I'm vice president for strategic planning here at CSIS, and I'm co-directing our project on U.S. leadership and development and looking at ways that new and emerging actors on the development scene, especially private companies and NGOs and emerging economies are shaping the world of development far beyond what we do in terms of bilateral and multilateral assistance. This is part of our Chevron Forum on Development. We're supported generously by Chevron and we're really pleased to have you all here and hope that we will engage in a dialogue because there is a lot to talk about with our current example. So I'm delighted to welcome Sue Clark. Sue is the Corporate Affairs Director for SAB Miller. She has a very large portfolio. She manages investor relations, media relations, sustainable development, industry affairs and corporate communications. She's fresh off, you may have heard that Foster's is now part of SAB Miller's brand list. SAB Miller is a company that has a number of brands that you're going to be familiar with, but you maybe didn't realize they're all kind of bundled up under the same masthead. Peroni, Pilsner, Kell, Blue Moon, Miller of course, and now Foster's. So they've got a broad range of activities and operations and have engaged very deeply in the economies where they're working. I think a lot of you will be interested in one of the particular areas that we're going to talk about today, which is SAB Miller's manufacturing facility or processing facility in Juba in South Sudan. But today we're going to kind of cover the breadth of operations and activities that SAB Miller does give Sue a chance to tell you a little bit about their various approaches and then focus in on a couple specific pieces. We're going to start talking about some of the enterprise development efforts, which are very, very deep down to smallholder farmers and local purchasing. We want to talk some about South Sudan, of course, and then also talk about some health work, preventative and awareness work that the company is doing. So with that, Sue, thank you for joining us and taking the time with us today. I want to start by just asking you a little bit about SAB Miller. If you can tell us about the company, because you're a company founded in South Africa based today in London, you've done really remarkable things in development and local sourcing. So I'd like to ask you if you could start by telling us about the company and tell us about your approach to developing communities. Okay, thank you, and it's great to be here. As you said, SAB Miller is one of the largest global brewing companies. Our operation spans 75 countries across six continents. And as you mentioned, we are big here in the States. We bought the Miller business back in 2002, and that's now merged with the Coors business. So we've got some 60% of that joint business Miller Coors. But the majority of our businesses and our profits come from countries in the emerging or developing markets. So we are number one in China. We have 25% of the Chinese beer market. We're number two in India, number two in Latin America. And we have very strong positions in Eastern Europe. But of course, I think what we are famous for is our African background. As you mentioned, we came out of South Africa. We now have operations either directly or with our partners in 35 African countries. And the African businesses together account for about a third of our overall business profits.  Over the last 10 years, our profits have grown on average over 10% per annum each year. So I mean, there's very few other places in the world I think where you could get that. I mean, just before I talk about our approach around development and building economic growth, I just want to say one thing about alcohol. We are an alcohol company, and we are concerned about the people who abuse our products. We do know that it does cause harm when abused to the individuals and to people around them.  And I'm happy to talk later about some of our programs that we have to do that. But I think one of the things that it is worth pointing out is that in Africa, a lot of that alcohol abuse comes from illicit homebrewed alcohol. And you'll see, I think as I go through and talk about what we're doing, is we're actually trying to move people away from that illicit homebrew and into regulated quality beers that are brewed according to standards and sold in regulated environments. So that said, how do we think about the way we do business? Well, we believe deeply that a business like brewing is a local business and that we only thrive if those local communities in which we work are healthy and are thriving as well. And so we look at our business along all of the components of the value chain and we say how can we ensure that we're maximising and localising each of those components from the very start of our raw materials all the way through to how our beers are sold. And so at the sort of beginning of that chain, the whole piece around where we access our raw materials, traditionally these came from overseas, we imported into Africa, we're now increasingly moving towards sourcing locally those agricultural raw materials and we can talk about that maybe in a moment. And then moving up the value chain, it's how can we stimulate local distribution through financing small businesses, small distributors to take our products out and about, and then how can we develop the retail sector again, a lot of it through financing, through business development, through partnering. There's a couple of other things I just wanted to say about our approach to business. I mean, I think we very much try and apply international standards as we move around the world. So it comes to things like environment, we aspire to ensure that we have the same standards wherever we are, things like water usage and things like effluent treatment and the way that we treat our employees. And I think the third thing is we do try and foster good governance as well and we think that businesses like ourselves have a particular role to play there, both within our supply chain and also the broader business environment. Well, tell us if you would about some of the work that you have done specifically on local sourcing and supply chains. You have made big investments in a number of countries to develop new strains of crops to look for new places to grow crops so that you're not quite so vulnerable to help farmers to grow crops better and provide them to you. And I'd like if you could sort of dig in and talk about a couple of those examples of how you've worked with farmers, how you've managed to improve quality and quantity for your supply chains and just give us a little more depth on that if you would. Yeah, sure. I mean, I'd like to do that. I mean, essentially the raw material for brewing, for brewing beers is starch. And so, you know, traditionally, as I mentioned, we imported barley from Europe, mainly Australia, some American barley into Africa. And it is simplest. We're looking at how we can replace that barley by growing locally and we've made some good progress there. But over the last few years, we really saw an opportunity to take indigenous starch crops like cassava and like sorghum and look at how we could use those to produce the sorts of clear beers that we were producing with barley. And I think probably the first example was in Uganda where we worked with the local agricultural institute to develop a strain of sorghum that we could use to brew a clear beer. Sorghum traditionally used to produce a sort of an opaque beer called Chibuku. We also worked with government around, you know, the opportunity to bring in a whole series of subsistence farmers into the commercial space. And in recognition of that, the Ugandan government gave us a small tax break which meant that the overall cost of the beer could be lower. And we worked with a number of NGOs. The result of all of that was that we actually produced a beer called Eagle Lager which today actually accounts for 30% of our market share in Uganda. It has raised the amount of money that the government are getting from excise because of course it has moved people out of the illicit sector into the formal sector. It's enhanced public health. But most importantly we now have 8,000 farmers in our supply chain who are actually receiving an income rather than being subsistent farmers. And we've got a whole series of kind of case studies and stories about how they're now using that money to send children to school to buy bicycles to diversify into other businesses. And I think it's probably just worth sort of mentioning that when we do this, we do partner with other NGOs to provide extension services to farmers. We do find that we offer agreed prices and we undertake up front to determine the quantities that we will take. And we've also worked with various financing institutions where there's a need for financing to be part of, to offer that. So it was pretty hard yards to start with and one of the things we've learnt is that actually it takes a while to build up trust. In those first years in Uganda, we didn't actually get all of the sorghum we needed because a lot of the farmers weren't sure about this multinational company and what were they doing. And so it took a couple of seasons for us to build up. We then had another big learning. We actually got too much sorghum. And so what do you do in that situation? How do you kind of unwind that when you've made commitments to farmers and so we've had to get a bit smarter around that. What were some of the approaches you took? Well I think one of the key things is getting the right NGO to work with and getting those dialogues and those channels going. And I think partnerships are very much at the heart of this. That Eagle example is now throughout our portfolio in Africa and it's our second biggest regional seller in the African continent. We're very excited because we're just about to launch in the coming few weeks another new product called Impala which I'm not sure whether I should have told you but anyway that's its name. And we're launching that in Mozambique and that's using cassava which again is an indigenous starch crop and we are hoping that we can have very similar kind of results in terms of bringing these small subsistence farmers into the commercial sphere. And can I ask what's the taste difference among cassava beer and sorghum beer and barley beer? Well you have to be a connoisseur but I think there are taste differences. They occupy different positions in the portfolio. They're at different price points but I think the thing is that we're offering a quality product that is aspirational for people and is something that consumers want to drink. That's so interesting. I wanted to ask a little bit more. You all have been leaders in the southern growth corridor in Tanzania. I wanted to ask a little bit about what you're doing specifically in Tanzania along that corridor and what you see shaping up there. It's an area that Feed the Future and AID have put a lot of emphasis on. It's getting a lot of attention and it'd be interesting to hear what you're seeing from your perspective. Yeah I mean we very much think that the great corridor concept is a great concept because it brings together the kind of infrastructure, the hard infrastructure that we very much need in terms of roads and irrigation etc. And I think we believe that the private sector has a role to play in the last mile infrastructure but the broader, the bigger pieces then we definitely need governments to come to the party there. And so we think that Tanzania is a good example of how that's happening. We sort of think of it a bit like a hub and spoke model that if you can get that infrastructure in place then you can kind of come off of that with the sort of spokes in terms of developing bigger commercial agriculture and then around that smaller subsistence farmers as well. So we think taking together that sort of model is hugely effective. I think