic Plan 29

Network Optimization
Fancy words to describe our overall retail development strategy.
Whether we can build anew in untapped growth areas, or if we can
re-locate to a new building or site, our strategy of renewal remains
on course. As Tom Lucas, Director of Real Estate explains, our
purpose is to make sure we have the right stores in the right place
at the right time in the most economical way we can.
Our retail development plans continue in 2014 and beyond. Tom
describes the future: we will continue on our renewal agenda with
50 stores in 2014 with an expectation to claw-back market share
and we will aggressively look for and secure opportunities to build
anew or re-locate tired and poor performing stores into better
locations. We use advanced technology and software tools to help
us optimize our opportunities for the best return of our stakeholders.
Our redevelopment efforts will always be considerate that we
deliver a safe and healthy environment at all times, that we are
economically diligent and provide value to our stakeholders and
we work hard to foster a great industry reputation with landlords,
developers, city regulators/planners so the Beer Store is top of
mind and spoken of in a good light.
It is important that customers feel good about their shopping
experience in our stores, each and every time they visit us, and that
they speak well of us to others and feel that they would choose us
whenever buying beer.
Looking Ahead
We will be continuing the momentum we started in 2013. Our
business goals remain unchanged; to gain back market share,
to increase sales, to improve employee engagement scores,
to support our companys core values especially in the area of
health and safety. Our renovations and new store growth plans will
continue as fast as we can with the resources we have available.
We will make sure the Beer Store continues to be an open system
for all Brewers to sell their products in a fair and equitable manner.
We will continue to invest in technology such as the Pricing
Information Tablets that now replace the Beer Walls. We will monitor
and plan to make improvements to our empties return experience
as we learn along the way.
Andrea Randolph summarizes the most important focus of our retail
strategy, We will focus our efforts on making the customer happy,
and making our employees happy. We will concentrate our thoughts
and our actions so we are THE MOST LOVED beer provider.
We will focus our efforts on making the
customer happy, and making our employees
happy. We will concentrate our thoughts
and recognize positive actions that help us
become the most loved retailer of beer.
30 2014-2016Strategic Plan 2014-2016Strategic Plan 31
Finance
Our mission is to be the centre for
financial analysis, measurement
and reporting to stakeholders and
in doing so have some fun along
the way. We make it a priority of
our success to invest in the care
and development of our people.
Who We Are
The financial role in TBS/BDL supports the delivery of day-to-day financial information
in both the Beer Store and Brewers Distributor Ltd companies so informed business
decisions can be made and proper financial accounting and reporting is ensured.
Under the Finance umbrella are Accounting, Treasury, Procurement, Planning and
Information Technology.
Brian Park, Vice President of Finance describes the overall focus and strategy: We
will continue our journey of process improvement driving efficiencies & productivity,
people development and having fun. Areas of focus for 2014 include transition to IFRS
accounting standards, SAP implementation, migration to a single bank provider, credit
policy development, improved financial forecasting, pursuing revenue opportunities in
Western Canada, and improved working capital practices.
Supporting Innovation
A key role as a Finance Division is to help business partners and associates make
sense of the financial implications of a new initiative or an idea. Making sense means
identifying the benefits, costs, returns and investment risks and making sure that the
proper resources are allocated. It also means ensuring the project stays within budget
and on time.
Examples include looking at new technology for drivers so they can enter deliveries on
a hand-held device; assessing the viability of purchasing can crushers in distribution
centres, to evaluate the use of long combination vehicles on 400 series highways.
Being Innovative and Transparent
Finance needs to evolve and lead new ways of doing things so the business thrives
and prospers. They are driven to adapt and improve the work environment. An
example is the development of a financial tool kit for the Real Estate team to assist
with understanding the financial implications of our investments in retail renewal
programs such as new stores, re-developments and store re-locations. This helps
ensure consistency on how our investment decisions are made and transparency to our
stakeholders.
Making Financial Gains
Finance is not immune to the goal of being more efficient and
productive in how it manages its responsibilities and day-to-day
operations. Finance has reduced month end closing times from 8
days to 3 days which is a significant accomplishment with current
legacy systems. This reduction in closing time provides information
to our stakeholders on a more timely basis and further allows our
teams added time for analysis.
