Shoprite Holdings IR 2017E FULL-SPREADS

OUR CUSTOMERS ARE AT
THE HEART OF OUR BUSINESS

INTEGRATED REPORT 2017
Table of Profile
Contents Shoprite Holdings Limited is an investment holding company whose combined
subsidiaries constitute the largest fast moving consumer goods (FMCG) retail operation on
the African continent. We operate a total of 2 301 corporate (owned) and 388 franchise
stores and 19 trusted brands. We provide employment to 143 802 people across our
Business Overview
operations in 15 countries from Cape Town to Accra and the Indian Ocean islands.
Profile 1
While the Group’s primary business is food We achieve this by pursuing efficiency in By setting the conditions for enduring
About this report 2
retailing, our offering extends to a broad range everything we do. Our advanced distribution success, we can continue to provide
Distribution of operations 4
of goods and services including household centres and sophisticated supply line affordable food to our communities, invest in
The Group 6 products, furniture, pharmaceuticals and infrastructure give us greater control over our social upliftment and contribute to the African
Our mission and performance highlights 8 financial services, amongst others. At the operations. This empowers us to overcome economy − all while creating value for all our
Our business model explained 10 heart of our offering is an unwavering economic challenges without compromising stakeholders.
How we add value 12 dedication to providing the lowest prices to on quality.
Financial highlights 14 people of all income levels across Africa.
33
Stakeholder engagement 15
2 689 143 802

Operating context and strategy 19
distribution
Management Reports
stores staff centres
Board of Directors 26
Chairman’s Report 28
Annual turnover
31.9% Almost
Chief Executive’s Report 30
40 years
Three-year Financial Review 34
Financial Report
Operational Review
Nurturing our Capitals
35
38
41
R141 bn market share in South Africa
Corporate Governance
Corporate Governance Report 56
More than More than
26 years
Nominations Committee Report
Social and Ethics Committee Report
Remuneration Report
60
61
62
1 billion 35 million outside of
transactions p.a. shoppers p.a. South Africa
Summary Consolidated
Financial Statements 74
Pro Forma Information 98

“On our journey towards Africa’s largest fast-moving
becoming the best retailer in
Investor Information the world, it is going to be consumer goods retail company
Shareholder Analysis 101 important for us to c ontinue Shoprite Holdings Ltd comprises the following brands:
Notices to Shareholders
Forms of Proxy
103
121 building trust with our better and better
Administration
Shareholders’ Diary
Inside back cover
Inside back cover customers, by always giving
them what they need at prices
they can afford.”
Pieter Engelbrecht
Chief Executive
Freshmark
Shoprite Holdings Ltd

Integrated Report 2017 1
Business Overview
About this report
Shoprite Holdings Limited (“Shoprite” or Frameworks and assurance Subsidiaries of Shoprite Holdings Ltd
“the Company”) is pleased to present its 2017 The information included in the Integrated
Report has been provided in accordance with
Integrated Report. the International Financial Reporting Standards
(“IFRS”), JSE Listings Requirements, the
International Integrated Reporting Council’s
Scope and boundary been no changes in the structure of the (IIRC) framework (“the Framework”) and The
100% 100% 100% 100%

This Integrated Report covers all the operations Company during the current reporting period, King Code of Corporate Governance (King III).
and performance of the Shoprite Group, other than through ongoing store openings and
incorporating Shoprite Holdings Limited and all closures, as part of normal operations. No external assurance has formally been
its subsidiaries for the year ended 2 July 2017. sought, other than from our external auditors
Changes in disclosure PricewaterhouseCoopers Incorporated for the
Subsidiaries of Shoprite Readers should take note of the following annual financial statements, summary Shoprite Shoprite Checkers Shoprite Insurance Shoprite
Holdings Ltd changes in accounting policies and disclosure consolidated financial statements and pro International Ltd (Pty) Ltd Company Ltd Investments Ltd
See subsidiary breakdown on opposite page. practices: forma financial information. Aspects of our
J During 2017, the Group changed its information are however assured through the
The information in this report has been selected accounting treatment of advertising rebates, following sources: Has operations in: Has operations in:
to cater for the interests of stakeholders who with certain rebates relating to advertising J B-BBEE scorecard verification – Shoprite is J Zambia J South Africa
require a broad overview of Shoprite, but with now being deducted from the purchase verified on the Amended Codes of Good J Mozambique J Namibia
specific emphasis on investors and funders. price of goods. Where historical data has Practice, Gazette No. 36928 and obtains its J Botswana J Swaziland
been adjusted in this report, the relevant certification from AQRate Verification J Madagascar J Lesotho
We believe the report will provide stakeholders numbers have been annotated and a brief Services (Pty) Ltd, a SANAS accredited J Uganda J Mauritius
with an overview and better understanding of explanation included at the bottom of the B-BBEE Verification Agency. J Angola
Shoprite’s business model, our operational and tables. J Shoprite's International Trade Department J Ghana
financial performance, our governance J The Group discloses pro forma information (ITD), responsible for imports and exports, J Nigeria
practices and strategy, as well as the risks and in the Integrated Report related to: has achieved a certificate for ISO J Malawi
opportunities that manifest as the leading – constant currency sales performance for (International Organisation for J Democratic
FMCG retailer in Africa. Non-RSA operations; Standardisation) 9001 Quality Management Republic of Congo
– 52-week results for the 2016 financial System awarded by Dekra, which is
Materiality year to facilitate comparisons against the accredited by IAF.
The selection of issues to be covered in this current financial year which consisted of
report was informed by inputs from our
stakeholders, including capital providers and
regulators, and was further refined through
52 weeks, since the published 2016
financial year incorporated trading for
53 weeks; and
Forward-looking statements
This report may contain forward-looking
statements with respect to Shoprite’s future
100% 100%
engagement with the executive management – like-for-like comparisons, to remove the performance and prospects. While these MediRite (Pty) Ltd Computicket (Pty) Ltd
and board of Shoprite. impact of store openings and closures. statements represent our judgements and
future expectations, several factors may cause Has operations in: Has operations in:
Reporting comparability These changes and their impact are actual results to differ materially from our J South Africa J South Africa
There has been no change in the scope and discussed in detail in the pro forma expectations. J Angola J Botswana
boundary of this report relative to the 2016 information on page 98. J Swaziland J Mozambique
report, although the current report has been For further information, please contact J Namibia
expanded to include a wider range of Sarita van Wyk on 27 (0) 21 980 4269. J Zambia
information about the Company. There have
How to navigate our report Our Capitals

Throughout our Integrated Report, the following
icons are used to provide linkages to relevant Intellectual Capital Our brands, experience and know-how
aspects, or indicate where further detail is
available.
Human Capital Our people Approval of the Integrated Report
The board of directors of Shoprite acknowledges its responsibility to ensure the integrity of this report and confirm that this Integrated Report addresses all
Financial Capital Equity and funding from our shareholders and debt providers material matters and provides a balanced overview of the Company and its prospects. The board has therefore approved the 2017 Integrated Report for
publication.
This icon signifies related
Manufactured Capital Our stores, distribution centres, fleet and manufactured products
information elsewhere in On behalf of the board
this report.
Social Capital Our customers, suppliers, communities and other s takeholders
Natural Capital Our environment
This icon signifies related

information available online at: The icons above signify each of the capitals employed by Shoprite to effectively execute our business model. CH Wiese PC Engelbrecht
www.shopriteholdings.co.za Chairman Chief Executive Officer
Where cross referenced, the icons signify information that is relevant to an understanding of the impact of each
capital on our business. 21 August 2017
Shoprite Holdings Ltd Shoprite Holdings Ltd

2 Integrated Report 2017 Integrated Report 2017 3
Business Overview
Distribution of operations
Ghana Nigeria
Africa’s leading 6 Ghana

DRC Uganda
retailer, importer
and exporter of
Gross domestic
product, constant
prices (% change)
Inflation, average
consumer prices
(% change)
4.041
17.455
1
Gross domestic
2
Gross domestic
Nigeria
product, constant product, constant
prices (% change) 2.400 prices (% change) 4.673
Population (millions) 27.573
grocery products
23
Inflation, average Democratic Uganda
Inflation, average
consumer prices consumer prices
22.430 Republic of Congo 5.464
2 301
(% change) (% change)
Population (millions) 84.130 Population (millions) 41.087
Gross domestic
Mauritius
product, constant
prices (% change) -1.541
Zambia Mozambique
63 3
Inflation, average
26
consumer prices
(% change) 15.699
Gross domestic Gross domestic

product, constant Gross domestic product, constant
prices (% change) 2.967 product, constant prices (% change) 3.600
prices (% change) 3.400 Inflation, average
Inflation, average
Angola consumer prices

17.900
Inflation, average consumer prices
(% change) 0.978
51
(% change) consumer prices
Angola (% change) 19.199
1.268
Population (millions) 16.717 Population (millions)
28.751
Total corporate stores

Population (millions)
Zambia
Gross domestic
product, constant
prices (% change) — Mozambique
Inflation, average
consumer prices
(% change) 32.378 Malawi
Contribution per operating segment Population (millions) 27.360
Botswana Malawi
4%
6% 2% 2%
Namibia 39 7 Madagascar
106
17% Gross domestic Gross domestic Mauritius
18% product, constant product, constant
2.270
prices (% change) 2.864 prices (% change)
Inflation, average Inflation, average

consumer prices consumer prices
Botswana (% change) 2.810 (% change) 21.683
2.154 18.632
Contribution
Gross domestic Population (millions) Population (millions)
Contribution
product, constant
prices (% change) 0.100
Madagascar
to trading Namibia
9
to sales
Inflation, average
consumer prices
profit (% change)
Population (millions)
6.727
2.300
Swaziland
Swaziland
26
Lesotho Gross domestic
product, constant
79% 4.138
72% prices (% change)
South Africa
Lesotho
Inflation, average
South Africa
consumer prices
23
(% change) 6.737
1916
Gross domestic
product, constant Population (millions) 24.916
Q Supermarkets RSA Q Supermarkets Non-RSA Q Furniture Q Other prices (% change) -0.426
Inflation, average
consumer prices
(% change) 8.033
Supermarkets RSA: represents all Shoprite, Usave, Checkers, Checkers Hyper and LiquorShop Gross domestic
Gross domestic product, product, constant
stores in South Africa; constant prices (% change) 0.279 prices (% change) 2.866
Supermarkets Non-RSA: represents all Shoprite, Usave, Checkers, LiquorShop and certain Hungry Inflation, average consumer Inflation, average
6.341 consumer prices
Lion stores in countries outside of South Africa; prices (% change)
(% change) 7.000
Furniture: represents all House & Home, OK Furniture and OK Power Express stores; Population (millions) 55.909
Other (these businesses operate in South Africa as well as Non-RSA): represents all Transpharm, Source: International Monetary Fund, World Economic
Checkers Food Services (CFS), MediRite, OK Franchise and Computicket outlets/operations. Outlook Database, April 2017

Business Overview
The Group
Store count Store count
Target Non- Target Non-

Brand Summary market RSA RSA Total Brand Summary market RSA RSA Total
Affordable and accessible, Shoprite caters to the mass middle- LSM 4 – 7 Located inside Shoprite and Checkers stores, MediRite is well- Same as Shoprite
income market by providing its lowest prices on basic goods, positioned to meet the growing need for easily accessible and Checkers
613
including groceries and household products. As the Group’s and affordable healthcare to customers across all income
162
original and flagship brand, Shoprite owns the most stores in levels. Many MediRite pharmacies are located in previously
South Africa, and is the main spearhead for growth into Africa. 458 155 disadvantaged communities where few pharmaceutical
services are available. 146 16
The chain’s simple philosophy – “When we save, Usave” is LSM 1 – 5
backed by a strategy of small-format stores offering a limited LiquorShop offers a full assortment of wine, beer and spirits at Same as Shoprite
range of basic foods at everyday low prices to lower-income affordable prices to Checkers and Shoprite customers. and Checkers
consumers. The small-format stores are an ideal vehicle for the
Group’s expansion into Africa and allow far greater penetration
into previously underserved communities in South Africa. 302 65 367
Positioned near Group supermarkets, outlets feature separate
entrances and also appeal to passing trade.
376 14 390
Transpharm Pharmaceutical Wholesalers distributes a wide Targets pharmacies,
Convenience, quality and freshness define the Checkers LSM 8 – 10 vetenarians, clinics,
range of pharmaceutical products and surgical equipment to
brand. Time-pressed upper-income consumers in search of a hospitals and
pharmacies, hospitals, clinics, dispensing doctors and dispensing doctors.
world-class shopping experience enjoy great value on a wide
better and better veterinary surgeons across South Africa. The Shoprite Group is
selection of groceries, household products, fresh and
expanding this dynamic company to improve its existing
convenience foods and speciality lifestyle ranges of wine and
national distribution network.
coffee. Located in shopping malls and other convenient
209
premises across South Africa and some neighbouring
countries, the brand caters to discerning shoppers in affluent The OK Franchise Division franchises three different types of retail The various store
residential areas. 202 7 formats (OK Foods, OK MiniMark & OK Express), a liquor outlet formats, with their
different identities
(OK Liquor) and a wholesale outlet (Megasave). Each of these and facilities,
formats has its own identity and personality and offer shopping cater to the needs of
Checkers Hyper offers the same speciality food selections LSM 8 – 10 the community in
facilities appropriate to the market in which they trade. This
and great value as Checkers, but within large-format stores which they are
includes a wide range of fresh and non-perishable food items, as
that encourage bulk rather than convenience shopping. The located.
well as general merchandise. The OK Franchise continuously
general merchandise ranges are far wider in Hyper stores,
388
strives to cement the brand as a retailer that can be counted on,
focusing on categories like small appliances, pet accessories,
and today they have 388 stores in neighbourhoods and
garden and pool care, outdoor gear, home improvement,
communities across South Africa, Namibia and Swaziland. 336 52
37
homeware, baby products, toys and stationery. Checkers
Hyper stores operate in South Africa only and are found in
areas with high population densities. 37 — Hungry Lion prides itself on sharing MORE with its customers LSM 4 – 7
by delivering tasty fried chicken with MORE flavour and MORE
197
value. Operating in seven African countries, the brand strives
The OK Furniture chain brings affordable quality to homes LSM 5 – 7
to provide high-quality fare at affordable prices in a modern
across Africa. With its vast geographic spread of stores, the
brand offers a wide range of furniture, bedding, loose
fast-food environment. 130 67
carpeting, electrical appliances and home entertainment
407
products at the lowest prices, cash or on credit. Choice quality Checkers Food Services is the business-to-business (B2B) brand Targets a range of
goods and exceptional service define the ‘no problem’ of the Shoprite Group delivering a wide range of quality products businesses in the
shopping experience. 338 69 at the lowest prices to the hospitality and catering industry. hospitality and
Leveraging off the Group’s bulk-buying power and centralised catering industry.
distribution network, Checkers Food Services distributes to its
This chain of small-format stores sells a carefully selected LSM 5 – 7
customers in South Africa (Gauteng and Western Cape
range of white goods and home entertainment products, as
provinces) through dedicated warehouses and logistical fleets.
29
well as bedding and loose carpeting. Located mainly in high-
density areas, shoppers can choose to pay with cash or take
advantage of competitive credit options. 24 5 Computicket is the largest provider of ticketing services in LSM 4 – 10
South Africa with a footprint in key countries across Africa. Bus: LSM 4 – 7
Travel: LSM 7 – 10
House & Home offers upper-income consumers quality LSM 7 – 10
Computicket covers a wider variety of things to do, ranging Events: LSM 4 – 10
homeware at affordable prices. Goods include a large selection
from theatre, concerts, festivals and sporting events; to travel,
of exclusive and well-known ranges of furniture, bedding,
which includes bus and flight tickets, car rental and
52
appliances, home entertainment and floor covering products.
accommodation both nationally and internationally.
Stores are located throughout South Africa, Namibia and
Botswana. 49 3 In addition to enabling experiences, Computicket also facilitates
a range of business solutions which are geared towards making
the most of its offerings to its business partners. These business
solutions include stadium management, capacity management,
travel management and access control.

Business Overview
Our mission
We are Our performance highlights

the largest Financial Intellectual Environmental
private sector highlights capital
performance
performance
employer in
J R141 billion turnover J 7 350 tonnes of plastic diverted
J R8.1 billion trading profit through recycled bags
J 19 trusted brands J Generated 1 102 MWh of renewable
J R5.6 billion headline earnings
J Gained 45 basis points market share in energy in 2017
South Africa
J Dividends distributed of R2.6 billion
South Africa to 31.9%, equivalent to R1.5 J Replaced more than 775 000 fluorescent
J Trading margin increased from billion in sales tubes and 80 000 control gear with energy
5.60% to 5.76%
J Smooth succession of key management efficient alternatives
J Saved 27 810 tonnes of CO2 valued at
and a leading
J Successful launch of Fresh Food category
Manufactured J Extension of Private Label R32 million

J Flagship new distribution centre aiming
capital for Green Star accreditation
employer in performance Social

capital
Awards in
the reporting
Africa.
J 2 689 stores in 15 countries
J Net 138 new stores opened performance period
J 5 new distribution centres opened
J More than 29 million shoppers across SA
Human
J 2016/17 Icon Brands Survey –
J Over 1 billion customer transactions in 2017
winner of the Grocery Food Retail
J Customer growth of 2.4%
performance
category
Our mission is to deliver low prices in We aspire to become the global leader ensuring the most affordable products
J 3.9% volume growth J 2016/17 Ask Afrika Youth Brands Survey
a world-class shopping environment in customer service, putting the available, lending a helping hand to
to customers across the African customer first in all things we do. Our those in need or feeding the most J Customer satisfaction at record levels – winner of the Food Retail category
continent. We bring choice, quality mantra is that no customer leaves the vulnerable in our society, we ensure J Employment for 143 802 people J More than 23 000 suppliers J 2017/18 Kasi Star Brands Survey
products and job creation to store unhappy and our employees are that we remain relevant to and trusted J More than 1 000 growers utilised, of which – winner of the Food Retail and Toy
J 6 027 new jobs created in 2017
communities in all the countries we empowered and have the full authority by the communities we serve. 295 are small enterprises Retail categories
serve. Our low-cost promise has been to do what is necessary to ensure our J 1 994 414 training hours invested in
J 3.6 million meals served by our mobile J 2016 The Times & Sowetan Shopper
the foundation of our business for customers are satisfied. Finally, we believe in treating all employees
soup kitchens Survey – winner of the Grand Prix Award
close to 40 years and we are relentless people, be it our colleagues or our J 46 000 employees trained on food safety and Best Grocery Store category
in our efforts to keep our business We are a business with heart, always customers, with respect and integrity, in 2017 J 3 000 bursaries awarded valued
at R130 million to date J 2016 Sunday Times Top Brands
efficient and our prices low. reminding ourselves that we are part keeping our promises and acting fairly
– winner of the Grocery Store category
of a broader community and in all our dealings. J Total CSI spend of R35.4 million
We have become the number one demonstrating to ourselves and our J Nielsen – Rated #1 in the world for ad
J R108 million in surplus food donations
retailer in Africa through a steadfast customers that we #ActForChange. recall on Facebook
For more detail about
commitment to the values we hold dear. Whether it is through job creation, our capitals, refer to the
section on Nurturing our
capitals, on page 41 – 55.

Business Overview
Our business model explained
What
we need Our operating
model The result
to execute of what we do
1. Centralised
distribution
J
SA’s largest private
sector employer –
wages, salaries and
Strong brands Our outputs other staff benefits
of R10.8 billion
– benefits
2. Advanced
supply chain
to the
J
Significant job creation
– 55 000 new jobs
Great people customers since 2010
J
Development of
3. Sophisticated
J
Consistent value for
money – Shoprite
small suppliers
– R177.8 million
Loyal customers World-class contributed towards
Low sourcing
shopping
internal food inflation
of 5.9% vs official food
Enterprise and
prices
Supplier Development
4.
inflation of 10%
environment J
A diversified product
Initiatives in 2017
Efficient range – sold 7 .4 billion

J
Feeding those in need
A strong operating model items in 2017
– 3.6 million people
were fed in 2017,
balance sheet and R108 million of
J
Acting for change
in our communities food donated
5. State of the
art stores
– 2.6% of net
profit after tax to
community projects
J
Consistent
shareholder
State of the art returns – 20% p.a.
compounded annual
infrastructure growth rate (CAGR)
A keen in total shareholder
6. assessment
of customers’ J
return over 10 years
A cleaner environment

Environmentally for our children
needs
sound practices
For more detail about For more detail about our financial
our capitals, refer to performance refer to the financial
For our Value Added
pages 41 – 55. report on page 35.
Statement refer to page 14.

Business Overview
How we add value
Key strategic aspects of our business model drive our long term success
Delivering the lowest

prices through
increased efficiency
We pursue efficiency in everything that we do.
By streamlining our supply chain, upgrading our
operations and driving down costs, we are
better able to deliver the lowest prices in a first-
world shopping environment to consumers Retail storage,
across Africa.
availability and
information technology
Our advanced
Our advanced supply chain also presents the
supply chain opportunity to re-engineer our retail stores and
Shoprite improved its competitive advantage optimise the use of retail space by dedicating
and sustainability by taking control of its supply the minimum area to storage and the maximum
chain in line with international best practices in area to trading space.
retail and today not only commands a
leadership position in the industry but has also Our technological platforms are continuously
become the African continent’s largest being refreshed to keep us abreast of
distributor of grocery products. technological developments. A new ERP
system and investments in digital
Our state-of-the-art distribution centres and transformation have led to increased
supply line infrastructure give us greater control efficiencies, more collaboration and better
over our inventory across 15 African countries. innovation across our businesses. Continuous
This empowers us to introduce a number of investment in customer science and big data
cost-saving efficiencies without decreasing allows for improved decision making in terms of
margins or compromising on quality. promotions, products, store layouts and pricing.
Fully-owned fleet
Our large fleet of trucks and trailers operates
24 hours a day, seven days a week to ensure Centralised distribution
maximum availability of goods that are
delivered on a time schedule. Sophisticated The Group has invested in an extended
transport route planning and scheduling centralised distribution network that enables us
software optimises store deliveries and reduces to seamlessly manage the supply of products to
the number of trucks on the road, thereby our stores across the continent.
reducing congestion, lowering our carbon
footprint and saving costs. As the first South African retailer to receive the
renowned ISO 9001 accreditation for import
This efficient supply chain infrastructure also and export handling, we continue to pursue our
empowers small-to-medium sized suppliers to strategic lead in supply chain management.
deliver merchandise directly to our centres and Our International Trade Department sources
avoid the need to invest in either warehousing products from anywhere in the world with
or vehicles. Our trading partners are a vital link extreme efficiency, assuring our customers of
in our supply chain and we work closely with choice, availability of products and value for
them to create mutually beneficial relationships money. We have invested substantially to create
that go beyond simple supply and demand a network of advanced distribution centres.
management. Their accompanying transport operations are
supported by sophisticated information
We have been pioneering reverse logistics management systems. A substantial portion of
initiatives that enhance our sustainability and the investment in information technology and
environmental position, in line with international logistics infrastructure has been devoted to
best practices. Our focus is on re-use, recycle upgrading and expanding our distribution
and the reduction of waste to landfill. network.