it's still in its early days in Tanzania but one of the things I would say is I think the government has really backed it. The president has really put his stamp behind it and that has kind of made a big difference. So that's had a big impact. Just broadening out from Africa, when we talked earlier you said that Columbia is your largest market for beer which I was very surprised by but I mentioned to you that it just reinforces what we've heard a lot over the past year in our conversations that a lot of companies are approaching the countries beyond the US and Europe and Japan because this is where they're seeing so much growth especially with small consumables that people can afford to buy and fairly regular basis. I know you all see these countries really as the growth for the company and you mentioned Africa as a strong tale but can you talk a little bit about how you're seeing the growth worldwide and why investing in these communities has been so important to you? Well, I think you very much hit the nail on the head there is that the growth opportunity is in the emerging markets. In China, as I mentioned earlier we've got just over a 20% market share there which we've grown up since the early 1990s in partnership with a local partner and I think there we took very much an approach which was to start in the rural areas and then kind of work in towards the cities. It is our biggest market. I have to correct you, Colombia is one of our most profitable markets. China is, whilst it accounts for a huge amount of our global volume it doesn't account for a huge amount of our profits yet but we are hopeful that that position will change in time but a huge growth there. I mean India, as I mentioned earlier, we have a position there. Growth is there while the economy is growing quickly India has a more difficult relationship with alcohol so our beer sales there are sort of growing solidly but Latin America we entered there in 2005 through an acquisition, the Bavaria acquisition and again we see those markets growing very, very quickly. Well, let's just talk about a specific example I think a lot of people here are interested in hearing about your work in southern Sudan if you could tell us about what you're doing and kind of how you ended up making the investments that you have made what the process was that you went through in order to get land titling and intellectual property rights settled as well as just what it took to get employees and distribution networks in sort of the newest country in the world. Well I mean we saw Sudan as actually a great opportunity I mean there's 8 million people in southern Sudan an economy that's underpinned by oil and actually we could see that there were demands for our products because they were being sucked in from Uganda as imports into southern Sudan. So in 2008, 2009 we began to look at how we could enter the market and of course there were challenges initially one of the biggest issues was trying to find land and property and work out how property title worked who owned the property and that took an enormous amount of legwork on the ground working with the putative government and the communities and we actually put together I think quite an innovative package which means that the communities where we built the brewery actually get royalties. Now I think that situation has changed quite a bit since we first went in there and I think there is now a property land bank established. I guess the other big challenge was the whole piece around the way that legislation and regulation was very much in its early days and business registration southern Sudan, central bank wasn't set up so there were lots of kind of issues there that we had to work our way round. Now not unfamiliar to us because some of the other African countries we've been into before had had very similar issues and we did have some expertise that we could help the government with in particular areas. I guess the other things were the usual challenges that come from going into post-conflict markets just the whole infrastructure piece. You have to be 100% self-sufficient so power, water you have to put in for yourselves, effluent treatment and obviously be cognisant to the fact that roads and basic infrastructure like that is very difficult but we have resolved those issues We invested initially 35 million in a brewery and soft drinks facility that was up and running last year and is now at capacity already and we're investing another 15 million to take the size of the brewery up. We employ 200 Sudanese people in the brewery and that's always quite difficult when you're in a post-conflict society kind of working with people who've maybe not worked in a formal environment before also the whole training piece that goes with that can be quite intense. And we've also started to develop the local sourcing piece. We were the recipient of some grant money from the Africa Enterprise Challenge Fund which is a DFID fund. We've received almost $900,000 there and we're working with an NGO called Farm Africa to develop a cassava supply chain with local farmers. But about 2,000 farmers now signed up. We're hoping the first harvest will come through next year and we'll be able to use that cassava to produce beer. And we genuinely feel that that will actually stimulate broader economic development. I think the multiplier effect we think should actually underpin about 15,000 people as part of that. And then the other piece that we're doing is we're actually using our facilities to purify water, to provide water to the local communities currently providing water for about 7,500 people in and around the brewery and at the local university and over the next year we're looking to double that and hoping to kind of provide water to the UN compound there and various communities on the way. So an exciting market, a market with I think lots of potential and one where we've had to be quite resilient and feel our way through. But yeah, it's looking good. Tell me, what's the radius of distribution from your brewery? Is it quite wide or is it still fairly limited? I think it's, we're at capacity. Last month our sales went up 40%. Last month? Yeah, last month. So we, you know, in that circumstance as the... As far as it can go. And then you have to brew some more. Can you talk a little bit more about some of the employment processes you've had to go through in terms of selecting employees, training and some of the different skills-building exercises you've gone through? Yeah, I mean I think, you know, generally as I mentioned, you know, when you are going into post-conflict societies, not just solvency down, but I mean we went into Angola. We went into Mozambique there. I mean you really do have to start at the very basic level.  Because I mean generally they're, you know, it's not part of what they've been used to. And so, you know, you have to start very much at the bottom level. You have to provide infrastructure in Angola. It's a good example where we actually had to provide transport, you know, make sure that we help people to get to the brewery and things sort of as part of that whole process. Skills-building is a challenge. You know, there is a lack of engineering skills across the continent and we very much have to develop that ourselves very often. We do move people around between different countries and different brewers to develop the skills. Similarly, marketing is another area. So quite intense, quite intense and quite hands-on. So you have a lot of local marketing effort, I suppose, to appeal to local markets, but you have to learn how to do all kinds of marketing. Yeah, I mean, we have ways that we do things, the marketing way which kind of sets the overall parameters. But of course, you know, brewing beer, the consumption of beer is very different in different cultural settings. So how you take those kind of generic kind of ways and actually localize them for the local customs and practices means that you have to kind of empower people on the ground. Yeah. Okay, that's... I've all been back to your other point about sanitation. I think it's a real challenge always for food and beverage companies. Sourcing from farmers is one thing, but handling and creating processed, safe sanitary food takes a great deal of skill and you mentioned standards as a key thing that you're doing as a part of your operations in different communities and it strikes me that that's probably always going to be an ongoing challenge as you move into new environments.  So that whole piece is just hugely important stuff. Okay, so you spend time on that too. Well, I'm going to switch gears a little bit to talk about some of your work on health because you have, again, I think as you mentioned, your origins in Africa and your history there have led SAB Miller to take on certain issues because they're so important in the local environment and health is one of those areas, especially on HIV-AIDS and other areas. I wanted to ask if you could talk about some of your work on health and your programs that you have had in place in Africa and then throughout the world. I think HIV-AIDS, I mean, if I could start there, I mean, as a business with a long history in Africa, I mean, we very much thought at the outset that this was a kind of moral and business issue that was clearly going to impact on our employees, on our customers, our consumers and the kind of communities in which we worked. And the board took a decision that we would actually step into this space, particularly with our own employees. And it's quite interesting to look back because, you know, there wasn't a big business case done. It was a kind of, you know, we've got to step in here and we've got to do something. And with our own employees, obviously the start was to offer voluntary counseling and testing. You know, again, it's kind of not easy to get people to do that. And, you know, what we had to do was build it into managers' goals so that, you know, they had to get their employees, so many of their employees to test you in the course of the year. So you built it into manager standards and evaluations. Yeah, so that their performance was, you know, at the end of the year they would be measured on how many of their staff they'd got through voluntary counseling and testing. What gets measured gets done. It was one of our views. And, you know, I'm pleased to say now in the last year we've got about 75% of our employees actually have gone through the annual testing. And so that process keeps going. We provide antiretrovirals to all of our HIV AIDS positive employees and up to six family dependents, and that's through their lives. And we, you know, clearly the whole piece about education and awareness is hugely important. We have a big peer educator network and in countries where the prevalence is high we have about one peer educator to every 13 employees. So quite a big resource that we've put in there. And the big challenge, the next big challenge is how you reach out to people's spices because one of the things that I, you know, always find it difficult to understand is that some of our HIV AIDS positive employees don't bring their families and their spouses onto the program. They don't get them tested. So we're looking at innovative ways now of how you can get families to test and how you go into homes. And, you know, one of our countries, Uganda's quite advanced there. I think they've got 20% of their spouses now tested as part of that program. Where is that? So moving from the sort of employee piece into the supply chain and this is kind of where it all sort of links back because, you know, we then started to say to ourselves well how do we extend this into our supply chain, those farmers that we've small scale farmers into truckers, into retailers, how do we how do we make sure that they have access to similar testing programs and we've been rolling that out progressively and we've got partnerships with USAID in Uganda around truckers programs to get truckers testing and things. And I think one of the exciting things that we're now doing is it's kind of saying how can we really use our distribution systems and some of our skills to kind of take it to the next level. So in South Africa we've got a new program with the Global Fund where we're using our trucks and our distribution system to distribute condoms to retail outlets. On the program there, we do it in conjunction with the South African Health Ministry so that they're kind of doing the follow-up and making sure that those condoms are being used appropriately. Is this the Men in Taverns program? Or is that different? Well, it's part of it. That's part of the same program. I mean, we distribute the condoms and we're also working with local NGOs to do education in taverns. So programs over a series of six weeks with men in taverns working with them around HIVAs, gender violence, kind of work skills, etc. So a program to really sort of try and tackle alcohol abuse that it's very kind of origin. And so that's all kind of part of the same program. I mention it because I think these are very difficult issues to tackle, especially for an alcohol company. So it's a very unique and interesting way that you've approached it. And I think, again comes so much out of your origins in South Africa and throughout the continent.  