Backing Re-invention
Instrumental to any network renewal program is the financial
business case behind the investment. Finance recognizes the need
to keep investing in our stores so they are well maintained, safe,
efficient and relevant to the times. They have worked hard in taking
the lead on estimating capital and operating costs and balancing
them against sales projections and market share growth. They
work in partnership with Retail Operations, Real Estate, Marketing
and Human Resources to understand the requirements, timing and
expected business results. They are a key player in selling the
investment in our retail network to our stakeholders with all parties
interests at heart. The Purchasing Department within Finance
makes a valuable contribution to renewal by negotiating supplier
contract terms and by purchasing new uniforms and equipment for
the stores.
Investing in Technology
There is a delicate balance between what we want and what we
can afford. Finance and the reporting I.T. group are constantly
evaluating, testing, analyzing, monitoring and managing the tools
and technologies needed to keep the Beer Store and BDL efficient,
productive and in-step with change. The ongoing initiative to adopt
the SAP platform, with intended launch in 2014 is an example of the
innovative and dedicated support Finance is providing along with a
supporting cast of many.
Knowing Good People Provide
The Best Returns
The Finance Division recognizes the importance of having
good people on board and the investment in their growth and
development will pay dividends in the long term.
Restructuring the department to align with SAP technology and
creating new roles within General Ledger, Treasury, Accounts
Receivable and Payable shows how they are adapting and
investing in the future. Providing development and leadership
training to employees is crucial to our future development and
success. Having a clear path for succession and promotion builds
motivation, hope, loyalty and less attrition.
Part and parcel to having happy employees that want to be at
TBS/BDL is making sure communication lines are open between
employees in the Division. Conducting monthly town hall
meetings between Finance and I.T. has helped improve overall
communications and well-being within the group. We have a better
understanding of our challenges and opportunities. Critical as well
in these forums, others are allowed to recognize outstanding peer
performance.
Looking Ahead
The path for finance is to continue to do what they do best: be the
centre of control, measurement and reporting of our holdings and
liabilities in a financially responsible manner that protects the best
interest of our stakeholders.
Some key initiatives in 2014 and beyond include:
Drive successful SAP implementation. This will assist in
improved efficiencies, data mining & analysis, store P&Ls and
operational excellence.
Migration to single bank provider will result in lower banking
fees and reduced operating complexity.
Pursue business revenue opportunities on both full goods and
empties recycling in Western Canada.
Support corporate initiatives around Retail re-invention and
renewal programs.
Brian Park
VICE PRESIDENT
FINANCE
32 2014-2016Strategic Plan 2014-2016Strategic Plan 33
Why I.T. Customer Service?
At TBS/BDL, having a customer-first philosophy when approaching
I.T. support is an integral part of our everyday business. Our I.T.
customer service team has many extensions, working towards
a common goal: to provide exemplary system support for all of
our customers, establish an open line of communication with all
vendors and to put the needs of the business as our top priority.
How Our Process Works
This past year, the I.T. group at TBS/BDL adopted the term
I.T. Customer Service Team as a way of bringing all of these
extensions under one umbrella. When business users and users
from the field contact our Help Desk, they are triaged by an Agent
who will work to assess the issue that the user is experiencing.
From there, they do their best to place the ticket in the queue of
the team best equipped to resolve their issue in an efficient and
accurate manner. Some issues are more complicated than others,
but as a team we do our best to communicate the status of more
involved problems as they may require the involvement of multiple
teams.
As a team, we have been encouraging the business and users
from the field to utilize our Service Request Portal for requests of
the I.T. Team that are not deemed emergencies. For example, if
a field auditor requires access to a larger group of Retail Stores,
the District Manager may place a service request in order to have
this access given. These requests go through an approval process
and the work is placed in the queue of one of our team members to
complete.
Key Benets of Teamwork
Shared Resources
Collaborative effort is often required for resolving larger issues
in our production environment; with multiple extensions of
the I.T. Customer Service Team, we remain in close contact
with each of the vendors that work with our Retail Stores and
Distribution Centres.
Knowledge Transfer
Working closely as a team allows us the benefit of sharing each
others knowledge and expertise in order to better support the
business and the field.
Around the Clock Support
By leveraging the I.T. Customer Service Team Help desk, users
are able to communicate their issues on a 24/7 basis; this
allows for speedier resolution of the reported problem.
Coming together is a beginning.
