Day 1- Tuesday 17 March 2015: Preparing for our Macro Challenge Learning & Development Track: Lessons from Leadership Development. Presented by Dr Tienie Ehlers, Human Resources Development Manager, SAB #astdza2015

1. CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of The South African Breweries (Pty) Ltd is strictly prohibited
This slide presentation is not complete without the relevant speaker notes
ASTD Conference
Lessons from Leadership Development:
The SAB Leadership Capability Journey
Tienie Ehlers
17 March 2015

2. Context of this discussion
- 2 -
ü The purpose of this presentation is to share the journey of SAB with regards to our current
Leadership Capability
ü It is by no means a document to show the success or perfect journey in leadership development,
but rather the reality that faces businesses in such a journey, including challenges and learnings
ü This presentation will also show some practical roll-out ideas and tools within such a journey
ü Two important things as a start:
• If this was easy and simple, I would make millions and be in consulting now!
• Secondly, and more seriously, this kind of journey MUST be lead by the MD and Board of Directors,
else it WILL fail

3. The SABMiller Global Leadership Approach as a start…
n Grounded in best practise
- Developed in light of strategic intent and key challenges
- Based on data gathered from leaders at different levels
- 6-8 discrete behaviours which together describe the major
actionable shifts
n Rooted in our business
- Clear themes that reflect our own journey
- Language that’s right for us
3

4. What we have done to start this journey up-front
n Interviewed 100+ leaders across our business about key market
dynamics and corresponding leadership challenges
n Reviewed outputs of our business strategy as well as strategic
workshop outputs
n Interviewed the Change Leads about their projects and plans
n Examined experience of comparable organisations
n Discussed the proposals with SEF’s and acted on their feedback
4

5. Where were we after this?
n Our senior leaders recognised that their roles are changing
n Many are still trying to understand what the change will involve
n We all agreed that we need to make these new expectations clear
n We have identified the key shifts in behaviour through the right
language
n Most value will stem from how well we communicate, embed and
reinforce them
5

6. The key shifts in behaviour are as follows (our new
leadership behaviours!)
To be successful in becoming a globally integrated business our
leaders will need to:
n Be externally focused on consumers, customers, communities
n Demonstrate a whole business mind-set
n Make timely clear and prioritised choices
n Build relationships and trust across the business
n Develop capability for the long-term
n Be passionate and engaging
6

7. Finalising these Leadership Behaviours involved:
n Finalising the language used
n Aligning the launch plan with Internal Communication and Regional
MDs
n Producing communication materials that provide practical business
examples of how these behaviours will drive success
7

8. Reinforcing the Behaviours: Proposed Actions
n For Business and Functional Teams – Structured workshop to
provide intact teams with space to discuss what it means for them
n For Individuals - New behaviours embedded in our Leadership
Development programmes and tools
n Embedded in our HR processes starting in F15: PM and Leadership
Development
8

9. Non-negotiables:
n That a set of global leadership behaviours should be adopted to
support our move to becoming a globally integrated business
n That the ExCom will take personal and collective ownership for
communicating and leading these shifts in behaviour
n That the key focus in F15 should be our senior leaders (ExCom,
MDs, Country Operating Boards, Senior PLC and Hub)
n That they will be progressively incorporated into our HR processes
as a reinforcing mechanism
9

10. Leadership Transitional Stages

11. Leadership Map – where it fits on this model
Leading Self Manufacturing
Trainees/ Sales
academy
Leading Self Finance Academy
Leading Self Procurement
Academy
Leading Self HR Academy
Leading Self Commercial
Academies
Leading
Others Leadership
Fundamentals
PE Dvpt Prog
Leading
Managers
Regional
Managem
ent
Developm
ent
Programm
es
Leading
a
Function
Function
al Lead
Program
me
Leading a
Business
MDs
Programme
Exco Team
Development
Leading an
Enterprise/
Group
Function
Engaging
with the
Future

12. NOW….the agenda of how we are rolling this out in SAB South Africa:
- 12 -
SECTION 1
Changes
in
Leadership
behaviours
post
MDC
workshop
SECTION 2
In
response
to
above
proposed
Solu:on
/
Journey
for
the:
• MDC
• SEF
SECTION 3 Roll-­‐out
plan
SECTION 4 Budget
op:ons
SECTION 5
Leadership
Journey
Culture
shiE
• Ac:on
Learning
Approach
SECTION 6 Training
Solu:ons
&
Anchoring
plan

13. Confidential. Work in Progress. For Discussion Purposes Only
SAB South Africa Business Context: Our Journey to
Success
Where we are today
• Momentum restored
• Competitor on the back foot
• We can accelerate profit growth
• We have delivered
Outlook for the future
• The opportunities remain substantial
• New challenges have emerged
• We can still deliver over the long term
• Flying a plane built on the ground
NEW Challenges
• Social unrest
• Slowing SA economy and rand under pressure
• Competitive game moving to next stage
• Regulatory and legislative challenges
Mutually domestic focussed to globally integrated
The new Leadership Model in SAB Ltd & SABMiller talks about the
characteristics and behaviours that the new and upcoming leaders
of this organization must have!