I said we didn't do a business case at the start, but actually we did do some work last year to say, well, what's been the cost of this? And it's very interesting how there is a, you can show the benefits from investing in these sorts of areas. That's interesting. What did you find? Well, we actually found that if we netted off all of the costs of our employee programs and benefits in South Africa, we actually had a net surplus at the end of it, which we also found that by just tweaking it a little bit and really just stepping up those levels of testing a bit more, that there were even more benefits to be saved. So, you know, there is a business case there, which I think is very interesting as well. And I should note, we found lots of materials on your website, including a number of white papers and issue papers that the audience might be interested in looking at as well. I see a number of people in the group who are going to want to ask you some questions, but let me ask you one more question before we go to the audience. I wanted to ask, given all of your experiences and sort of your trials and errors, what would be the couple, two or three pieces of advice you would give to other companies who are trying to operate in some of the same environments or situations where you have been practicing and learning different approaches? Look, I mean, I think one of the things is that you've got to do the right thing in these markets and that the business successful is and that I think that is our approach and some of that goes back to the original business DNA. We were talking earlier about, you know, SAB operated under difficult times in South Africa for many years and actually stepped into the vacuum that was created by government and actually, you know, part of the company's DNA is that it sees itself as kind of business has a role to play in developing communities and developing economies. I think the other point is partnerships. I mean we've talked a lot about that as we've gone through the conversation but I think we genuinely believe that it's very difficult for a company to do these things on their own. You do need partnerships with governments, you need partnerships with NGOs, partnerships with civil society. I think innovation would be one of the things I say.  And I think, you know, the one thing I would sign off with is really, you know, how would you leverage your value chain? I think, you know, so very often you read about companies going into these sorts of markets and doing straightforward philanthropy and corporate social investment, absolutely there's a place for that and we do that as well. But I think where you can really, really make the difference is by leveraging your core business, leveraging your value chain and through that you can actually, you know, you through the multiplier effect really make a difference. Well, thank you. These are interesting points because I would say that, you know, the big themes that we've heard, as I mentioned as emerging markets are the destination for a lot of board profits. You hear a lot that leveraging business assets and attributes in the way you naturally operate in these environments is a key way to promote development in communities and then certainly the whole local content, local sourcing and capacity building piece that comes along with that is always an important theme that comes up when we talk with different companies about what they're doing. So with that, I see a lot of people who probably have questions, so I want to open up to the audience. Bruce, you're here, over here. Do you want to start? If you'll just stand up, say your name and your question. I'm going to repeat it because we don't have microphones for you today. My name is Tray Thomas. I'm a PhD student at York University of Resolution. My question is about the issue of basic infrastructure and South-South Internet development, because you were talking earlier about how there are needs there and I'm sure that makes an impact on your export process. I'm wondering is there a role in your company to help in the actual development of basic infrastructure in terms of roads and highways coordination with the government and what your export process is like right now and how it's affected by the basic infrastructure needs and if you have any lobbying efforts with the government to kind of address those issues. So the question is around infrastructure in South Sudan and how much SAB Miller is getting engaged in that process or if you're leaving it to the government and any kind of sort of export models that you're looking at. Okay, and that's in relation just to Southern Sudan. Well, let's start from the back. I mean export models, I mean generally what we do is we don't export beer between markets, maybe because it's quite heavy so to truck it long distances doesn't work and be because you have to cross borders and that whole kind of excise piece of cross borders is quite tricky. So around the world actually there is very little export, so that's probably not something that we would look to do. When it comes to working with the government, yes we do work with the government, in fact we were talking to them quite extensively about how we can use our experience to attract other investment into Southern Sudan and I think we feel we've got a role to play there and I know we've hosted various things in the UK. We were hoping to be part of the mission that was coming over this weekend but I'm not quite sure that that happened so I think there is a role for us to play there. When it comes to infrastructure I think you're right, I think we need to be part of that dialogue. We do kind of invest in the last mile infrastructure and we do partner with governments around developing infrastructure. I would have to get back to you on the kind of detail in Southern Sudan at that level. Next question. Bruce? Hi I'm Bruce. It's a question about how these kinds of transactions work. These are the corporate governance center and your colleagues in local companies, affiliates in the field. Do they look to you as a resource for best practices going? Do they look for you as a source of investment into their supply chains? Is it sometimes a hard sale for an overall corporate approach that says we will invest in our supply chain by investing in local production and yet you may have local business managers with different time horizons over different sectors. So the question was about how at the corporate level you work with smaller companies and affiliates on the local content piece. Yeah I mean it's tricky and I wouldn't say that we have all the answers. I mean we see that the PLC level is about setting the policies and I think there we spoke about how if you look at our website there's a whole bunch of position papers there. We also set the sort of standards piece and there we have ten sustainable development priorities that cover a whole host of things from environment, things like HIV aid, supply chain etc and we monitor our performance against those ten sustainable development priorities and twice a year we will sit down with the managing director from the market and the CEO of the global company and we'll go through how they're performing against those ten sustainable development priorities and have a whole measurement system and monitoring system to inform those debates. When it comes to local sourcing the individual businesses have picked that up to as part of their overall business goals. So Africa as a region has it as one of its kind of key priorities I think it's got three priorities and one of those priorities is go farming and you know they have picked this up and are running with it in two at the centre but because they see real business benefits in terms of quality in terms of reduced import costs in terms of actually stimulating local economic benefit and what we can do there is we can then share best practices between markets. We have over the last two or three years have gone in and kind of done deep dives into which models work best and then kind of shared some of that kind of learning between. Occasionally there are things that happen that kind of divert them for instance I can think over the last couple of years where they've been issues that have arisen either because of climate issues or because of government dislocations that have kind of caused us maybe to kind of pull back on some of these things. I think the way we think about it is we try and set the framework for the top we monitor it and we hope that the businesses see the benefit of this and run with it because genuinely there are benefits and that's what we're finding. Tony Carroll. Hi, I'm Tony Carroll. As far as quality goes, having taken advantage of the product in West Africa I can say it's very good. In fact there's quite a total following in the UK for Algeria and Guinness. So if there is something about of a reverse sort of branding. I'm wondering about if you could comment about any of the impact of President Ian Kama's recent moves about raising a substantial tax levy on alcohol. I think his objective is work that alcohol creates perhaps related to HIV incidents in the country I think it's been shown that alcohol does have a relationship. And secondly driving fatalities and other problems. I'm wondering if we've seen any data yet to suggest there has been any demand, any reduction in consumption. And are you fearful that other countries will adopt Ian Kama's principles? A question about taxes on alcohol and sort of managing some of the different concerns and issues around its use. Yeah, I mean I think Ian Kama has taken quite a crusading stand against alcohol. And when he took over as President he one of his first proclamations was to say that he was going to put a 70% levy on alcohol. That actually fell back to 30% and has risen to 40%. And yes it did have a very, very big impact on sales. In fact when I was talking about dislocations that's one of the dislocations that kind of you know, you then pull back from some of your local sourcing because you haven't got the outlets for the products. In Botswana we do produce soft drinks so there has been some displacements into the soft drink site. However, I think the big question is is this tackling alcohol abuse? And the evidence that we see and we there has been an independent study done and the those findings haven't come out is that what it's done by making beer more expensive, commercially produced beer more expensive has pushed people into the illicit alcohol sector. So when you go to Botswana you do see a lot of home brew that kind of you know, pots with people with long straws, you know, and I would question whether we've actually