Keeping together is progress
Working together is success
- Henry Ford
Jennifer Mason
DIRECTOR
IT
I.T. Customer Service
One System, One Team
Your I.T. Customer Service Team
34 2014-2016Strategic Plan 2014-2016Strategic Plan 35
What is BREWS?
Project BREWS is an acronym for our Beer Resource Enterprise Workflow Solution. The
name represents the technology and business transformation project we expect to launch
in the fall of 2014 that will integrate SAP software across TBS/BDL, giving our people the
tools they need to perform at the highest level.
This significant investment in our I.T. infrastructure replaces many systems that date back
to the 1980s. This technology upgrade will eliminate the risk associated with continuing to
rely on systems that are difficult to maintain and are no longer supported by the industry.
This is more than an I.T. project; we are taking this opportunity to adopt leading industry
practices, optimizing our business processes across the organization.
A major component of the project is the deployment of SAP EWM (Systems, Applications
& Products in data processing Extended Warehouse Management) which is a best of
breed warehouse management system. One of the many goals of the logistics business
transformation is to increase customer satisfaction through an improved ordering process,
improved account management and improved order accuracy by ensuring we have the
right product in the right place at the right time every time!
We will be leveraging the
leadership talents of key people
within our organization to run our
Change Network and to act as
Trained Trainers.
Key Benets

Stability
A modern and reliable system, harmonized across the entire
TBS/BDL network, supported by our I.T. Team and industry
partners.
Customer Satisfaction
Increased order accuracy, timely and easy to access customer
account information, new E-Commerce site and Call Centre
ticket management expanded to BDL.
One Source of Truth
An integrated system for both TBS and BDL will give the
business timely access to information facilitating better decision
making and performance management
Strategic Procurement
Allowing us to better manage our buying process through
system generated, purchase orders, authorizations and
payments.
A Platform for Growth
Gives us the I.T. foundation and flexibility to explore and adopt
other new technologies for future growth.
Our People Are the Key to Success!
The success of this project will be defined by how quickly and how
well our employees embrace, adopt and utilize the new system.
To make this happen we are developing the largest information
and training program in the history of TBS/BDL to help everyone
understand what changes are coming and to teach everyone to use
the new system. We will be leveraging the leadership talents of key
people within our organization to run our Change Network and to
act as Trained Trainers. The training will be delivered in a number
of ways including: web-based, instructor led, on-the-job and expert
led; the right training, at the right time, to the right people!
We are taking a
huge leap forward in
technology.
Mike Lawther
TEAM LEAD
CHANGE MANAGEMENT
36 2014-2016Strategic Plan 2014-2016Strategic Plan 37
People Development
Employees are what
differentiate us. It is important
that we continually strive to
help them reach their full
potential.
We Are About People
Our employees are our most important asset. Like any asset we need to invest in our people
so they can grow, provide great service to our customers and ensure we get the most out of all
we invest in our business and provide us with the best return. David Granger, Vice President
of Human Resources says it this way, We see our people as the glue that helps us keep it all
together. Its what our employees do on the road or behind the four walls of our retail stores,
distribution centres or office doors coupled with their excellent quality of work that prepares
us for any challenges or hurdles we may face in the future.
We pride ourselves in being a fair employer and we welcome diversity. Dave Granger states
We are committed to providing all people medically appropriate work accommodations. We
take care of each other like we are a family. We believe in building on the person we hire
starting on day one and through training, support and encouragement lead them to be the
best they can beto become a Champion of Beer.
A Broad Scope of Support
In support of people we also manage all the details that keep employees fulfilled and happy in
their job. Key activities include:
Payroll Administration - Ensure over 7,000 employees are paid accurately and in a timely
fashion and our human resources systems provide information and reporting which
supports decision making.
Pension and Benefits Administration ensure our employees understand their benefits
and pension programs, and provide our support to help them utilize the programs to their
fullest advantage.
HR management Selection and Hiring, On-boarding and Orientation, Performance
Management, Succession Planning and Training and Development Programs
Risk management, Labour Relations, Disability Management and Health and Safety
Its Great to Recognize and Support Each Other
We have a progressive service recognition program for employees celebrating 5, 10, 15, 20
and 25+ years of service with the organization. The quarter century milestone is celebrated
with peers from across the province. We believe we have the best of both worlds the great
enthusiasm of new young hires and the wealth of knowledge and understanding of our long
tenured employees mentoring those that follow in their footsteps explains Granger.