14. The Leadership Behaviours and what it
meant to the Board (MDC)
Section 1

15. New Global Leadership behaviours
- 15 -
To be successful in becoming a globally integrated business
our leaders will need to:
ü Be externally focused on consumers, customers,
communities
ü Demonstrate a whole business mind-set
ü Make timely clear and prioritised choices
ü Build relationships and trust across the business
ü Develop capability for the long-term
ü Be passionate and engaging

16. Reality
- 16 -
ü MDC started the conversation using draft behaviours
ü The MDC has 2 new members to be included into the journey
ü Draft 5 evolved into the Global Leadership behaviours
ü MDC to adjust focus areas to Global Leadership behaviours
ü All solutions still aligned and remain unchanged
ü Timelines for launch can still be maintained in F15
Our narrative for communicating the roll-out should focus
on building leadership capability – building the right skills to
operate optimally at each leadership transition level

17. Narrative: How do we quantum leap into
the future and Achieve our North Star?
- 17 -
ü We need to build organic growth
ü We need to do more than we ever have before with less
ü We are expected to change and adapt quicker today
ü As a global organisation embarking on an integrated change plan,
collaboration and engagement will ignite the spirit of trust and passion in
SAB
ü It is Leadership Capability operating at its optimal at each level in the
organisation that is our aim and it starts with each one of us getting
back to our leadership basics
It is only through our people that this much needed paradigm shift
can take place and it starts with each one of us, taking personal
accountability for our leadership journey

18. Proposed solution/journey for MDC & SEF
leaders
Section 2

19. Proposal for MDC
- 19 -
MDC Align
to global
leadership
behaviours
• Communicate Global leadership behaviours to
MDC via MDC workshop
• Include new MDC members in work done
• Align focus areas to new behaviours before SEF
in March
‘HOW’ Goals
Leader-Led
• Engage & equip MDC to
demonstrate these
behaviours
• Design year-long PLC
aligned leadership
journey for MDC
• Leadership Behaviours included as ‘HOW’
Goals
• ‘What good looks like’ measures identified
and in place

20. Proposal for Senior Leader
Roll-out
- 20 -
SEF: global
leadership
behaviours
communicati
on
• MD to present why leadership capability so
important now
• Articulate expectations from all leaders in
the business
• Roll-out plan & what to look out for
Structured
Workshops
for OC’s &
SEC teams
‘HOW’
Goals &
capability
developme
nt
• Build leadership development
into Individual IDP’s aligned to
development programmes
• Customised leadership plans
designed per function
• Discuss what the leadership behaviours
mean to them
• Leadership Behaviours included as team
‘HOW’ Goals
• ‘What good looks like’ measures identified
and in place
MDC members support & participate
in leadership intervention roll-out

21. Roll Out Road map and Timeline
Section 3

22. Cascading Leadership Approach
- 22 -
ü A Leader Led approach will be followed with cascading the Leadership behaviours through
structured workshops
ü Engage & equip Leaders to identify development opportunities and assist them to develop
capability and demonstrate behaviours
MDC
Operating Committees
Regional Leadership Teams
Functional Leadership Teams
One on One Direct reports

23. Leadership Road Map
- 23 -
• What
do
the
Leadership
Behaviours
mean
to
team
• Create
a
purpose
statement
• Iden:fy
consequence
management
• Iden:fy
Team
leadership
development
plan
and
built
into
goals
–
‘How’
Goals
• Each
Teams
From
to
journey
on
how
to
change
in
order
to
navigate
the
water
• Iden:fy
Capability
Gaps
and
ac:on
• Commitment
&
personal
accountability
• Self
mastery
personal
Leadership
journey
plan
iden:fied
&
built
into
Goals
–
‘How’
goals
• Role
modelling
Tools to Anchor & Sustain culture shift
MDC session to align & finalise Global Leadership behaviours focus areas
SEF
Comms
session
Team
Leadership
structured
workshops
Team
/
Func:onal
Leadership
Journey
Individual
Leadership
journey
• Build
Awareness
• Gain
Commitment
from
Senior
Leaders
to
Role
Model
behaviours

