Download the Corporate Citizenship Review 1999 ... - SABMiller

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Laying the Foundations (CONTINUED) reporting and compliance are in operation; and it advises the Board on issues relating to the application of accounting standards to published financial information. The primary mandate of the Group’s internal auditors is to examine and evaluate the effectiveness of the applicable operational activities, the attendant business risks (including Year 2000) and the systems of internal financial control, so as to bring material deficiencies, instances of non-compliance and development needs to the attention of the applicable audit committee, external auditors and operational management for resolution. The Nomination Committee The committee considers the composition of the Board, retirements and appointments of additional and replacement directors, and makes appropriate recommendations to the Board. Executive directors are considered for appointment to the Board on the basis of their experience, skills and level of contribution to and impact on the Group. Non-executive directors are selected for recommendation on the basis of industry knowledge, professional skills and experience. Where appropriate, the directors believe that significant shareholders in the Company should be represented on the Board. The latter are not “independent” for the purposes of the strict interpretation of the Combined Code – but, in practice, all directors exercise a strong independent approach to Board responsibilities. The Remuneration Committee The remuneration committee’s overall strategy is to ensure that employees are rewarded for their contribution to SINCE THE INCEPTION OF SAB’S YEAR 2000 COMPLIANCE PROGRAMME THREE YEARS AGO, THIS BUSINESS ISSUE HAS RECEIVED FOCUSED ATTENTION FROM GRASS ROOTS TO BOARD LEVEL, TO REVIEW THE STATE OF COMPLIANCE OF INFORMATION TECHNOLOGY, GENERAL BUSINESS PROCESSES AND THOSE OF THE CUSTOMERS AND SUPPLIERS OF THE GROUP. the Group’s operating and financial performance at levels which take account of industry, market and country benchmarks, as well as the requirements of collective bargaining. In order to promote an identity of interests with shareholders, share incentives are considered to be critical elements of executive incentive pay. PAGE EIGHT
ACCOUNTABILITY AND AUDIT Internal Financial Controls The Board of Directors has overall responsibility for the Group’s systems of internal financial control. The directors consider that the systems are appropriately designed to provide reasonable, but not absolute, assurance that assets are safeguarded against material loss or unauthorised use, transactions are authorised and recorded properly and that material errors and irregularities are either prevented or detected within a timely period. The key elements of the Group’s internal financial control systems are: • Risk management; • Financial and treasury controls; • Operational and compliance controls; and • Monitoring process. • BRIBERY AND CORRUPTION ▪ SAB BEHAVES WITH INTEGRITY IN ITS BUSINESS CONDUCT AND WILL NOT ENGAGE IN, OR TOLERATE, ANY CORRUPT PRACTICE. Non-financial controls Following SAB’s proactive decision to report externally on the ethical, social and environmental aspects of the Company’s performance – albeit that progress has been slower than desired – we have to date formalised our activities by the appointment of a dedicated Group THE FIRST SAB PLC BOARD MEETING. Corporate Accountability Department, which is strengthened by a Corporate Accountability Committee comprising senior executive management. Representatives of the Committee include the Group Chief Executive and core business CEOs, and, by invitation, an independent non-executive director. PAGE NINE CORPORATE CITIZENSHIP REVIEW
Page 1 and 2: SOUTH AFRICAN BREWERIES plc C ORPOR
Page 3 and 4: Corporate Highlights DURING THE PAS
Page 5 and 6: Other Beverages The Other Beverages
Page 7 and 8: • Providing service excellence in
Page 9: In addition, the SAB Group was the
Page 13 and 14: Our Company Values, as listed below
Page 15 and 16: REMUNERATION POLICY SAB evaluates j
Page 17 and 18: Training Institute During the year,
Page 19 and 20: GROUP INITIATIVES In South Africa,
Page 21 and 22: Healthcare facilities Occupational
Page 23 and 24: Small-drop deliveries play an impor
Page 25 and 26: esponse from the market. Beer South
Page 27 and 28: two years, it was being widely expo
Page 29 and 30: was dumped as waste or inefficientl
Page 31 and 32: KICK START The Kick Start programme
Page 33 and 34: Appletiser has run the Sunnyside Da
Page 35 and 36: patrons with problem-gambling tende
Page 37 and 38: All breweries have programmes to mi
Page 39 and 40: the highest South African standards
Page 41 and 42: Dreher has prioritised the establis
Page 43 and 44: The cash value added per employee a
Page 45 and 46: SOUTH AFRICAN BREWERIES plc C ORPOR
Page 47: South African Breweries plc REGISTR

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