seen a reduction in alcohol abuse or whether we've actually seen a drop in the consumption of commercially produced alcohol. We've certainly seen a drop in the amount of excise taxes that have gone through to the government. So I think it's a watch this space. In the back. Okay, question about rule of law in post conflict environments and so how do you manage some of those issues? Look, I mean, corruption is not an issue just in post conflict societies. It's an issue in a lot of places in which we work and, you know, this probably sounds a bit polyamorous but you kind of have to set yourself very high standards and then enforce those standards and actually it can be very painful and I can give you examples and it's always kind of quite hard to sort of share them in these sorts of forums where the company has foregone quite significant profits for periods of time where we have had to pull back from business transactions because of problems with corruption. We do see it as kind of part of our role to try and kind of change some of that and, you know, did a big initiative when we first went into Columbia around working with the local Chamber of Commerce to kind of raise the whole kind of business ethics issue with businesses in Columbia and we started a three year program and pledges and training with the local Chamber of Commerce there and I think, you know, that has had some positive benefits. So we do see it as kind of something that we have to keep really vigilant about. Right in the back. Hi, my name is Lucie and I work for World Bank. I was wondering if you said your sales were up last month by a lot, but if you see an eventual limit to your expansion cash again, given that you're not, you know, producing deer for export and you're just making it the investing market and if you do see such a limit, what sorts of industries do you think would be maybe better candidates for, you know, expansion disaster damage? So a question about limits to growth in South Sudan and other types of businesses that might have a good opportunities. Yeah, I mean look, I mean there will be clearly a limit to our growth there. I mean, we do have soft drink opportunities there as well. We've got some water business and another sort of soda type products, so I think that there's obviously opportunities there. You know, we are a beverage player and we wouldn't kind of diversify into other markets. But I think what it shows is that consumers do have disposable income and that, you know, for products, small value products like like ours, there are other opportunities for fast moving consumer goods. So in sort of in the in the other sort of food industry areas, I think there's good opportunities. In the front. Yes, I'm Fermi and Kibi at ADC. Do you have any other programs apart from the water program you mentioned earlier? That's to help the community, but do you have any partnership where the government company that is to say brevitys could use your facility or do you have any kind of arrangement? And I wanted to know, in case you run through a situation where the government is trying to start the issue mostly if a Muslim person takes over in any government there's a tendency for that. Do you have a backup plan where you can use that same facility to something that's in the food processing area? And I want to know if you are in Nigeria and in the Netherlands. Okay, let me summarize this question. So it was, do you have partnerships where you have other ways of using your facility? Do you have a backup plan in case you have to scale back on brewing and use your facilities to produce other products? And then the third question was just about other places where you're operating, Nigeria and Guinea? Trinidad and Tobago. Okay, we're not in Trinidad and Tobago, but we are in Nigeria. We have three facilities there, one in Port Harcourt, one which was the Brewery at Habod. We have a water business, the Voltaic Water Business and we've just announced that we're building a brewery at Anisha. So small foothold there, but obviously a market with great opportunity. Do we have a backup plan? Not as such, but we do produce non-alcoholic malt beverages in a lot of our markets and in Africa which we market as a non-alcoholic beverage that's obviously good for you because that actually is particularly successful in some of our Latin American countries as well. But I hope it would never come to that because as we saw in prohibition in America making alcohol consumption, commercial alcohol production illegal does not tackle the issues of alcohol abuse. In fact, as we've seen in other societies of well when prohibition has been brought in, actually alcohol abuse goes up, plus all of the other lawlessness that goes with that. So genuinely I do hope that that doesn't come to pass because I don't think it will actually resolve the issues that people want to tackle. Do we share our facilities with other people? I can't think of examples where we might actually share our actual production facilities. I can think of examples where we open up our buying processors, so for instance in South Africa there's lots of small brewers and we actually buy on their behalf barley and hops and actually sell it on at cost to them so that they benefit from our scale and our buying chain. How did that program get started? I think what you find amongst the brewing fraternity is that there's quite a lot of goodwill and brewing is something that goes back a long way and there's a lot of links between the brewers in the mock is. Great, okay, right here in front. Hi, I'm Joel Pegg from the US Global Leadership Coalition. You mentioned one partnership with USA I believe it's a good trucker but I was wondering, more broadly when you're looking at your own activities around whether the HMBAs are pharma training how do you partner with official development clubs and cement? You see gal doors, it's just sort of where they do show up. And how could the government program do better tailors to find where development objectives and investment objectives are private? It's as if we planted you to give us that question. One of the focus areas of our work in our development project is looking at partnerships and precisely to your question how are companies partnering with official development agencies? Do you seek out partnerships? What are the things that are making it easier to partner or frustrating? We're actually going to be releasing a paper on November 1st Neville Isdell, the former CEO of Coca-Cola will be here to release that paper exploring this very question. So we'd love to have some more input from you on that question. Yeah, I think we tend to start with the area with our own business. So we see an opportunity and then the question is then how do you access that opportunity? How do you leverage then probably we then start to look at who we might work with and how if we need external funding? Do you know it's quite interesting because sometimes it's quite a hard sell for our local people. They would actually much rather get on and do it and bring in local NGOs who they know and they trust and they've kind of got a relationship with and sometimes it's quite a hard sell on our behalf to say well we can leverage funding for here or there and they kind of go do you know what that brings me a whole bunch of grief and so it is a balancing act in that process and sometimes these things can be quite time consuming our business does tend to be a bit action orientated so people once they've decided they're going to do it they want to get on and do so having a two or three year kind of time lag is difficult. However having said that I think the opportunity now that we've got some of these programs up and running and kind of you know we know the quirks and we know the pitfalls and things there's more opportunities now to partner to get that scale. I think it's an easier sell to kind of to the business to kind of say well you know we know how this works so we can bring in partners and particularly on the HRV8 piece where we were talking about the Tavern Intervention programs we're hoping to do that over the, well we started that process. How do you make it easier? Transparency you know speed all things that kind of help help people like myself sell it to the business and put the hours into do it you know. It's very interesting. Other questions? I actually have a question around water. As I mentioned so Neville Isdell is on our board and the current chairman of Coca-Cola, Mutar Kent is on our board and they have done a lot of work on water and I know you do some bottling with Coca-Cola and you look at water you use water a lot. I wanted to ask about your programs around water use and how you're thinking about it, how you see it how you see the company handling it going forward and what are some of the areas that you think governments and companies need to be thinking about water. Water policy is such a tricky challenge because it tends to be relatively inexpensive if not completely free so it's I think always going to be a challenge to manage from a policy perspective so I'm interested in how you guys are looking at it and sort of what things you're thinking about. Water is probably our number one priority when it comes to the kind of whole environment piece we are big users of water in our breweries that wouldn't surprise you but the interesting thing is that if you think about the way we use water we probably use on average sort of four and a half litres per litre of beer that we produce in a brewery but actually to produce the barley that goes into that beer can take a hundred, a hundred and twenty litres and so looking again at the whole kind of chain and how we kind of work with the chain to reduce water consumption and so a couple of years ago we partners with WWF in half a dozen places around the world and we've actually been working on doing some water footprinting with them to really understand where the water use is in our production process, in the supply chain process. We've partnered as I said with WWF and GIZ, the German funding agency is part of that and after those we've carried out the initial footprinting in each of those countries and now we're building sort of multi-stakeholder partnerships to tackle some of the issues that we found as a consequence of that water footprinting. So for instance in Ukraine we found that the areas where we were growing our barley were very much stressed and there were issues there but we needed to work with local farmers around how irrigation could be more effective and similar issues in Tanzania and Peru. So we see ourselves we have issues or challenges to make sure that we're as efficient as possible in our breweries and our target is to reduce our water consumption by 25% compared with 2008 by 2015 by 2015. So start at the breweries, go up the supply chain through the work with WWF and then we're active along with people like Koch and Leslie at the sort of regional and global level in terms of trying to kind of influence policy there and we've been part of a big piece of work with McKinsey and the Water Resources Group to look at how policy can develop in those areas. Great. There are other questions from the audience. Okay. We have two here. I'm going to bundle you two together if you don't mind. Why don't you go first? Hi, I'm Jeannie Ellis from Cardinal Emerging Markets. I had a question about the monitoring and measuring. Sustainable development can be a different difficult thing to monitor and measure. So I would just like to hear a little bit more about how you do that and do you sort of look at both the softer impact side of improving social license to operate but then also how that directly impacts your bottom line. It makes it easier to do future programs if you can show that link between the employee and community programs with the impact on the bottom line. Thank you. Okay, so first question about monitoring and measurement and your question. Hi, I'm Dick Morford, most recently at UNDP but