Business Overview
Financial highlights Stakeholder engagement

Shoprite Holdings Ltd and its Subsidiaries for the year ended 2 July 2017
Restated Sales
52 weeks 53 weeks 160 000
% 2017 2016
increase Rm Rm+ 140 000 Employees
and Trade
141 000
Sale of merchandise 8.4 141 000 130 028 120 000 Unions
Our stakeholders
130 028
Trading profit 11.6 8 127 7 281
Earnings before interest, income tax, d
epreciation and Shoprite maintains relationships with a range of
113 694
100 000
R Million
amortisation (EBITDA) 6.8 10 013 9 376 interested parties to continuously improve the
Communities,
102 204
Profit before income tax 11.2 7 615 6 848 alignment of interests between the Company
including community-
92 457
Basic headline earnings 14.8 5 554 4 838
80 000 and its key stakeholders. The stakeholder
Shareholders based organisations
groups below have been identified based on the
82 468
and debt funders and non-governmental
extent to which they can influence the financial
72 076
60 000
Performance measures and operational performance, as well as the ion in environm organisations
uct
67 209
en
Diluted headline earnings per share (cents) 11.9 1 007.4 900.3 strategic direction of the Group. ed ti
59 127
40 000 t r
Dividends per share declared (cents) 11.5 504.0 452.0
m
ha
47 474
pa
et
Dividend cover (times) 2.0 2.0
cts
focus to ensur
Trading margin (%) 5.8 5.6 20 000
remains a top
Return on average shareholders’ equity (%) 19.4 19.3
+
0
The 2016 figures have been restated for the change in accounting treatment of advertising rebates. Refer to note
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
12 of the summary c onsolidated financial statements for more detail.
ide
Definitions
pro
w
p-
io
Return on average shareholders’ equity ou y
rit
Basic headline earnings, expressed as a percentage of the average of capital and reserves and interest-bearing borrowings at the beginning and the end Gr
of the financial year.
Suppliers Customers
Value-added Statement 24.1% 52.7%
Restated
52 weeks 53 weeks Regulators
2017 2016
Rm+
2017
Rm % %
Stakeholder engagement
Sale of merchandise 141 000 130 028
Investment income 415 285 9.9%
Shareholders and debt funders
Cost of goods and services (119 447) (110 329)
Value added 21 968 100.0 19 984 100.0
13.3%
Engagement methods
Employed as follows: Shoprite engages with investors through meetings, investor days, webcasts, conference calls, perception studies and surveys, conferences and
presentations.
Employees
Salaries, wages and service benefits 11 563 52.7 10 356 51.9
Key issues raised Our response
Providers of capital 2 926 13.3 2 642 13.2

24.9% Africa growth opportunities and disclosure We are providing more information on the
Finance costs to providers of funds 340 1.5 498 2.5 investment case and economic outlook for
Dividends to providers of share capital 2 586 11.8 2 144 10.7 Africa.
2016
Access to management Access to management was improved this year
Income tax by increasing the number of meetings with
Income tax on profits made 2 180 9.9 1 998 10.0 investors and by attending investor
conferences locally and abroad.
Reinvested 10.0% 51.9% Understanding Shoprite’s strategy In-depth strategy discussions have been
Reinvested in the Group to finance future
incorporated in investor presentations and
expansion and growth 5 299 24.1 4 988 24.9
included in the Integrated Report.
Depreciation and a
mortisation 2 457 11.2 2 288 11.4 13.2%
Retained earnings 2 842 12.9 2 700 13.5 Management succession CEO succession was well flagged and the new
team have made themselves available to meet
Employment of value added 21 968 100.0 19 984 100.0 with investors. Succession seems to have been
well-received.
+
The 2016 figures have been restated for the change in accounting treatment of advertising rebates. Employees Providers Income tax Reinvested
Refer to note 12 of the summary c
onsolidated financial statements for more detail. of capital

Business Overview
Stakeholder engagement (continued)
Employees and Trade Unions Customers
Engagement methods Engagement methods

Through our weekly store staff meetings, a new CEO video initiative, our internal newspaper Baked Beans and Bully Beef, information sharing via Trade Engagement with customers is primarily through three platforms:
Unions, suggestion boxes, in-store training, Super Service awards and TopStars singing competition across Africa, we create an environment where J The Brand Health tracker survey;
staff are well-informed and engaged. J Social media platforms – where engagement has increased notably in recent times; and
J Direct interaction with customers in the stores.

Our customers increasingly communicate Social media interaction
Career development and growth We maintain regular and consistent interaction
with us via social media platforms – to
with the people within our business to ensure Brands Facebook Twitter YouTube Instagram
follow specials, request store details or
that they are adequately challenged, continue
Education and training product information and provide their
to grow and develop and are rewarded based Checkers RSA 944 106 146 608 2 054 25 369
views on a range of topics. We initially
on key performance indicators.
used social media as a marketing channel Shoprite RSA 877 015 109 233 1 420 N/A
Health and safety and have since extended its functionality
to a customer response, retention and Shoprite Nigeria 1 223 624 209 000 N/A N/A
recovery mechanism, as well as a brand-
Transformation and empowerment Shoprite Zambia 19 863 N/A N/A N/A
building medium.
Remuneration and incentives

For more information about our staff initiatives
Study assistance Affordability ‘Everyday low prices’ is our overarching
refer to Human Capital discussion on page 41.
objective and our entire business model is
structured and geared to deliver this on a
consistent basis.
Communities
Availability of products We continuously engage with a broad and
Engagement methods diversified range of suppliers to ensure on-shelf
Engagement occurs primarily through the social initiatives that Shoprite undertakes, as well as through direct customer feedback as these communities availability of product in all our stores. We use
also comprise our customers. more than 23 000 suppliers in 43 countries to
provide customers with the greatest choice
and consistent availability.
Quality complaints and safety concerns Shoprite maintains extensive quality control
Focus on food security Shoprite fights hunger through a variety of
programmes to ensure product quality and
feeding programmes, food gardens and food
safety and an efficient compliance and recall
donations.
system. This year, we have had an enhanced
Empowerment Women play a significant role in our business – rollout of training on issues of food safety and
they are our customers, employees and hygiene. We also empower our staff to resolve
suppliers. We partner and assist with various all complaints and ensure maximum customer
initiatives to support this group. We also satisfaction.
support a large number of small suppliers and
growers. Healthy options We have added more than 100 lines to our
Fresh Convenience Foods this year and
Job creation At Shoprite, we not only provide a substantial
launched an industry-leading Gordon Ramsay
number of direct employment opportunities
endorsed kids’ meal range, which sold more
related to our stores, but we also develop skills
than 200 000 meals in three months.
among the unemployed to create a pipeline for
future job creation.
Environmental sustainability Shoprite focuses strongly on the usage of
Community development Shoprite is committed to growing and recycled materials, as well as reducing
developing the communities we serve and packaging, reducing waste and minimising its
have a variety of initiatives in place to facilitate carbon footprint. Its leading innovation in the
this. While our initial focus is on meeting recyclable Checkers shopping bag has
immediate needs, our longer-term objective is significantly reduced landfill and will be rolled
always to put in place sustainable initiatives out to its other brands next year.
that will ultimately ameliorate the need. We
often work in partnership with other
organisations to deepen the impact of our
interventions.

Business Overview
Stakeholder engagement (continued) Operating context and strategy
Regulators Our market place – long term drivers
Engagement methods A large and growing population on the African continent

Engagement occurs primarily through meetings, regulatory submissions and interaction via industry bodies. requiring food and staple products
Africa’s population is set to DOUBLE to 2.4 billion people by 2050. Large
scale and rapid urbanisation, strong population growth and economic
Key issues raised Our response growth that is persistently higher than that of developed economies,
continue to make Africa an attractive long-term investment opportunity.
Ongoing compliance with regulatory We maintain a strong focus on ensuring that
frameworks Shoprite complies with all applicable
As the largest retailer in Africa, with almost 40 years of experience in
regulationsin all the countries we operate in.
South Africa and more than 26 years in the rest of Africa, Shoprite is
Job creation Governments of the countries in which we ideally positioned to meaningfully participate in this growth.
operate are particularly concerned with job
creation and Shoprite is a people-intensive Low commodity prices, weak currencies and pervasive drought conditions
business – we have a broad range of initiatives momentarily slowed our game plan for Africa in 2017, but we remain
in place to attract, recruit and train large committed to the long-term opportunities presented by the continent.
numbers of staff. The 15 markets that Shoprite operates in, have a combined population of
500 million people and a collective gross domestic product (GDP) of
R15 trillion.
Suppliers
Engagement methods
Suppliers are engaged through direct interaction, farm visits, agricultural shows and our electronic platform. Significant levels of unemployment and food insecurity
in parts of the African continent
Climate change may exacerbate these challenges by potentially
disrupting production patterns and increasing production costs.
Opportunities to supply to Shoprite Shoprite maintains a large and diverse group Shoprite continues to diversify its sources and portfolio of suppliers to
of suppliers. We focus on building long-lasting ensure availability of products on a consistent basis.
relationships with suppliers through direct
interaction and communication. Shoprite works We are working tirelessly to provide customers with products that are
with over 1 000 growers and sources more affordable and accessible. In 2017, we subsidised over 44 million
than 90% of all products locally, in support of loaves of bread and rolled out our R5 meals project to specifically
the communities it serves. address these challenges. We also ensure ready availability of a range
of staple foods for under R10.
Transformation A high percentage of Shoprite’s fresh produce

suppliers are small and medium enterprises
and in South Africa more than half of the
suppliers deliver on contracts worth less than
R500 000 a year.
Growth and development Shoprite maintains a number of small-

enterprise development initiatives to develop
and grow suppliers in local communities. Our Muted economic growth outlook
continued significant investment in supply Current trading conditions are characterised by limited macro-economic
chain infrastructure, also assists these support and low consumer and business confidence. The defensive nature
suppliers by reducing their travel time and of our brands and our ‘best value’ proposition become most evident under
costs. these trading conditions. Shopping for staples and basic foodstuffs
generally remain resilient throughout the economic cycle in the lower
income groups. In addition, an increase in value seeking behaviour is
benefiting our brands and market share in middle income groups. At the
For further detail of our engagement and opposite end of the scale, our recent successes in respect of increased
interaction with these stakeholder groups, penetration of the upper LSM groups is providing robust growth
refer to our Chief Executive’s report on
opportunities despite the current economic challenges. Our differentiated
page 30 and Nurturing our capitals on
pages 41 – 55. portfolio provides us with significantly more competitive levers to weather
current conditions.

Business Overview
Operating context and strategy (continued)
Managing business risks

Increase in regulation and standards Online shopping trends Our principal risks may impede on Shoprite’s ability to achieve our objectives. To determine the key risks, our risk universe is assessed from a likelihood as
Growing compliance requirements in every jurisdiction we operate require Online shopping is rapidly growing on a global scale. In Africa, the well as an estimated impact perspective and risks are categorised according to its combined score on these two dimensions.
diligence and strong systems for oversight. Over-regulation is stifling trend is still in its infancy, not least because of limited logistics Key risks Mitigation
entrepreneurship, and is adding significant complexity and cost to doing infrastructure. It is Shoprite’s intention to participate in this trend as it
1
business for small suppliers. matures on the continent. Unavailability of key systems J 24 hour monitoring of all key systems
Key IT systems may be off-line resulting J Formal Disaster Recovery programme that is tested on a regular basis
At Shoprite, we believe that you get people out of poverty by creating free An eCommerce project is currently being finalised. in disruption to business operations J In the process of migrating systems to the Cloud
market conditions and ease of doing business. We provide ongoing J Identify, diagnose and resolve incidents with support teams
support and guidance to small and medium enterprises, as part of our J Thorough testing of application changes
commitment to help overcome the challenges to comply with the required J Data protective mechanisms in place (automated data back-ups, IPS installations)
standards. J Back-up communication channels (3G, satellite)
2
Losses due to fraud J Formal approval system embedded for capital and operational expenditure
J All payments are done via EFT systems with reputable banks
J Automated system controls with online banking systems
Changing trends in customer preferences and J The controls around significant EFT systems have been assessed by PwC, the Group’s
consumption behaviours independent external auditor
Consumers are increasingly making healthier food choices, opting for J Critical financial systems subjected to regular risk based internal audit
organic, low-fat, or low-carb options, or eliminating ingredients based on J Monthly reconciliations of all ledger accounts
food sensitivities, allergies or personal convictions. There is a growing J Monthly review of Income Statements at lowest level entity (Branch)
trend towards fresh food, healthy options and convenience. This trend is J Well-publicised Hotline systems managed by independent external party
3
particularly evident in the more affluent communities who have a wider Non-performance of outsourced J Establish multiple suppliers for key services to avoid over-dependency
choice of lifestyles. J Conduct regular price and service benchmarking
service providers
J Develop in-house capabilities for key services
Shoprite is strongly participating in this trend with the Checkers brand, J Standard contract terms and conditions
with the rollout of a wide range of fresh and ready-made options and J Establish process to implement and enforce contracts
4
investment in the cold chain, quality specifications and quality
Foreign exchange losses J All imports and exports are executed in accordance with the Group’s Treasury mandate that was
management. We have also expanded our ranges of healthier alternatives
The Group may be exposed to foreign independently reviewed and then approved by the Board
– gluten free, sugar free, banting and carbohydrate substitutes – and
currency losses as a result of operating in J Adoption of hedge accounting as part of accounting policies
launched a range of healthy kids’ foods with a “no junk” promise.
various countries and due to importing J Weekly review of cash balances in the Group by Treasury forum during weekly foreign exchange
significant amounts of merchandise meetings
In tough economic times, customers tend to compromise on quantity but,
J Investment in US$ linked Angolan Government bonds
to the extent possible, not on quality. They will generally continue to seek
J Limit exposure by hedging in accordance with Treasury mandate, e.g. using Letters of Credit and
the premium quality product but buy a smaller quantity. Customers want a
Forward Foreign Exchange Contracts
value exchange of great quality and an affordable price but within budget.
J Convert surplus cash into hard currency as soon as possible
5
To accommodate this trend, Shoprite has started selling single serving
offerings of premium products, smaller sized options and ‘loose served’ Project and transformation failure J Project payments are structured on a milestone delivery basis
products at counters, allowing customers to select the quantity they can Project implementations may be delayed, J Projects overseen by Steering Committees that include various business heads. In major projects
afford. over budget and not meeting expectations the CEO, CFO and/or COO will also be involved.
J In the SAP implementation, SAP also provides expertise to manage the overall programme. In addition,
independent programme assurance forms part of the governance processes of the programme.
J Manage projects in accordance with project management best practices
Fast pace of change in technology J Track and monitor all projects through Value Management Office
Where and how retailers interface with customers is changing rapidly J All new prospective projects subjected to a rigorous cost-benefit review before being submitted
and technology and access to big data are key drivers in the changing to a Project Approval Committee that consists of senior management members. Where material,
landscape. the CEO and CFO will attend.
6
Non-compliance with laws and J Embedded compliance framework
Shoprite is actively using basket data and advanced customer analytics regulations relevant to the business J Regular reviews by Internal Audit
to guide all customer centric decision-making, from product ranges per Competition Act J Utilising software to assist in monthly reporting, compliance management and providing alerts on
store, to pricing, timing, products to promote and layout of stores. Occupational Health and Safety Act new/changes in legislation.
Pharmacy Act J Appointment of dedicated Compliance Officer
Medicines and Related Substances Act
Companies Act
Employment Equity Act
Labour Relations Act
National Environmental
Management Waste Act
Income Tax Act
B-BBEE Act
Consumer Protection Act
Protection of Personal Information Act
7
Breakdown/interruptions in J A comprehensive and formalised Business Continuity and Recovery Programme which is also in
supply chain the process of being rolled out to all Distribution Centres
Certain macro or internal events may J In process of matching suppliers’ capabilities
result in supply chain disruptions J Regular fire and risk reviews with training where required
J All critical centres have standby generators
J State of the art security and fire prevention systems, including alarms, access control,
closed-circuit television and sprinkler systems

Business Overview
Strategic focus areas Strategic Our customers’

Shoprite’s strategic intent is to continue to strengthen and extend its leadership position as the foremost FMCG retail operation on the African continent. objective Initiatives and progress response Related risks
The Company intends to do this by unstintingly focusing on the delivery of low prices and a world-class shopping environment in every region it enters.
The Company is confident that the unique aspects of its chosen business model, as well as the strategies implemented to exploit key drivers of growth,
New record levels of
will continue to deliver sustainable value creation for all stakeholders for the next 40 years. The growth vectors are spread across various dimensions,
ensuring that there are multiple opportunities to be seized.
Building a
customer-
We make the customer our focus
J An organisation-wide understanding of customers’ expectations customer satisfaction 1 2 3
first culture
1. What you want, when you
want it
7
OUR 2. First time freshness better and better
PROMISE 3. Low prices you can trust

TO OUR 4. World-class shopping
experience (clean and
91% 87% 81%
USTOMERS
C simple to shop)
2 3
5. Friendly, helpful staff J 2.4% customer growth
Growing Developing and 0.45% gain in market
LSM Private J Operational management aligned to the brands
share – record high market
share at year-end
8 – 10 Label J Invested two million training hours, mostly around customer service, up J Eight customer awards in
Share of 12%
J Customer science and data capabilities supporting smarter decision-
the past year
Wallet making, with more relevant ranging and pricing and a 2% improvement
in on-shelf availability
Refer to page 21
J A team that is trained and empowered to do what is necessary – not a for related risks
single customer leaves the store unhappy. information.
Growing J Checkers has a significant opportunity to further grow share of wallet of
Drivers
LSM 8-10 high LSM customers.
J These customers are 4 times more valuable in terms of size of basket,
1 3 5
share of
than the average shopper
wallet
J An accelerating trend in this customer base towards fresh, convenient
6 7
of growth 4
and added-value foods
Stronger
1
J Checkers intends to compete strongly to take advantage of this
Customer- Franchise growing market – we have visited and learned from the best Fresh Food
suppliers globally and have implemented much of our learnings
first Offer J Management restructured to provide complete focus per brand
Culture J We recruited a top team of developers (chefs and food technologists) to
support the adoption of premium products, including a wider range of
gourmet food offerings.
J Shoprite’s business model is well suited towards an effective delivery in
this segment in terms of its supply chain, speed to the market and
quality control.
J Fresh has launched more than 100 new convenience products in the
past year and more than 110 new products are currently in
development.
J Products in Checkers’ Ready to Cook range have received the seal of
approval from the South African Chefs Association. J Checkers has seen the
J The product offering is being supported by an award-winning store largest gain in LSM 8-10
design, providing an attractive and high-quality shopping experience. shoppers since 2011 and
6 5
was the fastest growing
Strategic Leverage supermarket chain in this
Footprint African target segment in the last
year.
Expansion Advantage J The introduction of a Fresh
Foods category was met
with great success.
J Fresh convenience foods
sales have doubled this
year
Refer to page 21
J Kids ready-to-eat category for related risks
has doubled since launch information.

Business Overview
Strategic Our customers’ Strategic Our customers’

objective Initiatives and progress response Related risks objective Initiatives and progress response Related risks
Developing J Promoting private label is a win-win for both Shoprite and our J Shoprite has already had Strategic New stores J Customers welcome our
private customers – providing choice at better value for customers and better
margin for the Company.
great success with difficult
categories, with its Zip
1 2 3 footprint J 72 new supermarkets opened this year
J 82 new supermarkets to open in 2018
low prices, wide range of
products, job opportunities
1 2 4
label expansion
J It also provides the opportunity to deleverage power from multi-national Cola and Lovies Nappies and community
suppliers
J 341 new products have been launched since January 2017.
often outselling the original
brands 5 7
Store formats optimised
J Flexible formats are being introduced to better serve each market
involvement.
J Optimised store size
3
J There is further room to increase Shoprite’s private label participation. J Private label participation 6 improve ROI 5 7
The Food and Grocery categories currently have a 14.7% participation
in South Africa in an industry worth R29.9 billion, relative to the industry
improved by 1% in South
Africa and 1.2% in Non-
Capitalise on bricks-and-mortar
J Bricks-and-mortar an advantage for Omni Channel offerings – ability to
J Centralised distribution
offers effective inventory
6
participation of 18.5%, according to Nielsen (2017). RSA this year get items to any city at a low cost management and a
J The Non-RSA opportunity remains totally untapped. J Private label gross margin J Continue to extend our lead in Africa positive cash cycle,
Refer to page 21
was up 2.3 percentage for related risks supporting the low cost
points year-on-year information. Own the supply chain promise.
J Shoprite maintains a sizeable head start in centralised distribution,
with 24 years’ experience and an investment of more than R40 billion
A stronger J A part of the business that has J Franchise business is J 123 000m² Cape Town Cilmor DC – opening in September 2017
franchise received strong focus this year. doing well, at 10.1% like- 1 2 4 J Transplanting expertise into Non-RSA regions, including two new
offer J We have refined our model and we are for-like sales growth. Distribution Centres in Angola and the purchase of a Distribution Centre
doing express format stores, as well J Increased appeal, with a in Nigeria
as forecourt stores net 29 new members 3 J International sourcing from 43 countries, supplying 15 countries
J Strong opportunities for growth
through private label, general merchandise,
J Gained market share
J Money market service
5 7 Expanding borders
Money Market services and our turn-key system solution. counters have experienced 6 J Shoprite will not confine its growth to existing African countries
J We have redone the private labels and introduced general merchandise substantial turnover J New Non-RSA countries are being explored
that the stores never had before growth J Other emerging markets are being investigated as a catalyst for our
J The franchise business is getting more and more products from our J 29% more products growth ambition, but expansion will be done cautiously
distribution centres and getting the pricing benefit. distributed from Shoprite
J Rebranded stores are growing at twice the pace of other stores DCs, improving retailer Implementing the right technology for 2020
J Adding another 75 fuel station forecourt stores margins by 0.5% Refer to page 21
J We are on a drive to further modernise our technology landscape for
J Trading profit growth for related risks rapid deployment and scalability
ahead of turnover growth information. J SAP COR3 – the biggest technology project ever undertaken by Shoprite.
J 4 years in the making – delivered on time and under budget
J Enables Omni Channel and e-commerce
Leverage J Shoprite has operated in Africa for more than 26 years. Our wealth of J Shoprite has a well- J Access to data lake of 100 terrabytes
African experience and track record is unsurpassed and a significant established record in 15 1 2 4 J Can run 20 million lines at point of purchase
advantage competitive advantage African countries and is J Cost reductions i.t.o. managing interface speed Refer to page 21
J Shoprite operates 437 stores outside South Africa. We have sufficient well-regarded. J Introduction of Google’s G Suite and Cloud-based solutions leads to for related risks
scale to open distribution centres in these countries, which will further Governments, regulators 3 enhanced collaboration and efficiencies information.
assist to entrench our position as market leader
J African population is set to double to 2.4 billion people by 2050.
and customers are
generally very favourably 5 7
J The growing middle class is forecast to reach 1.1 billion people by 2060. disposed to the 6
J Rapid urbanisation trends – 24 million people are moving to cities each establishment of stores
year until 2045, which implies that Africa’s top 18 cities will have from the Shoprite Group in
combined spending power of $1.3 trillion by 2030 – Shoprite is well their countries and
positioned to capitalise on this opportunity. communities.
J The long-term forecast growth for each region we have entered outside J 55 new stores opened, 43
South Africa is higher than that of the domestic economy, providing planned for 2018,
significant diversification benefits and growth prospects to the significant further
Company. opportunities available.
J Current economic challenges and a slowdown in the number of
properties being developed have reduced the pace of our store rollouts
into Africa. In the long term, we remain confident of the investment Africa is a
proposition of the continent.
long game
with many Refer to page 21
cycles for related risks

information.

