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Sabmiller Plc JSEALPHA CODE: SAB ISIN CODE: SOSAB ISIN CODE: GB0004835483 SABMiller plc JSEALPHA CODE: SAB ISIN CODE: SOSAB ISIN CODE: GB0004835483 23 June 2015 Annual Financial Report SABMiller plc has today submitted a copy of the 2015 Annual Report and Accounts, Notice of the 2015 Annual General Meeting and Shareholder Proxy Form (UK) to the National Storage Mechanism and they will shortly be available for inspection at www.hemscott.com/nsm.do. The Annual Report and Notice of Annual General Meeting are also available on the Company’s website www.sabmiller.com. SABMiller plc’s Annual General Meeting will be held on Thursday, 23 July 2015 at the InterContinental London Park Lane, One Hamilton Place, Park Lane, London W1J 7QY. A condensed set of SABMiller’s financial statements and information on important events that have occurred during the financial year and their impact on the financial statements were included in SABMiller’s preliminary results announcement released on 13 May 2015. That information, together with the information set out below, which is extracted from the 2015 Annual Report, constitutes the material required by Disclosure and Transparency Rule 6.3.5 to be communicated to the media in unedited full text through a Regulatory Information Service. This announcement is not a substitute for reading the full 2015 Annual Report. Page numbers and cross-references in the extracted information below refer to page numbers and sections in the 2015 Annual Report. PRINCIPAL RISKS AND UNCERTAINTIES (page 16 & 17) Principal risks Focused on managing our risks The principal risks facing the group and considered by the board and the executive committee are detailed below. The group’s well-developed risk management process is described in the corporate governance section while financial risks are discussed in the finance review on page 45 and in note 21 to the consolidated financial statements. Principal risk Context Specific risks we Possible impact Mitigation Associated strategic face priorities Consistent Consumer tastes • Failing to Topline growth • Continuous evaluation of • Drive superior sustainable and behaviours develop and progression does our brand portfolios in every topline growth. revenue growth are constantly ensure the not meet internal market to ensure that they • Actively shape our evolving, and at strength and and external target current and future global mix to drive a an increasingly relevance of our expectations. opportunities for profitable superior growth rapid rate. brands with growth. profile. consumers, Market positions • Developing a beer category • Build a globally Competition in shoppers and come under structure that enables us to integrated the beverage customers. pressure, market grow both the value of the organisation to industry is • Failing to opportunities are beer category, and our share optimise resources, expanding and continue to missed and lower of it. win in market and becoming more improve our profitability. • Ensuring we have deep reduce costs. fragmented, commercial understanding of changing complex and capabilities to consumer and industry sophisticated. deliver brand dynamics in key markets, propositions that enabling us to respond respond appropriately to appropriately to opportunities and issues changing which may impact our consumer business performance. preferences. • Building our brand equities through innovation and compelling marketing programmes; creating a pipeline of opportunities to support our premium offering. • Focusing on monitoring and benchmarking commercial performance and developing the critical commercial capabilities that are required in order to win in local markets. Industry The global • Failing to Lower growth rate, • Continued competitor and • Actively shape our consolidation brewing and participate in the profitability and target analysis to consider global mix to drive a beverages right financial returns. strategic and financial superior growth industry is opportunities. implications of potential profile. expected to • Paying too Failure to maintain transactions. • Drive superior continue to much to acquire a our competitive • Potential transactions are topline growth. consolidate. business. position relative to subject to continual and There will • Not our peers. rigorous analysis. Only continue to be implementing opportunities with potential opportunities to integration plans to create value are pursued. enter attractive successfully. • Proven integration growth markets, • Failing to processes, procedures and to realise synergy identify and practices are applied to benefits from develop the ensure delivery of expected integration and to capabilities returns. leverage our necessary to • Activities to deliver global scale. facilitate market synergies and leverage scale and category are in place, monitored entry. closely and continuously enhanced. • Development of non- traditional capabilities to enter and grow profitably in new markets. Regulatory With an • Unreasonable Lower growth, • Rigorous adherence to the • Drive superior changes increasingly high regulation places profitability and principle of self-regulation topline growth. profile debate increasing reduced backed by appropriate • Actively shape our over alcohol restrictions on the contribution to local policies and management global mix to drive a consumption in availability and communities in review. superior growth many markets, marketing of some countries. • Building and maintaining profile. the alcohol beer. licence to trade capabilities • Build a globally industry is coming • Tax and excise Loss of consumer across the group to facilitate integrated under more changes cause goodwill and public sound risk analysis and organisation to pressure from pressure on sentiment. mitigation plan optimise resources, national and pricing. development. win in market and international • Anti-alcohol • Constructive engagement reduce costs. regulators, NGOs advocates erode with government and all and local industry external stakeholders on governments. reputation. alcohol-related issues. Working collaboratively with them to address the harmful use of alcohol. • Investment to improve the economic and social impact of our businesses in local communities and working in partnership with local governments and NGOs. • Driving our Prosper shared imperatives to make a sustainable and measurable difference to the communities and ecosystems in which we operate. Management We believe that • Failing to Failure to deliver • Building the group’s • Build a globally capability our people are identify, develop the group’s strategic leadership talent pipeline integrated our enduring and retain an and financial through our Global Talent organisation to advantage and appropriate ambitions. Management model, optimise resources, therefore it is pipeline of strategic people resourcing win in market and essential that we talented Lower long-term and long-term talent reduce costs. develop and managers for the profitable growth. pipeline. • Drive superior maintain global present and • Sustaining a strong culture topline growth. management future needs of of accountability, capability. the group. empowerment and personal development. Delivering We continue to • Failing to derive Increased • Senior leadership closely • Build a globally business execute major the expected programme costs, involved in monitoring integrated transformation efficiency benefits from the lower benefits than progress and in making key organisation to programmes that projects currently planned, delays in decisions. optimise resources, will simplify under way. benefit realisation • Mechanisms in place to win in market and processes, reduce • Failing to and business track both costs and reduce costs. costs and allow contain disruption. benefits. • Actively shape our local programme costs • Rigorous programme global mix to drive a management or ensure Reputational management and superior growth teams to focus execution is in damage and governance processes profile. more closely on line with planned reduced (including independent their markets. timelines. competitive programme assurance) with advantage in the dedicated resources and medium term. clear accountability. Information and There is • Disruption of Loss of competitive • Continued development, • Build a globally cyber security increasing information advantage and articulation and integrated sophistication of technology (IT) reputational implementation of organisation to cyber-attack systems and a loss damage through the information security policies. optimise resources, capabilities. of valuable and publicised loss of • Increased investment to win in market and Business’s sensitive key operating improve information security reduce costs. increasing information and systems and awareness, intelligence and demand for assets. confidential data. implementation of sound consumers’ and • Significant security processes. customers’ business Adverse effect of • Building and enhancing personal data disruption. profitability, cash processes to deal with IT means legislators • Failing to flows or financial security incidents. rightly continue comply with position. to impose tighter tightening data management legislation poses a control. threat of significant financial penalties or restrictions. Acquisition A key aspect of • Failing to deliver Lower growth rates, • Embedding of the • Actively shape our of CUB the CUB integration profitability and SABMiller Ways (its global mix to drive a acquisition was objectives and asset values. processes, systems and superior growth the delivery
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