I was wondering in Sudan you said that you had some problems with the regulatory environment, the infrastructure and I was just wondering more broadly when you look at countries around Africa and elsewhere in the developing world what kind of issues do you really find generally when you go into these particularly in new markets you had problems with corruption property protection and how do you work both as a corporation and locally to try to change the environment so that it's better to work with other companies do you find yourselves working with other government representatives and representatives of various governments that you have won't kind of face in or how do you go about that? So the second question then is about operating environment what do you face when you enter a new market and how do you manage some of those challenges? Okay, well let's start with the SD piece. I mean, absolutely it's difficult to measure and monitor. When I first joined the business sort of nine years or so the company had been an early adopter of the GRI standards and as I went around the business and talked to all of our MDs in markets I'd say well how do you use this data and they go buggered if we use it, I hope you use it you know, we're collecting this all and you know I hope somebody's using it and actually what we found was that they weren't using it and the reason why they weren't using it was they felt it was complicated and you know, all the rest of it so what we did was we started a process which took a couple of years of consulting consulting with the business on what were the key issues that they thought we should be measuring so we worked directly with the countries but we also worked with our functional groups so the technical folks, the human resources folks the supply chain folks and out of that we developed these ten sustainable development priorities that I mentioned earlier which four around environment, one around enterprise development, HRV aids supply chain standards, transparency human rights and corporate social investment and then within each of these we developed KPIs and actually we arranged them into what we call a staircase and within the ten priorities you have a, what's four and it's now been extended to five level staircase and within each level of the staircase are a series of quantitative and qualitative indexes and to move up the staircase you have to kind of tick off all the indices. Now the interesting thing is that when we finished all of that process we'd managed to fold all of the GRI performance indicators into the ten and into the stairway process but do you know what? It now means that our businesses can measure themselves on this stairway and they can look at themselves in Poland and they can go do you know what? Checks now at level four on the stairway and we're only at level three so you know what can we do to get ourselves up to level four and the whole process of the consultation process and then this kind of having these internal benchmarks that are very visible which people can compare each other against and kind of giving them a lexicon that is our lexicon our language which they can identify with has radically changed the whole debate and then by actually having these six monthly check-ins with the global chief executive and the regional managing director to look at performance against these stairways has actually transformed the whole process so I guess that's our experience there Gosh I think we need all afternoon to answer the question on the second question I mean and also it's the sort of thing quite useful to have a kind of one on one dialogue because you know some of the things are quite challenging that we have found and every market is different you know it's very hard to generalize and also it's not just new markets that you know where as I mentioned earlier where you kind of tackle things like corruption where you have issues around the legal system and the kind of vested interests and that sort of thing they are everywhere and you know we have you know we have our value set and our standards and we have to apply them and you know very happy to give you some more detail in a one on one if that be helpful All right well we're coming upon four o'clock and I want to ask you one last question because I'm looking at pictures of all your different brands and I want to just ask what's your favorite SAB Miller product Well it has to be Peroni I think Aha a Peroni woman you heard it here Please join me in thanking Sue we just so enjoyed our conversation today


So long story short is I'm going to be starting a business and it's a business of course that I want I've wanted for like decades I don't know why someone hasn't done this already I mean honestly if you start a business on something you don't want you're probably like defrauding people But here's the idea behind it and I want some consultation on this if any of you guys are can help me out Here's the idea for the longest time. I've wanted a company to Take out of print books that are in the public domain Anyone could go on the internet and download these books in HTML format I've wanted a company to take a lot of lesser-known books and Print them professionally not just some idiot which some people do there are some idiots out there who literally just copy and paste the Web page into a book and print it. I don't want that. I don't want some more on I once bought this copy of Tacitus's histories Which was literally just someone who photocopied a book and sent it out improperly formatted on if to other people It pisses me off. What I all I want is someone who knows a little bit of shell scripting They can take some HTML convert it into LaTeX They know how to use LaTeX and they know the original languages so they can successfully edit These you know different books or whatever a lot of the ones I want are in Latin Of course, there are some that I want in English and stuff like that But a lot of the ones I really wanted in are in Latin So I've wanted someone who can do the shell scripting do the LaTeX do the Latin do whatever languages or just be generally competent And I realized I guess wait. Oh, no, I do all those things So maybe I should just make it my own business and make money off of it because I'm sure someone else will want something like this So here's that's what I'm doing basically I'll talk about the specific books that I've been doing recently I have three of them so far that I've worked on in the past week But there are others I'm looking into soon But I'll go ahead and say if you know if you have published books or if you have friends who have public self published books I'm thinking about using a print-on-demand service and that's just to minimize risk as I'm starting this up So basically there are a bunch of companies a lot I mean the one that people know about is Amazon, which I don't really want to use But of course you can give Amazon basically your PDF and what you want your cover to look like and they will print your book on demand To anyone who buys it. Okay, so there are other companies that do this that I'm looking into, you know, there's like Lulu there's like Book baby or something like that if anyone has any recommendations for which ones to use please tell me But you know that that's what I'm basically doing. So anyway, let me show you the works. I've done so far Or at least I have in progress. So in the last video I put up yesterday. I mentioned that I was re-reading Dante's or not this one Devulgare a loquencia. Okay Now this book Well, basically I've done this book. Okay, because I sort of wanted a physical copy of it You can get a physical copy of it for like $40 on eBay or something stupid like that Which probably has everything well a lot of times you can't even find it in Latin, which is so stupid You can just get the text in Latin online Anyway, I already complained about all this but basically what I've done is I've put it into a la tech document I've done a lot of formatting.  You have to correct.  So I've actually decided to add sort of my comments and these are in you know the Frames or whatever But it's a pretty short book all things considered. I want to see let's see So it's only 58 pages or maybe I don't have the second book in here yet But so I'm basically going through all this and editing it. I'll probably add in an editor's introduction in English But you but again, this is like the original Latin The other one that I pull up just a second ago is actually by Dante as well I forget why I originally wanted to do that I've actually talked about this book on the channel as well I think in one of the podcast episodes the one that was like what was the title something like Democracy rule of the NPCs or something like that, but I talked briefly about this book but Demo not a key is sort of a political treaties. I guess by Dante. It's also pretty I don't know interesting I suppose but Doing this one as well. It's a little little bit longer I don't know if I'll put a commentary in this but there's a lot more to edit in here But so another thing I'm thinking about doing is this is a another sort of public question for people Now one of the best artists ever right that we all I don't know Maybe you've probably seen his works is Gustav Dore and I'm he has a million different engravings And those are good because they're black and white so I can put them in books and you know They're all public domain nowadays, so I'd like to be able to put his engravings in my books At least in ones that are relevant But I can't seem to find high-definition Pictures of his his engravings if anyone knows where to find those please tell me But yeah, yeah, I'm thinking about adding those to work those where it's proper Anyway, so I have these two books about Dante and I have this other book that I had over here And this is the big one and this is one you probably have not heard of probably by someone that you don't know about it's is a Doris of Seville So this book Again written in 625 so way back in the day. This was basically the textbook that was used I mean it was like the book the textbook for like, you know young students all over the place It is really it's supposed to be a book on etymology, but it's really more like an encyclopedia Because the idea behind it is there are 20 different books in it sub books and they're on you know different topics So, you know one on animals, you know one on you know Buildings and and the fields and stuff like that church stuff, you know they're a bunch of different topics and he goes into the I it's sort of an Encyclopedia on one side and it's also a primer in Latin on the other side and that is It's written in this extremely simple Latin that you know a Latin 201 student could understand and it's supposed to be Explaining words and sort of defining them And giving etymologies for them a lot of the etymologies are of course like not really accurate But they're good mnemonics for like remembering the words if you're learning Latin or something like that and so So this book is actually really cool and it's enormous. It's like nearly 700 pages I'll probably actually like break this up probably like in you know four volumes with five of the books Again, there are like 20 sub books of it But so this one is the big one and I really like this book I actually haven't read the entire thing, but I think in the process of editing it There's a lot to go over here. I mean I again I have like I have said scripts and stuff that'll do a lot of the Stuff automatically, but there's a lot you just need to look at yourself and you know Especially when he has like Greek letters and stuff a lot of things mess up so Anyway, so this is what I'm doing and then now if you have any suggestions for books that you would like to have printed Please give them to me and again. I'm still deciding on how to print these print on print these on demand So if you have any service you recommend, let's say, you know, you you really love Lulu as a service or something like that I've heard bad things about Lulu as well But if you really think that one of these services particular is particularly good, please tell me again I can do all the text formatting myself obviously That's sort of the point, but I'm still sort of thinking of how to publish these but um Anyway, I'm gonna keep working on these so again if you have any suggestions for the kind of books to do Drop them in the comments or something and I'll probably see you guys next time Although I might be doing Videos on stuff that's related to the books that I'm going over just because they're on my mind all the time I'm like reading all of these but anyway, that's about it. I'll see you guys next time