Management Reports
Board of Directors
Non-executive directors Independent non-executive directors Independent non-executive directors (continued) Alternate non-executive directors
Dr CH Wiese (75) Mr JF Basson (65) Mr EC Kieswetter (58) Adv JD Wiese (36)
BA LLB DCom (hc) BCom (cum laude) CTA CA(SA) BEd (Science Education) BA MIEM (Italy) LLB
Chairman MCom (cum laude) (SA and International Tax)
J Appointed as director of Shoprite Holdings in Executive MBA (Strategy and Business J Appointed as alternate director of Shoprite
J Appointed as Chairman of Shoprite Holdings in 2014. Transformation) (UK) Holdings in 2005.
1991. J Appointed as Chairman of the Audit and Risk MEd (Science Education – Cognitive Development) J Serves on the boards of various listed
J Chairs the Nomination Committee. Committee on 19 October 2015. NHD (Electrical Eng), PG Dip Ed (Mathematics and companies.
J Serves on the Remuneration Committee. J Previously partner of PricewaterhouseCoopers. Engineering) J Advocate of the High Court of South Africa.
J Chairman of Pepkor Holdings Ltd, Tradehold J Chairman of the Audit and Risk Committee of
Ltd, Invicta Holdings Ltd and Steinhoff Cape Consumers (Pty) Ltd. J Appointed as a director of Shoprite Holdings
International Holdings Ltd Supervisory Board. J Member of the board of Cape Consumers in 2010. Mr JAL Basson (41)
J Serves as a non-executive director on the (Pty) Ltd. J Appointed as Lead Independent Director on B Acc
boards of Brait SE Ltd and Pallinghurst 19 October 2015.
Resources Ltd. J Serves on the Nomination and Remuneration J Managing Director: Hungry Lion
Mr JA Louw (73) Committees. J Appointed as Shoprite Holdings alternate
BSc Hons B(B&A) Hons J Previously Group Chief Executive of Alexander director in 2005.
Dr JW Basson (71) Forbes Group Holdings Limited.
BCom CTA CA(SA) DCom (hc) J Appointed as a director of Shoprite Holdings in J Chancellor of the Da Vinci Institute, a private
Vice-chairman 1991. University in South Africa.
J Chairs the Social and Ethics, and Remuneration
J Appointed as Shoprite Holdings non-executive Committees.
Vice-chairman from 1 January 2017. J Serves on the Audit and Risk, and Nomination
J Joined Pep Stores Ltd as financial manager in Committees. Mr JA Rock (47)
1971. J Holds directorships in various private BA Hons MA ACA AMP (Insead)
J Served as Chief Executive Officer of Shoprite companies.
Holdings from 1979 up to 31 December 2016. J Appointed as a director of Shoprite Holdings
in 2012.
Dr ATM Mokgokong (60) J Member of the Audit and Risk Committee.
Mr CG Goosen (64) MB ChB D Com (hc) J Qualified chartered accountant.
BCom Hons CA(SA) J Previously Group Executive at SARS.
J Appointed as a director of Shoprite Holdings J Currently General Manager at Exxaro Services.
J Non-executive director in 2012. J Director of Ferroland Grondtrust (Pty) Ltd.
J Joined the Pepkor Group as financial manager J Serves on the Nominations Committee.
in 1983. J Serves on the Social and Ethics Committee.
J Served as financial director of Shoprite Holdings J Executive Chairperson of Community
from 1993 to 2014. Investment Holdings (Pty) Ltd and non-executive
Chairperson of Rebosis Property Fund Ltd,
Jasco Electronics Ltd and Afrocentric
Investment Corporation Ltd.
J Non-executive director of Adcock Ingram Executive directors
and Medscheme Ltd.
J Holds directorships in various other public/
private companies.
Mr JJ Fouché (69)
BCom LLB
J Re-appointed as director of Shoprite Holdings

in 2012.
J Member of the Audit and Risk Committee. Mr PC Engelbrecht (48) Mr M Bosman (60) Mr B Harisunker (65) Mr EL Nel (68)
BCompt Hons CA(SA) B Acc Hons CA(SA) Divisional Manager BCom CTA CA(SA)
Chief Executive Officer Chief Financial Officer
J Joined Checkers in 1969. J General Manager: Retail
J Appointed as Shoprite J Appointed as Shoprite J Appointed to the board of Investments
Holdings Chief Executive Holdings financial director in Shoprite Holdings in 2002. J Joined the Shoprite Group in
Officer in 2017. 2014. J Director of Shoprite Checkers 1997.
J Served as Shoprite Holdings J Served as executive alternate (Pty) Ltd and various other J Appointed to the board of
alternate director and as Chief director from 2005 to 2014. Group subsidiaries. Shoprite Holdings in 2005.
Operating Officer of Shoprite J Director of Shoprite Checkers J Responsible for the Group’s J Director of Shoprite Checkers
Checkers (Pty) Ltd from 2005 (Pty) Ltd and various other retail operations in Mauritius, (Pty) Ltd and various other
Board composition to 31 December 2016. Group subsidiaries. Madagascar and Mozambique Group subsidiaries.
The composition of the Shoprite Board provides an appropriate balance of knowledge, skills, experience, diversity and independence for it to discharge its J Director of Shoprite Checkers J Serves on the Social and and international sourcing.
governance role and responsibilities objectively and effectively. Non-executive directors are appointed to provide an independent perspective and relevant (Pty) Ltd and various other Ethics Committee.
industry experience, and to complement the skills and experience of executive directors. Group subsidiaries.

Management Reports
Chairman’s Report
Our trading environment asked. There is nothing structurally wrong with

There is little doubt that the absence of growth South Africa. The issue is that we are not
in the economy is putting South African following the policies that could so easily make
consumers under enormous pressure. In the life so much better for all South Africans.
course of our work in the communities in which
we operate, we are constantly aware of The right question is not: “What do our people
heightened levels of financial distress. want?” Nor is it: “What do our people need?”
The right question is: “What can our people not
South Africans have recently had some cause do without?” The answer is self-evident – our
to contemplate what has gone wrong in our people need jobs.
society and economy to have resulted in this
dismal outcome. Once we arrive at that answer, then everything
else falls into place. Everything our government
Government’s new Inclusive Growth Action does should be determined by whether it
Plan and the South African Reserve Bank’s creates or destroys jobs. If guided by this test,
decision to start cutting interest rates reflect a we will arrive at the right solutions and focus on
recognition by the state and regulators of the implementing policies and actions which bring
need to stimulate economic growth following more people into the economy.
the economy’s descent into recession. But with
a GDP growth outlook of less than 1% at best, In our Group, we constantly ask ourselves if
and with our foreign currency debt downgraded what we are about to do will be good for our
to junk, these steps are widely acknowledged customers, employees, suppliers, shareholders
CH Wiese as palliative in a situation where intensive care and the communities in which we operate.
is required, coupled with innovative thinking.
In doing so, we can continue to operate a
At the heart of South Africa’s challenges is successful business which is able to create
widening income disparity caused by rampant jobs.
unemployment and poor education. The
unemployment rate for the first quarter of 2017 The Shoprite Group is the country’s largest
Shoprite’s was 27.7%, the highest it has been in 14 years.

Of more concern is an unemployment rate
private sector employer, employing over
143 000 people and creating between 5 000
success rests
among 15 to 34-year-olds of 38.6%. Various and 12 000 new jobs a year. We walk the talk.
local and international organisations estimate Checkers Big Bay, Cape Town.
South Africa’s youth unemployment at over 50%. It is part of our DNA to play a very active role in
on its ability to Attempts to find practical solutions to our social
society beyond creating jobs and advancing
careers. Our wide ranging initiatives to support Beyond South Africa The future Two esteemed board members, Messrs Brian
maintain its and economic challenges have been futile

simply because the wrong questions have been
the communities we operate within are
discussed in detail in this report.
We are doing this, increasingly, across the
continent. As the continent’s largest food
As a Group, we expect continued growth in the
next year and in years to come. Simple
Weyers and Aubrey Karp, who joined the Group
in 1980 and 1990 respectively, also retired
position as a
retailer, our commitment to African expansion arithmetic will tell you that to grow a during the year. Brian Weyers served as a
and the provision of food and household goods R100 billion company by 10%, we must create director of Shoprite Holdings since 1997 and
at low prices remain our priorities. additional turnover equal to more than the Aubrey Karp was appointed to the board in
market leader In the bulk of the commodity-linked countries in
market capitalisation or turnovers of a large
percentage of the companies on the JSE. This
2005. We also thank them for their valuable
contribution over the years.
and deliver on which we trade, economies have experienced a

downturn. Yet they are still among the highest
is the scale of the Shoprite Group, yet off this
high base, we do continue to grow and to look
Acknowledgement
its low-cost
growth regions in the world, and there is no for and exploit further growth opportunities.
reason at all to turn negative on what Africa has In what can only be described as an
to offer. Anyone taking note of demographic Management changes exceptionally challenging year, I would like to
promise projections knows that Africa will be the world’s
most populous region by the turn of the century.
Whitey Basson has retired as Chief Executive
after 39 years with the Group, leaving a
recognise and extend my deepest gratitude to
Shoprite’s management and staff, my fellow
and value We remain committed to being a leading player

in this huge market.
wonderful legacy. It is worth repeating that he
started out his leadership role with a net
board members, our shareholders, our
suppliers and our customers who put their trust
proposition South Africa and the broader African region are

going through a relatively tough time. But we
R1 million of shareholders’ funds and left a
Group with a market capitalisation of over
R98 billion. This is without doubt one of South
in us every day.
across diverse have been through tougher times before, and it

will get better.
Africa’s greatest business achievements, and
I am proud to be associated with him.
locations in Our continued faith in the future of this He built a young management team very ably
Africa. continent is borne out by the opening of a net

138 new stores in the past year. Including
ancillary outlets, we are getting close to our
led by Pieter Engelbrecht, who will no doubt
leave his imprint in years to come. We are in
transition into a whole new era of doing
CH Wiese
Chairman
aspiration of opening one outlet a day. business and I am confident that we have built 21 August 2017
up a talented team within the business to deal
with it.
Shoprite Mandalay, Khayelitsha, Cape Town.

Management Reports
Chief Executive’s Report
At the Shoprite Group, we no longer consider

poor trading environments as exceptional, and
accept that volatile and difficult trading
conditions are, in fact, the prevailing milieu.
We choose to focus on serving our customers,

remaining resilient, advancing our business,
and creating growth opportunities.
The Group’s financial and operational

performance for the year to 2 July 2017 Customers
illustrates how our unique positioning and drive Everything that we do is, first and foremost,
for excellence has enabled us to produce an geared towards improving our service to our
industry-leading performance, notwithstanding customers. This focus has made us Africa’s
economic headwinds. most trusted retailer.
J We have gained market share in a
contracting economic environment, Off a high base of regular customers, which is
indicating growing customer trust in our more than double our nearest competitor, we
products and services; and were still able to grow market share in South
J Our multi-brand strategy and geographic Africa by 0.45 percentage points to 31.9%.
diversity has enabled us to achieve sales Over the past year 2.4% more customers voted
growth of 8.4% to R141 billion. with their feet and wallets to buy at our stores
PC Engelbrecht and we processed over 1 billion transactions, or
Our resilience is built on the energy, 100 per second. This proves that we are giving
commitment, focus and determination of our our customers what they need at prices they
143 802 colleagues across all our businesses can afford.
and 2 689 stores in 15 countries. We remain
convinced that through customer service Our efforts over many years have ensured that
excellence, focusing on and being committed they trust us to provide for their households.
to our employees, working hard for our Initiatives including our bread and food
shareholders, and serving our communities, we subsidies, R5 Deli meals and unflagging efforts
will continue to grow. to keep prices low are helping financially-
stretched customers to survive.
Yenzanathi Community Upliftment Programme, Botha’s Hill, KwaZulu-Natal.
Various fresh and convenience food initiatives
and store upgrades have resulted in a
significant increase in LSM 8 – 10 shoppers. We Employees control, improved planning, supply line We help set up sustainable food gardens for
have more upmarket customers than ever We are South Africa’s largest private employer efficiencies and increased innovation. schools, are active in disaster relief and respond
before putting their trust in Checkers, and we and one of only a few institutions that are still to the needs of our communities, including
have worked hard to gain that trust. creating jobs in a recessionary environment These and other achievements highlighted in recruiting staff from the communities where we
with an unacceptable level of unemployment. the financial review have been acknowledged in establish stores. We work to empower women
the share price, which has increased 20% in the in small business and identify opportunities for
We created over 6 000 new jobs in the financial financial year against an almost flat them to become suppliers.
Everything that
year and provided various job opportunities performance of the JSE All Share index. We
through an investment of over R130 million in remain a high growth company and continue to We continue to reduce energy consumption at
bursaries since 1995. We ensure that team look for growth opportunities in the markets our stores, reduced food waste by R250 million
we do is, first members are given every opportunity to

progress through training interventions in-house
where we operate and further afield. over two years, actively recycle at all of our
distribution centres, and aim for zero waste to
and foremost, and at academic institutions, and implemented

713 103 training interventions over the year.
We are considering the next leap we need to
make to continue our growth trajectory.
landfill. We are determined to reduce plastic
waste and aim to have all shopping bags made
geared towards
from 100% recycled materials within a year.
We are striving for racial and gender equality; Society Checkers, which introduced the recyclable bag
65% of our employees are women and 97% of Our extensive work in and commitment to the in 2013, has diverted an estimated 7 350 tonnes
improving our our employees are from designated groups. We
are doing everything we can to bring promising
communities in which we operate is a critical
element in sustaining our business. We strive to
of plastic waste from landfill.
service to our black and female colleagues up through the

ranks.
be a respected corporate citizen, to serve
communities and plant a legacy.
The Group has embarked on a sustainable
seafood programme, joined regulatory bodies
customers.
monitoring sustainable supply of product, and
Shareholders Under the banner #ActForChange, we aim to disclosed our carbon emission. We believe that
We truly appreciate the support from our loyal help to alleviate hunger through a number of reporting transparently and responsibly
shareholders and we have worked hard to initiatives. These include our Mobile Soup increases consumer and community trust in us
achieve relatively strong top line growth across Kitchens, subsidised bread and food and as responsible corporate citizens.
regions. We are particularly pleased with our R5 Deli meals. We donated R310 million of
trading margin which is exceptional, relative to surplus food over the past three years to
the industry, both nationally and globally. We hundreds of verified non-profit organisations for
have delivered margin improvement distribution to the underprivileged.
Checkers Okavango Crossing, Cape Town. consistently over many years through strict cost

Management Reports
Chief Executive’s Report (continued)
Suppliers Our selected product suite will give us world- We are not restricting internationalisation to
We continue to enjoy a professional relationship class functionality, lower costs, reduce risk, and Africa alone, and other emerging markets
with our more than 23 000 suppliers and improve security and disaster recovery. outside the continent are under investigation.
supplier satisfaction remains at high levels as
we continue to deliver positive volume growth Continued investment in our central distribution The implementation of our six drivers of growth
in a weak market. network, including the R1.6 billion, 123 000 – a customer first culture, growing LSM 8 – 10
square metre Cilmor facility adjacent to our share of wallet, developing private label, a
We are tough, but professional, and do home office in Cape Town, enables us to further stronger franchise offering, strategic footprint
everything we can to ensure the success of our improve stock availability and bring additional expansion and leveraging our African
suppliers, to the extent that we work with over benefits to small suppliers. advantage – is gaining momentum.
1 000 growers, encourage empowerment of
women and promote entrepreneurial We continue to innovate with new private label Within six months we have seen palpable
businesses and SMEs in our quest to deliver products, convenience food, fresh food and progress on all fronts, proving that with effort
our ultimate promise of sustainable prices to healthy ranges. and innovation, there is still significant room for
the consumer. growth.
The future
We are sharing more statistical customer data The Group’s diversified portfolio enables us to Acknowledgement
with suppliers to the benefit of customers maximise business performance during bad My energy and enthusiasm have been driven
frequenting our stores. times. We believe that no matter the and inspired by how each and every member of
environment, our unique structure and strategy the Shoprite team has responded to the call for
We source products from 43 countries to means there is always more than one lever to all of us to ensure that every single customer
supplement choice, but prioritise local pull. leaves our stores happy.
procurement and source 90% of all products
locally. Imports are, as much as possible, There is no doubt, however, that momentum in We continue to empower everyone in the
skewed towards African suppliers, from whom the rest of Africa has slowed as economies, company for the benefit of our customers and I
we source flowers, fish, fruit and vegetables. including the fast-growing Nigeria and Angola, would like to thank every one of our committed
have come under some strain. Currencies in the staff for rising to the challenge and living up to
Innovation countries in which we operate devalued sharply my very high expectations.
We run an efficient business but continue to against the rand.
modernise and have invested in a new I am most grateful to our suppliers and
technology platform to improve our agility. In We stand firm on our investment in Africa, with stakeholders who continue to have trust in our
this process we expect better collaboration, a population which is expected to double by business.
information sharing and productivity increases. 2050 and become increasingly urbanised, and
we continue to invest where others won’t. At the Shoprite Group, we first and foremost
owe immense gratitude to our customers for
trusting our brands and relying on us to provide
for their families. We will continue to do
everything we can to retain and grow that trust.
PC (Pieter) Engelbrecht
Chief Executive
21 August 2017
We retain our competitive advantage by investing
in innovation, staying abreast of international best
practice, undertaking preventative measures,
continually managing risk and staying true to our
core business – providing quality, affordable food
in a world-class shopping environment.
Yiza Ekhaya Soup Kitchen, Khayelitsha, Cape Town.

Management Reports
Three-year Financial Review Financial Report

Restated
Statement of comprehensive income J Trading conditions for the furniture business also remained difficult, but
2017 2016 2015
it managed to increase turnover by 4.3% to R5.432 billion. When
Rm Rm+ Rm* Sale of merchandise compared to 52 weeks the growth was 6.2%. The strongest turnover
J As a general rule most international retailers report their results in full growth was again reported by OK Furniture at 10.4%, which targets
Statement of comprehensive income weeks. The Group also uses this accepted accounting practice, with middle- to lower income consumers, while House & Home saw a
Sale of merchandise 141 000 130 028 113 694 the result that an extra week is included approximately every five to six decrease of 11.3%. Credit participation reduced even further to 20.8%,
Trading profit 8 127 7 281 6 328 years. This extra week was included in the previous year’s results. This due to the new compulsory affordability assessments with the resultant
Exchange rate losses (236) (46) (132) obviously distorts the growth on previous year and, where applicable, negative effect on finance and insurance income. The furniture division
Items of a capital nature (166) (11) (13) the effect of this extra week is indicated. Comprehensive pro forma opened 23 new stores, but closed 32 loss making stores during the
information have been included on page 98 of the Integrated Report. year.
Operating profit 7 725 7 224 6 183
J Total turnover increased by 8.4% to R141.000 billion, a very good
Interest received 226 174 216
performance seen in context of the state of the economy in Africa, and Gross profit
Finance costs (340) (498) (415) the rest of the world for that matter, in general. Turnover grew by 10.6% Gross profit comprises primarily gross margin after markdowns and
Share of profit/(loss) of equity accounted investments 4 (52) (2) when the extra week in the previous year is excluded. In a climate of shrinkage. In line with IFRS (IAS 2: Inventory and IFRIC Circular 9/2006),
Profit before income tax 7 615 6 848 5 982 political and economic instability and high unemployment, domestic the Group deducted settlement discounts and rebates received from the
Income tax (2 180) (1 998) (1 848) growth has slowed even further. These factors, in itself, make the cost of inventory. During the year the Group changed its accounting
Profit for the year 5 435 4 850 4 134 performance of the Group more impressive. treatment of advertising rebates because of the additional guidance
J Turnover growth during the second half of the year came under provided by IFRS 15. This is due to the fact that the advertising rebates
Statement of financial position pressure, especially in Non-RSA when most of the currencies in result from a process of negotiating the best product price with the
countries the Group trades in depreciated against the rand and US supplier and not a result of Shoprite providing a distinct good or service.
Assets
dollar. In local currencies those countries continued to give a The rebates reduce the revenue recognised by the supplier and therefore
Property, plant and equipment 18 407 16 908 15 374
satisfactory return. In RSA the turnover growth was almost on par the rebates received by the Group should reduce the purchase price of
Other investments 2 448 694 725 with the first semester, mainly due to a number of very successful inventories, resulting in a reduction in cost of sales when inventory is sold.
Deferred income tax assets 859 698 469 promotions which ensured that customers remained loyal to our
Intangible assets 2 355 1 857 1 458 brands. The Group continued to maintain its price competitiveness in the face of
Current assets 31 151 27 368 25 434 J The following table gives the relevant turnover per segment: stiff competition, not only from existing players but also new entrants to
Non-current trade and other receivables 503 476 460 the market. It also continued with its strategy of subsidising certain basic
Total assets 55 723 48 001 43 920 52 53 foodstuffs in an effort to ease the plight of customers battling with price
weeks weeks 52 53 increases on every front. Despite cutting the margins on basic foods the
Equity and liabilities Sales Sales weeks weeks Group maintained gross profit margins as a result of efficiencies in systems
Growth Growth 2017 2016 and logistics infrastructure, the latter now able to handle bigger volumes
Capital and reserves 27 658 21 074 19 092
% % Rm Rm due to the new and extended distribution centres. This resulted in the
Non-controlling interest 91 65 68
gross profit margin increasing to 23.99% compared to 23.58% in the
Permanent capital 27 749 21 139 19 160 previous year. Gross profit increased by 10.3% to R33.826 billion, higher
Borrowings 3 274 5 124 4 872 Supermarkets RSA 10.5 8.0 101 734 94 167
than turnover growth. Shrinkage remains well under control, but crime
Other liabilities 24 700 21 738 19 888 Supermarkets Non-RSA 13.5 11.7 24 840 22 246
(robberies, theft and burglaries) is increasing by the day, forcing the Group
Total equity and liabilities 55 723 48 001 43 920 Furniture 6.2 4.3 5 432 5 207 to increase its spend on security and loss control.
Other Segments 7.7 7.0 8 994 8 408
Total Sales 10.6 8.4 141 000 130 028 Other operating income
Statistics per ordinary share and financial ratios Other operating income increased by 7.0% to R2.615 billion, mainly due to
Net asset value per share (cents) 4 905.2 3 941.8 3 570.9 J Supermarkets RSA reported a 8.0% growth in turnover to an increase in franchise fees received, commission received and
R101.734 billion with a 10.5% growth when the extra week in the investment income. Net premiums earned had a 7.69% reduction, while
Basic earnings per share (cents) 999.8 906.0 771.2
previous year is excluded. Although the average customer remained finance income decreased by 0.61%, both a direct consequence of the
Basic headline earnings per share (cents) 1 023.2 905.0 772.9
financially stressed, Supermarkets RSA had a number of highly reduction in the credit sales business that flowed from the changes made
Diluted headline earnings per share (cents) 1 007.4 900.3 769.1 successful promotions, such as Black Friday and Little Shop, which to the affordability assessments.
Dividend per share (cents) 504.0 452.0 386.0 contributed to its turnover growth. The Group continues with its
Dividend cover (based on dilutive headline earnings) (times) 2.0 2.0 2.0 innovations in value added categories like cheese, wine, meat and Expenses
Trading margin (%) 5.76 5.60 5.57 during this year there was a big drive on ready-to-eat and ready-to- Cost management remains a high priority for the Group as trading margins
Basic headline earnings on average total permanent capital (%) 22.7 24.0 22.7 cook which is finding favour with the more affluent customers. are always under pressure due to the increased competition in food
Inventory turn (times) 6.5 6.9 6.9 Supermarkets RSA opened a net 90 outlets during the year. retailing.
Borrowings: Total equity (:1) 0.118 0.242 0.254 J Average internal food inflation increased from 3.5% in 2016 to 5.9% in J Depreciation and amortisation: The Group is continuing to increase its
Net finance costs cover (times) 87.83 28.94 40.53 2017 but has been decreasing steadily over the last number of months. investment in information technology. It is also opening new stores
This in comparison to the official food inflation of 10.0% for the 2017 while simultaneously implementing an on-going refurbishment
+ financial year, which confirms that not all increases were passed on to programme for older stores. On average, stores are revamped every
The 2016 figures have been restated for the change in accounting treatment of advertising rebates and for the reclassification of prepaid land leases from current to non-current
assets. Refer to notes 12 and 13 of the summary consolidated financial statements for more detail. the customers. seven to eight years. In addition, 160 new corporate outlets were
* Not restated for the impact of the change in accounting treatment of advertising rebates. Restated for the reclassification of prepaid land leases from current to non-current assets. J Supermarkets Non-RSA continued to see headwinds with the opened during the year with 51 closing down.
continued low price of oil in world markets and a concurrent lack of J Operating leases: 109 net new corporate stores were opened during
foreign currency in the oil producing countries, such as Angola and the year and the increase in turnover also saw a commensurate
Definitions Nigeria. However, the Group continued with its strategy of importing increase in turnover rentals paid. Certain lease payments were reduced
Trading margin: Trading profit expressed as a percentage of sales. inventory to ensure that customers have a proper range of products by head leases that were either not renewed or were renegotiated
Inventory turn: Cost of merchandise sold, divided by the average of inventories at the beginning and the end of the financial year. available to them. This contributed to this segment’s good performance during the year.
Basic headline earnings: Profit before items of a capital nature, net of income tax. with a reported growth of 11.7% (13.5% when measured against 52 J Employee benefits: The increase in staff costs of 10.5%, higher than
Net finance costs cover: Earnings before interest, income tax, depreciation and amortisation (EBITDA) divided by net finance costs. weeks), contributing R24.840 billion to Group turnover after conversion turnover growth, was mainly due to the resulting staff requirements of
to rand. In constant currencies the growth in turnover was 31.6% increased turnover as well as the number of new store openings.
(33.8% compared to 52 weeks). Supermarkets Non-RSA opened a net Productivity improvement continued with additional focus on improving
28 new outlets during the year outside of South Africa. and maintaining in-store service levels. Included in employee benefits
are provisions for long term incentives to retain staff.