24. Communication and roll-out plan
Leadership Cafes / Engagements
What’s Brewing
What do the LB’s
mean to us?
MDC Personal
Leadership Commitment
Caught in the Act Recognition Tool:
Recognising Exemplar Leadership
Behaviours
MDC
Workshop (Agreement &
Buy-in on new
Leadership Behaviours
HRBP Toolkits for:
workshops,
(1:1 meaningful
engagements, Team
Meetings, on the job
coaching)
Pocket books, posters, pledge video
Leadership Awareness
sessions with RBP’s &
team in prep
Subtle messaging through internal Comms, GM Briefs, Yammer, Articles, Videoblog etc
1:1 meaningful
Leadership conversations
with Line manager
(Update IDP)
SEC leadership workshops designed
and rolled out : input to be included
into the functional goal setting
sessions – ‘How’ goals
SNR Leadership Team interventions
Subtle messaging through internal Comms, GM Briefs, Yammer, Articles, Videoblog etc
MDC personal reflections on
Leadership Behaviours and
what they mean to me
Communicated to respective
teams
SEF
Communication
Session on
Leadership
focus
November 2013 Feb 14 April May Aug/Sept
CapabilityDevelopment
Implementation3
Evaluation&
Anchoring4
AwarenessandCommunication
tobuildEngagement&commitment1&2
March 14 June/July
Regional Goal Setting
Facilitated Sessions
(Workshop Leadership as how
goals incl success measures)
Training Interventions for specific Teams &
individuals per level & functional to be agreed
Leadership
Fundamentals TTT
to build internal
capability
Pilot for
Leading self and
Leading managers
360 degree finalised
IDP
Meaningful conversation tool: Regional anchoring through coaching
Snr leader workshop
Tools
Regional sessions
Training solutions
Evaluation &
anchoring tools

25. Budgets Options
Section 4

26. Description Unit Rate Total Details
Leadership Website 0 80000 0
Website is hosted on internal
portal
Executive Leadership Journals 0 100 0
Onlyblack and white
No communication pack
Leadership comunication material per
business unit 0 250 0
MDC Leadership Pledge Video/visual
journey documented 0 50000 0
Regional Pledge Wall Paint 0 500 0
Compass and info keyring 0 100 0
SUB TOTAL 0
Venue and Catering costs 0 500 0 Total of198 Senior leaders
Printing Costs 198 250 49500 Training Material
Facilitator Flight costs 0 4000 0
Costfor two facilitators flying
four times
Accommodation costs (Cape and
Newlands 0 750 0
* Two facilitators
* Newlands and Cape to be
completed in the same week
Accommodation costs (East Coast and
Prospecton) 0 750 0
* Two facilitators
* EastCoastand Prospecton
to be completed in the same
week
Accommodation costs (Bloemfontein) 0 750 0 * Two facilitators
Accommodation costs (Polokwane) 0 750 0 One person
SUB TOTAL 49500
Leadership Fundamentals TTT 28 5700 159600
Two facilitators per region
including COFto undergo
TTTand then facilitate the
course internally
Leading Managers intervention 3 day
intervention 50 6500 325000 Global pilotin SA
Leading a business for MDC 0 12000 0 Global pilotin SA
SUB TOTAL 484600
HRBP Training the Trainer on new 360
degree tool 44 1000 44000
HRBP Live meeting ongoing training
sessions 1 10000 10000
Change management and coaching tool -
'HOW' to have meaningful conversations 1 170000 170000
Ongoing 360 tool support for 2000
people 1 120 000 120000
SUB TOTAL 344 000
GRAND Total 878 100
LeadershipBehaviours Preliminary Budget
Communication and Change Budget
Leadership Roll out Plan - Capability Development building Journey
Leadership Roll out Plan - Capability Development Building Journey - training solutions
Anchoring Plan Budget
Description Unit Rate Total Details
Leadership Website 0 80000 0
Website is hosted on internal
portal
Executive Leadership Journals 200 150 30000
Onlyblack and white
No communication pack
Leadership comunication material per
business unit 200 250 50000
MDC Leadership Pledge Video/visual
journey documented 0 50000 0
Regional Pledge Wall Paint 0 500 0
Compass and info keyring 0 100 0
SUB TOTAL 80000
Venue and Catering costs 198 100 19800 Total of198 Senior leaders
Printing Costs 198 250 49500 Training Material
Facilitator Flight costs 8 4000 32000
Costfor two facilitators flying
four times
Accommodation costs (Cape and
Newlands 4 750 3000
* Two facilitators
* Newlands and Cape to be
completed in the same week
Accommodation costs (East Coast and
Prospecton) 4 750 3000
* Two facilitators
* EastCoastand Prospecton
to be completed in the same
week
Accommodation costs (Bloemfontein) 0 750 0 * Two facilitators
Accommodation costs (Polokwane) 0 750 0 One person
SUB TOTAL 107300
Leadership Fundamentals TTT 28 5700 159600
Two facilitators per region
including COFto undergo
TTTand then facilitate the
course internally
Leading Managers intervention 3 day
intervention 75 6500 487500 Global pilotin SA
Leading a business for MDC 0 12000 0 Global pilotin SA
SUB TOTAL 647100
HRBP Training the Trainer on new 360
degree tool 44 1000 44000
HRBP Live meeting ongoing training
sessions 1 10000 10000
Change management and coaching tool -
'HOW' to have meaningful conversations 1 200000 200000
Ongoing 360 tool support for 2000
people 1 120 000 120000
SUB TOTAL 374 000
GRAND Total 1 208 400
LeadershipBehaviours Preliminary Budget
Communication and Change Budget
Leadership Roll out Plan - Capability Development building Journey
Leadership Roll out Plan - Capability Development Building Journey - training solutions
Anchoring Plan Budget