Hi everyone, Shawn with Jaspys case breaks dot here doing case breaks comm here doing a 2016 optic Football hangar one box break random team number three Where at the end we're gonna be randomizing the customer's names giving away nine spots in the football mixer One more filler to go hangar break number four and we can do that football mixer So let's do the randomizer first for the Hangar box itself here the list of customers from Riley down to Franklin Mackenzie last spot mojo and List of teams from the Arizona Cardinals down to the Washington football team Dice roll to randomize both lists a One and a five six times One and six in final time from Franklin Down to Franklin six times on the teams One six time Seattle down to New York Jets So we're gonna go scroll down a little bit just to get everybody on there. We're not gonna read everybody off But here we go Let's sort by team So it's 2016 so Dak Prescott Zeke Elliott Joey Bosa so Dallas Cowboys chances there Riley Frey Let's go ahead and print and rip the hangar no trade window on the filler breaks like this On the filler breaks also no no veteran common ship So at the end of the break that's when we'll do another randomizer to randomize off the nine spots for the break Here is our hangar box and our finalists Carson Winston here too, right Oliver Tyreek Hill Yonah can Gokway. He's pretty incredible Rookie hollow there for the Jaguars Cardell Jones He was supposed to be really good Will Fuller There you go Houston Texans That is Kyle Abode that Yonah can Gokway goes to the Jaguars and Kevin Mio Kawa Eli Apple Giants overdrafted on him Serling Sheppard not too bad for the Giants That is Mark Nation Paul Perkins also the Giants not as good So there you go, that's the break. Let's go over to the randomizer give away the top nine spots So original list Franklin back last spot mojo's back up to Riley Frey new dice roll top nine after Three into two five times Good luck one two Four and before I do the fifth time obviously actually I can cover it up because it only shows in 10 Fifth time so from spots 10 down to 32 Sorry, I didn't get you get you a spot in the break this time, but hopefully I'll do better for you next time and congratulations to Keanu Montez Franklin McKenzie last five mojo Nick Stover Josh Hillmanowski Roger Ness Greg Bynan Alan Murdoch Travis Gomez and Eric Parker you nine now have spots in The football mixer one more hanger bright hanger box break thriller before we do the football mixer But that's all we have between that another nine spots given away in that that was 2016 optic football Hangar one box break random team number three. I'm Sean Jaspis case breaks comm hanger box break number four Last thing we need before we can do the football mixer that'll be in the store shortly Jaspis case breaks calm. Thanks, and we'll see you next time


The boys are ready, we're just waiting for the girls. Our fourth Olympia, it's day one. We're all super pumped, we're excited. We had an amazing dinner last night, we got to bond as a team, as a family. That's what it's all about. You know what, every year we come in and we try our hardest to do bigger and better each year. It's not about us being bigger and better. It's about us trying to inspire, motivate all of you guys out there to be bigger and better. Every single day, every day is a new day. And it's how much more effort you can put in to making yourself better and giving back to this world, right? It's not about what you can do for yourself, it's about what you can do for others, leaving behind our legacy. We hope that all of us here, the EHP Loves family can do that to you guys. And you guys get to witness the next amazing two days through the lens. I love you guys, I hope you guys get to see what this is all about. Much love, peace. You've just got to want it. As we finish, as we walk out, he walks in. Oh man, I slipped in. My probably choose Joe. I'll make it up to you. I promise. I promise. This man never sleeps. How was it? Success. There was not a better boost at this whole expo. Seriously, it was packed the whole time. Great vibes. Good energy. A lot of competitions going on. Can't wait till tomorrow. It's going to be 10 times more packed. And like I said, the EHP Loves we lead the way in the industry. Fantastic. Every minute of the day, non-stop people raving fans coming from all around the world to come say hi, try our new products, our new Pearl Range, our new ISP. It's been crazy. The first day was well planned out for Olympia. We worked great as a team, even though there were a lot of old and new athletes because we're on the same page out to maximize the same goal, same leader. We maxed out today. Day 2 coming soon. Day 1 was a success. Definitely very busy. Had a lot of fun. This is my first time with the EHP and I love everybody. Everybody is super welcoming and really fun and high energy. I'm excited for tomorrow. Day 1 was amazing, man. I can't wait for you guys to see the video. We had such a great day. The athletes killed it. It's always amazing to see our fans, not our fans, our family, coming and interacting with us. We love doing what we do on digital, but coming here in real life and changing people's lives and seeing that positivity makes it all worth it. Stay tuned. This was Day 1 of Olympia. Just finished the Expo. It was really great. We had a lot of visitors so it was really good. I'm looking forward for the second day. Hope to see you guys tomorrow.


In 1991, it's forcing us to adapt in an all-too-familiar way, which says a lot about one's world's reputation and reputation that has been built over many years of selfless sacrifice and service. Similarly, in over the last two years, we have aimed to advance it takes a considerable amount of time and effort to responsibly divest the unit this size. In addition to divestment actions, the Marines and sailors have spent the last year demonstrating strength and readiness to our adversaries and loyalty. These decisions, the decisions that they made individually, one by one, to put our nation's security first, especially those of 112. Thanks to you all for everything you do for us every day. This reactivation is effective 30 September 2023.


on some of those issues in her opening contributions. Let me give you a couple of quick local issues that underline the need for that reform. Particularly on cross-territorial border boundary challenges, constituents of their mind living in Strathblain and Blainfield, although they should access service to Shrewforth Valley health board, they're often required to access their services from hospitals in Glasgow. Occasionally, in the recent past, when GPs have suggested that they should go to a particular hospital in the Glasgow area, that has been bound with significant difficulties in achieving the access into those particular hospitals. Some of those issues have been resolved, but those are sort of cross-boundary issues that we need to begin to deal with, and why on earth boundaries like that cause the problems that they have. At the end of the day, they cause GP problems and the patient problems. It's the same for my constituents living in places such as Cullin, Tidrum and Crianlaric. Just across the border in the Argyll and Bute area, those living in Dalmali have special transport arrangements to get them into hospital in Oban. The same is not the same, and just across the border in Tidrum, Crianlaric, etc., for getting them into access for hospitals in Shrewforth Valley. We need to get sorting around those issues around the territorial boundaries. Given that I was so rude to the Presiding Officer, I'd better finish before 5 o'clock. Let me finish by saying that now is time for reform. As I said during my— I think that you must keep taking the pills. They're not working, obviously. During the first debate of the Parliament, I said that we have a window of opportunity to implement the changes necessary to make the NHS fit for purpose in the next decade and beyond. That is our chance to grasp that opportunity with both hands across this Parliament. I support the Government motion, but I encourage the consensus that we're all going to require to get this delivered. Thank you very much, Mr Croft. It was a long wait for you. That's an excuse for the little stumbles you made. I now move the summy up. Colin Collin Smith, for Labour, up to seven minutes, please, Mr Smith. Thank you very much, Presiding Officer. For the record, I begin by declaring an interest in this debate. When I was elected in May, I was employed by Parkinson's UK, although this employment is now ceased, and I'm also a local councillor in Dumfries and Galloway. I also add my congratulations to Shona Robertson on her reappointment as Cabinet Secretary and to Aileen Campbell and Morian Watt in their appointments to our team. I very much wish them well. During the debate, we have been fortunate to hear the excellent first speeches from Marie Todd and Ross Thompson from some of the most beautiful regions in Scotland, but also from Brian Whittle from the most beautiful region in Scotland in the south. This time last week, I knew exactly how you felt in making that first speech, and I'll let you know in about six minutes' time whether it's any easier making your second speech in the chamber. For Labour, our national health service is unquestionably our greatest achievement. In government, we created it, and it will be Labour who will defend it in this chamber and across the country. Put simply the principle of an NHS free at the point of use is in our party's DNA. The speech that we have heard today shows that there is a renewed passion for our NHS across the chamber, and I am particularly pleased that Jackson Carlaw has now withdrawn his reference to my colleague Anna Sarwar as an old and tired face and now highlights the fresh faces in Labour's front-bends team. I am pleased that many speakers recognise the outstanding contribution of those who work within the health and social care sector, including our carers, rightly highlighted by Richard Lyle. I hope that this consensus will lead to an honest debate with the public over the significant pressures facing the sector. As Rachael Hamilton said, we have an ageing population with an increased number of people with complex care needs. However, despite growing demands for services, local health boards are faced with significant savings targets. My own local health board in Dumfries and Galloway has to make so-called efficiency savings of £13 million this year. Neil Bibby highlighted that £69 million of savings facing NHS Greater Glasgow and Clyde and Lewis MacDonald, the £18.5 million of savings that NHS Grampian needs to achieve. The picture is the same across Scotland. No surprise, given that Audit Scotland has confirmed, the combined NHS Scotland capital and revenue budget has declined by 0.7 per cent since 2008-9. It also highlighted that our 31 integrated joint boards expect to make savings of between £138 million and £157 million per annum some way off the funding needed to come close to keeping pace with demand. There also remains uncertainty when it comes to what funds will be available to meet existing demands. As someone who is instrumental in ensuring that Labour-led Dumfries and Galloway council became the first council to