David Granger
VICE PRESIDENT
HUMAN RESOURCES
We see our people as the glue that helps us keep it all
together. Its what our employees do on the road or
behind the four walls of our retail stores, distribution
centres or office doors coupled with their excellent
quality of work that sets us apart from the competition
and prepares us for any challenges or hurdles we may
face in the future.
Employee Engagement and Giving Back
We feel it is important to give back to the communities we serve.
Our biggest charity effort occurs each year with our Returns for
Leukemia (RFL) Bottle Drive where thousands of volunteers have
collected millions of dollars from a weekend of accepting empty
bottle return donations. Beyond our RFL, hundreds of charitable
efforts are made by our employees every year, especially when
tragedies occur. Our Calgary team did a spectacular job last year
during the flood. Come Hell or High Water, they delivered. In one
way or another, the Beer Store and BDL have saved the lives of
many people including young children.
Our employees, from drivers to corporate office employees to front
line staff, go above and beyond the call of duty. We have numerous
great stories to tell about the dedication and commitment of our
staff to the well-being of others and we take the time to recognize
the achievements of our peers.
Attracting the Best of Class
An important strategy for our company is to get em early i.e. be
on the lookout for the cream of the crop and try to recruit them to
work for the Beer Store or BDL. In order to retain good people,
we offer part-time employees attending schools away from home
the option of transferring locations so they may continue their
employment while completing their studies.
We also have a scholarship program where candidates apply in
writing with an essay on a topic related to our business. We award
up to 30 students with $1,000 scholarships each year. We are
building Leaders of Tomorrow says Sandra Ward, Director of
Organizational Effectiveness.

Partner in Retail Re-invention
The retail stores in Ontario are undergoing a big re-invention of the
brand and retail experience, spending $30 million in renovations
and training.
Our role in training employees with exemplary customer service
skills and in-depth product knowledge is a key ingredient to the
success of this venture. We are seeing positive results, not only
from a financial perspective but from a people and customers
relationship perspective. Here is an actual testimonial of a customer
experiencing our newly designed stores and trained staff:
I just wanted to take a brief moment to tell your head office about
the excellent customer service I received today at the Beer Store.
Its a store Ive been to before as I live in the neighbourhood, and
I havent had a bad experience, but today the staff member I dealt
with went above and beyond. He was friendly, helpful, made
suggestions, ensured I was getting the best bang for my buck, and
even managed to turn my day around in some ways (without even
cracking a beer).
The friendly service started the moment I walked in the door and
continued right until I left - he even offered to carry my beer out to
my car for me.
In hindsight, I should have let him so I couldve asked his name
and thanked him. Instead Im sending this note - I can only
describe him physically - tall, slim with a mustache. Id love it if this
note could get to this staff member, and perhaps more importantly
to his manager/supervisor. Thanks for the excellent service!
-Heather Kidd
38 2014-2016Strategic Plan
Employee Training
The importance of employee training cannot be over-emphasized.
During times of change and uncertainty, employees may become
despondent or dysfunctional in their job because they cant keep
pace with the changes in the world around them. The skills and
abilities that got them the job in the first place may be redundant.
Training helps them grow and be in step with the times.
At the Beer Store and Brewers Distributor Ltd. we know training is
beneficial to both our employees and our organization. Investment
in our business goes well beyond bricks and mortar explains
Sandra Ward, investing in the development of our people ensures
they are able to make the most of the new facilities we build
and the technology we introduce which in turn is critical to our
success. Training helps an employee reach their full potential and
makes them a more valuable asset to the company. It gives them
more confidence in their job through the added skills they learn and
long term security that they are part of a valuable team. Employees
are less likely to leave the company when they feel like they are
growing and performing to the expectations of their employer.
2014-2016Strategic Plan 39
Investing in the
development of our
people ensures they are
able to make the most
of the new facilities
we build and the
technology we introduce
which in turn is critical
to our success.
40 2014-2016Strategic Plan 2014-2016Strategic Plan 41
A New Culture is Emerging
The identity and customer experience at the Beer Store and
Brewers Distributor Ltd. is rapidly changing as the stores are
refreshed with a new decor and new service offerings, and we
invest in new technology and equipment. Its one thing to make
these kinds of investments in our business but their success is
dependent on how they are implemented by our people. If our
customer experience does not change, or if we dont continue to
get more efficient these investments are squandered.
