INTRODUCTION TO THE ORGANISATION AND PEOPLE REVIEW (OPR)

DPC – THE RED THREAD

2

PEOPLE CYCLE

Support: Target Setting & Cascading Team

Support: Talent Management Team

AB InBev People Cycle is a visual representation of the main people activities and processes within a year.

3

Process outcomes:

ORGANIZATION & PEOPLE REVIEW: OPR

Formal and structured process that allows us to actively manage our employees career, address organization needs, manage our Talent Pool and define succession plans.

Employees assessed according to performance & potential

Special Groups defined for high potentials

Succession plans built for key positions

Talent pipeline health analyzed

OPR adherence

4

ORGANIZATION & PEOPLE REVIEW: OPR MEETINGS Talent Review meetings in SABMiller language

OPR meetings is a bottom-up process focused on talent calibration, performance and potential ratings.

Final Meeting

Zone Final; Global Functional

Regional; Zone Functional

Local Meetings

Band VII Supervisors & Analyst

Operation

Band V-VI Mid Managers

Band III-IV Senior Leaders

EBM

Band 0-II Mancom

Not in OPR scope

5

OPR RATINGS Potential criteria in SABMiller language

OPR ratings for all employees should be based on evidence of “4A’s”

• Each manager should be able to answer the 4A’s with data from the Competency Review Meeting and Target Appraisals.

The Four A’s

Alignment with culture Are they aligned with the AB-InBev culture?1

Has the employee achieved 2 great results?3

What’s their leadership, intellectual and

technical ability? 4

Are they ambitious? 2

6

OPR RATINGS – Combination of

POTENTIAL is defined as READINESS TO MOVE ONE BAND UP

and

PERFORMANCE (for the OPR purposes) is described as Good Performance and Underperformance

4A Good Yes

4B Good Yes

3A Good Probable

3B Good Possible

2 New in company

1A Poor Uncertain

1B Bad No

Performance Potential

7

OPR RATINGS DEFINITIONS

OPR Ratings are standard across the company and they have a meaning

4A Ready for promotion

4B Develop for promotion in 1-3 years

3A Potential for future promotion likely

3B Performing at right level for now

2 New in company

1A Culture good need to improve results

1B Culture and results not good

Performance Potential

Good

Good

Good

Good

Good

Poor

Bad

Ove

rall

Perf

orm

ance

Definite

Definite

Probable

Possible

Possible

Uncertain

None

Pote

ntia

l

Solid performers

Newcomers

Underperformers

Movers

OPR Ratings/Action

Define Talent Pools

Build Succession

Plan

8

OPR DECISION TREE

Is the employee aligned with the AB

InBev culture?

Has the employee been with the

company at least 6 months?

OPR = 1B

Is the employee achieving results in the current function / role?

Did the employee receive clear and

honest feedback AND have a recovery plan?

OPR = 1B

OPR = 1A

Do we have evidence that the employee has potential to perform a higher-level position?

(Use four A’s)

Is the employee ready for a promotion (one

band up) in the next 12 months?

Is the employee ready for a promotion (one band up) in the next

1-2 years?

OPR = 3B

OPR = 4A

OPR = 4B

OPR = 3A

OPR = 2

Y

N

Y

N Y

N

Y

N

Y

Y Y

Y

N

N

Is the employee a solid performer or a

specialist?

N

N

(Only for bands 0-IV). If the next position

requires mobility - is the employee mobile

and have at least English level 3?

N

Y

OPR = 3B

9

The importance of mobility in the OPR process varies by Job Level and Function: • Many Functions such as Supply & Logistics and Commercial

positions might require mobility to ensure positions are filledinternally by the most qualified candidates

• National mobility becomes increasingly important for promotionalopportunities for higher levels of employees. 4a/4b/3a employeeswithout mobility if the position requires, will be rated as 3b.(Band V and above)

Keep in mind, employees’ mobility should be reviewed annually during the Competency Review process since circumstances and mobility can change year to year.

