A subsidiary of SABMiller plc

Contents

SAB by numbers

MD introduction

Five thrust strategy

Vision, mission, values

Cororate profile

Management profiles

History of beer in South Africa

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Group overview

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SAB brands

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SAB people

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SABs awards

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Societal leadership

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Corporate governance

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SAB World of Beer

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SAB by numbers

Economic and social impact 6.7 9,390 22,936 355,000 R60 million+ R3 billion R10.2 billion+ R7.3 billion R66.2 billion Number of jobs created in the wider South African economy through each job created by SAB and its direct suppliers SAB employees, including ABI Young adult South Africans provided with business skills through SAB KickStart Jobs supported by SAB in the wider economy SABs annual investment in CSI and responsible alcohol use campaigns Invested by SAB in its owner-driver project since inception Tax paid by SAB in 2009 (1.7% of the governments total tax haul for the year) Value of SABs BBBEE Deal of the Year SAB Zenzele Value of SABs economy wide contribution to South Africas gross domestic product, or 3.1% of the countrys GDP, in 2009 Facilities and capability 1 2 3 6 7 14 40 70 150 287 160,000 280,000 3.1 billion litres Hop production plant Malting plants Franchise distribution centres Bottling plants Breweries Independent or appointed distributors Distribution depots Percentage of total beer delivered by owner-drivers DOs Trips to the moon or 57 million kilometres the equivalent distance driven by SABs distribution fleet each year Independent owner-driver businesses Tons of maize procured by SAB annually Tons of barley procured by SAB annually The annual production capacity of SABs breweries across South Africa

MD introduction

At SAB, we dont just see South Africa as a market. We see it as home.

For more than a century here in South Africa, we have known that our success as a business depends largely on our ability to deliver superior value to our fellow South Africans, particularly South African consumers, retailers and society. Working for South African consumers We understand that we need to win the loyalty of South African consumers by providing high-quality, distinctive products with exciting brands, at good value. Our size actually gives us a strong advantage. Because of our large scale, we have a unique ability to hire and develop the best brewers and brewing scientists in the world, invest in the very best brewing technology, and buy the highest quality ingredients at prices that allow us to pass on great value to South African beer drinkers. Our scale also enables us to make sure our products are consistently fresher than our competitors. We seek to deliver the same kind of tangible results Our diverse brand portfolio enables us to provide a range of beers with unique physical characteristics that appeal to different tastes and different desires. We seek to make sure that each beer is highly distinctive when it comes to taste, aroma, colour and mouthfeel. In early 2009, we unveiled a new business strategy, Working for South African retailers We understand that the best way to build a truly strong, sustainable business is by making sure all of our business partners benefit appropriately, particularly those who are essential in getting our products to the consumer. Consequently, we believe every business be it the largest chain store or the tiniest little tavern in the country deserves to make a fair profit for their effort. Working for South African society Because South Africa is our home, we take our social
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responsibility quite personally. In fact, we feel real responsibility to demonstrate societal leadership, and we strive to meet our societal objectives with the same passion we show in pursuing our business objectives. Thats why, for instance, when we designed our SAB Zenzele BBBEE initiative we wanted to do more than simply tick the box. We put a significant amount of effort into constructing the deal, which included conducting extensive benchmarking, studying earlier transactions, talking to a wide range of stakeholders and consulting advisers on a range of technical inputs. We were convinced that we could innovate and construct a transaction that capitalised on the unique nature of our business a transaction that would achieve the true objectives of broad based black empowerment by making sure that real economic value was delivered to not just a small group of favoured investors, but to a large, broad group of ordinary South Africans.

in addressing those social issues that are most relevant to our business, particularly in fighting alcohol abuse and its effects on society. A new business strategy for a new era

determined to show strong leadership as the South African beer industry opened up to global competition. That strategy consists of five key thrusts that are designed to help us deliver superior value to South African consumers, retailers and society. We are executing it with passion. Because in this new era of competition, we are determined to win the hearts and minds of our fellow South Africans. Norman Adami MD and Chairman of SAB

Five thrust strategy

Thrust

Strategic intent Stabilise the operational foundation and restore the productivity

1. Stabilise the foundation

edge in order to fuel the ability to translate scale into market-facing competitiveness

2. Engage the competitor

Execute our strategy well, capitalise on our strengths and ensure targeted engagement Create the portfolio needed to win now and over the long-term

3. Ensure key brands resonate

by strengthening our large power brands while properly seeding premium brands for the future

4. Shape superior routes to market

Create the sales capability required to capitalise on the current market structures and out-execute the competitor Create a positive operating environment by reversing

5. Ensure societal leadership

vulnerabilities, harnessing the business for grassroots impact and showing best-in-class function

Vision
SABMiller as a group aims to maintain global leadership by being market focused and brand led, and by being a learning and self-refreshing organisation. SABs vision is to be the most admired company in South Africa; a partner of choice, an investment of choice and an employer of choice.

Mission
To own and nurture local and international brands which are the first choice of the consumer.

Values
Our people are our enduring advantage The calibre, passion and commitment of our people set us apart We value and encourage diversity We select and develop people for the long-term Performance is what counts

Accountability is clear and personal We favour decentralised management and a practical maximum of local autonomy Goals and objectives are aligned and clearly articulated We prize both intellectual rigour and emotional engagement We are honest about performance We require and enable self-management

We work and win in teams We actively develop and share knowledge within the group We consciously balance local and group interests We foster trust and integrity in internal relationships We encourage camaraderie and a sense of fun

We understand and respect our customers and consumers We are endlessly concerned with our customers' needs and perceptions We build lasting relationships, based on trust We aspire to offer the preferred choices of product and service We innovate and lead in a changing world

Our reputation is indivisible Our reputation relies on the actions and statements of every employee We build our reputation for the long-term We are fair and ethical in all our dealings We benefit the local communities in which we operate

Corporate profile

The South African Breweries Limited (SAB) was established in 1895 and is the South African subsidiary and historical birthplace of SABMiller plc, the worlds second largest brewer by volume.
SAB is the second largest listed company on the JSE Securities Exchange, South Africas leading producer and distributor of alcoholic and nonalcoholic beverages and one of the nations largest manufacturing firms. The company operates seven breweries and 42 depots in South Africa with an annual brewing capacity of 3.1 billion litres, selling an average of more than 2.5 billion litres per year. The companys portfolio includes brands rich in local and international heritage such as Castle Lager, Hansa Pilsener, Carling Black Label and the iconic Dutch beer brand Grolsch. As well as its beer and soft drink divisions, SAB also owns a hop production company, The South African Breweries Hop Farms (Pty) Ltd; a barley farming company, The South African Breweries Barley Farms (Pty) Ltd; a barley malting company, The South African Breweries Maltings (Pty) Ltd; and a 60% share of the metal crown manufacturer, Coleus Packaging (Pty) Ltd. SABs soft drinks division is Amalgamated Beverage Industries (ABI), the largest producer and distributor of Coca-Cola brands in Southern Africa. With five state-of-the-art manufacturing plants in South Africa, ABI accounts for approximately 60% of Coca-Colas sales in South Africa.