Management Reports
Financial Report (continued)
J Other operating expenses: These costs, which increased by 9.4%, Income tax expense Current assets Current liablities
cover expenses such as electricity and water, repairs and maintenance, The effective income tax rate is higher than the nominal income tax rate
security and credit card commissions paid. The Group maintained its due to certain non-deductible expenses such as leasehold improvements Inventories 6.5% Convertible bonds
provision for reinstatement of leased buildings where it has an as well as income tax losses in certain Non-RSA countries that cannot be Inventories amounted to R17.794 billion, an increase of 18.2% on the These convertible bonds converted during the year when R4.587 billion
obligation to maintain the exterior of such buildings. The growth in utilised for Group purposes. The non-deductible expenses reduced this previous year. The inventory turn, based on cost of merchandise sold, was of bonds were converted and R108 million of bonds were redeemed.
other expenses was mainly due to the increases in repairs and year, with the result that a slightly lower rate is reflected. In a few of the 6.5 times (2016: 6.9 times). The increase in inventory resulted mainly from 27 149 869 new shares were issued in the process.
maintenance (revamps and other normal expenses) and security Non-RSA countries, a minimum tax is applicable, contributing to the higher the following:
expenses growing more than turnover growth, the latter due to the overall tax rate. J The provisioning for a net 109 new corporate stores; and Provisions
need to safeguard our customers and stores against burglaries and J The extension to the DCs in Centurion, Brackenfell and KZN with more Adequate provision is made for post-retirement medical benefits,
armed robberies which is on the increase. During the year the increase Headline earnings per share suppliers and products now flowing through these facilities. reinstatements, onerous lease contracts, long term employee benefits and
in electricity was less pronounced than in previous years and only Headline earnings per share increased 13.1% from 905.0 cents to all outstanding insurance claims. The Group has settled a major portion of
increased by 8.4%. 1,023.2 cents and result mainly from the increase in gross profits on top of Trade and other receivables the post-retirement medical liability in the past. The remaining liability
a good turnover growth as well as the new stores opened. Diluted headline Trade and other receivables mainly represent instalment sale debtors, relates mainly to pensioners and will be settled during the next financial
Trading profit earnings per share increased by 11.9% from 900.3 cents to 1,007.4 cents. franchise debtors, receivables from medical aid schemes, buy-aid years.
Trading margins increased even further from 5.60% to 5.76%, due to the This dilution was due to the shares issued when the convertible bonds societies and rental debtors. Adequate allowance is made for potential bad
increase in gross profit and proper management of expenses. were converted. Should the effect of the extra week in the previous year be debts and the outstanding debtor’s book is reviewed regularly. Hire purchase sales
excluded, then this growth would have been 16.1%. The Group continued to supply credit facilities as part and parcel of its
Foreign exchange differences The allowance for impairment and unearned finance income in respect of furniture business. The management and administration of this debtor’s
As stated in the accounting policies, the assets and liabilities of foreign Statement of financial position instalment sale debtors amounted to 23.8% compared to 19.4% the book is done in-house as the granting of credit is deemed an integral part
subsidiaries are converted to rand at closing rates. These translation previous year. This increase was to take cognisance of the general debt of selling furniture.
differences are recognised in equity in the foreign currency translation Non-current assets environment, additional provisions in Non-RSA where instalment sales are
reserve (FCTR). In essence, most foreign exchange differences in the in its infancy and to maintain the Group’s conservative approach. Shoprite insurance
statement of comprehensive income are due to US dollar denominated Property, plant and equipment and intangible assets The Group operates its own short-term insurance company as part of the
short-term loans of operations outside South Africa and balances in US During the year, the Group spent R5.167 billion on property, plant and The allowance for impairment is now done by utilising a basic Chain furniture business and as an insurance vehicle for its own assets. During
dollar held in offshore accounts. equipment and software compared to R4.752 billion in 2016. The Group is Ladder Method with explicit allowance for expected write-offs while the the year under review net premiums earned relating to third parties
also continuing with its policy to purchase vacant land for strategic Group is preparing for the implementation of IFRS 9 on Financial amounted to R384 million compared to R416 million the previous year. Net
During the year the rand strengthened against the US dollar and in addition purposes and building retail premises when no developers can be found. Instruments which will require the recognition of a potential impairment at premiums for credit protection amounted to R254 million compared to
we also saw a devaluation of the Angola kwanza, the Nigeria naira and the During the year, the Group spent R851 million on such land and buildings. the time of the initial credit transaction. R270 million in the previous year. As in the past, the Group accounts for
Zambia kwacha which affected the short-term loans. The result was a The investment in refurbishments amounted to R740 million, while premiums earned and extended guarantee fees over the life of the policy.
currency loss of R236 million compared to a loss of R46 million in the R1.068 billion was spent on new stores (excluding land and buildings), Cash and cash equivalents and bank overdrafts In South Africa insurance premiums are invoiced and earned on a monthly
previous financial year. The current year’s loss resulted mainly from losses R1.276 billion on information technology and the balance on normal Net cash and cash equivalents amounted to R2.709 billion at year-end, basis. This is in line with the National Credit Act.
realised on forward foreign exchange rate contracts which were entered replacements. The Group is continuing with the process of upgrading its compared to R3.819 billion in 2016. This movement was mainly due to the
into in anticipation of a weakening of the rand against the US dollar. merchandising, master data and central stock ledger systems. The roll out capital expenditure, including land and buildings, of R5.167 billion as well At year-end the insurance company had a Capital Adequacy Requirement
of these systems has started in August 2017 and is expected to continue as the unfavourable month-end which saw creditors being paid before the as per the Insurance Act of R161 million, with actual net statutory assets
The table below gives the approximate rand cost of a unit of the following for the full financial year. Capital commitments of R1.807 billion have been accounting month-end. The Group has also invested in US dollar linked amounting to R628 million giving rise to a cover of 3.9 (2016: 3.5) before
major currencies at year-end: made relating to improvements for the next financial year. Angolan bonds. See held-to-maturity investments above. the declaration of dividends to the holding company.
2017 2016 2015 Intangible assets consist mainly of goodwill paid for acquisitions,
trademarks acquired and software. Goodwill represents the premium paid
for certain businesses and is tested for impairment annually based on the
US dollar 13.038 14.775 12.126
value-in-use of these businesses, calculated by using cash flow
Euro 14.916 16.393 13.581
projections.
Zambia kwacha 1.416 1.514 1.641
Angola kwanza 0.078 0.089 0.100 Software represents the Group’s investment in certain computer software
Mozambique metical 0.217 0.221 0.282 that is used in its daily operations. The Group continued its investment in
Nigeria naira 0.043 0.052 0.061 new SAP software. Software is amortised over its useful life of three to
seven years.
Net interest paid
The Group utilised overnight call facilities for both short-term deposits and Trademarks mainly represent the purchased Computicket, Transpharm and
borrowings for the year. As in the past, the Group funded all capital Seven Eleven/Friendly Grocer trademarks and is amortised over 20, 16 and
projects utilising short-term borrowings and cash reserves. 20 years respectively.
Net interest paid decreased to R114 million for the year compared to a net Deferred income tax assets
payment of R324 million in the previous year. The bulk of the convertible Deferred income tax is provided, using the liability method, for calculated
bonds converted to shares during the year and the last interest payment income tax losses and temporary differences between the income tax
was thus forfeited. bases of assets and liabilities, and their carrying values for financial
reporting purposes. This asset developed primarily from provisions created
In addition the Group is faced with the requirements of IAS 39 for the for various purposes as well as the fixed escalation operating lease
treatment of the interest on the convertible bonds. IFRS requires the debt accrual.
component of the convertible bonds to be measured at amortised cost,
using the effective interest method at the Internal Rate of Return. The Held-to-maturity investments
interest expense calculated at the Internal Rate of Return of 10.09% Local currency cash and short-term deposits in Angola and Nigeria are
amounted to R187 million for the year under review compared to the actual subject to onerous local exchange control regulations. The Group is,
interest paid amounting to R147 million at the coupon rate of 6.5%. however, still in an expansion phase in both countries and said cash can
still be used for its local trade. The Group has invested some surplus cash
in Angola in US dollar linked Angolan government bonds as part of its
hedging strategy against a possible devaluation.

Management Reports
Operational Review
Supermarkets in South Africa Supermarkets Non-RSA
Total sales R101.7 billion Up 8.0% Total sales R24.8 billion Up 11.7%
Trading profit R6.4 billion Up 10.2% Trading profit R1.4 billion Up 14.7%
Trading margin 6.31% Trading margin 5.66%
The core South African supermarket operation, which represents 72% of total sales and 79% of Supermarkets outside of South Africa in 14 countries in Africa and on Indian Ocean Islands continued
trading profit, increased sales by 8.0% in a tough operating environment. It has a 31.9% market share, to perform well. Despite the devaluation of most currencies against the rand, slowing economies,
which continues to grow. lower commodity prices and foreign exchange shortages impacting on performance, the 308 stores
generated an 11.7% increase in turnover. Turnover growth of 31.6% at constant currencies remains
The majority of South Africans continue to prefer shopping at our supermarkets as they trust our strong, albeit at a lower rate than the previous year, which accentuates the effect of devaluations of
service and our market-leading prices. Our basket is mostly cheaper than our competitors and our Non-RSA currencies against the rand.
internal food inflation has been running at half of official food inflation for the better part of the year.
We have shielded customers from R1.8 billion of additional expenses, had our prices tracked inflation. The fast-growing operations in Angola now account for the largest share of Non-RSA sales. Our
30 supermarkets are well ahead of expectations. We opened one store in the financial year and are
Our private label sales have been growing at 2.5 times the pace of total sales. At 14.7% of total sales, planning an additional two over the next 12 months. Customer numbers for the year were up by 36%.
we are still below the industry average of 18.5%, indicating significant potential for continued growth Expectations of some currency devaluation later this year could make next year challenging, but we
in private label sales. We added 341 new private label products and continue to develop products to are still perceived to be the cheapest grocery chain with the widest range of products. This country
take advantage of the potential. continues to offer significant growth potential. We have also purchased a distribution centre which will
improve supply chain efficiencies and on-shelf availability.
We have a relentless focus on our customers, we speak to our customers and implement customer-
first decision-making and try to ensure that no customer leaves the store unhappy. Customer Nigeria remains a region with significant growth potential for the Group, despite short-term issues
satisfaction is at record levels, according to our latest brand tracker research, as our customers including the oil price, a devaluing currency and a ban on imports to stem the outflow of dollars. We
continue to trust us to provide them with low cost, quality products. have 23 stores with a further two under construction. With less than 50 shopping malls catering for a
population of 160 million, the growth potential is significant. There is a huge demand for our products
While the pace of turnover growth has slowed, we continue to outperform the industry and we are and customer numbers increased by 38% during the year. We source 75% locally from manufacturers
extracting more value per customer through larger basket sizes. and distributors and have 140 farmers supplying our stores.
There are significant opportunities in Checkers to continue to grow high margin products. We are With a relatively small population, an economy in distress and mines largely closed, Zambia has
aware of the trend towards more frequent and fresh shopping and towards wellness and healthier become overtraded with the entry of numerous competitors, but we remain the preferred brand.
eating. Taking this into consideration, we are providing healthier and more convenient options,
doubling the value of convenience food sales in a year. There was significant expansion in Mozambique, with five new supermarkets over the past year
bringing the total to 17. The currency was seriously affected by the suspension of loans to
Shoprite’s ability to source products from any part of the world and distribute it to even the most government by the IMF and World Bank, resulting in almost all food being imported and an almost
remote parts in Africa provides an unmatched level of competitiveness that enhances its trading doubling of food prices. Customers cut back dramatically and consumer spending dropped 12%
capability. For more than two decades Shoprite has invested substantially in its supply chain making year-on-year, which affected turnover and profitability.
Shoprite the market leader on the African continent. The Company operates about 750 000m² of
distribution space and it has recently launched its next generation of distribution centres at Cilmor in Furniture division
Cape Town.
Total sales R5.4 billion Up 4.3%
Supply chain is fundamental in the retail mix. We are preparing for a changing world where consumers Trading profit R123.0 million Up 35.2%
have options to buy things electronically and collect at the store. Our aim is to enable the consumers
to live the lifestyle they want in an affordable manner and are engaging our supply chain to do that in Trading margin 2.26%
the future.
The division, trading under the OK Furniture, OK Power Express and House & Home brands,
Our LiquorShop chain provides a wide range of well-priced, quality products. We continue to expand, consolidated its store base after some years of footprint expansion, ending the year with 488 stores,
and opened one store a week (54 outlets) during the year to bring the total to 376 in South Africa and representing a net closure of nine.
14 Non-RSA operations. LiquorShop’s performance has been excellent, with an exceptional ROI and
growth in excess of 20% in turnover. Market share is now 18.2%, a 0.72 percentage point increase The division has done well in a difficult year characterised by heightened competition in a depressed
year-on-year. durable goods market, and reported a net profit. The increase in turnover was mainly due to the
77 stores outside South Africa which increased sales by 21.6%. Our nine stores in Angola are trading
The Money Market operation deals with a number of financial transactions including payments to particularly well and we plan to expand our operation in the country.
2 million South African Social Security Agency recipients, sales of handsets, airtime and data, money
transfers and account payments, Christmas savings books, gift vouchers, gift cards and lottery Plans are in place to reposition the House & Home brand, which continues to experience challenges.
tickets. OK Furniture, by far the biggest divisional brand, traded relatively well and grew sales in a market
which has declined and where competition has increased.
We are a meaningful player in the cash remittance space and have begun a cross-border pilot.

Management Reports
Operational Review (continued) Nurturing our Capitals
Other divisions At Shoprite, we understand that our business will be unable to grow and
Total sales R9.0 billion Up 7.0% prosper without the ongoing support and input from our capitals. As Africa’s
Trading profit R173.0 million Up 28.1%
leading retailer and importer/exporter of food products and general
Trading margin 1.92%
merchandise, we have a responsibility to oversee the impacts of our operations
to ensure the long-term sustainability of the Group and the capitals we depend
Franchise division on. We have a strong focus on protecting and growing our capitals and fostering
The OK Franchise division is an important extension of our business as it gives us access to long-term relationships as a foundation for long-term sustainable growth. Our
neighbourhoods and smaller communities where about 60% of the stores are currently located.
A future focus will include the mainstream convenience market in metropoles. continued success rests on effective engagement with our customers and their
The ongoing restructuring over several years – from 14 different brands into fewer trading platforms –
communities, our employees and suppliers, and access to a healthy and stable
continued, and the division now trades largely under the OK Foods, OK MiniMark and OK Express natural capital base.
brands, as well as wholesale division Megasave, which enables franchisees to benefit from the
Group’s buying power. The consolidation has helped to develop the OK brand, which is gaining Human Capital
visibility, and prepared the division for growth. We now have 388 members in South Africa, Namibia
and Swaziland, gaining 29 over the past year.
We focus on attracting, developing and retaining a
Almost without exception, franchised stores have performed above expectation and we continue to loyal and committed workforce who work within the
receive significant interest by potential franchisees across the continent. We have started our first
perishable deliveries as part of our drive to offer franchisees a one stop shop in terms of logistics and same organisational culture with personal alignment
distribution. to our Group’s objectives.
Divisional operating performance was enhanced by improvements in supply chain and information
sharing and improved service to our members. OK introduced refreshed house brands and increased Shoprite is the largest food retailer in Africa and, according to research by Deloitte, the 110th biggest
promotion activity, and customer frequency has increased. The franchise division remains focused on retailer in the world. Our employees are key to our success. During the 2016/17 financial year,
concluding the rebranding and on growth. Shoprite employed 143 802 people, of which 65% are women, and we created 6 027 new jobs.
Complementary services We work hard to attract and retain talented people and to provide skills training and support to enable
The Group extends its commitment to customers through several ancillary services which enable them to reach their potential. We focus on ensuring that recruitment and skills development aligns
them to conduct various transactions at our stores – from getting medicine to buying tickets and with our goals of empowering women, enabling access to the South African economy and supporting
making account payments. transformation aligned with the Broad-Based Black Economic Empowerment (B-BBEE) Codes of
Good Practice.
The 146 MediRite pharmacies in South Africa filled 5.4 million prescriptions during the financial year
and provided valuable healthcare support in rural and underserved areas. We have increased our Recruitment and retention
footprint in Angola, where we now have 13 pharmacies, but turnover growth is hampered somewhat South Africa is the biggest employer at 120 280 people, followed by Angola (5 289), Namibia (4 656),
by unavailability and high pricing of medicines. This is expected to be alleviated by the opening of our Zambia (3 840) and Nigeria (2 650). The table below indicates growth in employee numbers in the
first Transpharm wholesale operation in Angola later this year. reporting period, new jobs created and the percentage of employees who are women and black
Africans. Shoprite’s number of disabled employees increased by 11.01% to 504 people in the
Computicket, which sells tickets for events, bus tickets for long distance carriers and flight tickets, reporting period.
operates in 1 200 locations around the country and grows in line with store growth. Cash-strapped
customers have scaled back on discretionary purchases and Computicket experienced a decline in % Total % Total
sales. There has, however, been some improvement in the number of events on offer, and we are All Total New jobs women black african
cautiously confident that we will be able to reverse the decline. countries employees Management Staff created employees employees
2015 132 942 12 503 120 439 9 842 65.8 96.1

2016 137 775 13 323 124 452 4 833 65.6 96.6
2017 143 802 13 966 129 836 6 027 65.4 96.8 Job seekers apply for entry-level
positions through our website and
Succession planning is in place for key positions, with a focus on filling positions from within the mobile application. We received 173 097
Group. Managerial-level turnover remains stable and staff turnover, while still high, is on par with applications via these platforms in the
national and international turnover rates, particularly for part-time workers. reporting period. In June 2016, we
Full-time Part-time launched a 12-month recruitment drive
Management staff staff on LinkedIn for mid- to senior-level
All countries turnover turnover turnover positions. Successful use of this
platform has helped us significantly
2015 16.72% 19.96% 54.46% reduce agency costs while promoting
2016 16.73% 19.12% 55.22% awareness of the Shoprite Employer
2017 14.69% 19.21% 52.21% brand. The number of non-employee
followers on our LinkedIn platform
We aim to ensure that stores can access a pool of talent through an innovative human resources increased to 27 099 by the end of the
management process that attracts, identifies and pre-screens candidates with the necessary skills for reporting period, and we saw a marked
all levels, in different languages, cultures and locations. increase in applications via this platform.

Management Reports
Nurturing our Capitals (continued)
In the year under review, the Retail Varsity launched a series of programmes focused on the
development of management competencies in our operational environment:
Skills development
Shoprite’s employer value proposition is BeMore
kiosks were manufactured and delivered – 705
have been installed in South Africa and Malawi
More than 123 500
J the Controller Action Plan Programme, because we understand that our success is built to date. By February 2018, the MyZone learners have benefited
J the Management Training Scheme for trainee managers,
J the Management Action Plan Programme for branch managers and
on the hard work, passion and skills of our
people. We lead the sector in providing training
e-learning platform will be up and running in all
supermarket stores and distribution centres to
from the Retail Varsity
J the Regional Action Plan Programme for regional teams. opportunities for our employees and those support the SAP COR3 project, which will offering, with a record
Customer-centricity forms the cornerstone of our approach to training. A total of 832 branch
looking to enter the retail sector. implement standard SAP functionality across all
operational areas.
number of 713 103
managers have attended the Management Action Plan Programme since inception, with 282 Shoprite has re-registered as a private further successful training
(including 69 stock administrators) attending in the reporting period. In addition, 292 of our trainee education and training college to ensure that a We launched several initiatives in the reporting
managers were enrolled in the W&RSETA Operations Supervision Learnership in the 2016/17 financial portion of its learning curricula provides period in our supermarket environment, aimed interventions reported
year. The trainee management programme is our source for branch managers, which feeds into
regional management and other operational positions. By April 2017, 86% of trainees on board were
learners with industry-recognised qualifications.
The Group’s 26 learning sites underwent an
at improving our service culture to enhance
customer experiences and comply with
for the year.
black, exceeding our target of 80%, and there were 314 trainee managers available for positions in extensive occupational health and safety audit consumer legislation. These included the
223 branches outside South Africa. Furthermore, we successfully implemented the Regional Action during the reporting period, emerging with a freshness training campaign, new customer
Plan Programme in the Eastern Cape, the Western Cape and Gauteng in the reporting period – all 101 91% compliance rate. The Group has forged service e-learning courses, customer service
delegates were found competent. To date, 99 controllers have completed the Controller Action Plan partnerships with public technical and case study training and an accredited customer
Programme, with a further 343 controllers earmarked to attend in the 2017/18 financial year. vocational education training colleges and service skills programme. The table below
universities of technology to provide workplace illustrates the number of training interventions
Broad-based black economic empowerment experience to learners who need to complete directly related to customer service conducted
practical workplace experience modules. We in the period under review:
also partner with government departments to
Previous codes of good practice Amended codes of good practice
help address challenges around unemployment Customer service training interventions 2016/17 financial year 141 986
and scarce and critical skills, in line with the Total e-learning (formal) 106 670
Weighting Weighting objectives and targets set out in the National (Service culture, customer experience, customer communication,
B-BBEE element points 2014 2015 B-BBEE element points 2016 Development Plan, the National Skills complaints handling, consumer legislation)
Ownership 20.0 8.8 7.9 Ownership 25.0 7.9 Development Strategy, the New Growth Path
Total classroom (instructor-led and DVD) 23 940
and the W&RSETA Skills Plan. These public-
(Customer care skills programme, building customer relations, etc.)
Management Control 10.0 4.8 3.3 private partnerships help ensure a sustainable
Total e-learning (case studies) 11 376
supply of talent for positions at both entry and
Employment Equity 15.0 6.7 12.3 Management Control 19.0 8.9 (BeMore Diaries – five episodes)
middle-management levels.
Skills Development 15.0 10.6 8.3 Skills Development 20.0 13.7 Freshness training interventions 2016/17 financial year 121 499
Preferential Procurement 20.0 17.8 14.1 Enterprise & Supplier The Shoprite Retail Varsity offers a range of Total e-learning 102 130
Enterprise Development 15.0 15.0 15.0 Development 40.0 22.2 courses and programmes that can be delivered Total classroom (DVD) 19 369
Socio-Economic through classroom-based learning, e-learning, (Food safety and hygiene DVD)
Socio-Economic Development 5.0 5.0 5.0 Development 5.0 5.0 in-store training, self-study or coaching/
Total points 100.0 68.7 65.9 Total points 109.0 57.7 mentoring programmes. It aims to become the The Shoprite Retail Varsity has successfully
most cost-effective and efficient retail varsity in rolled out an unfunded Customer Care Skills
B-BBEE Status
the world, delivering cutting-edge learning on Programme to 5 966 front-end staff during the
(prior to discounting) Level 7
the demands created by the Group’s growth reporting period. In addition, the W&RSETA
Final B-BBEE Status and transformational strategies. It offers more funded a further 1 150 employees to be trained
B-BBEE Status Level 4 Level 4 (after discounting) Level 8 than 1 700 courses (of which 71 are accredited on this programme of which 957 employees
programmes/courses) to employed and completed the course by year-end. Other
unemployed learners. Some courses, such as focused training interventions included
At the time of printing, Shoprite was in the process of completing the 2017 B-BBEE verification and the secure load strapping course, directly accredited training programmes for our trainee
therefore could not reflect the final outcome. A SENS announcement will be made as soon as the reduce losses or make operational processes bakers and trainee butchers, a mandatory
process has been completed. more efficient, which helps us to reduce costs. blended learning curriculum for trainee and
junior buyers, a comprehensive induction
In 2016 Shoprite was required to be verified under the Amended B-BBEE Codes of Good Practice for The goal is to convert 80% of all entry- and programme for newly appointed business
the first time. The Amended Codes have increased both the required weighting points needed to intermediate-level courses to e-learning for analysts, and competency-based management
achieve a certain level of compliancy, as well as the required targets needed to achieve these easy access and continuous learning at store and leadership development interventions. We
weighting points. In addition to this, sub-minimum targets have been set for three Priority Elements level. Shoprite will become one of the first also partnered with SAP Skills for Africa to help
and this has made it increasingly difficult to achieve good compliance levels. As a result, most retailers to successfully implement e-learning in build the scarce and critical SAP skills needed
businesses experienced lower scores post implementation. Africa. More importantly, it will allow us to in our business and the broader sector. We
further provide standardised, integrated and provided training to 514 disabled beneficiaries
Shoprite however remains dedicated to transformation and we will endeavour to maintain our strong stable learning content that can be delivered in the reporting period: a 27% increase from the
commitment to sustainability and broadening of the formal economy. continuously and efficiently to large numbers 2015/16 financial year.
across a geographically dispersed workforce, at Beneficiaries Training days Training hours Interventions
We continued to increase our black representation in the Group and we are proud to be the largest a reduced cost. A GroupZone e-learning South Africa
private sector employer. Our commitment towards developing skills has increased significantly, as we platform was implemented in 2014 to cater for
2015 90 946 164 890 1 319 120 406 519
strongly feel that education is a key element to changing people’s lives. groups of up to 20 learners and used primarily
2016 106 256 210 173 1 681 384 593 702
for induction, customer service, compliance
We continue to strive to develop black owned businesses through our Enterprise and Supplier and product knowledge training. The MyZone 2017 115 141 235 057 1 880 452 690 546
Development (ESD) initiatives and our Corporate Social Investment (CSI) programs remain committed e-learning platform is currently being Other African countries
to assisting communities that are most in need. implemented and has been specifically 2015 6 887 11 096 88 769 20 041
designed for systems and process training. In 2016 6 405 11 669 93 350 18 078
the reporting period, 2 100 individual e-learning 2017 8 430 14 245 113 962 22 557

