Overview of progress
Our 10 sustainable development priorities focus on the opportunities and risks resulting from the overall impact of our activities – environmental, social and economic. The table below shows why we consider each to be a priority, the progress we’ve made and our future direction.
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Why it is a priority
Our beer adds to the
enjoyment of life for the
overwhelming majority
of consumers. We care
about the harmful effects
of irresponsible alcohol
consumption and we
engage stakeholders
and work collectively
with them to address
irresponsible consumption. |
Targets we set last year
- Conduct an alcohol
education programme for
all SABMiller employees.
- Continue to engage with key
alcohol stakeholders at the
local and international level.
- Launch a website to provide
accurate and balanced
resources on alcohol for
our consumers, employees
and other interested
stakeholders.
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Progress we have made
- Strengthened internal capabilities by developing a comprehensive employee alcohol education programme. Training of employees continues.
- Engaged with a range of stakeholders including the WHO.
- Launched TalkingAlcohol.com website to provide accurate and balanced information.
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Targets for this year
- Continue with the alcohol education training programme for all SABMiller employees.
- Continue regular engagement with independent experts on alcohol-related issues.
- Promote TalkingAlcohol.com to more stakeholders.
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www.sabmiller.com/alcoholresponsibility |
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Why it is a priority
Water quality and availability
are under threat in some
parts of the world. We aim
to be more efficient in our
water use, understand our
watersheds and engage
with our suppliers. This will
cut costs, reduce risks and
benefit local communities |
Targets we set last year
- Improve water efficiency.
- Undertake watershed
mapping exercises
for around 30 sites in
areas at risk of long-term
water stress.
- Undertake a detailed
water footprinting exercise
to evaluate the water use
in our supply chain.
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Progress we have made
- Developed new water
strategy.
- Agreed new global water
target i.e. reduce water
used per hectolitre of lager
by 25% by 2015.
- Improved water efficiency
to 4.5 hl/hl.
- Undertook watershed
mapping in approximately
30 sites.
- Completed detailed value
chain water footprinting
exercise in South Africa.
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Targets for this year
- Make progress towards
new global water target.
- Undertake detailed value
chain water footprint in the
Czech Republic.
- Develop new stakeholder
partnerships to address
water supply and quality
risks.
- Invest in a total of four new
waste water treatment
plants within our African,
European and Latin
American regions.
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www.sabmiller.com/water |
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Why it is a priority
We use energy to produce
and transport our products.
We must become more
efficient, manage our carbon
footprint and explore cleaner
sources of energy. This will
save money and resources
and reduce our greenhouse
gas emissions. |
Targets we set last year
- Improve energy efficiency.
- Develop a flexible carbon
footprinting tool to evaluate
the carbon impact of
business decisions such as
choice of packaging material
or distribution method.
- Partner Coca-Cola to trial
‘eKO’ low greenhouse gas
emission fridges in our soft
drinks division in South
Africa.
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Progress we have made
- Established new carbon
strategy and target i.e.
reduce fossil fuel emissions
from our sites per hectolitre
of lager by 50% by 2020.
- Improved energy efficiency
to 143 MJ/hl lager.
- Developed carbon
footprinting tool – now
deployed throughout
European brewing
operations.
- Trialled low-carbon fridges
in South Africa.
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Targets for this year
- Make progress towards
new carbon target.
- Develop renewable energy
toolkit for our operations.
- Improve our management
of carbon in distribution
and retail refrigeration.
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www.sabmiller.com/energy |
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Why it is a priority
Packaging protects our
products but has wider
impacts. By reducing the
weight of our packaging,
reusing bottles and
encouraging recycling,
we’re saving money and
raw materials and reducing
pressure on local waste
services. |
Targets we set last year
- Trial biodegradable shrinkwrap
in further markets with
different climate conditions
e.g. South Africa.
- Identify more sustainable
packaging materials and
inks.
- Evaluate recycling and
reuse infrastructure for
markets which may
introduce PET packaging.
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Progress we have made
- Biodegradable shrink-wrap
trial successfully completed
in South Africa.
- PET recycling and reuse
infrastructure research
begun but not completed.
- Researched sustainable
packaging material and inks
to determine their potential.
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Targets for this year
- Extend the evaluation of
recycling and reuse PET
infrastructure with market
reviews in Honduras,
Romania, South Africa,
USA and Zambia.
- Develop bottle selection
tool to assist lightweighting.
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www.sabmiller.com/packaging |
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Why it is a priority
Much of our waste can
be a valuable resource for
farmers and food producers
as well as a potential energy
source. We aim to minimise
the amount of waste we
send to landfill, so saving
money and reducing its
environmental impact. |
Targets we set last year
- Reduce the percentage
of waste going to landfill.
- Investigate new
opportunities for our
brewing wastes, including
renewable energy.