Management profiles

Norman Adami Chairman and Managing Director Norman Adami first joined SAB in 1979 and was appointed Managing Director of SAB in 1994. In 2000, Norman assumed the additional role of Chairman. Following SABMillers purchase of Miller from Philip Morris, Norman was appointed as President and CEO of Miller Brewing Company in 2003. It was during this period that Norman became known as a change agent who provides the bold leadership required in a turn-around situation. In 2006, Norman was appointed President and Chief Executive Officer of SABMiller Americas. In this position he was responsible for Miller Brewing Company and SABMillers South and Central American business units with revenues in excess of $11 billion. He was reappointed Managing Director and Chairman of SAB in October 2008. Norman holds a Bachelor of Business Science (Hons) from the University of Cape Town and an MBA from the University of the Witwatersrand Business School.

Yokesh Maharaj Human Resources Director Yokesh Maharaj took up the position of Human Resources Director for SAB in September 2010. In this function he is responsible for both the companys beer and soft drinks divisions. Yokesh joined SAB in 2001 as a Management Trainee and has since held a number of positions within the organisation including SAB District Manager for the Limpopo Region, SAB General Manager for the East Coast Region and SAB General Manager for the Egoli Region. Yokesh holds a Bachelor of Business (summa cum laude) from the University of Natal and a Bachelor of Technology (Hons) from the Natal University of Technology. He has also completed an Advanced Business Programme at the Natal University of Technology and an Executive Development Programme at London Business School.

Ian Everitt-Penhale Marketing Director Ian Penhale was appointed Marketing Director of SAB in 2006. In 1994, Ian joined SAB as Brand Marketing Manager before moving to the Czech Republic in 2000 to take up the position of Marketing Director: Czech Republic and Slovakia. In 2005 he became Marketing Director: Europe.

Harold Harvey Business Strategy and Support Director Harold Harvey was appointed Director of Strategy and Business Support in July 2009. He joined SAB after nearly a decade as Senior Partner and Head of Africa at Monitor Group where he advised a wide variety of clients in both the public and private sectors across the globe. Before joining the Monitor Group, Harold served a

Ian holds a BCom from the University of KwaZuluNatal, Pietermaritzburg, as well as completing an executive development programme at UCT and a senior executive programme at Stanford University.

period as Deputy Director-General of South Africas National Department of Transport. His time in public service followed some fifteen years of political activism as a member of the United Democratic Front and the ANC and a career as organiser and Deputy General Secretary in the COSATU-affiliated Transport & General Workers Union, first in Cape Town and later at the union head office in Johannesburg. Educated at the University of Cape Town, Harold holds a B.Soc.Sc (Hons) in Sociology.

Vincent Maphai Corporate Affairs and Transformation Director Vincent Maphai first joined SAB in 1998 when he was appointed Corporate Affairs Director. He held this position until 2004, when assumed responsibility as Executive Chairman of BHPBilliton Southern Africa. The son of marginally educated shebeen owners, Vincent grew up to become a highly regarded academic who held fellowships at Harvard, Princeton and Stanford. From 1991 to 1994 he was Associate Professor and head of the political science department at the University of the Western Cape. In 1996 he joined the Human Sciences Research Council (HSRC) as Executive Director of Social Dynamics. The HSRC seconded him to head up the Presidential Review Commission, a body set up by then president Nelson Mandela to investigate government restructuring and service delivery. From 1996 to 1998 he was Professor Extraordinaire in the Department of Political Science at the University of South Africa (UNISA). Vincent served a term as Chairman of the SABC from 1999 - 2003. He is currently Chairman of the National Responsible Gambling Programme (NRGP) which is acknowledged globally as one of the most effective programmes of its kind. In March 2009 he was re-appointed to SAB to take up the position of Executive Director of Corporate Affairs and Transformation. Vincent graduated from UNISA with a BA degree in 1975. He then studied at the Catholic University of Leuven in Belgium where he completed a Bachelor of Philosophy (cum laude) in 1976. This was followed by a Masters Degree in Philosophy (magna cum laude) in 1978 from the same university. He holds a PhD from the University of Natal, an honours degree in international politics from UNISA and completed an advanced management programme at Harvard University.
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Wayne McCauley Sales and Distribution Director Wayne McCauley was appointed Sales and Distribution Director of SAB in 2006. Wayne is responsible for the sale, trade marketing and distribution of beer and flavoured alcoholic drinks for SAB in South Africa. Wayne joined SAB in July 1988 as a sales representative. After spending a few years as sales manager and district manager (Welkom and Durban), Wayne was appointed in 2001 to General Manager: Central region and then to General Manager: Isando region in 2002. In July 2003, Wayne left South Africa to pursue the position of General Manager (Mid Central Market) for SABMiller in Cincinnati, Ohio. Wayne holds a Bachelor of Commerce Degree and a Masters Degree in Business Leadership from the University of South Africa.

Clifford Raphiri Manufacturing and Technical Director Clifford Raphiri was appointed Manufacturing and Technical Director of SAB in 2005. Clifford first joined SAB as a quality assurance technologist in 1992 and was involved in the implementation of modern manufacturing techniques and practices. During this time, he was seconded to Entenmann Bakeries, part of the Philip Morris companies in New York, as part of a management development programme. Clifford started his career as a consulting engineer with Anderson Consulting after which he joined Metal Box (now Bevcan) as a project engineer. He then worked as a design mechanical consulting engineer with BKS Inc.