Management Reports
Developing human capital Shoprite bursaries Occupational health and safety J An HIV/Aids programme that includes 24/7 the organisation, Uni-Africa. The objective of
Shoprite is committed to developing human Shoprite provides young students with The health and safety of our workers is a call centre support, provision of post- this engagement is to enhance transparency
capital by creating access to employment and bursaries to study the skills that address its priority. We have systems in place to raise exposure prophylactics medication and and strengthen our relationship with organised
developing skills to drive its business and the business risks and provide future business awareness of the necessary standards and counselling services. The peer educator labour movements.
broader economy. advantages. We awarded 315 bursaries for safeguards, and to reduce risk in this regard. In programme appointed a further 604 people
the 2016 academic year, to the value of the reporting period, 11 163 training in the reporting period to bring the total to Grievance mechanisms
Retail Readiness Programme R16.6 million. For the first six months of 2017, interventions on risk management were rolled 2 871 and these educators are regularly Employees can report incidents that cause
Stats SA’s 2017 figures indicate that 38.6% of 191 bursaries to the value of R11.9 million have out through the Worktrainer Risk Solutions trained. dissatisfaction through established grievance
South African youth are unemployed. Shoprite already been awarded, with a further 116 e-learning platform. Shoprite also uses peer J A voluntary counselling and testing procedures to line management, who will make
launched its intensive Retail Readiness provisionally approved, which will take the total educators to communicate to staff on health programme for tuberculosis, diabetes, every attempt to resolve such grievances
Programme through the Shoprite Development bursaries for the 2017 academic year to 307 and safety issues. Compliance is monitored cholesterol, high blood pressure and weight- quickly and transparently. Line managers
Trust early in 2016. It is a two-month accredited and the spend up to a potential R18.2 million. through an online reporting system; 189 432 related issues. receive training on dealing with grievances as
training programme. To date, 11 861 learners The bursaries are awarded for BPharm, Retail occupational health and safety audit checklists part of their development programme.
have registered, 76% have graduated and Business Management, B Acc, Hospitality were completed in the year. We conduct spot Labour representation Employees also have at their disposal a
5 894 learners have been employed by Management, Information Technology, Food checks and inspections to ensure adherence to Shoprite is committed to the principles of confidential hotline and a suggestions box that
Shoprite. The target for 2017 is to provide 5 200 Science, Logistics as well as B Admin. While health and safety guidelines. Serious incidents freedom of association and collective they may use to request work-related
unemployed youth in the Western Cape, most were awarded for study in South Africa, are reported to the Chief Financial Officer for bargaining, as evidenced by a 27-year track information.
Limpopo and the North West with skills relevant nine were awarded for study in Angola, four in immediate action. record of recognising and interacting with Trade
to the retail market. In the reporting period, Zambia and three in Malawi. All those who Reported Unions. Employees in RSA are represented by Performance incentives and r ewards
6 488 were registered, 5 092 were found received bursaries enter full-time employment safety the South African Commercial, Catering and Financial and non-financial reward mechanisms
competent and 3 375 found employment within at Shoprite on completion of their studies. Of All countries incidents Allied Workers Union who holds a membership are in place to incentivise staff to excel in their
the Group. This initiative has helped ensure a the bursaries awarded in South Africa, 65% in the region of 33 000. This Union actively work. These are discussed in the Remuneration
supply of trained employees for new store were granted to individuals from designated participates in the employment equity, skills report.
2015 7
openings, while contributing to broader skills groups and 61% to women. development and occupational health and
2016 7
development for the economy. safety committees, among others. Eight other
“The skills programme Shoprite was voted a runner-up in the South 2017 8 Trade Unions are recognised by the Non-RSA
… really equips Decade of the Deaf
More than 700 000 South Africans are deaf.
African Graduate Employers Association “Retail
employer of choice” in 2017. Current students Employee health and safety
operations of the Group for the purpose of
collective bargaining and organisational rights. For more detail on engagement practices
learners to grasp how Most struggle to gain employment. Shoprite’s and prospective bursary holders chose us We provide our employees and their families Our relationship with Non-RSA Trade Unions and key concerns from our employees,
business works, and 2009 Decade of the Deaf initiative aimed to train
1 000 learners by 2019 in partnership with
based on our reputation, training and
development opportunities, long-term career
with a range of health and safety services,
including:
are healthy. We are also proud to be the only
retailer on the continent who has a relationship
refer to the Stakeholder Engagement section
on page 16.
when learners do the Employ and Empower Deaf (eDeaf). It has prospects, security of employment and J Life Assistance programmes in every store agreement in place with the Uni Global Alliance For more detail on our remuneration
practical component in successfully trained 800 learners in wholesale
and retail chain store operation (accredited NQF
mentoring offerings. and distribution centre in South Africa,
including mental health services.
movement. Management meets, on an annual
basis, with representatives of the African leg of
practices, refer to the Remuneration
report on page 62.
the store, they are able level 2 qualification) to date. Trainee Accountant Programme
There is a critical shortage of chartered
to understand and Trainees complete a one-year practical accountants in South Africa. Shoprite’s Trainee
apply the knowledge learnership in a Shoprite or Checkers
supermarket and, on successful completion of
Accountant Programme is registered with the
South African Institute of Chartered
and skills learnt. The their competency evaluation, are guaranteed Accountants (SAICA). The programme provides
Celebrating our people TopStars
practical component employment in identified positions within
administration or store operations. This ensures
formal training to those looking to complete
their qualification in a professional environment,
Shoprite’s TopStars singing competition is a
growing success; it celebrated its 10th
provides store the sustainability of the initiative and and ensures qualified financial managers with a Super Service Awards competition anniversary in October 2016. More than
contributes to making employment accessible general business and retail focus. Since The Super Service Awards competition rewards staff for providing outstanding customer service 1 800 Shoprite employees from 13 countries
management with a to the deaf community. inception in 1999, 78 trainees have completed and giving customers a better shopping experience. As Africa’s largest staff incentive programme, entered, hoping to reach the semi-finals
window into the their articles at Shoprite: 66 qualified as
chartered accountants and 12 as accountants,
the Super Service Awards encompasses 180 000 contracted and sub-contracted staff in
2 301 branches across 19 brands trading in 15 countries.
where they receive performance coaching
before competing in the exciting finals.
learner’s potential to of which 60 were employed by the Shoprite TopStars has proven to be one of Shoprite’s
work in a retail Group. Twelve trainees graduated as chartered
accountants at the end of 2016 (seven were
most effective team-building initiatives,
building on the competitive spirit in and
environment. This women and six were from previously between stores in the Group, and involving
programme is therefore disadvantaged backgrounds) and nine trainees

entered the programme in the reporting period.
more than 8 000 staff as participants and
supporters in the 2016/17 financial year.
proving invaluable as
Shoprite’s working environment
it provides for better Shoprite supports the United Nations Global
recruitment of the Compact principles. We instituted a system in
the reporting period to monitor alignment with The competition measures participation and the 30 top-performing branches winning a
calibre of staff we want the principles across all business units to ensure judges key areas of customer service over VIP trip to Cape Town for their performance
in our business.” these are entrenched into business strategy,
company culture and daily operations. The
three rounds. It includes retail audits, food
safety audits, stock management reports,
throughout the year. The trip includes visits to
Cape Town landmarks. In many cases this will
Company Code of Conduct supports a culture sales reports, teamwork tasks and visits from be a staff member’s first flight or first visit to the
Moga Pillay, of observing human rights and behaving with mystery shoppers. ocean. Branches are invited to attend an
Training Manager, Gauteng dignity and respect for others. awards ceremony where the winning branches
Each year we reward around 42 000 staff from each brand are announced and rewarded
members over the three judging rounds, with with prize money. Mahadi Tskolibane, 2016 winner.

Management Reports

Shoprite sold
Social and Relationship Capital convenience meals. We use these results to Working with our suppliers
7.4 billion
We focus on staying true to our lowest price promise
further improve our customer offerings. All
private label products undergo rigorous testing,
Shoprite uses an electronic platform to register
and monitor supplier compliance, and suppliers
items in 2017
audits and compliance verification. We conduct are encouraged to maintain their portfolio to
and continuously meeting our customers’ needs and in-house quality testing as well as external ensure that it has up-to-date information about
microbiological and chemical analysis through their manufacturing sites, practices and product Coega Dairy
expectations. We build and maintain strong accredited laboratories. Our product labels lines. To date, we monitor more than 3 000 In 2010, armed with just a letter of
relationships with a broad and diversified group of undergo strict compliance verification. supplier sites, of which 230 new suppliers were
added and approved through our food safety
intent from the Shoprite Group,
Over 35 million suppliers thereby ensuring sustainable supply, safe Coega Dairy’s 13 founding farmers
Shoprite trained about 46 000 staff on food process in the reporting period. Suppliers undergo
set out to build a brand new factory
products and the best prices. We support and hygiene and safety in 2016/17. This investment an annual mandatory food safety audit. We
individual has resulted in our audit figures improving over pre-approve suppliers’ food safety certification in order to supply Africa’s largest
develop the communities within which we operate, the last year by 3.5%. Shoprite proactively and provide advice when necessary to help them food retailer with UHT milk.
customers on as our welfare and prosperity are entangled, and engages with the Consumer Goods Council of comply. Minor issues of regulatory non-compliance
South Africa (CGCSA), the National Regulator were dealt with during the reporting period – none Today, just seven years later,
members of these communities represent our current for Compulsory Standards (NRCS) and were related to food safety or quality issues. Coega Dairy has 200 employees
the African and future customers, suppliers and employees.
government departments to ensure that it is
prepared for changes in legislation and can help Our philosophy and practice regarding food
and indirectly employs another
750 people.
continent Focusing on our customers A customer-centric approach
its suppliers prepare timeously. We consider
customer complaints, media reports and panel
safety is entrenched in the way that we work in
other African countries. Food regulations in
The Group purchases between
Our primary stakeholders and capitals are our We go out of our way to extend the value of reviews as part of our quality and safety these locations are often inconsistent and there
customers – more than 35 million African shopping at Shoprite through the added assurance programme. We have an electronic is limited capacity to undertake food safety 80% – 90% of the 160 million litres
consumers. Maintaining our market position is convenience of our MediRite pharmacies, the recall system in place that enables effective and testing or compliance auditing. Our of milk produced by Coega Dairy
dependent on meeting their expectations related Money Market Kiosks and access to social grant efficient recall of any item. We will further International Trade Department manages annually. This accounts for more
to price and value for money. As a customer- payments in South African stores – about enhance our recall process to improve the quality and safety compliance for all imported than 50% of the retailer’s total UHT
facing company, our ongoing delivery of quality, 2 million transactions a month. We are the only response time in the next reporting period. and exported products. We will be putting milk and butter sales, reducing the
The Shoprite low-cost promise low-cost food is validated directly by our external agent that does not charge a fee for this Risks are identified and reported to the Risk resources in place in these countries to support need for large import quantities
customer base. We also conduct bi-annual facility. We take customer complaints seriously Forum and senior management to take the suppliers, particularly smaller ones, in gaining whilst creating a sustainable future
12
surveys, test customer perception of new and have a customer service recovery plan in necessary corrective action. compliance and entering the Shoprite supply for this dairy farming community.
products through ad hoc focus groups and track place. We are also often first responders when chain. We conduct store audits in Namibia and
10
our competitors daily. Shoprite’s focus on communities are hit by disasters, providing food Botswana and aim to put systems in place in
embedding its customer-centric approach into packets, hot meals through our mobile soup Zambia before rolling them out to the rest of the Refer to the Focusing on our suppliers
10.0
operations has deepened in the reporting period kitchens or donations of money and necessary countries in which we operate. section on page 50 for more information.
8 to help ensure customer loyalty to its brand. goods. These value-added services help to build
Shoprite’s brand and reputation, growing our
The Shoprite low-cost promise customer base and their loyalty.
7.2
6 Our primary focus is to provide affordable, safe, Focusing on our communities

6.8
quality food to our customers, helping people Our staff all understand the need for customer- Shoprite acknowledges its responsibility to work with, we also engage with our primary challenge for South Africa into a benefit for
6.1
5.9
put food on the table. Food represents a centric service; a CEO video initiative that manage the impact of its operations to ensure stakeholders: our customers. Corporate social society, and we are exploring other potential
4
significant portion of expenditure for reaches out to store staff and empowers staff to long-term economic, social and environmental investment is therefore also a way to build our synergies within Shoprite’s operational areas.
4.7
4.6
households. Affordability is one of the key ensure that every single customer leaves happy, sustainability. Although Shoprite operates in brand and promote our customer-centric and A goal for the next reporting period is to
3.5
2 internal metrics of success of the Shoprite has helped to drive this. Each department in the diverse African countries, most face similar low-cost value proposition to a broader customise and start applying our strategy to the
Group, while price leadership remains a focus business remains focused on ascertaining challenges to South Africa, namely significant audience. other African countries in which we operate,
throughout the business. consumers’ current and future needs. Through levels of unemployment and food insecurity at including monitoring and evaluating
0 a value chain analysis process, we determine the household and community level. Climate We act for change interventions.
2014 2015 2016 2017
Our drive for price leadership is relentless and how to meet that need within a model focused change will exacerbate these challenges and Our corporate social investment strategy aligns
we meticulously monitor our internal price on improving efficiency and lowering costs. potentially disrupt production patterns, as well with Shoprite’s low-cost promise and customer-
inflation against national averages. Shoprite as increase operational costs for the food retail centric approach. It is increasingly shaped by In 2017:
Q Stats SA food inflation
continues to beat food price inflation. Bi-annual Product responsibility sector. Shoprite is committed to fighting hunger, the desire to put in place longer-term initiatives J R35.4 million was spent on corporate
Q Shoprite internal food inflation
Brand Health Tracker surveys indicate that we Food safety is of the utmost importance for the supporting food-insecure and disaster-struck that will help resolve more immediate
social investment initiatives in South
still lead the low-price market and that 91% of Shoprite Group, a fundamental component of communities, enabling access to the economy challenges. We follow an interactive approach
Africa (a 30% increase from 2015/16).
our customers were satisfied with our offering in our offering and critical to our long-term – particularly for women – and developing the to interventions based on using pilot projects
2016/17. We extended our subsidy on the viability. We are committed to providing safe skills needed to support its growth and that of and incorporating lessons learnt in project J We donated a further R108 million in
standard 600g loaf of brown bread, among and correctly labelled food, both in our own the broader South African economy. decision-making processes. Our approach is surplus food from our stores, resulting
other staple products, in 2016/17 and launched product ranges and those of our suppliers, to necessarily tailored to the unique and diverse in 2.6% of net profit after tax going
a range of discounted R5 convenience meals to mitigate the risk of harm and illness and Communities are at the core of Shoprite’s contexts in which we work and is designed towards building stronger, better
help our customers’ money go further in a resultant brand damage. A dedicated unit business. We create shared value by investing using community consultation to determine connected communities.
tough economic climate. comprising a national food safety manager and in the future of our communities because they needs and solutions. All interventions are
a team of food technologists ensures that are our customers, employees, suppliers and audited and have defined exit strategies. We
We prevented We use our procurement strategy and supply suppliers and products are aligned with fellow citizens – the basis of our business work in partnership with others, such as
We also:
J Fed several million people through
R1.8 billion of price chain management to increase efficiencies and applicable legislation and comply with success. In line with Shoprite’s positioning as a schools and community organisations, to
our mobile soup kitchens;
reduce costs, all of which helps us to keep Shoprite’s food safety requirements. All major “company with heart”, we are amplifying our deepen the extent and impact of our work. We
increases from reaching Shoprite’s low-cost promise. As a result of our food suppliers are audited annually by efforts to meet the needs of South Africans, have formalised our goals and objectives and
J Donated R857 706 through our
Disaster Relief Fund and
customers, had our efforts, we have maintained the pace of internal
food price increases consistently below official
internationally accredited independent auditing
and certification service providers. We also
with a focus on addressing hunger and food
insecurity, developing needed skills and
are looking to further embed our corporate
social investment messaging into Shoprite’s J Raised over R4.5 million through
prices tracked inflation. food inflation. utilise external bodies to conduct unannounced empowering women. By communicating the corporate ethos. Edible food waste is one area corporate social investment
food safety and quality audits of our stories of the people and communities that we in which we have been able to leverage a fundraising initiatives.

Management Reports
In 2017 our mobile soup kitchen We fight hunger We empower women

programme served 3.6 million warm Given the high levels of food insecurity at the establish and maintain sustainable food We recognise the significant role that women
meals to vulnerable communities in community and household level, Shoprite gardens. We initiated 19 more gardens across play in South Africa and in Shoprite as
South Africa. focuses a significant portion of its corporate South Africa in the reporting period, an increase customers, employees and suppliers. We work
social investment spend on hunger relief from four gardens in four provinces at the end to empower women who have or are starting
(39% of spend). We fight hunger by providing of June 2016. small businesses or home industries and
More than 31 million meals
food to thousands of people each day through identify opportunities for those with the
have been served since 2007. FoodForward South Africa, which works We have extended this approach to our potential to supply Shoprite, helping them
through 600 beneficiary organisations to feed communities in Zambia. The mobile soup develop the relevant skills to grow their
4 000 people accessed fresh food from 250 000 South Africans a day with surplus food kitchen programme fed about 1 000 learners at businesses into successful operations. We also
23 food gardens in 9 provinces in collected from retailers. In 2016/17, Linda Community School in Zambia each day partner with those exceptional women who are
South Africa. FoodForward rescued 95 tonnes of food from until a sustainable food garden, completed making a significant difference in their
Shoprite distribution centres, and a further during the reporting period, could meet this communities, such as Mirriam Cele, founder of
Almost 300 people trained in 285 tonnes from stores through the Virtual need. It continues to feed 928 Zambian learners the Gozololo Centre for Children and the NGO
permaculture gardening techniques. FoodBanking model. at Chipata Community School while the food Makotse Women’s Club, which initiates
garden project is underway. We developed a community projects to increase the standard of
We view our mobile soup kitchens as a short- blueprint model for our engagement with Food living of women in rural communities.
term measure until we can help support the & Trees for Africa during the reporting period,
implementation of medium- and longer-term which will enable us to set up more sustainable We develop skills
sustainable solutions, such as initiating and food gardens in food-insecure communities. We develop skills to build a talent pipeline for
supporting community garden schemes. Our short-term goal is to help these food Shoprite and help drive the South African
Shoprite works with Food & Trees for Africa to gardens gain access to markets. economy. We create educational opportunities
linked to work opportunities in Shoprite and we
work in communities to develop skills. Shoprite
partnered with the South African Entrepreneur
Trust in the last reporting period to pilot a South Care Alicedale, Eastern Cape.
Investing in sustainable food gardens African Teen Entrepreneur Programme in the
Shoprite, in partnership with Food & Trees for Africa, works with community garden projects to help them upskill and increase
Western Cape. We supported about 200
learners to complete a 10-module course in this
J The #YellowPacketChallenge, which
overlaps this reporting period and the next, Our customers
gave R857 706
intervention, which formed part of a larger asked South Africans to fill a Shoprite
production capacity – supporting enhanced food security in local communities and helping them generate an income from their
project. This led to the establishment of 35 shopping bag with essentials, take a
growing activities. viable businesses, of which nine were feasible. photograph of the handing over of the bag
Kgaugelo Permaculture Project

In this reporting period, Shoprite scaled up its
involvement to support investment in youth
to a charity or someone in need, share the
image and challenge others to do the same.
in 2017 to help
“I’m happy to be part of this workshop
We helped the Thabo Community Action Trust
develop a sustainable food garden project –
feeding scheme run through the local clinic
and produces seedlings for sale to the local
entrepreneurial skills at 10 schools. By the end of June 2017, shoppers had
given 588 shopping bags of essential communities in
distress.
Kgaugelo Ya Sechaba – in Botshabelo, Free community. We make a difference in our products to those in need. Shoprite met this
[Business Box]. I’ve learned a lot and State province. We provided support for training communities donation, distributing the equivalent value of
this training has revitalised my mind. in permaculture techniques and the growing of In May 2017, the growers were able to sell In addition to our formalised initiatives, we run a food to charities.
I can’t read but the facilitator medicinal herbs, as well as intensive business their fresh vegetables at the Shoprite store in variety of annual fundraising events that aim to J Cuppa for CANSA, run in June and July
presented in my language so it was training through the Market Day and Business the Botshabelo Mall. This Shoprite initiative resolve specific challenges faced by South 2017, which raised R1 352 352 towards
Box module to help the five growers transition aimed to raise awareness of World Hunger Africans. These include: cancer patient care at its facilities. Shoprite
easy to understand.”
Mrs Elisa Mmolutsi, to small-scale producers able to enter the Day and enabled several community food J The Distaster Relief Fund, which was is the main sponsor of this event and hosts
Kgaugelo Ya Sechaba project member market. The project currently grows food for a garden projects to access their customers. launched in early 2016 in response to in-store events to raise awareness and
Kgaugelo Ya Sechaba aims to start supplying customer requests that we facilitate support funds for the initiative.
local supermarkets at the Botshabelo Mall to communities in distress or those affected J Providing space for public organisations to
and establish its own nursery. by natural disasters. Customers donate at raise funds by hosting Christmas gift-
the till to the Fund, which is managed by the wrapping stations and Pancake Day at
Mutshidzi Permaculture Project Shoprite Group, and this money is Shoprite and Checkers stores, and, for the
In Siloam, Limpopo, Shoprite has helped to channelled via organisations to beneficiaries. first time, enabling community projects
upskill 14 people from the Mutshidzi We prioritise projects that fight hunger in a supported by Shoprite to sell their food
Community Centre who had established a sustainable way, and those that have clearly produce in selected Shoprite and Checkers
food garden and a small chicken hatchery. defined goals, have monitoring measures stores in support of World Hunger Day in
We provided permaculture design training to and outcomes in place, are preferably May 2017. These initiatives raised more than
help them overcome the challenge of limited scalable and are able to continue past the R2.4 million during the reporting period.
water supply through the installation of an funding cycle. In the reporting period funds
irrigation system, and to expand their were directed to, among others:
chicken production. The workshops have – A fund to help rebuild a school kitchen in
empowered community members to identify Imizamo Yethu after it was destroyed in a
obstacles to their success and ways around fire.
them using a design framework. Their efforts – The Lunchbox Fund, enabling it to adopt
could fulfill the need for fresh produce in the two more beneficiary organisations.
area, which currently has no fresh produce – FoodForward, enabling it to extend its
supplier. We plan to expand production to work to additional beneficiaries.
additional land, install water storage tanks – Food & Trees for Africa to support its
and grow the poultry offering. work in establishing sustainable food
gardens.

