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
Creating 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 developed and developing markets through Greenfield entries, alliances, mergers and acquisitions.
Key performance indicators
| What we measure | Why we measure | How we performed | ||
|---|---|---|---|---|
| 2010 | 2009 | 2008 | ||
| Proportion of our total lager volume from markets in which we have No.1 or No.2 national market share positions | To assess the relative strength in aggregate of our market positions | 94% | 94% | 95% |
| Proportion of group EBITA from developing and emerging economies | To measure the balance of our earnings exposure between regions of the world economy with highest growth potential and more mature regions | 78% | 77% | 80% |
Developing 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 offering to address new consumer segments and drinking occasions, strengthening our mainstream brands, building a differentiated portfolio of international 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 | ||
|---|---|---|---|---|
| 2010 | 2009 | 2008 | ||
| Organic growth in lager volumes | To track underlying growth of our core business | 0% | 0% | 6% |
| Group revenue growth (organic, constant currency) | To measure underlying rate of growth in sales value of our brand portfolios | 4% | 9% | 10% |
Constantly 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 | ||
|---|---|---|---|---|
| 2010 | 2009 | 2008 | ||
| EBITA growth (organic, constant currency) | To track underlying operational profit growth | 6% | 5% | 9% |
| EBITA margin | To track underlying operational profitability | 16.6% | 16.3% | 17.4% |
| Hectolitres of water used at our breweries per hectolitre of lager produced | To track progress towards our target for reducing water used at our breweries | 4.3 hl/hl | 4.5 hl/hl | 4.6 hl/hl |
| Fossil fuel emissions from energy use at our breweries per hectolitre of lager produced | To track progress towards our target for reducing fossil fuel emissions at our breweries | 13.3 kg CO2e/hl |
13.9 kg CO2e/hl |
14.0 kg CO2e/hl |
Leveraging 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 standardising our back-office functions around the world and regionally 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 | ||
|---|---|---|---|---|
| 2010 | 2009 | 2008 | ||
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| Cumulative financial benefits from our business capability programme | To track benefits delivered from investment in the group business capability programme | US$350m | n/a1 | n/a1 |