27. Leadership Culture Shift:
Objectives and Process
Section 5

28. Guiding principles to achieve these
objectives
- 28 -
ü Capability building is Leader Led - Leaders to Role model
exemplar leadership behaviour
ü We will use subject matter experts and coaches where
required (internal & external)
ü We will build capability in the work that we do
ü We will follow the natural rhythm of the business
ü We will favour on the job training and action learning,
supported by formal training depending on the level of
the group
ü We will use tools and best practice from PLC
ü Good enough will never be good enough

29. Communicating the Behaviours: Non-Negotiables
- 29 -
ü Leader-led
ü Business-focused
ü Respecting our heritage
ü Authentic
Consistent approach but not identical activities

30. What is expected of all our Leaders
- 30 -
ü That leadership behaviours should be adopted to support our
move to becoming a globally integrated business
ü That the MDC & SEF will take personal and collective ownership
for communicating and leading these shifts in behaviour
ü That the key focus in F15 should be our senior leaders (MDC,
SEF)
ü That they will be progressively incorporated into our HR
processes as a reinforcing mechanism

31. What's in it for me?
- 31 -
By embarking on this journey, we believe we will:
• Create a better working environment
• Leaders will succeed in the accomplishment of their goals
by operating optimally at their specific leadership level
• Grow as Leaders, personally and professionally.
• Contribute to the sustainable long term growth of the
organization
• Become a globally integrated organisation
Leadership is not just ‘what’ you do but ‘how’ you engage & behave. It is a way of
being that requires commitment, practice and daily discipline.

32. Training / Coaching Solutions & Anchoring plan
Section 6

33. Meaningful Conversations: Leadership for
High Engagement Change
- 33 -
ü With meaningful conversation, we will be able to facilitate effective leadership and learning based
upon:
ü Collaboration
ü Effective decision making
ü Innovation and
ü Productive dialogues
The Process consists of:
• A 2 hour orientation session by internally
accredited facilitators for every line manager
• Customised toolkits to guide a line
managers and employees discussion on the
various topics
• This toolkit works in conjunction with the
coaching skills for Line managers – ‘Be the
Coach’ 2 or 1 day training session
• HRBP’s will be trained as facilitators and
allocated per region
Conversation is the DNA of interpersonal communication and by extension organisational
culture. It is also the road to personal, team and organisational transformation

34. ‘Be the Coach’
- 34 -

35. Leadership Fundamentals – Getting Back
to Leadership Basics
- 35 -
Programme Overview: as listed below
• Internal facilitators will be accredited to develop these capabilities within
the business from front line leaders and above

36. Leading Self
- 36 -
Module 1 - Helping SABM make the best use of resources and maintain a positive reputation.
ü This module will be run in-country and already exists as part of the induction process.
Module 2 – Enabling you to contribute and perform
ü This module is designed in-house and will form the major part of the two-day regional launch.
ü This module will focus on understanding the context of the programme and goal setting for the individuals.
It will introduce the concept of self-leadership and allow participants the opportunity to consider the leader
they want to be.
Module 3 – Focussing myself
ü What is self-leadership? Why bother? The impact leadership has on self, the impact on others and the way
to build a powerful reputation as someone who gets things done.
Module 4 – Building trust
ü Following on from Module 3 where the focus is on the individual, this module will broaden their perspective
to consider which relationships they need to build and how to go about doing so.
Module 5 – My contribution
ü Module 5 provides the opportunity for them to learn about team. The focus of this module is on developing
yourself to become fully effective in the context of helping your team to improve performance.

