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Strategic priorities

SABMiller’s strategic focus is centred on four priorities:

Creating a balanced and attractive global spread of businesses

Developing strong, relevant brand portfolios that win in the local market

Constantly raising the profitability of local businesses, sustainably

Leveraging our skills and global scale

1Creating a balanced and attractive global spread of businesses

The wide geographic spread of our operations allows us to benefit from growth in volumes and value in beer markets around the world. We continue to look for opportunities to strengthen our geographic footprint in both developing and developed markets through greenfield entries, alliances, mergers and acquisitions.

Key performance indicators

What we measure Why we measure How we performed
    2013 2012 2011
The proportion of our total lager volume from markets in which we have No.1 or No.2 national market share positions Gain an overall picture of the relative strength of our market positions 95% 93% 94%
The proportion of group EBITA from developing and emerging economies Assess the balance of our earnings exposure between regions of the world economy with highest growth potential and more mature regions 72% 76% 79%

2Developing strong, relevant brand portfolios that win in the local market

We seek to develop attractive brand portfolios that meet consumers' needs in each of our markets. This includes expanding our offerings to address new consumer segments and drinking occasions, strengthening our mainstream brands, building a differentiated portfolio of global and local premium brands and channelling the right brands to the right outlets at the right time and price.

Key performance indicators

What we measure Why we measure How we performed
    2013 2012 2011
Organic growth in lager volumes Track underlying growth of our core business 3% 3% 2%
Group revenue growth (organic, constant currency) Assess the underlying rate of growth in sales value of our brand portfolios 7% 7% 5%
Revenue growth in premium brands (constant currency) Monitor progress in building our portfolio of global and local premium brands 10% 14% 7%

3Constantly raising the profitability of local businesses, sustainably

Our aim is to keep enhancing our operational performance through top-line growth and continuous improvement in costs and productivity. It’s also important that we maintain and advance our reputation, protect our licence to trade and develop our businesses sustainably for the benefit of our stakeholders.

Key performance indicators

What we measure Why we measure How we performed
    2013 2012 2011
EBITA growth (organic, constant currency) Track our underlying operational profit growth 9% 8% 12%
EBITA margin Monitor our underlying operational profitability 18.6% 17.9% 17.8%
Hectolitres of water used at our breweries per hectolitre of lager produced Gauge our progress in reducing the amount of water used in our breweries 3.7 hl/hl 4.0 hl/hl 4.2 hl/hl
Fossil fuel emissions from energy use at our breweries per hectolitre of lager produced Assess progress towards reducing fossil fuel emissions at our breweries 11.1 kg
CO2e/hl
12.4 kg
CO2e/hl
13.8 kg
CO2e/hl

4Leveraging our skills and global scale

Our global spread presents increasing opportunities to gain value from the scale and skills of the group, not least by leveraging our scale and expertise in procurement, standardising our back-office functions and integrating our front-office systems. We are also benefiting from ongoing collaboration and the sharing of skills between our businesses.

Key performance indicators

What we measure Why we measure How we performed
    2013 2012 2011
Cumulative financial benefits from our business capability programme Track the payback from our investment in the group business capability programme US$1,229m  US$890m  US$620m