MOBILITY

10

OPR RATINGS

Ready for promotion (1 band up) within 1 year 4A - READY FOR PROMOTION

ACHIEVEMENT At least 2 great results#

ALIGNMENT WITH CULTURE Demonstrated alignment with the culture

AMBITION Desire to go to the next level

ABILITY Demonstrated proficiency in leadership, analytical skills and technical areas. Strong enough and prepared to go to the next level

NEXT STEPS Possible future position(s) must be identified#

11

OPR RATINGS

Ready for promotion (1 band up) in 1-2 years 4B - DEVELOP FOR PROMOTION IN 1-2 YEARS

ACHIEVEMENT Track record of high achievement

ALIGNMENT WITH CULTURE Demonstrated alignment with the culture

AMBITION Desire to go to the next level

ABILITY Demonstrated proficiency in leadership, analytical skills and technical areas. Strong enough, but not yet prepared to go to the next level

NEXT STEPS Development plan should be updated to prepare for future promotion#

Note: Could be rated 4B two years in a row if development is needed for 2 years, but rating should change in the third year.

12

OPR RATINGS

Strong belief that the individual has potential to move to the next level - The individual should be ‘tested’ and an action plan should be designed to test potential

3A – POTENTIAL FOR FUTURE PROMOTION LIKELY

ACHIEVEMENT Track record of good achievement

ALIGNMENT WITH CULTURE Demonstrated alignment with the culture

AMBITION Some desire to go to the next level

ABILITY May not demonstrate leadership, analytical skills and/or technical proficiency needed in the next level. May need further development

NEXT STEPS Challenged within the current role, lateral/ cross-functional move, project etc.#

Note: An employee can be rated 3A two years in a row (24 months). If this is the case, then in the third year, the rating must be different.

13

OPR RATINGS

At the right level for now, and not likely to be promoted in the next 2 years 3B – PERFORMING AT RIGHT LEVEL FOR NOW

ACHIEVEMENT High achievement in position

ALIGNMENT WITH CULTURE Demonstrated alignment with the culture

AMBITION May be satisfied in current role

ABILITY Strong technical skills. May not currently be demonstrating leadership and/or analytical skills needed in the next level. Good fit in current role, would need further development for next level.

NEXT STEPS Lateral/cross-functional moves, additional challenges in the current role and participation in a project Notes: • More than half of the organization will be in this category and the key is to keep them motivated• Don’t give a rating of 3B to avoid having a difficult conversation!

14

OPR RATINGS

Individual is new to AB InBev (in the company for less than 6 months) and there is not enough data to judge performance. 2 – NEW HIRE

ACHIEVEMENT May not have enough information to evaluate

ALIGNMENT WITH CULTURE Demonstrated alignment with the culture

AMBITION May demonstrate desire to go to the next level (not required)

ABILITY Too early to judge

NEXT STEPS Keep in current role#

15

OPR RATINGS

Aligned with the culture, but not delivering results 1A – CULTURE GOOD, NEED TO IMPROVE RESULTS

ACHIEVEMENT Not recently achieving results

ALIGNMENT WITH CULTURE Demonstrated alignment with the culture

AMBITION May have desire to go to the next level, but irrelevant

ABILITY Deficiency in one or more areas

NEXT STEPS Recovery plan with clear deadlines - After 6 months, they should be assessed as either 1b or 3b (recoverable or not). May also make lateral move if mis-matched with position.

Note: An employee can not receive a 1A rating two years in a row.