37. Leading Managers
- 37 -
Module 1: Me as a Leader
Module 2: Leading a high performing team
Module 3:Leading change and improvement

38. Schein Change Management
- 38 -
Symbols
Systems &
Processes
Behaviours
Beliefs
3. Behaviours
What behaviours are rewarded
and recognised to indicate an
exemplar Leadership culture?
The only way to make a
behaviour become
consistent over time is
through positive re-
inforcement.
2. Systems and Processes
What systems and processes are in place that indicate
this is an exemplar Leadership culture?
Integrate the leadership behaviours into our existing
processes and what other processes will enable the
behaviour change
1. Symbols
What are the symbols that indicate
this is an exemplar Leadership
culture?
Symbols like how people are
rewarded and recognized is
important. People who
demonstrate
exemplar leadership get promoted
4. Values and Beliefs
What values and
beliefs are held by
our employees that
drive an exemplar
Leadership culture?
Do the employees have
belief in their
rules of engagement/
Commitments
etc and what does it
look
like. Are they living it.

39. Schein change Management
- 39 -
Symbols
Systems &
Processes
Behaviours
Beliefs
3. Behaviours
Meaningful conversations to
build engagement
Leadership Behaviours are
lived
Leading by example and
Role modelled by senior
leaders
2. Systems and Processes
PM Way
TM Way
‘Be the Coach’
Leadership Pathway
1. Symbols
Commitments /Pledges boards;
Employees with exemplar
leadership are promoted
GM Briefs discussing Leadership
Leaders magazine
MD Leadership Town hall/ lunch
sessions
Caught in the Act
4. Values and Beliefs
SAB Miller Values are
lived
Team purpose and rules
of engagement.
Commitments are
lived and taken
seriously
Limiting belief systems
are challenged to
build a ‘can to
attitude’

40. - 40 -
Leadership Café’s
ü Platform for Snr Leaders (SEF)to
discuss the leadership behaviours
with employees
ü Each Director and SEC team
members to operationalise
Leadership behaviours per
functional area (What does it mean
for the each area with focus areas
and Plans)
ü An hour session monthly or every
2nd month at the local regional pub
ü It could also take the form of the
MD Townhall meetings or a Regional
GM’s brief session
Caught in the act recognition
ü Web based (Beernet)Tool to identify the
Leadership Behaviour role models – Employees
living the SAB Leadership behaviours and values
ü “Caught in the act” behaviour of recognising that
the right things can stimulate a new way of
working or thinking and once internalised will
build a self sustaining & progressive culture.
ü Regional, National Recognition to identify the
Leadership Champions (link to CBL)
Personal commitment and
Pledge
ü By
capturing
on
video,
short
key
messages
or
pledges
by
the
senior
management,
we’re
showing
the
employees
that
this
is
something
different,
something
special.
ü The
idea
should
be
that
because
our
senior
leaders
believe
in
this
journey
and
is
prepared
to
live
it
and
do
things
differently,
I’
as
an
employee
will
stand
up
and
pay
a?en@on.
ü Posters
and
booklets
to
be
made
for
each
area
of
the
business
Leaders Journal Pledge Wall

41. Little Booklet
- 41 -

42. Leadership Cafes
- 42 -
ü Platform for Snr Leaders (SEF) to discuss the leadership behaviours with employees
ü Each Director and SEC team members to operationalise Leadership behaviours per functional
area (What does it mean for the each area with focus areas and Plans)
ü An hour session monthly or every 2nd month at the local regional pub
ü It could also take the form of the MD Townhall meetings or a Regional GM’s brief session

43. Caught in the Act Recognition Tool
- 43 -
ü Web based (Beernet) Tool to identify the Leadership Behaviour role models – Employees living
the SAB Leadership behaviours and values
ü “Caught in the act” behaviour of recognising that the right things can stimulate a new way of
working or thinking and once internalised will build a self sustaining & progressive culture.
ü Regional, National Recognition to identify the Leadership Champions (link to CBL)

44. Personal Commitment by MDC and Snr
Leadership
- 44 -
ü By
capturing
on
video,
short
key
messages
or
pledges
by
the
senior
management,
we’re
showing
the
employees
that
this
is
something
different,
something
special.
ü The
idea
should
be
that
because
our
senior
leaders
believe
in
this
journey
and
is
prepared
to
live
it
and
do
things
differently,
I’
as
an
employee
will
stand
up
and
pay
a?en@on.
ü Posters
and
booklets
to
be
made
for
each
area
of
the
business

45. Pledge/Commitment board per reigon or
Functional area
- 45 -

46. LEADERSHIP INTERACTIVE
SYSTEM EXAMPLE
- 46 -

47. Confidential. Work in Progress. For Discussion Purposes Only
THE LEADERSHIP JOURNEY: LEADERSHIP INTERACTIVE
SYSTEM EXAMPLE
47
Growth
Trust
Passion
Job

48. Confidential. Work in Progress. For Discussion Purposes Only
THE LEADERSHIP JOURNEY: EXAMPLE
Growth
Trust
Passion
Packaging Manager
Brewing Manager
QA Manager
7