gain living wage accreditation, I welcome the commitment to pay the living wage in the social care sector, but the funding that was provided to meet that commitment was not based on proper costings and was only provided to meet the living wage for half a year by the Government. I hope that when we sum it up, the minister will make it clear. The funding is there as part of the £250 million, but the ask for it to be put back to October came from COSLA and local government itself in order to prepare the ground for the living wage. Would the member accept that? I accept that, but the reality is that the funding that you have provided is only for a six-month period, and the question that I am asking is when will the minister make it clear that the funding will be provided to joint boards to meet the full cost of the living wage next year and beyond next year, not just for a six-month period? The budget pressures for health and social care come at a time when we have a major recruitment crisis across the sector, with hundreds of consultant and GP vacancies going unfilled. Just last week, NHS Lanarkshire confirmed that it had to close the doors to new admissions in Lockhart hospital in Lanark directly citing the reason as the GP recruitment difficulties they face. I know my fellow South Scotland MSP Claudia Beamish is urging the NHS to put in place robust measures to protect the long-term future of the hospital. Those recruitment challenges are exasperated by the number of unfilled trainee and specialist posts. How do we meet those challenges? As my colleague Anas Sarwar has pledged, Labour will work constructively across party lines. We welcome the invitation to meet the cabinet secretary and much of what is included in the Government's motion today. We support the need to increase funding in real terms on the NHS and the need to tackle the appalling health inequalities that are highlighted by a number of speakers. However, the Government's motion says that health inequalities will require an approach that looks beyond the NHS. Based on the cabinet secretary's comments, I presume that includes local government, yet the refusal of the Government to use the new powers of the Parliament to end austerity and properly fund councils undermines the Government's commitment to tackling inequalities. We very much share the Government's vision of a Scotland where mental health support is given the same priority as physical health support. I am a colleague Monica Lennon, who highlighted in particular the waiting time scandal facing children and young people. We support having explicit protection for the NHS and any so-called transatlantic trade and investment partnership, but I am disappointed that the motion and the response from the cabinet secretary to Neil Findlay's question did not go further with a clear commitment to outright opposition to TTIP. Such a bold move would show that this Parliament is completely opposed to the privatisation of a health service that we would fight any plan that would slash health and safety standards and we stand against, given international corporations, the opportunity to sue Governments who want to take assets into public ownership. However, although we would have liked the motion to go further, our amendment retains the Government's motion but would ask Parliament to support an additional commitment on cancer waiting times. Alison Johnston expressed some concern over targets. The Green Party has nine targets in its manifesto, including one for organic production, so I hope that they are not opposed to targets for cancer waiting times. Cancer is Scotland's biggest killer, touching almost all families, as we heard in Ash Denham's very personal own story. Such a move on cancer waiting times would send a clear signal to the people of Scotland that, in this, the first health debate of the new Parliament, their Parliament will be bold, that members from across the parties are prepared to work together not to simply kick the issue into the long grass of our view but to set achievable ambitious goals and improve the experience of cancer patients throughout Scotland right now. In concluding, no political party has a monopoly of concern for the NHS or in ideas on how to improve our health and social care services. However, for Scottish Labour, the NHS and social care is and always will be our priority. We want to work across party lines to help build a world class health and social care sector that has the investment it needs to place the patient at the very heart of everything that it does. A sector that values its staff who work tirelessly to care for all of us. A sector that tackles the national scandal of health inequalities, which have for far too long been a scar on too many of our communities. An NHS that tackles Scotland's big killers such as cancer and any NHS that remains free at the point of need. That is Labour's vision for health and social care, and I hope today that Parliament will unite in support of that vision. Thank you very much, Mr Smith. I call Miles Briggs. We wind up the Conservatives up to nine minutes, please, Mr Briggs. Thank you, Deputy Presiding Officer. I start by welcoming you to your position and thank you for the positive comments that you wrote about me in the Sunday mail recently. I must admit that a number of MSP colleagues have warned me since I read those comments, but those warnings have actually only come from your fellow SNP members, so I have not taken them to heart. I will take your side. Do not say these things in public, please. Last week, I undertook my first school outreach visits to Parliament when I met pupils and teachers from Grace Mount and Brunsfield primary schools. Speaking with the pupils, it reminded me of my path to becoming an MSP. Nineteen years ago, I sat in my own classroom in Perthshire, listening to the newly elected MP for North Tayside, telling my class about his life as our local MP and his hopes and dreams for our country. He was a tall man, with what I think was affectionately described at the time as Deirdre Barlow spectacles, and he had slightly thinning hair. I can remember at the time speaking and listening to Mr Swinney and thinking that I did not really agree with his politics or his view on Scotland leaving the United Kingdom, but that is perhaps what drove me to get involved campaigning for Murdo Fraser and Liz Smith, as well as the Wild State University in Aberdeen, helping the net millen to be elected to this Parliament. I would like to start my speech by paying tribute to Scottish Conservative members who have served the Lothian region with such distinction since this Parliament was reconvened. From the charming gentlemen that are Lord James Douglas Hamilton and Cameron Buchanan, to my friend Gavin Brown, who I think is hugely going to be missed from this chamber and his economic mind which he brought to the job, it might be for Derek Mackay that he is pleased that he will not be facing him over the dating chamber. I'd also like to pay tribute to our former leader David McLeachie. Every party activist wants to attend an election count when their party is winning and seeing the results come in, I couldn't help but think David who contested his first election in the Edinburgh central constituency in 1979 should have been with us. Like MSPs from parties across the chamber, we stand on the shoulders of many great campaigners who have gone before us and we owe it to them to lift the level of debate in this Parliament and work to build a better Scotland. I'd also like to pay tribute to the former Edinburgh southern MSP Jim Eadie. Jim is a good and kind man and I'd like to put on record thanks to Jim and his office staff for the service that they provided to local residents over the last five years. Jim and I worked together in the run-up to the election on a number of campaigns and local issues, including reinstating the Edinburgh south suburban railway service and I pledged to continue that work. Deputy Presiding Officer, there can be no greater and more pressing issue for this Parliament than the health of our nation. My own mum died of breast cancer when I was seven. Caring for her was the toughest thing that ever hit our family. Like all families who face the agony of a family member fighting a diagnosis, we came together, but I know so many individuals and families who too often feel alone, as Gayle Ross and Ashley Denham have spoken about in terms of losing their father. Losing a child, sister, brother, aunt, uncle, father or mother is never easy, but the love, support and dedication of the hospice staff who cared for my mum will always stay with me. In fact, from the experiences that I've had with so many of our medical professionals, it is this human spirit and dedication to caring for others, which really sustains their work in our often overstretched NHS. We should rightly be proud that Scotland has some of the greatest charities working to provide and support patients and their families. For mental health charities like Sam H and Samaritan Scotland, to Cancer Research UK, the British Heart Foundation and the hospice charities of Marie Curie Scotland and Chasse, the demands facing our health services are only going to grow in the future and how best we meet these demands will be critical in maintaining and improving our NHS. It has therefore been a difficult part of becoming an MSP that a number of constituents have approached me to ask for help and support in fighting appeals to the health board for vital drugs at the very time when they are at their weakest. Like every MSP, I want Scotland to be a country where everyone with a diagnosis has the best healthcare and best possible chance to beat the disease, and we need to do more to support patients and their families. As my colleague Jackson Carlaw has outlined, perhaps it has come now the time to look again at the establishment of a Scottish Drugs Fund and how best we can provide for new drugs to be made available. In recent years, welcome steps have been taken to tackle the stigma of mental health. The Parliament must now take real action to make Scotland a country that delivers a focused and improved service for those who need help. I would like to welcome Maureen Watt to her position as Scottish Government's dedicated health minister, and I look forward to working with her to build a lasting mental health strategy for our country. I have known Maureen for many years, and I have seen at first hand her quiet determination to get results on a number of issues, and I hope that this is one area where we have genuine political consensus. I am also determined to press the Scottish Government to be more imaginative and take a cross-portfolio approach to this issue. As Alex Cole-Hamilton has outlined, it is perhaps the most stark statistic that suicide is still the biggest killer of young people under 35 in Scotland today. We have a real opportunity to get this right and truly improve mental health services. I would also like to welcome Aileen Campbell to her new position as public health minister. It does not seem so long since we were both on a school bus going to music practice in Perth, and I look forward to what I hope will be a constructive relationship and positive approach to developing public health policy. Deputy Presiding Officer, there are a number of policy areas where I think and hope that we can work together to make real progress. One group that has hugely impressed me is the Jamie Skinner Foundation in Edinburgh. The foundation was established following the tragic death from cardiac arrest of liberton high school pupil Jamie Skinner in December 2013, aged only 13, whilst playing football for Tinecastle Football Club. I believe that the time has come for Scotland to lead and for the introduction of a national heart screening programme for young athletes in Scotland and for the Scottish Government to take genetic screening and healthy heart practices a greater priority in this Parliament. I hope that this is an area