Download the Corporate Citizenship Review 1999 ... - SABMiller

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Linking the Profits... • S HAREHOLDERS • PARTNERS • O THER PROVIDERS OF CAPITAL Distribution of Cash Value Added Historically the Cash Value Added statement was conceived and developed by SAB to provide more transparent disclosure for stakeholders. However, we also believe that the adoption of this value added approach highlights the sharing of wealth from a stakeholder perspective. This statement illustrates the activities of SAB in such a manner as to show clearly the cash value generated and the distribution of these funds. • FRANCHISORS AND PARTNERS ▪ SAB WILL ONLY DO BUSINESS WITH THOSE PARTNERS AND FRANCHISORS THAT SUBSCRIBE TO OUR COMPANY VALUES, BUT WILL RESPECT THE VALUES AND CULTURES OF THE COUNTRIES IN WHICH WE OPERATE. The cash value added (wealth created) by the Group amounted to US$2,5 billion (R15 billion) after paying US$2,3 billion (R13.5 billion) VARIOUS PRODUCTS AND SERVICES ARE ENJOYED BY OUR CUSTOMERS AROUND THE WORLD. to suppliers of goods and services during the past year. We transformed these goods and services, by utilising our human and technological skills, into our own unique products. Our products and services were sold to our customers and consumers for US$4,8 billion (R28 billion). This wealth was distributed among our stakeholders. The 49,000 employees of the Group received US$820 million (R4.8 billion), or 33 per cent of the total wealth created, in return for their skills and effort. PAGE FORTY
The cash value added per employee amounted to US$51,000 (R300,000) and the cash value added per US$100 of employee remuneration amounted to US$306. SAB paid US$941 million (R5.5 billion), or 37 per cent of total wealth created, in direct and excise taxes to state treasuries. Lenders and shareholders received US$78 million (R462 million) and US$230 million (R1.4 billion) in cash respectively or in total 12 per cent of the wealth created, as remuneration for capital provided. The shareholders’ compound annual rate of return – the increase in the share price and dividends paid to shareholders – as measured on the Johannesburg Stock Exchange (in rand) over the past seven years amounted to 15.1 per cent. This compares with the 7.8 per cent achieved by the ten largest comparable industrials on the JSE over the same period. After providing more than 2 per cent of pre-tax profit on corporate social investment, the Group retained US$431 million (R2.5 billion) in the business to fund the replacement of assets and facilitate future growth. This represents 17 per cent of the cash value generated, which is being reinvested in the Company to ensure future wealth creation. These funds were spent on maintaining and expanding the Group’s current infrastructure (US$545 million) and on the acquisition of new businesses • RETURN ON INVESTMENT ▪ SAB SEEKS TO MAXIMISE TOTAL SHAREHOLDER RETURN (“TSR”), ACHIEVING A COMPOUND GROWTH RATE IN DIVIDENDS AND SHARE PRICE WHICH, OVER TIME, AIMS TO BETTER THAT ACHIEVED ON COMPARABLE INVESTMENTS. (US$273 million) – the balance being funded by new capital and loans raised. • LOCAL ECONOMIC IMPACT ▪ SAB COMPANIES SEEK TO HAVE A POSITIVE IMPACT ON LOCAL ECONOMIES, THROUGH PROFITABLE AND SUSTAINABLE COMMERCE. EXPANSION OF THE GROUP’S CURRENT INFRASTRUCTURE ENSURES FUTURE WEALTH CREATION. • COMMUNICATION WITH INVESTORS, LENDERS AND ANALYSTS ▪ SAB VALUES THE SUPPORT OF ALL OUR PROVIDERS OF CAPITAL, LARGE AND SMALL, AND SEEKS TO COMMUNICATE WITH THEM REGULARLY AND OPENLY, PROVIDING RELIABLE AND TIMELY FINANCIAL AND OTHER INFORMATION. PAGE FORTY-ONE 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 and 10: In addition, the SAB Group was the
Page 11 and 12: ACCOUNTABILITY AND AUDIT Internal F
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: Dreher has prioritised the establis
Page 45 and 46: SOUTH AFRICAN BREWERIES plc C ORPOR
Page 47: South African Breweries plc REGISTR

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