49. Confidential. Work in Progress. For Discussion Purposes Only
THE LEADERSHIP JOURNEY FOR PACKAGING MANAGER
8
Growth
Trust
Passion
Value add behaviours
Career Map
CAP
Solutions

50. LEADERSHIP BEHAVIOURS FOR PACKAGING MANAGER
Practicing Ethics & Integrity
Leadership Value Add Behaviours
Exercising Resilience
Valuing Differences
Engaging & Developing the
Organisation
Managing the Interfaces
Providing Focus
Driving Profitable Growth
Creating a Sustainable Business

51. LEADERSHIP BEHAVIOURS FOR PACKAGING MANAGER
Providing Focus
Leading Managers Value Add Behaviours
Value add through
Operates key insights and gives clarity
to complex situations, in order to focus
SAB strategy and improve innovation.
Key Activities (Pack man)
• Manage plant process & systems
• Manage productivity through
divisional benchmarking & cont
improvement
• Minimise waste
• Lead WCM
• Control fixed and variable cost
• Optimise Process capability

52. THE LEADERSHIP JOURNEY
52
Value add behaviours
Career Map
CAP
Solutions
Growth
Trust
Passion

53. POSSIBLE SOLUTIONS FOR PACKAGING MANAGER
MDP
Leading Managers Solutions
Adaptive/Influential Leadership
Leading Others Solutions
Leading Self Solutions

54. In closing…(sfw)
• Leadership development is a journey…a never-ending journey
• It is about the ride…and not the final destination
• Everyone can always keep developing their own leadership skills…if
they are willing and open for this ongoing change process
• It is never a completed journey!
• So, you need:
• Full-time dedicated resources (CoE? / Budget / Tools and
Processes)
• For people to see how leadership can / will impact on business
results – find that direct link
• To reward leadership behaviours across all levels
• To make it part of the PM process (HOW goals through 360 degree
process)
• To be patient!

55. © SABMiller plc 2015 Confidential. For internal discussion purposes only
…in closing…(leadership is about passion!)
At a world brewing convention in the States, the CEOs &
MD’s of various
brewing organizations retire to the bar at the end of the day.
Bruce, CEO of Fosters, shouts to the barman: "In Australia,
we make the
best bloody beer in the world, so pour me a Fosters, mate."
Bob, CEO of Budweiser, calls out next: "In the States, we
brew the king
of them all - gimme a Bud."

56. © SABMiller plc 2015 Confidential. For internal discussion purposes only
Hans steps up next: "In Germany ve invented beer. Give me
un Helles, ze
REAL King of beers."
Jan, chief executive of Heineken, follows by stating that
Heineken is the
ultimate beer and asks for one with two fingers of foam on
top.
Mauricio, MD of SAB, is next: "Barman, give me a diet Coke
with ice and lemon please."
The other four stare at him in stunned silence, then Bruce
asks:
"Aren't you going to have a Castle, Mauricio?"

57. © SABMiller plc 2015 Confidential. For internal discussion purposes only
Mauricio replies:
"Well, if you guys aren't
drinking beer, then
neither am I."

59. SABMiller
Our Story

60. To be the most admired company in the
global brewing industry
was
SABMiller - Where we are going – our vision
To be the most admired beverage
company in the world
now

61. We bring refreshment and
sociability, improve livelihoods
and help build local communities
SABMiller -What we stand for - our purpose

62. SABMiller -What we stand for - our values

63. SABMiller - The global leadership behaviours
Focus externally
on our
consumers,
customers and
communities
Build
relationships
and trust across
the business
Demonstrate a
whole-business
mindset
Develop our
people and
organisation for
the long term
Make timely,
clear and
prioritised
choices
Be passionate
and engaging

64. LEADERSHIP
BEHAVIOUR
Listening to our stakeholders so we have
the insights we need to shape our
offerings and benchmark performance
FOCUS EXTERNALLY
ON CONSUMERS,
CUSTOMERS AND
COMMUNITIES
Being focused on the actions and metrics
required to drive efficiency and volume
growth
Taking collective ownership of the big
issues that will make a material difference
to long-term performance
DEMONSTRATE A
WHOLE BUSINESS
MINDSET
Optimising the individual performance of
our own function, market or region over
the short-term
Making the tough trade-offs so we invest
where it will deliver greatest benefit to the
Group
MAKE TIMELY, CLEAR
AND PRIORITISED
CHOICES
Running our business using a multiplicity
of KPIs that are not aligned, locally or
globally
FROM TO
The behaviours call out some important shifts
in how we lead our business