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Progress we have made
- Percentage of waste we
reuse or recycle has
reduced to 89%, this is
partly due to improved data
collection and reporting.
- Formed partnership with UK
Government and University
of Nottingham to look at
generating energy from
spent grains.
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Targets for this year
- Investigate more ways
to reuse brewery waste.
- Increase percentage of
waste recycled/reused
in line with aspiration to
achieve a zero-waste
brewery system.
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www.sabmiller.com/waste |
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Why it is a priority
We recognise that our
influence extends beyond
our own immediate operations
to include those of our value
chain partners – for example,
suppliers of raw materials and
distributors of our products. |
Targets we set last year
- Review our smallholder
farmer programmes to
understand the business
and social value added
and expand and improve
their impact.
- Include social, ethical and
environmental criteria in
evaluating suppliers of
raw materials such as
packaging.
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Progress we have made
- PricewaterhouseCoopers
(PwC) review of smallholder
farmers completed and
report published.
- Created new enterprise
development model
reflecting best practice.
- Developed and launched
smallholder farming project
toolkit.
- We continued to
communicate our
Responsible Sourcing
Principles to suppliers.
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Targets for this year
- Publish analysis of the
economic impact of our
activities in the value chain
in Honduras and Uganda.
- Increase number of
smallholder farmers
within our value chain.
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www.sabmiller.com/enterprisedevelopment |
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Why it is a priority
The prosperity of communities
and that of our operations
are co-dependent. Our
corporate social investment
(CSI) activities aim to improve
the quality of life for local
people, helping us to build
strong relationships with
communities, consumers
and our employees. |
Targets we set last year
- Improve the focus of our
activities on our strategic
CSI issues of water,
enterprise development
and HIV/Aids.
- Continue to expand our
entrepreneurship
programmes and identify the
value added to improve the
quality of these activities.
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Progress we have made
- Increased our focus on the
global priorities of water and
enterprise development.
- Undertook internal review
of entrepreneurship
programmes and developed
best-practice guide.
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Targets for this year
- Expand scope and funding
of our entrepreneurship
development programmes.
- Develop water CSI
programme for Africa.
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www.sabmiller.com/communities |
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Why it is a priority
The HIV/Aids pandemic
is particularly relevant to
our operations in Africa. We
have programmes in place
for our employees and their
families and are developing
programmes for local
communities and suppliers
where appropriate. These
initiatives are helping to
ensure the wellbeing of our
staff and the stability of our
workforce. |
Targets we set last year
- Increase participation
of employees and their
spouses in annual voluntary
counselling and testing
(VCT).
- Increase the percentage of
HIV-positive spouses and
dependants on managed
healthcare programmes.
- Increase number of peer
educators in our businesses.
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Progress we have made
- Increased the percentage
of employees and spouses
participating in annual VCT.
- Of the spouses forecast to
be HIV-positive, 20% are
now on managed healthcare
programmes.
- Increased the number
of peer educators by 47%.
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Targets for this year
- Further increase percentage
of HIV-positive employees
and spouses on our
managed healthcare
programme.
- Undertake an updated
cost/benefit analysis of our
HIV/Aids programmes.
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www.sabmiller.com/hivaids |
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Why it is a priority
We conduct our business
with respect for national
cultures and different local
laws, norms and traditions.
We promote the values of
the international community,
notably the Universal
Declaration of Human Rights. |
Targets we set last year
- Introduce our new Code
of Business Conduct and
Ethics.
- Contribute to human rights
dialogues on a national and
global level.
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Progress we have made
- New Code of Business
Conduct and Ethics
launched and rolled out
across the group.
- Engaged in human rights
dialogues in Colombia
and elsewhere.
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Targets for this year
- Engage in community
impact studies of the value
chains of our soft drinks
business in El Salvador
and Zambia.
- Participate in international
dialogues on the basic right
to water through UN CEO
Water Mandate.
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www.sabmiller.com/humanrights |
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Why it is a priority
There is both a demand and
an opportunity for companies
to be more transparent about
their sustainable development
(SD) performance. We’re
committed both to transparent
SD reporting and to high
ethical standards in general.
To this end, we have a Code
of Business Conduct and
Ethics which applies to all
employees. We also expect
all third parties acting on our
behalf to comply with this
code in all their interactions. |
Targets we set last year
- Conduct detailed
investigations into
sustainable development
issues throughout the
value chain in four of
our emerging markets.
- Improve qualitative dialogue
between operations through
training sustainable
development champions
within each region.
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Progress we have made
- Conducted detailed
investigations in 10 markets
through internal reviews
and PwC farming review.
- Began training sustainable
development champions.
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Targets for this year
- Train regional sustainable
development champions
through web seminars
with leading experts.
- Continue stakeholder
dialogues on alcohol, water
and enterprise development.
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www.sabmiller.com/transparency |
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