Management Reports
Through our Freshmark division, we work with impact, engaging policymakers on climate
more than 1 000 growers, including 686 from change, sharing its environmental impact with
other African countries and 12 from Israel, Natural Capital stakeholders, formally integrating climate change
Turkey, Spain and New Zealand. Out of the 480 into its company-wide risk management
growers that deliver to South African stores,
295 are small and medium-sized enterprises,
We concentrate our processes and capitalising on opportunities and
mitigating risks presented by climate change.
and of those, 209 deliver on contracts worth environmental efforts on
less than R500 000 a year. Our short- and long-term goals include:
initiatives that will J Reporting more comprehensively on our
We continue to invest significantly in supply
chain infrastructure: R1.4 billion in the 2016/17
sustainably reduce carbon emissions.
J Expanding our carbon footprint reporting
financial year. Shoprite’s world-class supply costs across the value boundaries and scope.
chain was developed through the early
adoption of Efficient Consumer Response (ECR)
chain. J Setting science-based emission reduction
targets.
principles and strategies that were in line with Shoprite recognises the environmental and J Contracting a third party to verify carbon
international best practice. Shoprite has social importance of reducing carbon emissions emission data.
invested in distribution infrastructure including
transportation, sophisticated integrated
and using natural resources sustainably by, for
example, conserving water, lowering the volume
J Reducing carbon emission intensities.
J Appointing a dedicated sustainability Only recycled
information system technology, and the
development of supply chain skills. Our ability
of food waste and promoting food security.
Moreover, the environmental impact of our
manager.
J Establishing a committee, comprising paper utilised to
to ensure product availability through an activities, and those of our value chain, has a internal resources and external subject
extensive network of distribution centres
mitigates the risk posed by supplier shortages,
direct effect on the current and future quality
and price of our products and our ability to build
matter experts, to identify climate change
risks and opportunities over a six-year horizon.
manufacture all
volatile trading patterns or extreme weather
events, and enables us to buy and store
the Shoprite brand sustainably.
Shoprite’s carbon emission reduction projects,
convenience
Using advertising space on billboards to fund the Focusing on our suppliers
product as a guard against price increases.
This control over product inventory enables us
Climate change
Shoprite recognises that it can contribute to
some of which are in exploratory phases, are
aligned with our target and, when fully food sleeves
Our continued success relies on that of our to introduce cost-saving measures at scale efforts to combat climate change most implemented, will reduce Shoprite’s annual
and outer
PlayPump initiative, in partnership with Roundabout
Water Solutions. The initiative has helped 300 000 suppliers and their ability to deliver good-quality without compromising quality. The shift from effectively by reducing its most direct carbon footprint by about 500 000 tonnes of
people at 34 South African rural sites easily access products on time, in the quantities we need and direct-to-store delivery to a centralised environmental impact. To this end, it continuously CO2e. Projects include:
clean water. Water is pumped into a reservoir whenever
children play on the merry-go-round.
at a price that enables us to continue to deliver
on our low-cost promise. We have strong, long-
distribution model has increased product
availability by 30%, while substantially reducing
matures the way in which it collects, analyses
and reports on its carbon emissions. The
J Replacing more than 775 000 conventional
fluorescent tubes and 80 000 control gear
packaging.
lasting relationships with suppliers, including travel distance, time, and costs for suppliers – Carbon Disclosure Project is an internationally with more energy-efficient options across
packaging and distribution companies. These a saving that is passed on to customers. recognised non-profit organisation that more than 1 100 retail outlets.
relationships are vital to ensuring a sustainable facilitates a global environmental impact J Generating 1 102 MWh of renewable energy
supply of products at the best prices. We deal A new 123 000m2 flagship distribution centre in disclosure platform for companies and from rooftop solar photovoltaic panels at
directly with suppliers and consciously try to Cape Town will service the region more investors. We recently submitted our sixth Kathu and Kimberley retail outlets.
work with smaller enterprises. We are in the effectively and the added capacity allows the consecutive Carbon Disclosure Project
process of producing an extensive B-BBEE centralisation of more suppliers and products. response, which is available on our website. Water and deforestation Shoprite remains committed to reduce
carbon emissions by setting a carbon
Homemade strategy and starting to track B-BBEE and
gender status, not only for ourselves, but also in
The centre started operating during September
2017. Shoprite aims to receive a Green Star Comparing carbon emission data across South
Shoprite has, to date, elected against reporting
on the water and forest programmes of the emission intensity target to reduce
Supplier our supplier database. This helps us to play a
role in transforming the economy and to spread
accreditation for this development.
Environmental aspects are taken into
Africa’s major food retailers is not possible, due
to the lack of sector-specific guidelines for
Climate Disclosure Project. Instead, it focuses
on the climate programme where its direct
tonnes CO2e per square metre by 25%
by 2025, with a base year of 2016.
Programme our risk between multiple growers and growing
areas. This will become increasingly important
consideration for the construction of all new
distribution centres. Aspects such as energy
carbon emissions reporting. Comparisons are
further complicated by significantly divergent
environmental impact is best addressed.
Shoprite is, however, committed to improving
in the light of predicted climate change impacts and water consumption are considered and business models; for example, some outsource disclosure on the financial and material risks
Our Homemade Supplier Programme that could disrupt production patterns. designed for efficiency, while recycling is distribution activities, some are franchise posed by challenges regarding water resources We have also set a renewable energy
supports 80 small enterprises with big exercised wherever possible. models and some include large offerings of and deforestation when its climate programme consumption target to grow our 2016
dreams but limited capacity to meet the We worked with 16 211 suppliers in South clothing and footwear, the production of which reporting has sufficiently matured. consumption of renewable energy
requirements of a national supplier. We Africa and 7 202 in other African countries is responsible for lower emissions than that of
TENFOLD by 2025.
provide coaching to each business, help during the reporting period. In turn, these refrigerating fresh produce. We therefore Waste
them comply with regulatory requirements suppliers work with a range of suppliers of their encourage stakeholders to engage directly with The National Environmental Management Waste
and support them to enter the retail own. Shoprite’s supply chain continued us about our Carbon Disclosure Project Act and the Consumer Protection Act place a
market. Since inception we have developing its collaborative initiatives with submissions, should they have queries. responsibility on producers like Shoprite to
purchased R12 million from this group, suppliers to deliver customer value in two key reduce, re-use, recycle and recover waste, and
which currently supplies Shoprite with attributes; availability and product cost. This The influence of climate change on Shoprite’s to dispose of waste responsibly. A core principle
about 260 products. Fifteen suppliers was fundamental, especially during these business strategy has intensified in recent years is that the volumes of waste reaching landfill
were taken on during the reporting period challenging economic times. The frequency of and is expected to continue. Historically, should be reduced, and this is a sustainability
and three were able to register as national engagement with suppliers is determined by Shoprite’s business strategy was relatively short goal for Shoprite. We have made significant
suppliers. need. For example, we engage with our fresh term, focusing only on internal factors affecting investments in waste management strategies
produce suppliers through bi-annual farmer its core business. It was later extended to the throughout our supply and distribution chains.
days and with packaging suppliers at least once medium term and included external factors Our return centres (facilities for returning
a month. directly affecting its core business. We are in the equipment, packaging and sorting recyclable
For more detail on engagement practices process of broadening our strategic focus to materials) are key to implementing our waste
and key concerns from our customers,
include long-term complex, multidimensional and management plan. Shoprite will further
suppliers and communities, refer to the
Stakeholder Engagement section on far-reaching external factors. Shoprite focuses on implement initiatives that aim to minimise and
page 15. understanding and managing its environmental monitor packaging and food waste.

Management Reports
7 350 Tonnes of plastic waste diverted Packaging We have used food-safe post-consumer waste
by the introduction in 2013 of the Packaging – while essential in our business to replace 25% of the virgin polyethylene
model for ensuring safe and hygienic food, terephthalate (PET) material in our Zip Cola Intellectual Capital Case study
recyclable Checkers shopping bag,
which is also made from recycled increasing product shelf life, attracting bottles (the first bottled carbonated drink to
materials. customer attention and supporting safe
handling and transportation – adds to product
contain this percentage of recycled PET
material). We are also increasing the number of
Intellectual capital refers Checkers’ Little Shop received international
recognition as the best short-term loyalty We are
costs and increases the levels of post- bottles in our vinegar and dishwashing private to our intellectual assets programme in the Loyalty Magazine Awards
It is the first of its kind in South Africa. consumer waste found in landfills. Shoprite label lines that include 25% recycled PET. We
such as our brands, as 2016 in London. committed to
works continuously to source innovative are looking to extend this initiative to bottled
packaging solutions and reduce packaging
costs.
packaging for cordials, mayonnaise, water and
household cleaning products.
well as our way of doing Our Private Label participation increased to
14.7% of total Private Label sales from 13.7%
fighting hunger
business, which a year ago.
Building on the success of the Checkers brand,
the Shoprite brand released the first recycled
Using this material has several benefits: it helps
lower the volumes of waste going to landfill, it
includes our knowledge, The use of customer data and tracking
We are constantly looking at ways to
assist our customers to stretch their
bags in the Western Cape in 2017. As Shoprite creates jobs in waste collection and it lowers systems and continuous consumer behaviour to drive our customer offer wallet. Tough economic conditions in
customers purchase about half a billion bags a
year, this leading innovation will dramatically
the amount of energy used during the polymer
manufacturing process. innovations. has been gaining significant traction. Category
management driven by customer analytics was
South Africa have made it even more
difficult for our average customer to make
reduce the amount of non-recyclable plastic J We used 72 tonnes of recycled PET in launched in the first category during 2017, with ends meet and put food on the table for
going to landfill each day. 6.1 million Zip Cola two-litre bottles to date, The Group nurtures 19 trusted brands. two further categories to be launched early in their families.
with a goal of increasing this to 198 tonnes the new financial year. Customer-data-led store
Shoprite has made the choice to supply the (in 16.8 million bottles) in the next financial The number of South Africans who choose to clustering has also been completed for all Shoprite has subsidised more than
bulk of packaging to its fresh food suppliers year. frequent Shoprite supermarkets is our greatest stores. 60 million loaves of bread over the past
and to its convenience food and deli counters, J We aim to use 323 tonnes of recycled PET in validation, but consumers have chosen the 18 months and have shielded our
at a cost of about R1.7 billion. All carton sleeves bottled packaging in various lines by 2018. Shoprite chain in other ways as well. We use a differentiated marketing strategy for consumers from R1.8 billion in cost price
on our convenience foods are made from Supermarkets RSA increased its market share each brand to ensure that we present an increases.
We project that recyclable material. About 90% of the
packaging sourced is recyclable and we are
Most labels contain the recycling logo with resin
identification numbers to help with the
by 0.45% (equivalent to R1.5 billion in turnover),
which we take as substantiation of the fact that
appropriate value proposition, including in other
African markets, where we work with local In addition to these efforts to maintain
we will use constantly interacting with local and

international suppliers to find new innovations
collection and sorting of material. We are in the
process of applying the recycling label on all
we’re delivering on our promise of lowest prices
every day on the things our customers need
agencies to ensure the correct positioning. affordable prices, we have this year
launched a range of nutritious discounted
147 tonnes of
that will reduce the amount of product packs to encourage more consumers to most. The Shoprite brand won eight consumer meals for R5 or under (equivalent to 40
packaging needed, including standardisation of recycle, and anticipate completing this process brand awards in the last year. US cents). From a high protein sandwich
For more detail on our brands, refer to the
packaging across a range of products and new by 2018. with an egg and tomato on brown bread
post-consumer
Group profile section on page 6, as well
designs that limit plastic. Packaging ratios as our Operating context and strategy or a cup of wholesome soup for R3.50,
currently comprise 60% plastics, 20% paper Food waste and food security discussion on page 19. to a hot dog for even less, we are working
waste, in and board, and the balance foil and

polystyrene; a short-term goal is increasing the
We track food waste on a daily basis and
partner with FoodForward South Africa to
hard to make food affordable. Over
15 million meals have been sold in the
12.6 million
proportion of paper and board-based distribute surplus food that is still fit for two months since launch. We not only
The Shoprite store brand

packaging by 15% by the end of 2017. A formal consumption. This forms part of our waste focused on these R5 meals, but have also
strategy for packaging is being finalised and will reduction strategy. We aim to ensure that food ensured the ready availability of basic
bottles, be adopted in the coming year. fit for human consumption is used to fight items under R10 throughout our business.
by 2017. Shoprite engages informally with industry

hunger and build food security rather than
ending up at landfill. We donate as much was recently awarded South
ninety9cents HOPOSR9179
associations, such as PETCO, to stay abreast consumable products as possible to local
of developments in the field. It sources new
suppliers when needed and actively looks for
community hunger relief organisations that are
vetted by FoodForward South Africa. These Africa’s most valuable retail brand
donations are recorded electronically. Shoprite
by Brand Finance, valued at
small suppliers that can meet its cost and
quality criteria. Compliance to relevant works with its supply chain and has invested in
regulatory requirements is overseen by the stringent food safety processes and equipment
regulatory and compliance food safety technical
departments.
to minimise food waste. Supermarket waste is
calculated at about only 5%. We also work on
extending the shelf life of products through
R11.1 billion.
We have initiated a process to track packaging technological innovations. Shoprite invests in
waste, which will allow us to better monitor and ongoing innovations to comply with the relevant
manage waste of this nature. Return trips from legislation, minimise waste and feed hungry
stores by our vehicles are used to collect people.
cardboard and plastic waste, which can be
recycled and redeemed against operational
costs. Our introduction of returnable-transit-
packaging, at a cost of more than R300 million,
also reduces the amount of packaging needed
in our supply chain and reduces costs to our
stores and our suppliers.
HOPOSR9179 22358R Deli MEAL FLYER ENG FA2.indd 1 2017/05/15 3:02 PM
For more detail on our carbon disclosure

performance, refer to the CDP report on
www.shopriteholdings.co.za

Management Reports
Manufactured Capital Financial Capital Shoprite has

Our manufactured capital comprises of 2 689
stores in 15 countries as well as our distribution
which 43 will be outside of South Africa. We
opened two distribution centres in Angola,
We regard financial capital as the equity investment from our shareholders and funding from our debt
providers.
delivered a total
centres with more than 750 000m2 of
distribution space. We have a network of
acquired the first distribution centre in Nigeria
and developed our flagship Cilmor distribution At year-end, the Group had 28 413 shareholdings. Foreign shareholders own 47.3% of the shares, compounded
return to
distribution centres to which suppliers deliver centre in the Western Cape. with the remaining 52.7% owned by South African investors. Shoprite maintains a comprehensive
their products and from where we service our investor relations programme to maintain relationships and promote meaningful engagement with our
stores. Our supply chain is a key competitive shareholders and funders.
During the period, we opened 212 new stores,

advantage and strong investment in customer
science and intelligent data capabilities in the
shareholders
of which 72 are supermarkets. 55 stores were
opened in countries beyond our borders. For
past year has improved on-shelf availability of
products (an important determinant of customer of 20% p.a.
over the past
2018, 176 new stores have been confirmed, of satisfaction) by 2%.
Shoprite Holdings Ltd share price

10 years.
LiquorShop
LiquorShop
OK Power
Franchise
Checkers
Checkers
Checkers
Checkers
Furniture
MediRite
MediRite
House &
Shoprite
Shoprite
Shoprite
Express
Dreams
Hungry
22 000
Usave
Hyper
Home
Lion
OK
OK
OK
20 000
18 000
South Africa 458 202 37 302 322 24 49 16 130 216 160 54 92 336
Angola 19 11 9 12 13 16 000
Botswana 9 1 5 12 3 1 8
14 000
DRC 1
Ghana 6
Cents
12 000
Lesotho 6 6 7 1 2 1
Madagascar 9 10 000
Malawi 4 3
8 000
Mauritius 3
Mozambique 14 3 9 6 000
Namibia 21 6 29 17 2 18 10 3 46
Nigeria 22 1 4 000
Swaziland 10 6 8 1 1 3 6
2 000
Uganda 2
Zambia 29 1 7 26 0
Outside SA 155 7 — 65 69 5 3 — 67 11 3 16 — 52
Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun
2007 2007 2008 2008 2009 2009 2010 2010 2011 2011 2012 2012 2013 2013 2014 2014 2015 2015 2016 2016 2017
Total 613 209 37 367 391 29 52 16 197 227 163 70 92 388
Distributions per share – 10 year CAGR of 17%

2 500
Number of corporate stores 2 400 600
2 300
2 200
2 301
2 100
2 192
2 000 500
1 900
504
2 044
1 800
1 822
1 700
452
400
1 600
1 651
1 500
386
Cents
1 400
1 499
350
1 300
338
300
1 366
1 200
303
1 249
1 100
1 127
1 000
253
900 200
1 016
227
935
800
200
700
155
600
100
500
400
101 For more detail on our shareholders, refer to
the Shareholder analysis on page 101 and
73
300
Stakeholder engagement on page 15.
50
200 0
For more detail on our store footprint, refer to
100
the brand discussion on page 6 and location For further detail on our funding liabilities,
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
0
map on page 4. refer to the Financial report on pages 35 – 37.
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017

Corporate Governance Report
Good corporate governance is an integral part The Board is collectively responsible to the The general powers of the directors are set out Chairman and chief executive clear understanding of the Group’s overall provided to inform them of current matters and
of the sustainability of Shoprite Holdings and its shareholders of Shoprite Holdings for its in the Company’s Memorandum of officer strategy, together with knowledge about the risks being addressed as well as to enable them
subsidiaries (“the Group”). The board of performance and the Group’s overall strategic Incorporation. The roles and duties of the non-executive Group and the industries in which it operates. In to gain a general understanding of the Group.
directors (“the Board”) of Shoprite Holdings direction, values and governance. It provides chairman and the chief executive officer are addition non-executive directors must be
Limited (“Shoprite Holdings” or “the Company”) the leadership necessary for the Group to meet The Board’s principle responsibilities include: separated and clearly defined. sufficiently familiar with the Group’s core Directors are invited to briefing sessions or are
promotes and supports high standards of its business objectives within the framework of J providing effective leadership based on an business to be effective contributors to the provided with written summaries to keep them
corporate governance, integrity and ethics that its internal controls. This role requires a high- ethical foundation; Dr CH Wiese is the non-executive chairman development of strategy and to monitor abreast of pending new legislation, regulations
will contribute towards on-going sustainability performing board, with all directors contributing J addressing all aspects that are of strategic who provides guidance and leadership to the performance. and best practices affecting the business.
and value creation for all the Group’s to the collective decision-making process. importance for the Group; Board and also ensures that the Board
stakeholders. J ultimate responsibility for the strategic functions effectively, focused and as a unit. The Board is satisfied that its current members Conflicts of interests and directors’
Biographical details of all directors appear on direction of the Group; possess the required collective skills and personal financial interests
In an environment of increasing regulation, it is page 26 and 27 of the Integrated Report. J ensuring that the Group’s strategy will result The chairman’s role includes: experience to carry out its responsibilities of The Group’s policy in this regard is applicable to
the Group’s objective to maintain a balance in sustainable outcomes; J leading the Board and ensuring that it achieving the Group’s objectives and to create all directors and employees. Directors are
between the governance expectations of Governance framework J risk management and IT governance; operates to the highest governance value to shareholders over the long term. required to declare their personal financial
investors and other stakeholders, and the The Board is the custodian of corporate J monitoring compliance with laws, standards; interests and those of related persons in
expectation to deliver increasing financial governance and is structured to perform this regulations and codes of good practice; and J encouraging a culture of openness and Board appointment contracts with the Group annually. A list in this
returns. function effectively. A number of committees J ensuring that the Group is and is seen to be debate to foster a high performing and The Board regularly reviews its composition as regard is tabled annually and the register in
have been established to ensure effective a responsible corporate citizen. collegial team of directors that operate well as the composition of board committees which such interests are recorded is available
The Board is ultimately responsible for ensuring oversight of significant strategic and operational effectively; which are aligned with applicable legislation for inspection at each annual general meeting
that governance standards are met and is matters. The Board is of the opinion that it has adhered J setting agendas for board meetings in and regulations. In making an appointment the of Shoprite Holdings.
assisted in this regard by senior management. 1. The Audit and Risk Committee assists the to the terms of reference as detailed in the conjunction with the chief executive officer Board takes cognisance of the knowledge,
To achieve this objective, the Group continues Board in monitoring the integrity of the board charter for the financial year under and the company secretary that focus on skills, and experience of a potential candidate, Board effectiveness and evaluation
to enhance and align its governance structures, Group’s financial statements and oversees review. the strategic direction and performance of as well as any other attributes considered The annual evaluation of the Board was
policies and procedures to support its operating integrated reporting. It also assesses the the Group’s business; necessary for the role. performed during July 2017. Directors were
environment and strategy. effectiveness of internal financial controls as Meetings of the Board J ensuring that adequate time is available for required to complete a questionnaire compiled
well as the external and internal audit The Board meets at least four (4) times per year discussion on all agenda items; The appointment of directors is a matter for the by the company secretary in conjunction with
The Board endorses the King Report on functions. In addition, it ensures that the or more often should circumstances require. J leading the Board’s and individual director Board as a whole. The Board is assisted by the the chairman. This evaluation covered the
Governance for South Africa 2009 (“King III”) Group has implemented an effective risk The attendance of directors at board meetings performance assessments; and Nominations Committee who considers the following topics:
which prescribes sound governance, best management process that identifies and during the reporting period are recorded below. J facilitating the relationship between the suitability of potential directors and makes J the size and composition of the Board and
practice principles of accountability, integrity, monitors the management of the Group’s Board and the chief executive officer. recommendations to the Board in this regard. committees focussing on the blend of skills,
fairness and transparency. The directors key risks. Attendance at board meetings experience, independence and knowledge
confirm that Shoprite Holdings applied the 2. The Social and Ethics Committee performs The chief executive officer, Mr PC Engelbrecht, Directors are not appointed for a fixed term. In of the Group and its diversity;
principles as set out in the latest King Code with the social and ethics functions required by reports to the Board and is responsible for the terms of the Memorandum of Incorporation J directors’ induction and development;
22/08/2016
31/10/2016
09/12/2016
20/02/2017
29/05/2017
explanations where practical and appropriate. the Companies Act 2008, as amended. day-to-day business of the Group as well as the (“MOI”) of Shoprite Holdings, all non-executive J effectiveness of board and committee
This report sets out the key governance 3. The Nominations Committee assists with formulation and implementation of strategies directors retire by rotation at least once every meetings;
principles adopted by the directors in governing the appointments of directors and, guided once approved by the Board. He is assisted in three (3) years, but can make themselves J quality and timeliness of meeting agendas,
the Company. The full King III narrative by the company secretary, ensures a this regard by members of executive and senior available for re-election by shareholders. If Board and committee papers and secretarial
statement can be found on the Company’s transparent process to determine Board and management that heads the various divisions eligible, available and recommended for support; and
website at www.shopriteholdings.co.za. The committee composition. Non-Executive Directors and departments within the Group. re-election by the Nomination Committee, their J relationship between the Board and
Company has furthermore complied with all the 4. The Remuneration Committee ensures the CH Wiese P P P P P names are submitted for re-election by management, skills needed by the Board
corporate governance provisions in the JSE adoption of remuneration policies that retain JF Basson P P P P P Lead independent director shareholders at the annual general meeting. and its committees as well as stakeholder
Listings Requirements during the reporting and attract talent, are aligned to the Group’s JJ Fouché p p P P p Due to the fact that the chairman is a material relations.
period. strategy, market-related and drives shareholder in Shoprite Holdings, he is not The appointment of new directors is subject to
EC Kieswetter P P P P P
performance in the short and long term. considered to be independent. Mr EC Kieswetter confirmation by shareholders at the first annual The Board is provided with the results of the
JA Louw P P P P P
The board of directors 5. The Group’s executive management are is the lead independent director (LID) and general meeting after their appointment. board effectiveness evaluation. The overall
The Board currently consists of nine (9) responsible for the day-to-day management ATM Mokgokong P P P P P provides leadership and advice to the Board outcome of the 2016/17 evaluation was that:
non-executive directors and four (4) executive of the various business operations. JA Rock P P p P P when the chairman has a conflict of interest Induction of directors and J the composition of the Board is sound and
directors. The directors are diverse in their 6. The governance department comprising of without detracting from or undermining the on-going updates has a good mix of skills and experience;
academic qualifications, industry knowledge legal, compliance and the company Executive Directors authority of the chairman. The expertise and A comprehensive induction programme has J the agendas of the Board and the attention
and experience. This diversity enables directors secretary, provides support and guidance to JW Basson* P P P p P broad international experience of Mr Kieswetter been developed for new directors to ensure that thereto include appropriate matters for
to provide the Board with relevant judgement to the committees. PC Engelbrecht** P P enhanced the skills and experience profile of they are briefed and have the required review, monitoring and approval;
work effectively when conducting and 7. Assurance providers provide a level of M Bosman P P P P P the Board and he continues to make a understanding of their fiduciary and statutory J the frequency of board meetings are
determining the business affairs of the assurance on integrated reporting, including CG Goosen# P P P P P substantial contribution as LID. duties, the Group’s structure, operations and sufficient to enable the Board to fulfil its
Company. the annual financial statements and the B Harisunker P P P P P policies to enable them to fulfil their duties and responsibilities;
B-BBEE scorecard. Non-executive directors responsibilities as directors. The company J the Board’s review, approval, monitoring and
AE Karp+ P p P
Non-executive directors are required to The Board consists of nine (9) non-executive secretary is responsible for the administration of oversight include both strategic matters and
dedicate sufficient time to the affairs of the Board responsibilities EL Nel P P P P P directors of which six (6) are independent as the Group’s induction programme. current operating performance and results;
Board and may serve on other boards provided The detailed responsibilities of the Board are BR Weyers++ P P P P p defined in the King III Code. Dr CH Wiese is not J the Board has the appropriate committees
that they continue demonstrating that such set out in a formal board charter which forms independent in view of his material shareholding New directors are also provided with details of to assist it and the committees have a clear
other directorships have not, or will not, impede the basis of their responsibilities and duties. * Appointed as non-executive vice chairman with in Shoprite Holdings and Dr Basson and applicable legislation and regulations, Shoprite terms of reference, appropriate leadership
the discharge of their duties to the Shoprite This charter sets out the powers of the Board effect from 1 January 2017 Mr CG Goosen due to their employment with Holdings’ MOI, relevant mandates as well as and composition and reported appropriately
** Appointed as CEO with effect from 1 January
Holdings board but rather add value by bringing and provides a clear division of the 2017
the Group. documents setting out their duties and to the Board on their deliberations and
a broader dimension to board deliberations. responsibilities and accountability of board +
Resigned 1 February 2017 responsibilities as directors. In addition decisions;
The Board is satisfied that the chairman and members, both collectively and individually and ++
Retired 30 June 2017 The Board considers that a diversity of skills, agendas and minutes of the two most recent J board authority and leadership was separate
#
each of the non-executive directors, in their was reviewed during the reporting period. Appointed as non-executive director on backgrounds, knowledge, experience and Board and sub-committee meetings, latest from the executive leadership and authority;
respective roles, comply with this requirement. 21 August 2017 gender is required to effectively govern the annual financial statements, Integrated Report, and
Company. Non-executive directors must have a board charter and sub-committee mandates are