65. The behaviours call out some important shifts
in how we lead our business
LEADERSHIP
BEHAVIOUR
Building teams across organisational
boundaries, sharing resources to achieve
joint outcomes
BUILD
RELATIONSHIPS AND
TRUST ACROSS THE
BUSINESS
Operating autonomously, building strong
personal relationships with those in our
immediate area
Developing the more diverse set of people
and capabilities needed to achieve our
strategic priorities
DEVELOP OUR
PEOPLE AND
ORGANISATION FOR
THE LONG TERM
Providing challenging jobs and letting
people sink or swim
Leading by example, positively creating
engagement and supporting change
BE PASSIONATE AND
ENGAGING
Focusing on task achievement, being
directive, providing autonomy
FROM TO

66. Our Action Learning Approach to enable
the behavioural and culture shift
- 66 -
Action
Learning
model for
behaviour
change
Awareness
Engageme
nt &
Commitme
nt
Action
Evaluation
&
Maintenanc
e
• What is it?
• What are the
different
components?
• Why are we doing
this?
• What happens if
the status quo
remains
unchanged?
• What does this
mean for me?
• How does this
impact me?
• How do I
contribute?
• What are the other
Hubs doing?
• Continuous
reflection &
monitoring;
• Assessing
Performance
indicators
• Evaluate /
measure
consequence
management
• Identify what we/I
need to change ?
• What capabilities
are required?
• Define plans and
resources
• Execute changes
• Develop
Indicators

67. CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of The South African Breweries (Pty) Ltd is strictly prohibited
This slide presentation is not complete without the relevant speaker notes
CREATING VALUE
THROUGH LEADERSHIP
SAB Leadership Journey

68. How do we implement the Leadership Model or build
BELIEF in the Model?
This is not a project but the adoption of a new way of being,
demonstrated through a new attitude
Awareness &
Addressing
perceptions
Ownership &
Engagement
Action
Maintenance
Build awareness
through:
• OC Meetings
• Exec team
meetings
• Internal comms
• Build emotional
engagement with
the model
through:
employee
reflection
• Deeper
conversations
(1:1’s)
Define what is
required for
individuals & teams
to put this to work
• Facilitated
workshops by HR
• Interactive
navigation tool
Measuring tools in
place to evaluate
the impact of
behaviour change
• 360 degree
• OE/EE Survey
• Team feedback
ProcessTools
Leadership Behaviours
Booklets
Regional Packs for HRBP & senior leader facilitated sessions
Process Guides to have meaningful discussions
Communication toolkits
Newsletters

69. Process to identify development opportunities
Employee receives feedback on his/her
development areas through:
• Peer feedback
• Upward feedback
• Customer feedback
• Self-assessment
Which will be linked to Leadership
Behaviours, Values as well as Management
and Self-management practices
Agreed Development needs are then
captured in the individual’s IDP:
• Individual takes accountability for his
Individual Development Plan
Employee discuss Development Gaps
with Manager during One-on-One or
Performance review:
• Identified development opportunities are
then discussed with Line manager
• This forms part of the employee’s Career
discussion
Individual uses the Leadership Interactive
System to navigate through specific
development solutions by behaviour by role
• Individual first identifies his/her transition level
• Thereafter, the individual has the opportunity
to navigate himself through:
• The behaviours
• Possilbe solutions
• Cap
• Career Map

70. Definitions and Indicators
Working Draft
28 February 2014
Global Leadership Behaviours
70

71. The Global Leadership Behaviours
Focus Externally on our Consumers, Customers and Communities
LEADERSHIP
BEHAVIOUR
We strive to understand the aspirations and needs of all our stakeholders, being curious about what they
think, and listening even when what we hear is inconvenient or doesn’t align with our view of the world. We
develop insights and foresights that shape the offerings and experiences we provide. We use their
standards as benchmarks of our performance.
WHAT WE DO
ü Develop networks and contacts that provide insight into the changing environment
ü Learn from what is happening in other markets and geographies
ü Stand in our stakeholders’ shoes, and look for what will work for us both
ü Develop strategies and plans that are consumer and customer focused
ü Focus on on adding value to our customers, consumers and communities
ü Benchmark our performance rigorously against the very best – within and beyond our industry
WE WILL
x Be so naïve or arrogant to think we are right and our stakeholder is wrong
x Get so caught up in internal issues that we lose sight of what matters to our stakeholders
WE WON’T
Consumer and customer insight is a core strength of the world’s most admired consumer goods
companies. To win in our changing environment, we need to use this to drive what we do so we deliver
value to them. During our journey to becoming a globally integrated business, it’s imperative we don’t
become too internally focused.
WHY IT MATTERS