that the Scottish Government will help me to take forward. Many new SNP members have used their first speeches to welcome and promote the much-asposed baby box policy. I do not doubt the merits of this policy, however I would respectfully suggest that for too many families and couples across Scotland, the postcode lottery that exists around IVF fertility treatment should be the real focus of SNP ministers' efforts. That is another area that I hope that we can work with to improve. I am in down to my last minute of my maiden speech. Finally, to conclude, Deputy Presiding Officer, our Scottish politics and democracy may often seem divided, but it is nonetheless a thing of great beauty and the envy of those around the world who have yet to achieve it. As we embark together in this new Parliament and within minority government, I say this, we might not agree all the time on everything. In fact, we might disagree on a great number of things, but I know that we can agree on this. Grievance, division and negativity cannot be the lifeblood of our Scottish politics. As Scotland's opposition, we are ready and willing to work with others to support and build our health services. From our health charities and representative bodies to Scotland's public sector union movement, our door will always be open. Thank you very much, Presiding Officer. Before I take time to respond to some of the points raised in the excellent speeches during this debate, including first speeches from Brian Whittle, Mary Todd and Ross Thompson, I would like to take some time to speak about the mental health part of the health brief. Presiding Officer, I would like to pay tribute to the work of my predecessor, Jamie Hepburn, who was the First Minister to have mental health in his title. I am extremely proud to be appointed as Scotland's first dedicated mental health minister and the first in the UK. As the cabinet secretary said in our opening speech, last year we undertook a Scotland-wide national conversation on health and people told us how important the issue of mental health is to them and we have listened and responded to that. This Parliament has a proud history of highlighting mental health. It has debated it frequently. Just last year, we passed a new mental health act, which updates the legislation to allow service users with a mental health disorder to access effective treatment quickly and easily and contains measures to enhance service users' rights and to promote their involvement in their treatment. I hope that we continue to work across the chamber to build on the progress that we have made and to make sure that, when we think and talk about health, we treat our mental health just as we would our physical health. We have talked about parity of mental health and physical health. It is hard to describe or measure what I will set out are the key areas where I want to see change to achieve that parity and we are already investing an additional £150 million in mental health over five years to support that shift. In our manifesto, we have said that we would work with mental health charities, stakeholders and service users to put in place a 10-year plan to transform mental health care in Scotland, including for children and young people. Over the past few months, we have engaged with stakeholders, including people who use the services, carers, service providers and professional bodies. The Scottish Association of Mental Health and Voices of Experience also hosted engagement events. That engagement was to inform what our priorities will be in the new strategy. I intend to publish an outline strategy for wider engagement in the next few weeks and for the final strategy to be published later this year. That engagement is important to ensure that our strategic direction and ambition for the next decade focuses on those things that people agree are most important. We are also taking action right now to build on progress that has already been made and to remove barriers. I will continue our focus on improving access to support and treatment for mental health when they need it in primary care and in more specialist services. Sam H campaigned for the principle of ask once, get help fast. We want to see that become a reality during this Parliament. Today we saw the publication of the latest mental health access and waiting time statistics. At the start of the last Parliament, we had no way of knowing how many people were receiving a psychological therapy or how long they were waiting to start treatment. Now we have that data. The figures published today by ISD confirmed that in the first three months of this year, over 11,000 people started a psychological therapy. That has increased by 1,800 on this time last year and that is an increase of over 15%. Average waiting times have fallen across Scotland to seven weeks and nearly 83 per cent of people are starting treatment within the 18-week standard. That increase in access to treatment is a significant improvement but people are still waiting too long and we have a way to go before we have achieved the ask once, get help fast principle. We have already put in place a £54 million comprehensive package of support to improve access to mental health services for children and adults, which will provide funding for additional staff for workforce development and for in-depth improvement support to local services. Now we have good information about the numbers of people who are starting treatment in Scotland. We know that we are likely to see demand continuing to rise as services become more accessible and that in some areas there is better access than others so there is still more to do. Around a third of GP consultations have a mental health component and most people experience mental health problems are and will continue to be supported in primary care. We are providing a £10 million mental health primary care fund to deliver new models of support for physical and mental health. I expect to see innovative models developed involving link workers and peer support workers and support to help people to remain in or return to work. Improving access to services is important but preventing problems developing in the first place and intervening as early as possible when problems do emerge is where we can make an even bigger difference. The early years is when we have best opportunity to improve long-term mental health and I want a concerted effort on doing the things that evidence tells us will be most effective. The figures published today also show that the number of children and young people starting treatment in child and adolescent mental health services has continued to support a marked increase in the number of people seen. The first three months of 2016 was up 4 per cent on the same period in 2015 and 23 per cent since 2014. That is due to better identification and referral of children who are experiencing problems, better awareness of mental health problems and a reduction in stigma, which means that parents are more likely to seek help. Child and adolescent mental health services is important and I expect to see results from our recent investment in these services. I expect services to make the waiting time standards and will be paying very close attention to this. It was really heartening in the debate to see how many people were focusing their speeches on mental health and mentioning mental health in their speeches. I pay tribute to the experience that, for example, Claire Hawke and Tom Arthur bring to the mental health field. Minister mentioned waiting times targets. NHS Lothian, because of its budget crisis, is talking about suspending waiting times targets. How will the Government address that? Will they instruct NHS Lothian to ensure that they do not do that or that otherwise patients will suffer badly? As I mentioned in my speech, I said that there were discrepancies and differences across Scotland. I want to make sure that those discrepancies and differences are reduced. That is what one of the things that I will be focusing on, as I have said in my speech. One of the members—I think that it was Ash Denham—mentioned isolation and how that can affect mental health. One of the things that I was keen to promote during my period as minister for public health was the charity meal makers who encouraged younger people, often students, to make that extra meal and take it to someone who is living in isolation. We know that isolation also leads, in some tragic cases, to suicide, although suicide rates, although still a problem in Scotland, have gone down. Often we know that suicide is related to economic circumstances. Many members mentioned obesity, and Brian Whittle, Rachel Hamilton and Alison Johnson mentioned that. Aileen Campbell is bringing to the conclusion the work that I started on the diet and obesity strategy, including co-ordinated action on stopping the promotion of unhealthy foods. The Conservative benches might help by making sure that the Westminster Government plays their part in that in terms of advertising of unhealthy foods on the media. I am pleased that the cabinet secretary's announcement of review of targets has overall been welcomed. Many members mentioned targets, in fact, where they want them and where they do not. IVF targets have been met by all health boards, and there is not a postcode lottery on IVF targets. Any particular targets that the minister wants to scrap as part of the review? Maureen Watt? That is the point of having a review and asking experts and patients which targets they want to keep and which they do not. I am pleased that Miles Briggs, for example, has talked about the collaborative approach that we know has worked in the past. I just hope that Labour benches would get on board with that, too. Maureen Watt? Many of their speeches did not highlight that. I think that we have illustrated during the debate today how clinical outcomes can demonstrate how more effective we are at supporting people to get better and have better personal outcomes, whether that be their health in general or employment or relationships. We are looking forward to the challenges that present themselves in the health sector, and I look forward to working with others, as do my colleagues in the health portfolio. Thank you. That concludes the debate on taking Scotland forward, delivering a healthier Scotland. It is now time to move on to the next item of business, which is decision time. There are three questions to be put as a result of today's business. The first question is that amendment 346.4, in the name of Donald Cameron, which seeks to amend motion 346, in the name of Shona Robison, on taking Scotland forward, delivering a healthy Scotland, be agreed. Are we all agreed? The Parliament is not agreed, therefore we will move to a vote. Members should cast their votes now. The result of the vote on amendment 346.4, in the name of Donald Cameron, is yes, 30, no, 94 and there were no abstentions. The amendment is therefore not agreed. The next question is that amendment 346.3, in the name of Anna Sarwar, which seeks to amend motion 346, in the name of Shona Robison, on taking Scotland forward, delivering a healthier Scotland, be agreed. Are we all agreed? The Parliament is not agreed, therefore we will move to a vote. Members should cast their votes now. The vote on amendment 346.3, in the name of Anna Sarwar, is yes, 27, no, 97 and there were no abstentions. The amendment is therefore not agreed. The next question is that motion 346, in the name of Shona Robison, on taking Scotland forward, delivering a healthier Scotland, be agreed. Are we all agreed? The Parliament is not agreed, therefore we will move to a vote. Members should cast their votes now. The result of the vote on motion 346, in the name of Shona Robison, is yes, 89, no, 35 and there were no abstentions. The motion is therefore agreed. That concludes decision time. We will now move on to members' business. I would ask members who are leaving the chamber to do so quietly, please.