Corporate Governance Report (continued)
J the chairman’s leadership and contribution In compliance with the JSE Listings Corporate ethics The Group’s compliance function resorts under J Compliance monitoring understand the expectations of its
and the company secretary’s role and Requirements, the Board annually evaluates the The Group is committed to achieving high the company secretary and monitors and Compliance risks were monitored and stakeholders, minimise reputational risk and
contribution were considered to be effective. competence, qualifications and experience of standards of ethical behaviour. All staff are assesses the impact of legislation on the tracked by regulators, management, internal form strong partnerships which ultimately
the company secretary. The evaluation process expected to comply with the Group’s code of business. External specialists have been audit and group compliance. Management underpins the sustainability of the Group.
Company secretary includes an assessment by each board member ethics at all times. All new staff members are engaged to assist and advise the Group in this monitors compliance as part of the
Mr PG du Preez is the company secretary of of the eligibility, skills, knowledge and execution required to read, acknowledge and agree to regard. Given the quantum of regulatory day-to-day operations. Group compliance The Group appreciates the importance of
Shoprite Holdings. He is not a director of by the company secretary of his duties. adhere to the code of ethics as part of their promulgations and amendments, legislative utilizes a risk-based methodology for dissemination of accurate information to all its
Shoprite Holdings, although he serves as a induction. compliance was a key area of focus during the monitoring. stakeholders. Financial and non-financial
director on the boards of various Group Share dealings by directors and period under review. information is disseminated timeously and
subsidiaries. This relationship does not affect senior executives The Tip-Offs anonymous hotline is independently Legal compliance reports are presented to the accurately to all stakeholders.
his arm’s length relationship with the Shoprite The Group has implemented a policy relating to managed by a third party service provider. During the reporting period, the compliance Audit and Risk and Social and Ethics
Holdings Board. share dealings by directors and senior Employees are encouraged to report any function focused on the following areas to Committees on an on-going basis. Regular, pertinent communication with
executives who, by virtue of their positions, unethical behaviour identified, anonymously and support the directors, chief executive officer, shareholders assists the Group to improve
In compliance with the JSE Listings have comprehensive knowledge of the Group’s confidentially. Although this hotline allows management and employees to fulfil their The Group’s tax management framework, shareholder relationships. The chief executive
Requirements, a detailed assessment was affairs. This policy imposes closed periods to employees to make anonymous reports and compliance responsibilities: approved by the Board, is aligned with the officer and financial director are designated
conducted by the Board to satisfy itself of the prohibit dealing in Shoprite Holdings securities guarantees the protection of their identity in J Identification and implementation of Group’s business strategy and risk investor spokespersons and meet with fund
competence, qualifications and experience of before the announcement of the interim and accordance with the provisions of the Protected changes in regulatory requirements management objectives. It seeks to achieve tax managers and analysts on a regular basis.
the company secretary. This was performed year-end financial results or during any other Disclosure Act, 2000, the Group prefers to create The Group operates in a dynamic and efficiency across the Group, in compliance with Investor activities include the presentation of
through: period that is considered to be price-sensitive. an open reporting environment through the continuously evolving regulatory and the applicable laws in all jurisdictions in which it interim and annual results, participation in
J a review of qualifications and experience: The company secretary disseminates written various line managers. All cases are investigated supervisory environment. A regulatory operates. investor conferences and the issuing of regular
Mr du Preez holds BTech, LLB and LLM notices to all directors and senior executives by the Group Risk Manager in conjunction with universe is compiled annually for the Group operational updates. A corporate website also
(International Trade Law) degrees with nine throughout the Group. This is in compliance internal audit and the Group legal department with the assistance of a specialist service Pending legislation or legislation recently communicates all the latest financial and
(9) years experience as company secretary with the market abuse provisions of the where required. During the 2017 financial year a provider that identifies and reviews all enacted that may have a potentially material non-financial data to all stakeholders.
of Shoprite Holdings; Financial Markets Act 19 of 2012 and the JSE total of 148 incidents of suspected unethical current, proposed and impending legislation impact on the Group includes: Shareholders are also encouraged to attend the
Listings Requirements in respect of dealings by behaviour within the Group were reported of and the potential impact on the Group’s J Protection of Personal Information Act; annual general meeting of Shoprite Holdings
J a
ssessments by directors detailing all the directors. which 12 resulted in disciplinary action, various business units. Response to such J Labour and Employment legislation; and which provides an opportunity for shareholders
legislative and King III requirements. This dismissals, resignations and/or criminal charges legislation is addressed through the most J Various regulations relating to food and to raise pertinent questions and to interact with
questionnaire included questions on his Dealings in Shoprite Holdings securities by being laid against such employees. efficient and effective channel. Compliance product safety. directors. Committee chairpersons also attend
effectivity as gatekeeper of good corporate directors and alternate directors of Shoprite resources and programs are introduced by the annual general meetings to respond to
governance, the effectiveness of the arm’s Holdings and its main trading subsidiary are During the period under review the Group’s utilising a risk-based approach whereafter Shoprite Holdings fully understands the role shareholders’ questions.
length relationship (including his advisory disclosed as required by the JSE Listings code of conduct was reviewed by the Social on-going compliance is monitored and and responsibilities of its sponsor, Nedbank
role) as well as how he performed his role Requirements. The Board has also implemented and Ethics Committee and amended in line with tested through various means. Compliance Corporate and Investment Banking (CIB), as The Board is not aware of any material requests
and duties as company secretary. a formal approval framework which governs the best practices in this regard. The code of reports are presented to the Audit and Risk stipulated in the JSE Listings Requirements. made by any stakeholder under the Promotion
approvals required by these directors prior to conduct sets out the standard expected from Committee. It is the opinion of Shoprite Holdings that of Access to Information Act during the
The outcome of the assessment confirmed that their dealings in Shoprite Holdings securities. employees when dealing with customers, fellow Nedbank CIB has discharged its responsibilities reporting period that were either complied with
all requirements were met, including employees, suppliers, competitors and other J Regulatory frameworks in this regard with due care during the period or denied.
competence, qualifications and experience. During the period under review the Group stakeholders. All employees are required to Frameworks are updated on a regular basis under review.
complied with all Listings Requirements and adhere to the code of conduct. whilst controls are monitored continuously Competitive conduct
The company secretary is appointed and disclosure requirements prescribed by the JSE. using a risk-based approach. Any No significant financial penalties of regulatory The Group operates in the retail sector which is
removed by the Board and acts as a central No material breaches of the Group’s code of non-compliance is reported using the censure were imposed on the Group or any a highly competitive industry. It is therefore
source of information and advice to the Board Accountability conduct were reported during the 2016/17 governance processes. of its subsidiaries during the financial year to highly protective of all its intellectual property
and within the Group on matters of ethics and financial year. 2 July 2017. and know-how. Interaction with other retailers is
good corporate governance. Independent Audit and Risk Committee J General guidance and support to generally restricted to forums in which
advisory services are retained by the company A description of the responsibilities and work Legislative and regulatory business Investor and stakeholder relations co-operation at industry level is required for
secretary at the request of the Board or board undertaken by the Audit and Risk Committee compliance Management and business operations are The Group’s relevance to the markets and purposes of making representation to
committees. during this year is included in the report by the The Shoprite Group acknowledges the assisted with the implementation of societies in which it operates, depends on government. The Group is a member of the
chairman of the committee on page 80. His importance of complying with the regulatory appropriate controls to comply with relevant meaningful engagement with all stakeholders. Consumer Goods Council of South Africa.
All directors have unlimited access to the report also deals with the Group’s internal framework affecting its various business regulatory obligations. Incidents of Its stakeholder management approach involves
advice and services of the company secretary, controls, governance of risk as well as the operations and its associated accountability to non-compliance are also managed. the optimal application of resources to build Political party support
supported by the legal department. The internal audit function. all stakeholders. and maintain good relationships with Whilst the Group supports the democracy in
company secretary is responsible for the duties stakeholders. This assists the Group to South Africa, it does not make financial
set out in section 88 of the Companies Act and Group auditors The Group conducts business in 15 countries, donations to individual political parties.
for ensuring compliance with the listings At the annual general meeting of Shoprite 14 outside of South Africa located on the
requirements of the JSE Limited. The company Holdings held on 31 October 2016, the African continent and the Indian Ocean Islands.
secretary also provides a communication link appointment of PricewaterhouseCoopers Inc. In keeping with its vision and strategy, the
with investors and liaises with the Group’s as the external auditors of the Group until the Group subscribes to and applies all the
transfer secretaries and sponsors on relevant 2017 annual general meeting was approved by significant principles contained in the Code of
matters. As required by King III, the company shareholders. Further details on the external Corporate Practices and Conduct by King III.
secretary also acts as secretary to the various auditors are contained in the report of the
sub-committees of the Board and attends all chairman of the Audit and Risk Committee. In the Non-RSA jurisdiction where the Group
meetings of the Board and the committees. The operates, governance developments are
company secretary is also the compliance monitored on an on-going basis to ensure that
officer and ensures that the Group complies local regulatory requirements are complied with.
with all the required legislation and regulations The Board monitors the compliance by means
applicable to its various business activities. of committee reports, which include information
on any significant interaction with key
stakeholders, including regulators.

Nominations Committee Report Social and Ethics Committee Report
Composition, current members Key activities in 2017 Promotion of gender diversity at As a statutory committee constituted by the J the contribution to the development of Key activities in 2017
and attendance During the reporting period the Nominations board level board of Shoprite Holdings the Social and communities in which the Group’s activities The Committee received and considered the
The Nominations Committee consists of four (4) Committee: The Nominations Committee has established a Ethics Committee (“the Committee”) fulfils its are predominantly conducted; following reports by management during the
non-executive directors of which three (3) are J reviewed the composition of the Board and board diversity policy to ensure gender diversity duties in terms of section 72(4) of the J consumer relationships which includes period under review:
independent. sub-committees; at board level. In reviewing the composition of Companies Act (read together with Regulation advertising, public relations and compliance J the Group’s compliance with the principles
J recommended directors’ annual the Board, the Nominations Committee will 43 of the Companies Regulations, 2011). The to consumer protection laws; of the UN Global Compact Principles and
The following directors served on the appointment and re-election at the AGM; consider gender diversity to effectively Committee additionally fulfils the role of a J the environment, health and public safety, the OECD Guidelines;
Nominations Committee during the 2017 J reviewed and approved its formal terms of discharge its duties and responsibilities. In this Group committee and therefore no other and the impact of activities and products J skills and other development programmes
financial year: reference; regard the Nominations Committee will discuss Shoprite Holdings subsidiaries have established and services; and aimed at the educational development of
J Dr CH Wiese: Non-executive Chairman J adopted a policy to promote gender and agree on an annual basis the objectives for social and ethics committees. J labour and employment. employees;
J Mr JA Louw: Independent non-executive diversity at board level; and achieving gender diversity at board level and J corporate social investment programmes,
director; J complied with its terms of reference. duly recommend such objectives to the Board. A formal term of reference has been adopted Membership and meeting including details of charitable giving;
J Mr EC Kieswetter: Independent and guides the Committee to perform its attendance J employment equity plans for the Group;
non-executive director; and Annual general meeting 2017 As at the date of this report, women made up oversight role to ensure that the Group as a The following members served on the J labour practices and policies;
J Dr ATM Mokgokong: Independent As required by the Memorandum of 8% of the Board. The aim is to ensure that at responsible corporate citizen, conducts its Committee during the 2016/17 financial year: J compliance with the Group’s code of
non-executive director. Incorporation of Shoprite Holdings (MOI), at least 15%-20% of the Board will consist of business in a sustainable manner with an J Mr JA Louw: Independent non-executive conduct and ethics management and
least one-third of the non-executive directors women. ethical corporate culture at its core. The director and chairman; performance;
The Nominations Committee had two (2) will retire by rotation at the forthcoming annual Committee remains committed to developing J Mr BR Weyers: Executive director; J performance in respect of Black Economic
meetings during the period under review. general meeting. Dr CH Wiese, Messrs The Nominations Committee is satisfied that it and reviewing policies, governance structures J Mr M Bosman: Executive financial director; Empowerment as measured against the
Details of attendance at the meetings are set EC Kieswetter and JA Louw will retire in terms has fulfilled its responsibilities in accordance and practices to guide the Group’s approach to and Department of Trade and Industry’s
out below: of this provision but have offered themselves for with its terms of reference during the period emerging social and ethics challenges in line J Mr C Burger: General Manager Human Amended Broad-Based Black Economic
Director 22 Aug 2016 20 Feb 2017 re-election. under review. with its terms of reference. This charter was Resources. Empowerment scorecard;
CH Wiese P P reviewed during the period under review. J confirmation that the Group adheres to
Mr CG Goosen was appointed as a CH Wiese The Committee meets at least twice a year. South African legislation aligned to
JA Louw P P
non-executive director with effect from Chairman Responsibilities Other attendees include subject-matter experts compliance with the International Labour
EC Kieswetter P P 21 August 2017 but retires in terms of Article The Committee is responsible for: on each of the areas within the mandate of the Protocol on decent work and working
ATM Mokgokong P P 13.2 of the MOI at the annual general meeting J monitoring activities with regard to Committee. The details of attendance of conditions;
on 30 October 2017. Being eligible for election, legislation, other legal requirements and members during the reporting period are set out J anti-corruption trends, legislation and
Mr Goosen has offered himself for re-election. codes of best practice; below: information; and
Responsibilities J drawing relevant social and ethics matters Member 4 Aug 2016 16 Feb 2017 J environmental, health and safety
The Nominations Committee is responsible for: The Nominations Committee annually reviews to the attention of the Board; and JA Louw P P performance.
J identifying candidates and making the independence of non-executive directors J reporting to shareholders at the annual
BR Weyers* P P
recommendations to the Board on that retire, based on whether the director: general meeting. No substantive non-compliance with legislation
non-executive and executive director J was employed in an executive capacity M Bosman P P and regulations relevant to the areas within the
appointments as well as the Board’s within the Group in the previous three (3) The Committee focuses in particular on the C Burger P P Committee’s mandate has been brought to its
composition as a whole; years; Group’s strategy and performance in respect of: attention during the period under review. The
J reviewing and making recommendations on J served on the Board for a period of longer J social and economic development; *Retired with effect from 30 June 2017 Committee also has no reason to believe that
the Board’s structure, size and balance than nine (9) years. In this instance the J the promotion of equality and the prevention any such non-compliance has occurred and is
between executive and non-executive Nominations Committee considers if the of unfair discrimination; The fees of non-executive members during satisfied that it has considered and discharged
directors; director’s independence, judgement and J the Group’s ethics and the prevention of 2016/2017 are disclosed in the notice of the its responsibilities for the financial year under
J oversee the formal induction programme for contribution to the Board deliberations fraud, bribery and corrupt practices; annual general meeting. review in line with its terms of reference, King III
new directors; could be compromised, or appear to be J the deterrence of human rights violations; and the Companies Act.
J ensuring the development of succession compromised, by this length of services;
plans for the Board, CEO and senior J is a representative of a major shareholder; JA Louw
management; and J is independent in character and judgement Chairman
J assessing the effectiveness of the Board and whether there are any circumstances
and its committees. which may or is likely to affect the director’s
judgement; and
J is a shareholder in Shoprite Holdings and
that his shareholding represents a material
part of the director’s personal wealth.
Having considered the circumstances of the

non-executive directors, the Nominations
Committee is of the view that Messrs
Kieswetter and Louw can be considered as
independent.

Remuneration Report
Part 1 information on our annual financial performance Forward-looking actions

A letter from the chairperson of is contained in the Chief Executive Officer’s The Remuneration Committee is committed to continued improvement and forward-looking remuneration principles which include:
the remuneration committee (“CEOs”) report on page 30 of the Integrated
Report.
Considerations Forward-looking change Rationale
Dear Shareholders
I present to you our enhanced remuneration The Group continuously strives to make an
report for the 2017 financial year on behalf of impact across the social, economic and
Non-binding advisory shareholder From the annual general meeting (“AGM”) Best practice, and alignment with King IV and
the Remuneration Committee and Shoprite’s environmental context through its corporate
voting process (30 October 2017) onwards, we will put our the JSE Listings Requirements.
board of directors (“the Board”). The 2016 King social investment initiatives, including training
remuneration policy (part 2) as well as the
IV Report on Corporate Governance (“King IV”) for its junior staff. More detail is set out on
implementation report (part 3) contained in the
was released on 1 November 2016 and its full pages 41 – 55 of the Integrated Report. In
remuneration report to two separate non-
Glossary effect will be applicable as from our 2018 realising its long-term strategic objectives, the
binding advisory votes.
AGM annual general meeting financial year. We have, however, taken a Group actively aims at increasing its market
CEO chief executive officer proactive stance in aligning our remuneration share which will inevitably result in job creation Remuneration policy framework The remuneration policy and framework were Shoprite subscribes to the principles of good
ESP executive share plan policy and report to King IV to the extent it in South Africa and the greater African reviewed against market best practice and corporate governance.
FY financial year supports our business strategy. The report is continent. The Remuneration Committee is governance principles. King IV principles such
Group Shoprite Holdings Ltd aligned to the amended Johannesburg Stock confident that Shoprite’s remuneration policy as fair and responsible remuneration across the
and all its subsidiaries Exchange (“JSE”) Listings Requirements. In and practices, as approved and set by the organisation; the positive outcomes of the
HEPS headline earnings per share addition we have also reviewed the Board, are aligned to the Company’s overall variable pay performance conditions; and our
JSE Johannesburg Stock Exchange remuneration design and the link to business strategy and that the remuneration shareholder engagement mechanisms were
King IV the 2016 King IV Report on performance. Our forward-looking policy policy achieved its objectives in the 2017 reviewed.
Corporate Governance changes are detailed in this report. financial year.
LTI long-term incentive Fair and responsible remuneration The Remuneration Committee will consider the Best practice and alignment with King IV.
LTIB long-term incentive bonus Context Our remuneration philosophy is further detailed principle of fair and responsible remuneration as
MOI memorandum of incorporation We are experiencing a technical recession in an in part 2 of this report. The Remuneration an agenda point for their FY2018 meetings and
NED non-executive director unsettled economy with a weakening currency Committee made several decisions (in investigate methods to practically apply the
SENS Stock Exchange News Service and downgrades by international rating consultation with the wider Board), during the same in the Company.
Shoprite Shoprite Holdings Ltd agencies. Consumer spending has noticeably 2017 financial year which are in line with this
STI short-term incentive decreased to the detriment of all businesses. remuneration philosophy. Remuneration structuring of the CEO In determining the remuneration package for the Shoprite keeps abreast of market benchmarks
TGP total guaranteed pay However, Shoprite has outperformed the retail CEO we considered market benchmarks. Full and is dedicated to the principle of fair and
VAT value added tax industry in terms of growth and shareholder Activities of the Remuneration Committee details of his remuneration arrangement is responsible remuneration.
VOB virtual option bonus return. One of our key measures of success is J The 2018 financial year increases in detailed in this remuneration report.
trading profit which increased by 11.6%. More guaranteed pay for executives, management
LTI award policy Shoprite has not been making regular annual LTI In a volatile retail environment setting 3 or 5 year
and other employees were approved;
awards to senior executives. To simplify the LTI prospective performance conditions is
J The NED fees for the forthcoming year were
design all participants’ LTI awards will be challenging. Therefore, Shoprite will test
considered and recommended to
governed by the same principles (see part 2). performance “on the way in” for LTI awards and
shareholders for approval at the 2017 AGM;
Remuneration The quantum of LTI awards will be based on will set longer vesting periods (up to 5 years) to
J The STI on-target bonus pool was approved
employees’ role and line of sight and will only align LTI participants’ interests with
(in principle) for payment after 2017
be made if trading profit targets were met the shareholders’.
year-end (subject to on-target trading profit
preceding year (“performance on the way in”).
budget being met);
The vesting period of LTI awards will be 3, 4
J The Remuneration Committee reviewed best
and 5 years after award date (with only the first
market practice pertaining to LTI (according
award having a shorter vesting period for critical
to market benchmark quanta) for purposes
retention purposes).
of making LTI awards going forward;
J For future LTI awards the Remuneration
Career Committee will review the trading profit
Benefits development targets set and achieved for the financial
Our remuneration year preceding award date, if targets are
met employees will receive long-term
philosophy is
awards based on the financial performance
broadly based on (“performance on the way in”), subject to
the following pillars. employment conditions and equal vesting
over a 3, 4 and 5 year period. All employees
eligible for LTI will be governed by the same
design principles. However, executive
directors of Shoprite and Shoprite Checkers
(Pty) Ltd will be awarded the LTI value in
Shoprite shares only, whereas other
participants can receive either deferred cash
Performance or shares;
Work
and J The pay mix for the new CEO was
environment determined and approved; and
recognition
J The remuneration report for publication in
the 2017 Integrated Report was reviewed to
address King IV principles on remuneration
and the JSE Listings Requirements.