72. The Global Leadership Behaviours
Demonstrate a Whole Business Mind Set
LEADERSHIP
BEHAVIOUR
We take collective ownership, looking beyond our individual situations to think and act in ways
that benefit the business as a whole. We focus on the big issues that will make a material
difference to our long-term business performance.
WHAT WE DO
To become a globally integrated business that delivers superior performance and optimizes
returns for the Group, we must leverage our global skills and scale by pulling together,
standardizing and integrating our activities and processes.
WHY IT MATTERS
ü Make decisions on our own accountabilities/priorities in light of the wider business interests
ü Seek out what’s worked elsewhere and adopt it
ü Be willing to change our own priorities in the interests of the whole business
ü Identify the particular role we can play in optimizing the performance of the whole business
ü Learn more about the priorities and issues of others in the wider business
ü Enthusiastically promote the ideas of colleagues, putting aside personal hobby horses
x Continue to create our own approaches or adapt others’
x Protect things of personal importance which aren’t material in the bigger scheme of things
WE WILL
WE WON’T

73. The Global Leadership Behaviours
Make Timely, Clear and Prioritised Choices
LEADERSHIP
BEHAVIOUR
We prioritise and focus our resources through being selective and consistent in pursuing
initiatives that drive value in both the short and long-term; we stop things that are no longer of
value.
WHAT WE DO
We need to make difficult choices, and be better in prioritising, sequencing and pacing the work
we do, so we tackle the big challenges, create clarity for those we lead, are more agile and
responsive, and make SABMiller a great place to work.
WHY IT MATTERS
ü Be choiceful in selecting things that will make a real difference to long-term performance
ü Focus ourselves and our teams on a small number of KPIs that really matter
ü Provide and seek feedback loops so we know what isn’t working and can adapt accordingly
ü Work on issues at the right level for our role and avoid getting involved in others’ detail
ü Debate issues rigorously, engage in productive conflict to understand and resolve the issues
ü Act in line with the choices we have made rather than re-opening the debate
x Use the need for more data as a pretext for avoiding making a decision or taking action
x Consistently prioritise the short-term
WE WILL
WE WON’T

74. The Global Leadership Behaviours
Build Relationships and Trust Across the Business
LEADERSHIP
BEHAVIOUR
We seek others’ input and develop trusting professional relationships with colleagues and
stakeholders. We share knowledge and resources to achieve joint outcomes and create teams
that work effectively across organisational boundaries.
WHAT WE DO
Working well with others outside our market or functional area to achieve business outcomes is
a key change required to become a globally integrated business. Investing time in building
relationships and trust with them provides an essential foundation.
WHY IT MATTERS
ü Make a point of valuing the expertise and insights that others bring to the table
ü Invest time and effort into building relationships with colleagues across the business
ü Actively seek the input of key internal stakeholders to decisions that we hold the ‘A’ for
ü Test our own assumptions by asking questions and actively listening to our colleagues
ü Get the right team around an issue, involving all those who can add value to the situation
ü Express our views openly, constructively and respectfully
x Assume people outside our team aren’t able to provide insight into our issues
x Express a lack of commitment or undermine team decisions that we’ve signed up to
WE WILL
WE WON’T

75. The Global Leadership Behaviours
Develop Our People and Organisation for the Long-term
LEADERSHIP
BEHAVIOUR
We invest our time and money in systematically developing the diversity of knowledge, skills
and people needed to achieve our strategic priorities. We provide constructive feedback that
helps others learn and grow.
WHAT WE DO
One of our key leadership legacies will be an organisation full of people equipped to take the
organisation forward in the long-term
WHY IT MATTERS
ü Seek colleagues’ feedback, identify improvement areas and take action to develop ourselves
ü Provide candid and constructive feedback to help others learn
ü Recognise and reward people for developing others
ü Build more diverse teams to bring a wider range of abilities and experiences to the business
ü Take personal responsibility for the development of our team
ü Identify and build the critical capabilities required for long-term business success
x Take a ‘sink or swim’ approach to development
x Avoid giving challenging or difficult feedback in a constructive manner
WE WILL
WE WON’T

76. The Global Leadership Behaviours
Be Passionate and Engaging
LEADERSHIP
BEHAVIOUR
We lead by example and communicate positively to create engagement and support change;
we strive to be more aware of ourselves and our impact on others. We show appreciation for
great performance.
WHAT WE DO
Actions speak louder than words. As we lead our organisation through a period of challenge
and change we need to create confidence through being realistically positive about the future
and involve others more in helping to build it.
WHY IT MATTERS
ü Go out of our way to understand others’ views and their reasons for them
ü Seek to persuade rather than intimidate others with our views
ü Visibly demonstrate commitment to becoming a globally integrated business
ü Help people deal with change, making sense of it and how it fits together
ü Involve others more to help shape the journey to becoming globally integrated
ü Value different perspectives to our own, listening and respecting others’ points of view
x Say what we think without considering its impact and how it will land
x Rely on our positional power, merely seeking compliance with our views
WE WILL
WE WON’T