2014-16 Beer Store Strategic Plan

Champions2014-2016 Strategic Plan

The Beer Store & Brewers

Distributor Ltd.

2 2014-2016 Strategic Plan 2014-2016 Strategic Plan 3

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.


Health & SafetyWe hold ourselves accountable for the safety of each other and always exhibit the utmost concern for our health and well-being.

Honesty, Integrity & RespectWe strive to create a culture that fosters honest, reliable, trustworthy employees who exercise personal accountability and demonstrate genuine concern and respect for others.

Environmental LeadershipWe 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 ExcellenceWe 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 VISIONWe 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.



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 five core values:

Health & SafetyHonesty, Integrity & RespectEnvironmental Leadership

Social ResponsibilityOperational 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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LogisticsWe 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 KempsterVICE PRESIDENTLOGISTICS

Who We AreThe 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-ClassThe 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 ShowingThe 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 SafetyDave 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 DevelopmentFunction Over GeographyWhy 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 ContactThe 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 ThinkingCertified Draught ServicesAs 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 AccountsWhy 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.

LCVLong 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.


Growing the BusinessOur 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 GatewayThe 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 OrderingCurrently, 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 ProductsDraught 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 ShowsIt 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 GamesHow 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 ValuesTo 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 conditionThis 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 InnovationThere 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 AllenGENERAL MANAGERBDL

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 KlarMANAGERSUSTAINABILITY

Green is not just a colourits a way of lifeDavid 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 GreenEnvironmental 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.



Our Record Speaks for ItselfEvery 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 DeterminedIn 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 GreenCurrent 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.


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 RandolphVICE PRESIDENTRETAIL

Embracing Cultural Change and Being Loved by Employees and CustomersCrucial 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 ChangeWe 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.


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 LogoThe 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 FamilyTo 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 LoveOur 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.


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 BegunChanging 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 StoresWe 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 LucasDIRECTORREAL ESTATE


Network OptimizationFancy 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 AheadWe 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.


FinanceOur 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 AreThe 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 InnovationA 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 TransparentFinance 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 GainsFinance 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-inventionInstrumental 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 TechnologyThere 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 ReturnsThe 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 AheadThe 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 ParkVICE PRESIDENTFINANCE


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 WorksThis 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 Benefits of TeamworkShared 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 progressWorking together is success- Henry Ford

Jennifer MasonDIRECTORIT

I.T. Customer Service One System, One TeamYour I.T. Customer Service Team


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 Benefits 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 LawtherTEAM LEADCHANGE MANAGEMENT


People DevelopmentEmployees are what differentiate us. It is important that we continually strive to help them reach their full potential.

We Are About PeopleOur 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 SupportIn 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 OtherWe 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 GrangerVICE PRESIDENTHUMAN 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 BackWe 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 ClassAn 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-inventionThe 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


Employee TrainingThe 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.

2014-2016 Strategic 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.


A New Culture is EmergingThe 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 & SafetyWho We AreWe 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 CommitmentWe 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.


Our Track RecordThrough 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 ForwardWe 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 Retail2010 Lost Time Accidents 34

2013 Lost Time Accidents 20TBS Logistics2010 Lost Time Accidents 18

2013 Lost Time Accidents 13

BDL2010 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.

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2014-16 Beer Store Strategic Plan

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