Garth Saunders Finance Director Garth Saunders was appointed Finance Director of SAB in 2002. Garth joined SAB in 1984 as a senior accountant (taxation planning). In 1987 he was appointed Group Financial Manager for SAB in Botswana. From 1997 to 1999, Garth held the position of Financial Manager for various regions and departments including Isando, Northern Transvaal and Orange Free State, Beer Division, and the development division. In 2000, Garth was promoted to Financial Director of the Czech and Slovak Republics at SABMiller. Garth is a chartered accountant and holds a

Clifford has extensive knowledge and experience in managing and improving performance in manufacturing operations. His areas of interest include operational and corporate strategy design and implementation, human resources and change leadership, risk management and performance management. Clifford, a registered professional engineer, has a number of qualifications including an MBA from Brunel University, England, a B.Sc. Eng (Mechanical) with Honours from the University of Cape Town, and a Graduate Diploma in Engineering (Mechanical) from the University of the Witwatersrand. He also completed an Advanced Executive Programme (AEP) at the Kellogg Graduate School, Northwestern University, Chicago.

Bachelor of Commerce Degree from the University of Natal.

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John Ustas Managing Director, ABI John Ustas was appointed Managing Director of ABI in 2009. With over 25 years in the beverage industry and demonstrated leadership in the Coca-Cola system, John brings a strong supply chain background, extensive bottling experience and a results driven approach to the role. Johns previous positions include CEO, Hindustan CocaCola Beverages in India and General Manager of the Norway CBO, Coca-Cola Drikker AS. John began his career with PepsiCo Inc in supply chain and operations before moving to the Coca-Cola system with the Great Plains Coca-Cola Bottling Company where he held roles of increasing responsibility from 1989 -1998 ultimately serving as the Chief Operating Officer. John has a bachelors degree in Finance from Northeastern University in Boston and an MBA in Finance from Pace University in New York.

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History of beer in South Africa

1652: Cape Town is established in Table Bay as a replenishment station for ships rounding the Cape of Good Hope on the journeys between Europe and India. 1658: Jan van Riebeeck and his colonists brew clear beer in the Cape for the first time. 1696: South Africas first brewery is established at Newlands. 1889: Anders Ohlsson bought the old Cape Breweries, improved them and called them Ohlssons Cape Breweries. 1895: The South Africa Breweries (SAB) is founded. Castle Lager is launched from a newly-commissioned lager brewery with an annual capacity of 50,000 barrels. 1897: SAB lists on the Johannesburg Stock Exchange as the first industrial share. 1898: SAB lists on the London Stock Exchange (Diggers News Headline: Castle Lager beer a phenomenal success. Taste its brilliancy, taste its flavour, 6 pence per glass). 1912: Anders Ohlssons dies and his friends brew a beer in his honour. His nickname had been The Lion so they named the beer Lion Lager. 1953 1955: Work begins on a new modern Castle Brewery in Isando, east of Johannesburg, with the largest brewhouse in Africa and one of the most modern in the world. 1955: Castle Brewing buys out the Ohlssons and Chandlers Union Breweries groups for R400,000, enabling extensive rationalisation of production and distribution facilities. 1962: Prohibition is lifted on the consumption of liquor by black South Africans, opening the way for national availability of more responsible liquor alternatives (prohibition bred the usual moonshine magic a flourishing illicit industry where homemade brews from backyard shebeens delivered some of the most hideous concoctions known in history, names like stuka, mampuru and skokiaan took their ignoble place in South African history).

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History of beer in South Africa

1966: Brewing of Carling Black Label begins under license to the Carling Brewing Company of Cleveland, Ohio. 1970: SAB celebrates its 75th year by becoming fully incorporated in South Africa, with 80% of its shareholders being South African - reinforcing its South African identity. During this decade SAB makes history by becoming the first South African corporate to instigate affirmative action and preferential procurement. 1985: South Africa's short-term banking facilities are suddenly called up, trade and cultural sanctions and boycotts are imposed, and the country becomes almost totally isolated. SAB activates complex defensive investment structures abroad. When other companies disinvested, SAB consistently ploughed investment into resources; when others lost faith, the company publicly proclaimed confidence in the future of South Africa and its people. 1994: South Africas first fully democratic election is held and a five-year government of national unity takes office. 1995: State President Nelson Mandela opens SAB's World of Beer (then the Centenary Centre) in the Newtown cultural precinct of Johannesburg. SAB celebrates 100 years with a share price of R100, market capitalisation of R30 billion and a record R10 billion in added value for the South African economy. 1996: SAB becomes the largest industrial group in South Africa and one of the world's top brewing-based organisations. 1998: SAB publishes its first corporate citizenship review, reflecting SAB's real commitment to social responsibility to all stakeholders in all markets. 1999: SAB moves its primary listing back to London, raising 300 million in international markets. The strategy is to develop and expand its international beer and other beverage operations and to invest in the rapidly-growing gaming industry in South Africa. SAB is a FTSE 100 stock. 2002: SABMiller plc is formed as SAB plc acquires 100% of Miller Brewing Company and changes its name to SABMiller plc. Upon the acquisition, SABMiller becomes the second largest brewer by volume in the world. 2009: SAB announces SAB Zenzele a broad-based black empowerment transaction aimed at putting a total of 8.45% of the company ownership in black hands.

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Group overview

SABMiller Founded in 1895, the South African Breweries Ltd (SAB) is the South African subsidiary and historical birthplace of SABMiller plc.

the cultivation of raw materials such as hops and barley by SAB Maltings and SAB Hops farms. The South African Breweries Hop Farms (Pty) Ltd SAB has its own hop production company, The SAB

SABMiller plc is the worlds second largest brewer by volume. The company has interests in over 60 countries around the world and is one of the largest bottlers and distributors of Coca-Cola products outside of the United States. It owns and distributes more than 200 brands and has a total annual lager volume in excess of 175 billion litres. SABMiller became one of the largest brewers in the world after the merger of SAB, Miller and Coors in 2008. SABMiller is listed on both the London and Johannesburg stock exchanges. Yet, while SABMiller is a global player, its roots are firmly in the soil of South Africa, and its influence touches almost every aspect of the nations life. As the South African subsidiary, SAB is still one of the largest contributors to SABMillers global earnings. The growth and success of SABMiller is due in no small measure to the expertise, talent and energy of South Africans, many who now head up the groups international operations. SAB Limited SAB Beer Division SABs operations in South Africa are concentrated in five major regions apart from the companys central office, which is based in Johannesburg. Manufacturing takes place at seven breweries, while sales and distribution are effectively managed by each region. Apart from SABs breweries, manufacturing also entails packaging, new product development and ensuring the quality of the companys products. Manufacturing also incorporates

