Read more in our sustainability report online. SUSTAINABILITY. FACT .. DISTELL Integrated Report CREATING AND SHARING VALUE committee and the nomination committee in and as a member of. Take a look at the latest annual reports, SENS announcements and All 13 11 9 10 7 net asset value/market capitalisation. 0, 0, 0,40 2. DISTELL INTEGRATED ANNUAL REPORT
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All products mentioned in this integrated annual report are not for sale to persons .. the World's Best Blended Whisky award at the same competition in Allesverloren. DISTELL INTEGRATED REPORT 13 .. IFRS. Restated. IFRS. Restated. Statements of financial position. on the annual financial statements has been provided by .. brand offerings. Overview by product category. DISTELL INTEGRATED REPORT 13 Annual Improvements – cycle (effective. 1 January ).
Set against the backdrop of the majestic Drakenstein Mountains, Nederburg s manor house stands as the testimony to the hopes and aspirations of Wolvaart. Excessive excise changes can disrupt the price-competitiveness of Distell products compared to those of competitors.
Specifically the economic volatility in emerging markets observed post the recession argues anual diversifying business interests across several markets. I m David More information. Defining Growth in the Reporrt Category. While the Group has not sought third-party assurance over its non-financial data, its B-BBEE performance has been assessed and verified.
Unable to take advantage of the recent improvement in growth amongst some of South Africa s key trading partners, the country has seen ongoing job losses in the formal as well as the informal sectors as output potential is further constrained by electricity generation shortages, infrastructure deficiencies and a lack of key skills and competencies.
In addition, successful change management is required to effectively execute the organisational changes required in Distell s revised corporate strategy. Continued performance monitoring of investment against strategic annuak and targets. Further benefits have come from regional programmes such as the consolidation of our manufacturing and supply chain in Europe and the introduction of new sales and distribution systems in Latin America. Building the right partnerships More than most other industries, the beer business is about being rooted in the community and connected to a wide variety of partners and stakeholders.
Partnerships are crucial to our success. We devote great care and effort to building alliances throughout our value chain and believe that SABMiller is unusual in the industry in its partnership skills.
Financial statements We constantly seek to improve our local sales execution and levels of customer service. Our water and malt drink businesses in Africa continue to grow and we recently launched two new malt drinks, Maltizz in Colombia and ActiMalta in Honduras and El Salvador. Our global IS project has developed further during the year. The latest stage covering back, middle and front-office processes was deployed in its first market, Ecuador, in November and the next full deployment will be in Poland.
Overview If the key to affordability in Africa is locally-sourced ingredients, our businesses in Latin America are achieving the same ends and capturing more drinking occasions by launching different-sized packaging. In other cases, the solution is larger packaging. It has a thick texture, strong flavour and full, satisfying taste with a hint of caramel.
Roasted dark malt provides its distinctive colouring, and the creamy-smooth head comes from special yeast.
We devote great care and effort to building alliances and partnerships throughout our value chain. Other partnerships — including programmes with police forces and public health bodies — are making us more effective in addressing alcohol abuse.
Graham Mackay Chief Executive Shareholder information In summary, the year has seen solid progress with the key components of our business model — being in the right markets, having the right brand portfolio, creating the right operating processes and building the right partnerships. Our work in these four areas has continued to generate long-term value for our shareholders.
Our underlying financial position remains strong, as does our medium-term outlook for growth in volume, revenue and profitability.
Financial statements Recognising that our business is not separate from society but embedded within it, we play our part in tackling shared challenges such as water, energy and food security. In the past year, our water consumption per hectolitre of lager produced was 4.
Governance Downstream from our breweries, we seek valueenhancing partnerships across the spectrum from large, sophisticated supermarket chains and major distributors to neighbourhood stores, bar and tavern proprietors and owner-drivers.
In many markets, such alliances help further in stimulating enterprise and boosting employment. The latest annual review of our principal risks has resulted in two changes to the list. The economic environment is no longer presented as a separate risk as we feel that the challenges of the global economy since the global financial crisis of have become a normal part of operating a global business and should be met through our strategic planning and business processes.
The value we create enriches the lives of our people, shareholders and the communities within which we live and work. Accounting policies March Acal plc Accounting policies March Basis of preparation The consolidated financial statements of Acal plc and all its subsidiaries have been prepared in accordance with International Financial Reporting More information. Yes No Target Price: Other focus areas addressed by this programme include overall reduction in alcohol consumed, binge drinking, underage alcohol consumption, drinking and driving, the correlation between HIV-infection and alcohol, and illicit trade.
Distfll against the backdrop of the majestic Drakenstein Mountains, Nederburg s manor house stands as the testimony to the hopes and aspirations of Wolvaart. Constructive engagement with governments and external stakeholders on alcohol-related policy issues supporting educational measures to curb the harmful use of alcohol.
This poses a significant impediment to market demands for seamless integration of information across the value chain from producer to end consumer. Annusl to deliver brand value propositions which are relevant to changing consumer preferences.
Failure to deliver on our targets for business. For a comprehensive list of our brands visit. Establishing a global supply network that anjual us access to better product, service and pricing options and that also helps to counter local supplier capacity constraints.
That s because a percentage of the retail price of your purchase goes to the not-for-profit Dsitell Trust. Amongst its many other projects, it also provides bursaries for basic studies in field guiding for deserving rural candidates in South Africa, Namibia and Botswana. High returns were maintained and good cash generation.