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Overview from our board

Our progress and performance are overseen by the corporate accountability and risk assurance committee of the board (CARAC)

At SABMiller, we produce high-quality beers and soft drinks that are enjoyed by millions of people. Our businesses throughout the world provide direct and indirect employment, pay taxes and help to sustain and develop local economies. Last year we generated US$24,524 million of economic value through our business activities, most of which was distributed to employees, shareholders, governments and local communities.

Our global presence and the value we generate is a fitting tribute to our company’s inspiration and driving force, our late chairman, Graham Mackay, who sadly died in December 2013. Graham’s vast legacy to SABMiller can be measured not just in the growth of our company under his leadership, but also in his passionate belief that what is good for society is also good for business. He instinctively knew that a business which behaves responsibly and is willing to work collaboratively with its stakeholders can be a positive force in the world.

Upholding – and building on – that legacy is essential as business and wider society confront the huge challenges we jointly face. The world’s population is expected to reach 8.75 billion by 2030, against 7.15 billion today1, with much of that growth concentrated in developing countries. A middle class2 some five billion strong will be the largest group in this expanded population, bringing with it a range of raised expectations in terms of lifestyle and consumption. This brings great opportunity, illustrated by the fact that 72% of our EBITA comes from developing markets, but will also place increasing pressure on the world’s finite natural resources.

At SABMiller, we believe in inclusive growth: we know that by helping the businesses in our value chains – and their local communities – to grow, our business will grow too. Business can play a leading role in tackling society’s future challenges and therefore we welcome the emphasis being placed on economic growth, trade, investment, entrepreneurship and sustainable job creation, as well as social development and environmental stability, as the United Nations seeks new development priorities post-2015.

It is for this reason that we are now taking the next step in our sustianable development (SD) strategy, building from our 10 priorities to sharpen our focus on tackling the sustainable development challenges we jointly face with our value chain partners and communities.

The 10 priorities: a firm foundation

Launched in 2007, our 10 sustainable development priorities have provided each of our local operations with a consistent and transparent SD framework.

In the year ended 31 March 2014, the average score achieved by SABMiller across all priorities was 3.5 – the seventh year of continual improvement and a 51% improvement since the first group average SAM score of 1.7. Group average scores increased across all 10 SD priorities, with significant improvements made in enterprise development and transaprency and ethics.

You can find data on country progress against a range of key performance indicators including water to lager ratio and total CO2 emissions, as well as information on packaging types used in each of our local markets.

Sustainability Assessment Matrix tool (SAM)

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Explore the performance of our businesses around the world across our 10 sustainable development priorities.

SAM

Sharpening our focus: the five shared imperatives

Since 2007 our 10 priorities have driven responsible and sustainable growth and grown capability across our business, helping each of our operations to address local sustainable development challenges. Our minimum standards, which were a stretch for several of our businesses in 2007, are now well-established across the group.

From this position of strength, we have evolved our SD framework. The substance of our 10 priorities remains, and is integrated into the day-to-day management of our business, underpinned by demanding core standards on issues such as human rights. In the future we will focus on five shared imperatives that will enable our businesses to benefit as local communities prosper. Through the shared imperatives we aim to tackle the five issues which are most material for our business at local and international level, and which we seek to address in partnership with our suppliers, customers, consumers and communities.

The five shared imperatives are:

  • accelerate growth and social development through our value chains;
  • make beer the natural choice for the moderate and responsible drinker;
  • secure shared water resources for our business and local communities;
  • create value through reducing waste and carbon emissions; and
  • support responsible, sustainable use of land for brewing crops.

We do not face these issues in isolation, which is why we refer to them as shared imperatives. By sharing our local knowledge and collaborating with our stakeholders, we’re confident that we can continue to find innovative local solutions to shared challenges.

Our website sets out our approach to tackling each of these shared imperatives, and demonstrates how sustainable development is integrated into SABMiller’s business strategies at a global, regional and in-country level, addressing the issues most material to our local businesses and communities.

Source:
1. United Nations World Population Prospects and United States Census Bureau
2. Middle class is defined as having daily per capita spending of US$10 to US$100 – OECD Development Centre Working Paper No. 285, January 2010.