16

OPR RATINGS

Not aligned with the culture and/or underperforming 1B – CULTURE AND RESULTS NOT GOOD

ACHIEVEMENT Weak track record#

ALIGNMENT WITH CULTURE Demonstrated poor alignment with the culture

AMBITION Irrelevant

ABILITY May have demonstrated deficiency in leadership, analytical skills and/or technical skills

NEXT STEPS Reach agreement on date of departure, identify successor to make transition

17

Adherence is defined according to the following table:

OPR RATING EXECUTION ADHERENCE

ACTION 1B 1A 2 3B 3A 4B 4A

Promotion band up N N N N Y Y Y

Promotion within band N N Y Y Y Y N

Lateral move (same band) N Y Y Y Y Y N

Involuntary TO Y Y N N N N N

Voluntary TO Y Y N N N N N

18

OPR RATING TIPS

2 can only be rated to employees who are new to company instead of new to role

4B

3A

2

4B rating should change in the third year

3A can be rated for 2 years either in the same role or different role

19

OPR SHAPE

20%

70%

10%

Movers: Roughly 20% of people at each level identified as having potential to grow one band or higher.

The Core: 70% at each level core to achieving results. Talented and critical, they are at the right level. Note: you should not have more than 5-10% of newcomers

Underperforming: Roughly 10% or less are either on “probation” or out: If 1A, detailed recovery plan is key.

4

3A/ 3B/2

1A/ 1B

OPR % Category of People

20

PROFILE: TALENT POOL NOMINEE

Global Talent Pool

Define Talent Pools

34)5#64'7#&4)#%898(:;:&5#&'#<'=)#!>.#;)=);6#8('=)#&4):*#%?**)@&#(8@AB*';)C#34)6)#)<9;'5))6#8*)#4?@D*5#&'#&8E)#'@#(:DD)*#%48;;)@D)6#F&4)5#'9)@;5#86E#G'*#:&HIC#

34)5#&4:@E#6&*8&)D:%8;;5#8@A#48=)#8#6&*'@D#;)8*@:@D#8D:;:&5B9866:'@#G'*#;)8*@:@DC#34)5#%8@#)J)%K=);5#%48;;)@D)L#:@M?)@%)#8@A#<'(:;:N)#&4)#9)'9;)#8*'?@A#&4)<#F6)@:'*#)O)%?K=)6#8@A#&)8<6IC#34)5#8*)#8P?@)A#&'#&4)#9)'9;)#8*'?@A#&4)<#8@A#%8@#6?%%)66G?;;5#@8=:D8&)#&4)#'*D8@:N8K'@C#34)5#48=)#&4)#G?&?*)#9'&)@K8;#&'#()#

;)8A)*6#74'#'&4)*6#78@&#&'#7'*E#G'*#8@A#7:&4C#

21

TALENT POOL: NOMINATION CRITERIA

Employees from Bands III and IV (II if not ManCom) who have the clear potential to grow to a ManCom member Position Globally (EBM-1). These employees must have shown clear results and are strong Cultural Ambassadors.

Global Talent Pool

Employees from Bands III and IV (II if not ManCom) who have the clear potential to grow to a ManCom member in their current Zone (EBM-1). These employees must have shown clear results and are strong Cultural Ambassadors. ***

Zone Talent Pool

Employees from Band V and VI who are perceived as having the potential to grow to Zone ManCom member (EBM-1) position. These individuals must have shown clear results and are strong ambassadors of our culture.

People Bets

!"#$%&$%&'(("%)*&

OPR Ratings/Action

Define Talent Pools

Build Succession

Plan

+$&,*'-$&.&/!0&$%&-1((%"$&

22

SUCCESSION PLAN

1. An output of the OPR process is successionplanning and identification of critical positionsat the global and zone level

2. Succession planning

• A list employees (within and outside thefunction/zone) considered to be keycandidates for replacement

• Indicate “ready now”, “ready within 1-2 years”or “more than 2 years”.

OPR Ratings/Action

Define Talent Pools

Build Succession

Plan

23

CAREER MANAGEMENT TOOLS

Leadership Competency

Functional Competency

Career Journey

Learning & Development Global Schools

Career Experiences

Experiences needed for critical jobs: Specific Career Plan On-the-job

Functional, Method and leadership: ABI Schools

Coaching, mentorship

24

CAREER EXPERIENCE FRAMEWORK

Career Experiences framework highlight the critical learning and experiences that help create a successful career

Build a talent strategy

Lead and manage a change initiative

Complete a field operations assignment

Talent Pool

25

THANK YOU