Hop Farms (SABHF), in George in the southern Cape. SABHF saves SAB approximately R50 million in foreign exchange per year, by supplying about 95% of its hops requirements. The current value of the industry is about R70 million, creating job opportunities for approximately 800 people. The industry was established in the late 1930s and is internationally recognised as a world-class hops supplier. It is the only hops industry to be successful at low latitudes. Of the 980 tonnes of hops produced each year, about 820 tonnes are taken up by SAB, with the balance exported to SABMiller breweries in Southern Africa. The hops industry makes a significant contribution to the southern Cape economy and is a resounding success story. Skills upliftment is continuous because comprehensive training is required to achieve the systems certifications. The South African Breweries Barley Farms (Pty) Ltd The early 1970s marked SABs first attempt at self-sufficiency in barley and malt. Barley growing commenced in the Caledon, Swellendam and Bredasdorp areas in the Cape and by the early 1980s Caledon Maltings was built to process the barley and convert it into malt. During the mid-90s, a second barley growing area was established under irrigation in the Vaalharts and Taung areas. The barley malting industry is a significant contributor to South Africas agricultural economy, with barley playing a crucial role in the crop rotation systems used by farmers. Barley is grown on about 850 farms predominantly in the south-western Cape where the Mediterranean climate is well suited.

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The South African Breweries Maltings (Pty) Ltd SAB Maltings is a wholly owned subsidiary of SAB and has been operating since 1981. SABs involvement with malting began with the building of a malting plant at SABs Isando Brewery in the late 1950s, resulting in an increasing involvement in local malting barley development programmes. The maltings operation is now the biggest in the Southern Hemisphere, with an annual capacity of 180,000 tonnes. Caledon Malting runs a 24-hour a day, 365 days per year operation. Every 14 hours, a 360 tonne batch is produced. Each batch is equivalent to nine rail trucks and will produce 7.8 million cans or bottles of beer. SAB Maltings currently has 132 employees: 67 at the Caledon plant, 30 at the Alrode plant, 19 in the areas of barley and development, and 16 in administration and finance.

Not all of SABs malt requirements are supplied by SAB Maltings more than a third is still imported because of local crop shortages, limited malting capacity and stipulated requirements for certain brands brewed under licence by SAB, such as Miller Genuine Draft. ABI SABs Soft Drink Division ABI is the leading soft drink business in the international SABMiller group of companies and remains one of the largest producers and distributors of The Coca-Cola Company brands in the Southern Hemisphere. ABI was established in Johannesburg in 1976 as a result of beverage manufacturing and marketing agreements between The Coca-Cola Export Corporation of the United States, CadburySchweppes (South Africa) Ltd and SAB. The company was converted from a private to a public company in 1987 and was listed on the JSE in 1989. In 2004, SAB purchased the minority shares that it did not already own and ABI was delisted.

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Subsequently, all the business assets and liabilities were sold to SAB and ABI currently trades as the soft drink division of SAB. ABIs operations include manufacturing, trademarketing and sales, as well as supply chain and logistics management. The companys core skills lie in producing, distributing and supporting a wide variety of the worlds leading soft drinks brands, including sparkling and still soft drinks, sport and energy drinks, bottled water and fruit juices. CocaCola remains the core focus of ABIs business, with ABI accounting for approximately 60% of CocaColas sales in South Africa. ABI operates primarily across the upper central region of South Africa, from the KwaZulu-Natal east coast, through Gauteng and west of Rustenburg in the North West. Its brands are distributed only in South Africa. ABI reaches about 30,000 direct and 10,000 indirect customers on a weekly cycle. These include all manner of outlets, from tuck shops and spazas to supermarket groups, restaurants and wholesalers. ABI has six state-of-the-art manufacturing operations in Durban, Devland, Phoenix, Premier, Valpre (Paulpietersburg), Midrand and Pretoria. The Midrand plant boasts the most technologically advanced manufacturing facility in Africa.

More than 3,700 people are employed by ABI. A culture of beer For more than a century SAB has been brewing quality beers enjoyed by millions of South Africans. By offering beer drinkers a choice of brands to satisfy all tastes, SAB has won recognition as the countrys custodian of beer brewing. The SAB of today is a brewer of international repute, with parent company SABMiller ranked second among the brewing companies of the world in terms of volume. The company operates breweries in Africa, Europe, the USA, Central America and Asia and exports beer to more than 40 countries. Yet, while SABMiller is a global player, its roots are firmly in the soil of South Africa, and its influence touches almost every aspect of the nations life. SAB employs over 9,000 people and helps to support thousands of retailers and suppliers. It contributes significantly to the development of skills among its stakeholders and takes a leading role in corporate social investment and sports sponsorship. It is a major contributor to the fiscus and a substantial earner of foreign exchange.

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SABs contribution to the South African economy

Sports sponsorship SAB has been involved in sports sponsorships

SABs economy-wide contribution to South Africas gross domestic product amounted to R66.2 billion in 2009 or 3.1% of the countrys GDP. During the same year, the National Treasury received R10.2 billion in tax revenue directly from SAB in the form of corporate taxes,; its employees via personal income tax,; and consumers of the beverages produced by SAB through, amongst others, VAT and excise duties. This accounted for 1.7 % of the South Africas governments total tax take for the year.

since 1902 when it established the Ohlssons Hockey Cup in the Western Cape. The simple trophy and the few beers that went with it were the first steps in what would become a major investment in South African sports sponsorship, and a proud involvement with the countrys sporting codes. Over the century, the company has sponsored many sports, ranging from soccer, rugby and cricket, to road running, tennis, life saving and darts. Today SAB remains committed to sports and

SAB has a workforce of 9,390 and sales revenue of R32 billion. When the economic multiplier effects of SABs operations are also taken into consideration, SAB and its value chain sustained more than 355,000 jobs throughout South Africa and added an estimated R28 billion to state coffers in terms of direct and indirect taxes during 2009. In addition to the tangible economic benefits arising from the deep employment linkages and economic output stimulated by SAB, the company also invests R60 million per annum in responsible alcohol use campaigns and CSI activities. It implemented a ground-breaking, broad-based black economic empowerment transaction, called SAB Zenzele, worth over R7 billion in 2009.

sporting development in South Africa. Current and recent sponsorships include support of the National Soccer Team and PSL; the National Cricket Team and Test Cricket; The National Rugby Team, the Currie Cup, Varsity Cup and Super Rugby; and the SuperSport Shootout and Nedbank Challenge golfing tournaments. As an extension of its sports sponsorship activities, SAB in 1977 founded the Sports Journalists of the Year awards, which honours South Africas top sports writers and broadcasters for their contributions to the field of sports journalism.