As we invest in the training and development of our people, a
new culture is emerging and being nurtured. For example, in our
retail locations employees are becoming bona fide experts in beer
and all things associated with beer. They are being taught about
beer and food pairings, the different styles of beer and how beer
is made. As well, we are taking them away from being regular
customer service representatives and moving them towards being
needs providers. After training, employees show a renewed vigor
and confidence in their expertise and are now more than ever
capable of providing valuable product knowledge and assistance
to our customers. The net benefit to the company is increased
sales, improved customer satisfaction and greater customer loyalty.
Of course the requirement for developing our people extends well
beyond our retail environment. Our truck drivers require on-going
training and upgrading and we have developed training for our
drivers to help them be front line ambassadors with our customers.
We have one of the best safe driver records for fleets of our size
and we regularly acknowledge our safe drivers, including awards of
recognition each year.
Of course, health and safety training is paramount and it takes
many forms as employees learn how to work and behave in a safe
environment.
We cannot ignore the extra training and development of our
supervisors, managers and executives as leaders in their business
areas. Our training practices can take many forms from coaching
to leadership development, project assignments, on-line seminars
and testing.
Health & Safety
Who We Are
We oversee the regulations and requirements to have a safe and
healthy work environment of all employees of the Beer Store and
BDL as well as ensuring any trades, vendors or suppliers that work
in our premises are abiding by safe work practices and are properly
insured.
In our organization, Health and Safety is of the utmost importance
and is a core value that we live by day after day. Not a moment
should pass as we work alone or together that does not enter our
mind to ask if we have done what it takes to ensure our well being.
Our Commitment
We incorporate Occupational Health & Safety into all aspects of our
management practices.
Managing operations to meet all applicable safety laws,
regulations and company policies.
Identifying and assessing potential injury risks and
implementing appropriate measures to eliminate or control those
risks.
Establishing, communicating and enforcing, through employee
involvement, work site-specific rules and safe work methods.
Promoting and developing safe work behaviours, awareness,
leadership and accountability of our employees in health and
safety through their involvement.
Conducting internal and independent safety audits to confirm
management and safety practices meet legal and policy
objectives.
It is an expectation that every worker protect his/her own health
and safety by working in compliance with the law and with safe
work practices and procedures. Workers must report hazards
and notify management if they experience a work related injury.
Our commitment is to provide suitable compatible work in these
situations. Workers will receive information, training and competent
supervision in their specific work tasks to protect their health and
safety.
Commitment and daily vigilance to a safe and healthy working
environment is not only an essential component of TBS/BDL, it is
in the best interests of everyone. All parties must work together
to ensure a safe and healthy workplace and the successful
implementation of this policy.
42 2014-2016Strategic Plan 2014-2016Strategic Plan 43
Our Track Record
Through our diligent efforts, strong support from business leaders
and continued emphasis on training and communication we are
making progress across all business areas.
Our goal and mantra is Road to Zero. We are very proud of the
strides we have made in reducing the lost time accidents across
TBS retail and logistics and BDL between 2010 and 2013. See
results below:
Looking Forward
We will not let our guards down. Everyone needs to be diligent and
focused on safety in our workplaces.
It is far easier to prevent an accident than it is to react to one. We
need to be pro-active in our efforts and not reactive.
For 2014 we are looking at the following activities:
Conduct a hazard/risk assessment for all locations
Determine ergonomic (applied science of equipment design
to maximize productivity by reducing operator fatigue and
discomfort) demands
Schedule monthly workplace inspections and comprehensive
internal audits
Communicate Health and Safety Policies and updates and
increase training
Conduct a Workplace Violence Risk Assessment
TBS Retail
2010 Lost Time Accidents 34
2013 Lost Time Accidents 20
TBS Logistics
2010 Lost Time Accidents 18
2013 Lost Time Accidents 13
BDL
2010 Lost Time Accidents 62
2013 Lost Time Accidents 35
Commitment and daily
vigilance to a safe
and healthy working
environment is not only
an essential component of
BDL & TBS, it is in the best
interests of everyone.
We will not let our guards down.
Everyone needs to be diligent and
focused on safety in our workplaces.
Champions of
Beer Love
Everyday.