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SAB brands

SABs portfolio of brands includes ten beers, with its Power Brands Castle Lager, Castle Lite, Carling Black Label and Hansa Pilsener having developed iconic histories of their own.
SAB also distributes, and in some cases brews, a number of local and global brands, namely Peroni Nastro Azzurro, Miller Genuine Draft, Grolsch, Castle Milk Stout, Hansa Marzen Gold, Dreher Premium Lager and Pilsner Urquell. Hansa Pilsner is a true pilsener brewed with the The four power brands make up the core of SABs brand portfolio: Castle Lager is the Great South African Lager and the Friendship Brew, built on a legacy of quality, brewing care and experience dating back to 1895. It is a standard-strength lager with a special taste, somewhat dry, somewhat bitter, never sweet (5% alcohol by volume). Brewing excellence Castle Lite is brewed with all the fine beer quality of Castle Lager. Designed to deliver all-round lightness, Castle Lite delivers a full, smooth and refreshing taste (4% alcohol by volume). SABs status at the forefront of the world of brewing is founded on its uncompromising commitment to brewing excellence. SAB also manufactures and distributes a number of flavoured alcoholic beverages. These include Brutal Fruit, Redds and Sarita. unmistakable kiss of the Saaz Hop to be crispier, clearer and more drinkable. Its hoppy aroma and lightness on the palate make it unmistakably different (4.5% alcohol by volume). Carling Black Label is a moderately stronger lager (5.5% alcohol by volume) that refreshes with a real beer taste of award-winning quality. It is full-bodied, full flavoured and has a distinctive fruity aroma.

Brewing capacity at SAB Capacity (in million hectolitres) 8.3 7.2 2.2 1.5 5.3 4.5 2.4 31.4 million hectolitres = 3.1 billion litres or 4.19 billion quart (750ml) bottles

Brewery

Alrode (Gauteng) Rosslyn (Gauteng) Chamdor (Gauteng) Polokwane (Limpopo) Prospecton (KZN) Newlands (Western Cape) Ibhayi (Eastern Cape)

Total

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Its brewers recognise that the slightest variance in ingredients or method can affect a beers taste, aroma or appearance. So, from first germination of barley seeds to the final tankard of beer, only the highest standards are acceptable. SAB brewers skills in the art and science of brewing are born in their depth of knowledge, training and long experience. The brewers undergo training both in South Africa, where SAB has its own training institute with a mini-brewery, and at the most respected institutions abroad.

In addition to its mega breweries, SAB operates a small-scale development brewery, Fransen Street, on the site of its Chamdor brewery. Opened in 1998, this brewery is dedicated to the development and testing of potential new products and brewing processes. It enables the company to produce limited volumes for in-house evaluation and, where necessary, small-scale test markets. The brewing process Malting

Their expertise has been enhanced by their associations with the international brewing fraternity and access to the latest thinking worldwide, against which they constantly measure their abilities, and then seek continual improvements to ensure that they stay at the cutting edge of brewing developments. A similar level of technical excellence in brewery equipment and processes ensures the best possible environment for the brewers to practise their manipulation of the natural miracle of brewing. Malting prepares barley for brewing. The barley is steeped in water, allowed to germinate and is then kiln-dried in carefully controlled conditions. During this process starches in the barley are made accessible, and enzymes are formed which convert starch into simple sugars during the subsequent brewing process. The selection and blending of different malts pale, crystal or roasted contributed to the ultimate flavour, body, colour and aroma of the beer.

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Mashing During mashing, ground barley malt and selected maize are combined with specially conditioned water, creating a thick mixture called the mash. A specified heating programme continues the conversion of starches in the mash into simple sugars. Varying the time and temperatures in the mashing programme influences the body and colour of the beer and determines the potential alcohol content. The addition of maize enhances drinkability. Lautering The mash is transferred to the lauter tun, which acts as a giant sieve and filter, separating the rich fermentable liquid wort from the solid grain. As the liquid drains off the grain, it is sprayed by hot water to recover the maximum amount of fermentable sugars. Wort boiling The wort is brought to a controlled boil to balance the ingredients precisely. Hops are added. The solids are separated and the wort is cooled. Fermentation/maturation/filtration Selected brewers yeast is added to the cooled wort, initiating the fermentation process under controlled temperatures. During fermentation, yeast converts the sugars in the wort into alcohol and carbon dioxide. This young beer is then transferred The brewing process
THE MALTINGS
Barley MASH TUN Malt Processed maize products Hops Steep 1 - 2 days Water LAUTER TUN WORT KETTLE

to even colder storage vessels, where it matures. After reaching its full potential, the beer is filtered, carbonated and transferred to the bright beer tank. Perhaps the most important determinant of beer character is the living yeast. Brewers, therefore, give great attention to the integrity and vitality of their own yeast strains. Packaging Because beer is best when it is fresh, it is packaged as quickly and efficiently as possible in high-speed lines, in kegs, bottles or cans. The kegged beer, which is either micro-filtered or flash pasteurised, is delivered to customers for consumption as draught beer. The bottled and canned beer, which is more widely distributed, is pasteurised during packaging to ensure a longer shelf life. Ingredients Beer derives its goodness from key natural ingredients: water, barley, hops, maize and yeast. No preservatives, additives or chemicals are added. Historically, it has always been the abundant flow of a particular quality of water that founded great brewing centres, water rich in dissolved natural minerals. Like their counterparts throughout the world, SABs brewers adjust the natural mineral content of their brewing water and then subject it to regular checking, analysis and tasting to ensure it has just

THE BREWHOUSE

THE CELLARS

THE PACKAGING HALL

Pitching the yeast Kegging Maturation Vessels Bright beer tank C02

Fermentation Vessels

Bottling and canning

Cool humid air Germinate 3 - 7 days

MALT
Cool Separate wort from the grain 2.5 - 4 hours Wort Hopped wort Young Ferment Beer

Filter Adjust carbonation level Pasteurise Heat plus controlled boil 1.5 - 2.5 hours Surplus yeast

Rest period minimum 3 weeks Heat 2 - 3 Hours Kiln dry 1 - 7 days

The Mash

Spent grain

FEED

4 weeks

Cellar processing time 18 - 28 days

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the right amount of natural salts needed for truly great beers. From the barley grown to strict quality standards, mostly in the southern Cape, the malting plants of SAB Maltings create the malt that will yield the starches and enzymes needed in the brewing process. Hops, originally added to sweet beer as a natural preservative, define a major part of beers flavour, giving it a characteristic aromatic bitterness.

From more than 44 strategically located depots, they set out daily, often manned by owner-driver entrepreneurs (former SAB employees who run their own transport companies) and their crews. Given the vast distances to be covered and the complexities of the market to be satisfied, it is a sophisticated operation, but the result is simple: beer drinkers can enjoy their preferred brand whenever they choose, wherever they may be. Commitment to consumers

Yeast converts fermentable sugars in wort the rich fermentable liquor pronounced wurt into alcohol and carbon dioxide during an 18-day fermentation and maturation process, adding to beers character and flavour. SAB cultivates its yeast to perfection, to maintain the uniform quality in all its beers. Distribution network Service excellence From taverners offering refreshment in dusty country villages, to neighbourhood bottle stores, to cavernous warehouses of the cash-and-carrys in the big cities, SABs beer trucks deliver their loads to some 55,000 retailers across the country. SAB strives to offer a range of products of uncompromising quality to meet the wide variety of changing needs of all our consumers and to make them available at affordable and value-for-money prices. This is illustrated by the fact that in recent decades, increases in beer prices have consistently been lower than the inflation rate, as measured by the CPI. As a result, over the past 40 years, SAB has successfully driven down the real price of beer by nearly 50%. Few industries in South Africa can point to such a strong track record when it comes to consistently providing consumers with better and better value over time.

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Owner drivers and distributors SAB is a strong supporter of affirmative procurement practices and has a structured focus on identifying, mentoring and encouraging local suppliers. SAB continues to strongly support the owner driver programme within the beer and soft drinks operations, with independent owner drivers and distribution operators in the beer business now delivering more than 70% of SABs beer and 59% of ABIs soft drinks. The owner driver programme was introduced in 1987 and saw former employees of SAB form their own companies to distribute SABs product brands to the trade. Well over R3 billion has been invested in this project since inception.

Masters and legends In recognition of the dedicated and long-serving people at the forefront of the sales and distribution efforts that ensure the companys success as a marketer of fine quality beer, in 1992 SAB launched the SAB Masters to honour the elite among its sales and distribution staff. The SAB Masters, acknowledged by colleagues as a very select group, are integral to SABs professional sales and distribution culture, enhancing it with the wisdom, knowledge and special skills they gained over 20 years experience with the company. New members are inducted after stringent nomination and screening procedures. In 2000, the company inaugurated the Brewing

The programme was enhanced with the development of Distribution Operators, where SAB identifies the most promising owner-drivers to become multivehicle operations with as many as three trucks each.

Legends to honour its dedicated brewers on similar principles to the Masters.

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SAB people

People matter People matter is one of SABs key values. The value proposition is based on extensive feedback by SAB employees and is designed to make sure that as a company, SAB continues to attract new talent and retain the best South Africa has to offer. The value proposition includes: Personal (non work) support processes and structures that allow employees to achieve a balance between work and family responsibilities Financial and career growth opportunities, rewards and recognition Challenging work through enriched, empowered jobs, projects and assignments Social environment which promotes open communication, a fun atmosphere and a dynamic culture Stability in working for a company with a clear vision and which shows leadership by example Work that is managed professionally through training and development, mentoring, coaching and career planning Personal achievement through accountability, responsibility and stretch goals Employer of choice SAB offers a powerful world of opportunity and purpose, with a talent management process that enables enhancement of job skills, leadership enhancement and the ability to move both laterally and vertically with the business. Training institute SABs purpose built Training Institute is a key vehicle in developing divisional competence and a source of strategic and core learning. The Institute provides both Corporate University programmes, aimed at enhancing core competence and developing employee cover for key jobs, and short-term programmes aimed at enhancing operational expertise. On average, close to 7,000 delegates attend either courses or meetings at the Institute every year.

Equity SABs pioneering equity (affirmative action) programme, launched in the mid-1970s to alleviate historical inequalities and disadvantages experienced by many of its employees, fostered skills training and advancement to compensate for the denial of basic education to so many. SAB recognises every employees freedom of association and the right of workers to negotiate collectively, and it follows a policy of developing harmonious relationships with trade unions.

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SABs awards

Since 1990, SABs stature as a world-class brewer has been underlined by the company winning a host of awards in several categories.

General SAB has a long history as a progressive, societal leader, and this is backed up by the number of awards that the business has won over the years. Recent awards include being voted the Ask Afrika Most Admired Company in South Africa in 2005, 2006, 2009 and 2010; and being voted the Deal of the Year Award in the DealMakers magazine awards, for the SAB Zenzele transaction. SABs efforts to lead the way in corporate social investment have also been recognised. For over five years SAB has been in the top five in the Sunday Times/ Markinor Top Brands Survey as a Company that has done the most to uplift our community. SAB was also awarded the Water Care Award in the Mail & Guardian Greening the Future Awards in 2010; the Sunday Times/Business Times Top 100 CSI Leadership Award in 2009 and the Top Enterprise Development Programme in the Big News Enterprise Development Awards for the KickStart initiative in 2009.

Brands SABs brands have been the recipient of a number of awards in recent years, including Carling Black Label being voted SAs Favourite Beer for three years in a row in the Sunday Times/ Markinor Top Brands Survey. Carling Black Label also won a Gold Medal at the Monde Selection and Quality Awards in Brussels in 2010. In previous years numerous other awards have also been received, including: International Institute for Quality Selections Monde Awards 2008 Grand Gold: Carling Black Label and Sarita Gold: Redds Australian International Beer Awards 2008 Silver: Hansa Pilsener and Castle Lager Bronze: Carling Black Label International Taste and Quality Institutes Superior Beer Awards 2008 Two-star Silver: Carling Black Label

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Societal leadership

SAB has long believed that it is imperative to take a leadership role in promoting the health and well being of the communities in which it operates.

SAB takes its role as a leading player in the South African economy very seriously, and it is acutely aware of the critical role that business plays in economic growth, particularly around job creation. As a result, SAB has over the years invested in a range of initiatives as part of its societal leadership role. Black Economic Empowerment The heritage of SAB is firmly grounded in South Africa. As a company, SAB understood decades before the political changes in the country that transformation and black economic empowerment were essential to the future stability of South Africa and made its first moves in this direction in the 1970s. SAB has led the way in implementing several groundbreaking initiatives which have paved the way for the real empowerment of thousands of South Africans. The companys affirmative action history dates back to the 1970s and it was the first company in South Africa to implement preferential procurement - in the 1980s. SAB believes its historically strong performance as a business has been closely related to its active role in South Africas social and economic development. The companys track record of empowerment initiatives, social investment and people development is testament to this commitment and approach. SAB understands that the privilege to operate as one of South Africas leading companies and its licence to trade carries an inherent obligation to demonstrate leadership in every dimension of the business, including the role that it must play in supporting the progress of South African society. SAB Zenzele The SAB Zenzele BBBEE transaction, announced in June 2009 and worth approximately R7.3 billion,

placed 8.45% of the companys shares under black ownership. The transaction sought to benefit those stakeholders who are directly involved in the companys business. It was designed to be genuinely broad-based, provide tangible benefits to participants from the first year and to support the normalisation and regulation of the South African liquor industry.

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The participants include three key constituencies: SAB employees, black-owned liquor and soft drink retailers and, through a new SAB Foundation, historically disadvantaged communities. The transaction resulted in almost 40,000 new shareholders in the company of whom over 95% are black individuals or black majority-owned enterprises. After the ten-year transaction period, SAB shares will be exchanged for JSE- and LSElisted SABMiller shares. The transaction equates to an effective 14.1% BBBEE transaction in terms of the BBBEE Codes of Good Practice.

As South Africas leading alcoholic beverage company, SAB has the responsibility to lead the attack on alcohol abuse. It has a business uniquely equipped to do so and uses this to look at making a real, sustainable impact. SAB recognises the importance of reaching a balance between inspiring people to do the right thing, encouraging self regulation and supporting enforcement. SAB intends to make a real impact and drive real change. Towards the end of 2009, SAB launched a hard hitting and wide reaching strategy aimed at tackling the effects of alcohol abuse in South Africa. The company spends in excess of R40 million annually on initiatives which aim to combat the abuse of

Leading the way in tackling alcohol abuse Beer has been around for over 6,000 years and plays an important role in society. For over a century SAB has through its products been at the centre of social unity and celebration. SAB is proud of the quality products that it produces and the economic and social benefits that it brings to South Africa. However, there are those who abuse alcohol and this has a disproportionately negative impact on South African society.

drinking and encourage responsible consumption. The alcohol strategy is framed around three key dimensions: 1. Leading by example: SAB believes that to make an effective impact on the lives of South Africans, work begins at home with its employees. As such, SAB has undertaken the following initiatives: New codes of employee conduct: SAB promotes responsible consumption throughout the business and strives to ensure that employees understand the risks that arise from irresponsible drinking. SAB expects high standards from staff and that employees display exemplary behaviour at all times. New approaches in SABs marketing programme: SAB seeks to demonstrate leadership through responsible marketing across the board, including campaigns, developing new products and selling its product in the market. As part of this initiative SAB has implemented the removal of billboards in high FAS areas and a significant reduction in high poverty areas. While SAB does not believe that advertising drives the abuse of alcohol, it respects the views of those communities. 2. Championing co-regulation: SAB is investing increased resources behind building renewed partnerships with government and to drive real advances in the normalisation of the industry the majority of outlets in South Africa are unlicensed and SAB is working relentlessly to support government to normalise the industry given the difficulty inherent in managing abuse issues in an unlicensed environment. Key focus areas are:

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 Supporting and incentivising shebeens to come into the formal, regulated industry. Partnering with like-minded organisations, be they government or NGOs, to maximise the reach and impact of our programmes. A renewed commitment to collaboration and self-regulation in the industry. 3. Investing in high impact programmes: These programmes focus on three key areas where SAB believes it can make a real impact, namely driving under the influence of alcohol, foetal alcohol syndrome and underage drinking. The following interventions are under way and ongoing: SAB has worked with local and provincial law enforcement to launch Alcohol Evidence Centres, housing cutting edge facilities to assist with the enforcement and prosecution of drivers over the legal alcohol limit; and launched a hard hitting advertising campaign raising awareness of drink driving issues. A sizeable number of Alcohol Evidence Centres have been opened across the country at a cost of R1 million each, with more to come. The Reality Check advertising campaign

was launched in October 2009 and has had extensive reach nationwide through radio, print and outdoor executions. Foetal Alcohol Syndrome: SAB has partnered with local NGO, FASfacts, whose main priority is to educate the public about the severe, damaging effects of maternal alcohol consumption during pregnancy. The NGO aims to highlight the effects of FAS and draw attention to the crisis in South Africa, with the intention of working towards eradicating the syndrome and reducing the number of children born with FAS. FASfacts also aims to ease the financial burden carried by the societies associated with combating, or the treatment of, FAS. FASfacts concentrates its efforts in the Northern Cape and Western Cape which have the highest recorded incidences of FAS in South Africa and worldwide. In certain rural areas in South Africa, FAS is diagnosed in 122 out of every 1000 children. In recognition of the extent of the FAS problem, SAB has agreed in principle to work with government partners to embark on nationwide campaigns to combat both FAS and underage drinking.

19706 SAB Trailers 3x6.indd 6

2010/1

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 Underage drinking: SAB is in the process of implementing a new commercial code of good practice for working with trade partners and customers. This code, and the process associated with it, seeks to drive more responsible trading practices (for example, not selling to minors). Other initiatives include: SAB introduced The Tavern Intervention Programme (TIP) in 2009 as a pilot in partnership with law enforcement officials, community leaders and councillors. The TIP seeks to address issues of gender-based violence and child abuse by attempting to rehabilitate men who perpetrate these social crimes, usually when under the influence of alcohol. The six-week programme, in partnership with the non-governmental organization, Men for Development, aims to uplift, restore and reignite mens worth in communities and encourages responsible alcohol consumption, as well as educates on the issue of HIV/Aids. To date, it has had very positive results with the men who participate becoming more open to accepting changes in society and emerging as ambassadors within communities. So inspiring is the program

that it has captured global funding interest. This will have an indelible impact on the lives of thousands more which they, and SAB, will touch. SAB has also recently piloted a Sports Diversion Programme with the KwazuluNatal Department of Arts, Culture, Sports and Recreation, that will assist with combating underage drinking. Research has indicated that interventions for youth are more effective than education programmes and SAB thus considered organised sport which has had a positive impact in other countries. SAB currently piloting two soccer fields in Kwazulu-Natal, with one currently under construction and a second one planned. In 2010 SAB and the Bobs for Good Foundation launched a R1 million partnership which will see 10,000 learners across the country receive school shoes with specially developed reflective strips to promote pedestrian safety. This partnership will initially last for one year and will benefit schools across the country. The initiative was conceptualised after SABs extensive research showed that pedestrian accidents accounted for the highest number of deaths of learners aged between 10 and 14 years in South Africa (and the second most in the 5-9 years age group). Experts estimate that a significant proportion of these deaths are caused by drunk drivers. These incidents peak between 4pm and 7pm, when children are returning home from school or playing, often in or adjacent to the street. SAB and Bobs for Good developed unique reflective strips fitted on the shoes, which serve to draw attention to children walking during twilight hours and in the dark, making them more visible to drivers. The initiative includes distinctive shoeboxes which offer pedestrian safety tips for children and parents. Sustainable development SABMiller, SABs parent company, has a clear and well-embedded approach to sustainable development, developed through extensive consultation internally and with external stakeholders. In June 2010 the company brought all aspects of its sustainable development projects and priorities together in a global programme launched under the banner Ten Priorities, One Future. SAB is an active supporter of the ten priorities and

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sustainable development is integrated into the day today operations of the business. These ten priorities are: Making more beer using less water Discouraging irresponsible drinking Reducing its energy and carbon footprint Reducing the weight of packaging, reusing bottles and encouraging recycling Working towards zero waste operations Building supply chains that reflect the companys values and commitment Benefiting its communities Contributing to the reduction of HIV/Aids Respecting human rights Transparency in reporting the companys progress Water is a particular focus. By its nature, brewing is a water-intensive process, which is especially important in a semi-arid, water-scarce country such as South Africa. SAB makes reducing the use of water a priority and has improved water efficiency use by 8% in the past two years. Where SAB has control over water management practices, that is, inside its brewery gates, it ranks amongst the worlds leaders in terms of responsible water management during the brewing process. SAB is also a founding partner of the WWFs Water Neutral programme, which sees the Ibahyi and Newlands breweries becoming water neutral. CSI and soul SAB has long been one of South Africas most socially progressive and innovative enterprises. The company looks beyond traditional business approaches and searches for pioneering solutions to new challenges. It considers sustainable development to be integral to operational business practice, rather than a nice to have. SABs CSI strategy comprises of three key elements, namely flagship programmes, soul programmes, and employee volunteerism. Enterprise development is an integral part of SABs Flagship programmes directly support business imperatives and are generally three year commitments. The focus is on sports development, enriching communities and enterprise development. SABs soul investment concerns ad hoc donations and support for disasters and humanitarian relief. long-term sustainability, helping to create jobs and develop entrepreneurial skills in the communities where it operates. Encouraging enterprise development in the value chain is a key sustainable development priority and activities in this area are numerous and well integrated into the day-to-day business. Enterprise development Employee volunteerism allows employees to play an active part in the transformation of communities. Employees are invited to make application for funding projects which they are passionate about, and they are encouraged to participate in company funded CSI days. A budget is allocated to address welfare issues and is purely an outreach response to day-to-day requests for donations and disaster relief.

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This strategy runs through SABs procurement process and supply chain. SABs owner-driver initiative sees about 70% of deliveries carried out through former employees who have set up their own businesses, supported by SAB; while the Taung Barley project supports individual farmers to generate a guaranteed income and improve their lives. SABs KickStart initiative, into which SAB has invested R51 million, is in its 15th year of promoting business awareness, provision of training and mentorship, and supplying of grants to young entrepreneurs. Addressing HIV and AIDS To contribute to reduction in the disease in communities where it operates, SAB has built HIV/Aids into its CSI framework. SAB undertakes externally-oriented programmes to alleviate the burden of HIV/Aids at a regional level, where the most hands-on approach can be followed. Actions include donations to various institutions and the contribution of employees time to help people with HIV/Aids through CSI outreach days. In addition, SAB has addressed the issue of HIV and Aids with employees through a comprehensive intervention for several years. This involves strategic planning and policy development as well as the development and implementation of proactive and effective interventions. The Life Threatening Diseases Policy provides a framework within which to manage HIV and Aids and informs employees of their rights, responsibilities and benefits. All employees and their dependents have access to a managed health care programme, which includes lifestyle management and the provision of anti-retro viral therapy through an external service provider.

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Corporate governance

SAB has traditionally been a leader in high standards of corporate governance and commits itself to all relevant codes and regulations.

SAB believes that continued high standards of corporate governance are fundamental to its quest to retain societal leadership. To this end the value of clear and personal accountability is driven throughout the business. Accountability is clear and personal SABs rigorous compliance processes ensure that the company operates ethically, legitimately and transparently.

The companys Code of Competitive Practice and Code of Ethics form part of every employment contract. In addition, Competition Act Compliance Training is provided as part of the induction of new employees. Annual training is compulsory for all senior executives and their colleagues in marketing, sales and distribution.

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SAB World of Beer

In 1995, SAB celebrated its 100th birthday when then President Nelson Mandela opened SABs Centenary Centre in the cultural precinct of Johannesburg.

SABs multi-million rand investment in the area helped lay the foundations for what has become the Newtown Cultural Project, the focus of urban renewal in Johannesburg. Designed as a fun-filled showcase of brewing, the World of Beer provides a uniquely memorable experience of the magic of beer. The tour unveils beers heritage from ancient Mesopotamia, through Africa and Europe all the way to a honkytonk pub of Johannesburgs mining camp days and a traditional Soweto shebeen.

SABs vision was to create a benchmark beer visitor centre globally which would become a first choice visitor attraction in South Africa. It also aimed to instil an understanding and appreciation of beer culture amongst all South Africans by providing a showcase of brewing and brands in a socially responsible and progressive manner. SABs World of Beer is open for beer tours Tuesday to Saturday from 10h00 to 18h00.

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Key contacts SABMiller plc Head Office 1 Stanhope Gate London W1K 1AF United Kingdom Tel: +44 1483 264 000 The South African Breweries Limited 95 Park Lane, Sandown, Sandton PO Box 782178, Sandton, 2146 Tel: +27 11 881 8111 www.sablimited.co.za Communications contact: Robyn Chalmers, Head of Media Relations and Communications Tel: +27 11 881 8679 Email: Robyn.Chalmers@za.sabmiller.com SAB World of Beer 15 President Street Newtown Johannesburg Shop contact: Marketing contact: Tours and conference booking: Tel: +27 11 836 4900