Remuneration Report (continued)
Announcements We welcome PC Engelbrecht as the new CEO Part 2

We bid farewell to Dr JW Basson who retired as of the Group, from 1 January 2017. He formerly The remuneration policy
CEO at the end of December 2016, but remains acted as the chief operating officer and
in the employment of the Group until alternate director of the Group. He has been Remuneration governance
30 September 2017. He had a remarkable with Shoprite for 20 years and we are confident In line with King IV, the Remuneration Committee is appointed by the Board and has delegated
career of 39 years with the Group and we will that Shoprite will reach new heights under his authority, in accordance with its terms of reference. The terms of reference are reviewed by the Board
remain thankful for the immeasurable leadership. His executive service contract and annually and no material changes were made during the reporting period.
contributions he made and his leadership of the remuneration arrangements differ from that of
Group throughout. He played an integral part in the previous CEO, as further explained in this The Remuneration Committee is established to consider Shoprite’s remuneration policy and the
growing the business from a small eight-store remuneration report. implementation thereof (where appropriate in consultation with the Board).
chain with a value of R1 million to a globally
respected retailer with a market capitalisation of We also said goodbye to Mr BR Weyers and In line with best practice, the majority of the Remuneration Committee members are independent
more than R98 billion, currently employing over Mr AE Karp. Mr BR Weyers retired as director NEDs. The Remuneration Committee members for the year under review, including their status and
140 000 employees. with effect from 30 June 2017. Mr AE Karp meeting attendances, are listed below:
retired as director and terminated employment
Dr Basson is an indirect shareholder through for medical reasons with effect from 1 February
Member Designation/Status 20 February 2017 19 June 2017
Bassgro Proprietary Limited (“Bassgro”). In 2017. We thank them both for their valued
terms of a contractual agreement with Shoprite, contribution to the Group during their respective
Dr Basson has a put option for all Shoprite tenures.
JA Louw Chairperson/Independent NED P P
shares directly or indirectly held by him whilst
still in the employment of Shoprite. This put Mr CG Goosen was appointed as a EC Kieswetter Member/Independent NED P P
option was exercised by him on 2 May 2017. non-executive director with effect from
The shareholder circular published on 7 August 21 August 2017 and retires at the AGM on CH Wiese Member/NED P P
2017 contains the detailed information (and 30 October 2017 (in line with the Group’s MOI),
fairness opinion) regarding such put option and but has offered himself for re-election.
the repurchase of shares. Shareholders are
required to approve this transaction at the Shareholder engagement and voting The Remuneration Committee met twice during 6. Considering recommendations from
General Meeting on 5 September 2017. Further At the AGM held on 31 October 2016, our the 2017 financial year. The following persons in management (based on external
information is disclosed in the 2017 annual remuneration policy received a vote of 70.29% addition to the Remuneration Committee benchmarks and independent NED fees
financial statements. in its favour. We engaged with shareholders and members were invited to attend and give input surveys) on the remuneration of the
took note of their comments and/or concerns. at meetings in the FY2017: chairman and NEDs, whose remuneration is
The outcomes are set out in the table below. J the Company Secretary; subject to shareholder approval;
J the Head of Human Resources; and 7. Reviewing the outcomes of the
J the CEO. remuneration policy post-implementation to
determine if the objectives were achieved;
Invitees to the Remuneration Committee 8. Reviewing and approving the remuneration
meetings are not present and do not vote when policy as contained in the Remuneration
Shareholder feedback Response from the Remuneration Committee their own remuneration is discussed and Report, which in turn forms part of the
considered. Similarly, the Remuneration Group’s Integrated Report;
Committee members do not decide on their 9. Overseeing the preparation of the
The guaranteed remuneration of the previous CEO The total remuneration design of the current CEO was informed by a market analysis and contains own remuneration. Remuneration Report (as contained in the
is above market and has no element of variable a considerable emphasis on variable remuneration linked to financial performance. Group’s Integrated Report) to ensure that it
remuneration (linked to company financial The responsibilities of the Remuneration is clear, concise and transparent;
performance). Committee include, but are not limited to: 10. Ensuring that the Remuneration Report (or
1. Assisting the Board in establishing a specific parts thereof) is put to non-binding
Although no long-term incentive awards have been LTI awards will be made based on the achievement of financial performance targets set (based on remuneration policy for executive directors advisory vote/s by shareholders and
made for the past 3 years, the long-term incentive trading profit) for the financial year preceding award date. Therefore, performance is tested on the and management that will promote the engaging with shareholders and other
awards which were made historically did not have “way in” and the vesting periods of awards thereafter (up to 5 years) provide natural alignment achievement of the Group’s strategic stakeholders on the Group’s remuneration
financial performance conditions attached for between management and shareholders. objectives and encourage individual philosophy;
vesting (continued employment only). performance; 11. Ensuring that consideration is given to
2. Ensuring that the components of executive succession planning in the Group;
remuneration meet the Group’s needs and and
In accordance with King IV and the amendments to the JSE Listings Requirements, we will put our strategic objectives; 12. Ensuring compliance with applicable laws
remuneration policy and our implementation report to shareholders for two separate non-binding 3. Reviewing the components of remuneration and codes applicable to executive
advisory votes at the 2017 AGM to be held on 30 October 2017. We look forward to engaging with you to ensure continued contribution to remuneration.
and receiving your support on the remuneration policy and the implementation report at the AGM. shareholder value;
4. Determining any on-target and stretch In doing its duty, the Remuneration Committee
JA Louw performance criteria necessary to measure may appoint independent advisors in order to
Chairperson of the Remuneration Committee the performance of executive directors in gain insight into market practice, and for
discharging their functions and assistance with matters and decisions relating
responsibilities; to remuneration.
5. Reviewing and recommending to the Board
the relevant criteria necessary to measure
the performance of executives, which plays
a pivotal role in determining their
remuneration;

Remuneration policy and Shoprite aims to provide a level of remuneration Benchmarking and position in the Remuneration framework
philosophy that will attract, develop, retain and motivate its market The different components of remuneration, their objectives and their link to the business strategy are summarised in the table below.
The remuneration policy is aligned to Shoprite’s employees (from general staff level to executive Executive positions are periodically evaluated.
approach of rewarding employees and level) to live the Company’s values and execute TGP (which includes guaranteed pay and
Component Nature Objective Link to business strategy Policy
management fairly and competitively, its strategy in a highly competitive retail benefits) in the Group is generally positioned at
structuring remuneration packages in a manner environment. In keeping with a global and the market median, however may exceed the
commensurate with each employee’s competitive retail industry, particularly at market median in the case of exceptional and/
TGP Fixed TGP must reflect scope and nature TGP ensures competiveness and TGP generally positioned at the
capabilities, skills, responsibilities and level of executive level, Shoprite’s remuneration policy or critical/scarce skills.
of role, job content, performance and rewards individuals fairly based on median; exceptions are made where
performance. The following non-exhaustive encourages sustainable performance,
experience; and include basic similar positions in the market. necessary to retain key and critical
principles apply: employee motivation and retention. The Group believes that its remuneration policy
employee benefits. Benefits recognise employees’ need skills.
J Awarding remuneration that is fair and just plays an essential role in realising its business
for a holistic TGP package which
on an organisation-wide basis (for general The executive remuneration policy is strategy; therefore, remuneration levels should
includes retirement benefits and The Group contributes between
staff as well as for management); underpinned by the principle of creating and be highly competitive in the challenging
insured benefits. 7.5% – 15% towards retirement
J Retaining the services of key talent and sustaining a strong link between reward and markets in which the Group operates.
benefits.
critical skills necessary to realise the Group’s performance, placing a significant portion of the
strategic objectives over the long term; remuneration “at risk” measured at Group and The remuneration arrangement of
TGP includes risk and insurance
J Attracting the key talent and skills required operational/business unit level. The “at risk” or the CEO
benefits.
by the Group; variable pay include STI and LTI which align the
J Ensuring that remuneration structures are interests of executives and shareholders. The previous CEO, Dr JW Basson STI Variable Rewards and motivates the Rewards employees for contributing Depends on trading profit. Bonus
consistent with the Group’s long-term value The previous CEO’s remuneration arrangement cash achievement of Group and to growth in sustainable short term pool accrual is capped at 150%.
creation for shareholders; At the general staff and junior employee levels, was governed by an employment agreement operational performance over a trading profit. If actual profit falls below 70% of
J Remuneration that is sustainable in the long the Remuneration Committee aims to entered into with the Board during 2003 (as 12 month period. Group trading profit target, a modest
term and does not encourage excessive risk encourage the right behaviours and satisfy the reported in prior remuneration reports). bonus may be paid.
taking by key decision makers; different needs of employees at these levels.
J Key performance areas for executives which The Remuneration Committee is guided by the Dr Basson gave notice of his retirement on Long term Deferred Both plans have the same design Increased shareholder value through In both instances trading profit targets
support an integrated approach, taking into following parameters: 30 September 2016, and stepped down as CEO VOB (previously cash or principles/policy. trading profit metric which needs to need to be achieved to warrant
account financial metrics, sustainability, risk J Internal equity; with effect from 31 December 2016. He has an reported as VOP) and equity be achieved. participation. For the VOB a % of
management, governance and other J External competitiveness; agreed notice period with Shoprite of LTIB (previously VOB: Incentive and retention plan TGP is awarded and for the LTIB a %
strategic objectives; and J Annual remuneration adjustments; 12 months and will therefore receive his reported as DBP) for the longer term. Where Longer term retention of all levels of of STI is awarded as a long-term
J Recognising and encouraging exceptional J Affordability; guaranteed remuneration until 30 September predetermined targets (for the management employees to deliver bonus. Both VOB and LTIB are
performance, both on an individual level as J Reward for performance; 2017. preceding year) are achieved the Shoprite business strategy. deferred either in cash or in shares.
well as on a Group level. J Benefits; employees receive a % of TGP either
J Reward for skills; From 1 January 2017, Pieter Engelbrecht in deferred cash or shares (most For the most senior employees only
J Making employees aware of the Group assumed the role of CEO and accepted all the senior employees). deferral in shares is used.
employee value proposition (EVP) which day-to-day responsibilities associated with this
contains monetary and non-monetary role. LTIB: Retention plan whereby a % of VOB and LTIB benefits vest in equal
aspects; STI is matched by Shoprite either in tranches in years 3, 4 and 5 after
J Free from discriminatory practices; and The current CEO, PC Engelbrecht deferred cash or shares. award date with “performance
J Sound reward management governance. The new CEO’s remuneration design differs measured on the way in” and subject
from that of the previous CEO. In determining to continued employment for vesting.
the CEO remuneration design market
benchmarks of similar sized retail companies As Shoprite has not been making
were taken into account to set total guaranteed regular annual awards of share
pay (“TGP”). instruments to its most senior
employees, only the September 2017
The variable components of the CEO’s VOB award for such senior
remuneration package are as follows: employees will vest in years 1, 2 and
J STI: A cash bonus of up to a third of his 3 after award date (equal tranches).
annual TGP for on-target performance, with All awards thereafter will be subject
an appropriate bonus cap in the event of to the normal policy on vesting.
out-performance (limited to 40% of his
annual TGP). All shares awarded in terms of the
J LTI: Annual award of shares in terms of the VOB and LTIB are purchased in the
VOB (100% of his TGP) based on whether market for delivery and does not
performance targets set for the preceding result in shareholders dilution.
financial year were achieved.
Long term Equity Provides for a number of share Direct shareholding by management Performance shares require the
Further detail regarding the CEO’s remuneration ESP (not currently instruments which can be awarded to create alignment with meeting of prospective performance
components are contained in the being used) to employees in terms of a shareholders. conditions for vesting. Co-investment
implementation report (part 3). shareholder approved plan. This shares require a direct investment by
includes performance shares, This alignment is created through the employees to qualify for matching
co-investment shares and retention shares awarded to senior manage- co-investment shares. Both of these
shares. ment in terms of the VOB detailed in also require continued employment
this table. for vesting, whereas retention/
restricted shares only require
continued employment as a vesting
condition.

Changes during the 2017 financial year Guaranteed pay and benefits operational/business unit, pre-determined at On-target earning potential for STI ESP
See detail in this regard as reported in part 1 Shoprite offers its employees a TGP structure the beginning of the financial year. This ensures STIs are based on a percentage of an employee’s TGP. The on-target and stretch earning potentials of This plan is approved by shareholders, but is
relating to the Group’s forward-looking as summarised in the remuneration framework that each participant is measured against his the CEO, CFO and other executives as a percentage of guaranteed remuneration are set out in the currently not being used. This is as Shoprite has
remuneration changes. The key elements being: of this report. specific area of responsibility. table below. adopted a uniform approach for all employees
1. A uniform approach across the Group to in relation to LTI through the VOB and LTIB.
incentivise and motivate employees in the Annual reviews and increases Various weightings are also included in the
Position On-target (as a Stretch (as a %
long term (3 – 5 years). To achieve uniform Annual increases are awarded based on criteria to encourage participants to maximise Design
% of TGP) of TGP)
treatment we collapsed the VOB and LTIB employees’ TGP value. Annual increases in the their role and functionality, and the criteria may Three types of shares can be awarded in future.
principles into one long-term incentive TGP are determined with reference to: include: For detail in this regard refer to the
approach. The ESP is currently not being J the scope and nature of an employee’s role; J market share growth; “remuneration framework” earlier in this report.
CEO 33.3% 40.0%
used and the most senior employees J market benchmarks; J sales;
(including the CEO) will be receiving long- J personal performance and competence; J controllable expenses; CFO 62.8% 94.2% ESP vesting during the year under review
term awards in terms of the VOB (in the form J affordability; J debtors' management; The 2014 ESP award vested on 15 June 2017.
of shares). Participation in the VOB and the J company performance and specifically sales J shrinkage; Executives (on average) 61.8% 92.8% Detail regarding vesting of executive directors’
LTIB is based on trading profit targets being growth; and J strategic transformation targets (B-BBEE); ESP shares is disclosed in the implementation
achieved and the vesting periods and J actual and projected CPI figures. J cost savings; and report (part 3 of this remuneration report). This
settlement mechanisms are the same for J stock days, etc. vesting included co-investment as well as
both plans. Going forward, annual awards of Proposed increases to TGP are reviewed by the The CEO has a modest STI earning potential as As a once-off arrangement for retention retention shares.
long-term incentives will be made (subject CEO of the Group and his recommendations Due to the diversified nature of the Group, 19 part of his pay mix (see “Pay mix” above), purposes (as Shoprite has not been making
to the meeting of trading profit targets); and are included in a formal proposal to the operational/business units exist. Employees however the Shoprite policy is to place greater annual LTI awards to its most senior employees) Maturity of convertible bonds
2. Alignment of the CEO’s total remuneration Remuneration Committee for approval. The from all of these operational/business units emphasis on LTI through annual VOB awards, the September 2017 award of VOB for certain Certain executive directors invested in Shoprite
design to market benchmarks. average annual increase in TGP levels for participate in the STI plan. Employees falling creating long term alignment with shareholders. critical talent will vest in years 1, 2 and 3 after Investments Ltd convertible bonds (linked to
executives is reviewed and approved by the under branch management have a choice to award date. the matching co-investment shares). These
Pay mix Remuneration Committee in terms of their receive their bonus on a quarterly basis, in LTI convertible bonds matured (for all holders
The Remuneration Committee has considered, mandate. which case the bespoke performance criteria LTIB thereof) in April 2017 and converted into
as a forward-looking policy, the pay mix of the are measured against the quarterly results. If Performance alignment The LTIB design principles are the same as the Shoprite ordinary shares.
CEO and other executives as would be Collective bargaining agreements typically the employee elects to receive the bonus at the Trading profit is the key metric of success which VOB, the only difference being that the benefit
applicable for the 2018 financial year. The exclude performance based increases and end of the fourth quarter, the results over all four Shoprite measures itself against. In a volatile amount per employee is determined based on a Interest bearing loans
illustration indicates that a greater weighting is uniform increases are normally granted which quarters are considered. In the event that an retail environment setting 3 to 5 year % of STI earned for the preceding year. Both Shoprite Investments Ltd granted or extended
placed on variable pay, and more specifically are based on the specific agreements reached annual bonus would exceed the sum of the four prospective performance conditions is plans are subject to trading profit targets being interest bearing loans to certain executives.
LTIs. between the Group and the bargaining units for quarterly bonuses, the annual bonus will be challenging. Therefore, Shoprite will test achieved and have the same vesting periods
predetermined periods of time. paid to the employee, and vice versa. performance “on the way in” for all LTI awards and settlement mechanisms. Dilution limit
based on prior financial year trading profit In terms of the ESP rules an overall limit of
Variable pay No incentive bonus will be payable if none of achieved against budget set. Manner of settlement for VOB and LTIB approximately 3% (three percent) of the issued
Variable pay refers to STI and LTI, which are the bespoke performance criteria are met. The Employees may receive settlement of their shares of Shoprite has been imposed when
Forward-looking policy pay mix linked to Company and/or individual plan also makes provision for stretch targets Currently LTIs are offered through participation unvested VOB and LTIB benefits in restricted shares are allocated and issued in terms of the
(on target) performance, and support the achievement of above the trading profit target. Where more in VOB and LTIB. The salient features are shares where it is practical and allowed in terms plan. An individual limit of approximately 0.5%
Shoprite’s strategic objectives. than 70% of target is achieved on a Group level summarised below (read in conjunction with the of the local legislation of the employees' (half a percent) has been imposed. If shares are
100% and this performance is matched or exceeded “remuneration framework” above). country of employment. Such shares are purchased in the open market for settlement of
STI on an operational/business unit level, bought in the market (outside of the ESP rules) allocations in terms of the ESP (or any other
90%
The annual STI is designed to recognise the participants can earn up to 150% of their VOB and therefore does not result in any dilution for LTI), the limits will not be impacted.
29%
80% 43% achievement of a combination of Group and on-target incentive. However, where the current The VOB is aimed at providing employees with shareholders.
operational/business unit objectives. year trading profit does not exceed the previous an incentive to advance the interests of the Shoprite takes care not to destroy shareholder
70% Executives and management participate in the year trading profit, the bonus pool is limited to Group over the long term. The strategic intent of The settlement of the VOB and LTIB benefits in value by unnecessarily issuing shares to settle
STI which operates over a 12 month period (i.e. 100% of the trading profit target. The annual the plan includes the retention of key restricted shares provides employees with an LTI awards.
60%
financial year). This is a self-funding scheme as bonus pool is therefore capped at 150% of employees, providing employees with an opportunity to own Shoprite shares which
27%
50%
14%
the bonus pool is determined based on a trading profit target in instances of financial opportunity to earn variable remuneration, fosters a culture of ownership and alignment There was no fresh issue of shares, and no LTIs
trading profit target. The value of the on-target outperformance. based on performance, and to create alignment with shareholders. It further entitles employees were awarded, in the 2015, 2016 and 2017
40 %
bonus earning potential (i.e. bonus pool) for the with shareholders’ interests. to the dividend and voting rights on the financial years.
30 %
plan is included in the annual budget and is Executive directors who have line of sight in restricted shares for the duration of the vesting
provided for in the financial statements. terms of operational/business units have In terms of this plan, an incentive amount is period. Restricted shares will be forfeited The settlement of the VOB and LTIB (where
20 % 43% 44% exposure to both Group performance and allocated to participants based on their TGP. should the employee terminate employment shares are settled) will be in terms of a market
The quantum of the bonus pool is determined operational/business unit performance in the Shoprite will test performance “on the way in” prior to the vesting dates (except for certain purchase of shares.
10 %
at Group level, but is moderated by the financial determination of their bonuses. Executive based on the prior financial year’s trading profit “good leaver” provisions).
0% performance of each operational/business unit directors with line of sight to Group achieved against budget set. Executive director service contracts
within the Group. Therefore, on Group level, performance (like the Financial Director, CEO, In the event that employees elect not to settle Executive directors and executives of the Group
CEO Other executives
where between 70% and 100% of trading profit Marketing Director and the Deputy Managing The award levels is informed by market their VOB and LTIB benefits in restricted shares, do not have bespoke executive contracts, but
target is achieved and the operational/business Director) will have exposure to Group benchmarks and vary from 100% of TGP (CEO) their benefits will be paid in cash on the vesting are employed in terms of the Group’s standard
Q TGP Q STI Q LTI unit achieves the same or a larger percentage of performance in the determination of their to 70%, 50%, 35% and 25% of TGP depending date or payment date as defined by the policy contract of employment. The notice period for
its trading profit budget, the operational/ bonuses. on the employment level. document of these plans. termination of service is one calendar month,
business units’ bonus pool will be the actual except for the CEO who has a notice period for
percentage of trading profit budget achieved. VOB benefits can be delivered in terms of termination of service of six months. Normal
However, where the operational/business unit deferred cash or restricted shares. The most retirement age ranges between 60 and 65
performance does not match or exceed Group senior employees only receive restricted shares years, unless the executive is requested by the
performance, participants may earn a portion of to ensure they are invested in equity. VOB Board to extend this term.
their on-target bonus based on the bespoke benefits vest 3, 4 and 5 years after award date
performance criteria applicable to each (equal tranches).

Executive directors and executives do not have Non-independent non-executive Non-executive directors Part 3
any contractual arrangements or benefits directors The table below sets out the proposed fees The implementation report of the remuneration policy
associated with the termination of their Shoprite has three non-independent NEDs (excluding VAT) payable to NEDs from The implementation report contains the detailed information and figures pertaining to the application
employment that would entitle them to “golden namely: 1 November 2016 to 30 October 2017. These of the remuneration policy in relation to the relevant prescribed officers. Shoprite views its executive
handshakes”, large once-off severance i. Dr CH Wiese, whose fees are paid by the fees will be tabled to shareholders for approval and alternate directors as prescribed officers as defined in terms of the Companies Act.
payments or paid restraints of trade. Group to Chaircorp (Pty) Ltd, a management by a special resolution at the 2017 AGM in line
company of which Dr Wiese is an employee; with the Companies Act, No 71 of 2008. NED The Remuneration Committee and the Board is satisfied with the application and implementation of
No executive directors or executives of the and fees will only be paid after the 2017 AGM. the remuneration policy during the 2017 financial year and believe that the disclosure in this
Group have any contractual agreement with ii. Dr JW Basson was appointed as implementation report reflects Shoprite’s commitment towards enhanced reporting.
Shoprite in relation to vested shares such as put non-executive vice-chairman with effect
options or other buy-back arrangements. from 1 January 2017. Company performance versus average growth in executive remuneration
iii. Mr CG Goosen was appointed as a In the table below, company performance measures are compared against the average TGP increase
Certain executives are subject to a restraint of non-executive director with effect from percentages for executives over the past three years. The financial performance for the 2017 financial
trade for two years after the 2017 ESP vesting 21 August 2017 and retires at the 2017 AGM year is contextualised in the CEO’s report on page 30 of the Integrated Report.
date as they were recognised as instrumental in (in line with the Group’s MOI), but has 2017 2016 2015
carrying out the Group’s business strategy. offered himself for re-election at the 2017
However, these restraint of trade agreements AGM.
are not paid restraints, but contractual Average increase in executive guaranteed pay levels +7.9% +7.0% +7.2%
restraints. 2017 2016 Increase %
Growth in basic headline earnings per share +13.1% +17.0% +10.8%
Messrs E Nel and B Harisunker are employed
by the Group by way of term contracts up to The Board Trading profit +11.6% +15.0% +10.7%
30 June 2018 and 31 December 2017 Chairperson R397 000 R367 500 8.0%
Turnover +8.4% +14.4% +11.2%
respectively. Lead independent director R245 000 R227 000 7.9%
NED R234 000 R216 000 8.3% Dividend per share +11.5% +17.1% +10.3%
Non-executive directors
The audit and risk committee Earnings before interest, tax, depreciation and amortisation +6.8% +16.2% +8.9%
Independent non-executive directors Chairperson R279 000 R258 000 8.1%
Independent NEDs do not have any
Member R141 000 R130 000 8.5%
employment contracts and do not receive any In keeping with the principle of fair and responsible remuneration, Shoprite has carefully considered
benefits associated with permanent the increases applicable across the organisation prior to its approval. During the 2017 financial year,
employment. The Board, on recommendation The remuneration committee Shoprite approved an overall guaranteed pay increase for all employees in line with the CPI of the
by management, has decided that independent Chairperson R72 500 R67 000 8.2% various territories in which the Group operates.
NEDs should not be remunerated by means of a Member R43 500 R40 500 7.4%
base fee and attendance fee in respect of their STI outcomes
Board and committee obligations. This is as The nomination committee The table below sets out the STI of prescribed officers in the 2017 financial year (based on the
NEDs are required to prepare for all meetings Chairperson R72 500 R67 000 8.2% achievement of the performance conditions, i.e. trading profit).
and feedback and inputs are required by the Member R43 500 R40 500 7.4%
Board, even though the meeting may not
Margin by which the
actually be attended by the NED. The fee
The social and ethics committee Actual 2017 STI On-target STI earning Maximum STI earning Group’s performance
structure is therefore calculated on a retainer
Chairperson R94 500 R87 500 8.0% Executive/Alternate FY2017 actual STI (as % of guaranteed potential (as % of potential (as % of exceeded the targeted
basis, which is also more comparable for
Directors (expressed as R’000) package) guaranteed package) guaranteed package) trading profit
benchmarking in the market against other
companies’ NED fees and is supported by King
IV principles. Shareholder engagement and voting 2. The invitation will reveal the manner and
PC Engelbrecht 4 324
procedures timing of engagement, which may include
The fee structure is reviewed annually and In line with best practice, King IV and the JSE (but is not limited to) communication via M Bosman 2 216 72% 66% 94%
benchmarks for NED fees for companies of Listings Requirements, Shoprite will table its email, telephone calls, meetings and 11.6% actual trading
similar size and comparable industries are remuneration policy together with the roadshows. B Harisunker 1 572 47% 51% 76% profit growth versus
considered when setting the proposed NED implementation report for two separate trading profit growth
fees for the following financial year. non-binding advisory votes by shareholders The Remuneration Committee will ascertain the EL Nel 2 185 63% 59% 88%
target of 10.1%
from the 2017 AGM onwards. In the event of reasons for dissenting votes, respond and
JAL Basson 2 360 95% 70% 105%
Prior to payment, the fee structure is subject to 25% or more of the shareholders voting against provide constructive feedback to shareholders’
approval by shareholders at the Group's AGM. either or both the remuneration policy and questions, queries and legitimate concerns. CG Goosen 293
Therefore, all NED fees are only paid after the implementation report, the Remuneration After consideration of the results of shareholder
AGM for the preceding 12 (twelve) months. Committee will take the necessary steps to engagement, the Remuneration Committee AE Karp 933
engage with shareholders so as to ascertain the reserves the right to amend components of the
Travelling and accommodation expenses reasons for their dissenting votes and address remuneration policy to further align it to market
Note: PC Engelbrecht’s actual (as % of TGP) versus his on-target STI (as % of TGP) are not reflected in the table
actually incurred by directors to attend their legitimate concerns. The Remuneration practice and/or shareholder value creation. above as he received a pro-rated STI payment for his performance in his previous position as chief operating officer
meetings are paid by the Group. Committee will: and a pro-rated STI payment for his performance as CEO. Similarly, for CG Goosen and AE Karp who had flexible
1. Extend an invitation to dissenting work arrangements or retired from employment part-way through the 2017 financial year, this information is not
shareholders in the Stock Exchange News shown.
Service (“SENS”) announcement with the
results of the AGM, for them to engage with
the Remuneration Committee regarding their
reasons for voting against the relevant
resolution; and

Financial Statements
Dilution of share capital NED fees

In 2014, 0.4% (zero point four percent) of the total issued share capital comprised a fresh issue in The table below sets out the NED fees (approved at the 2016 AGM by shareholders) for the 12 month period from 1 November 2015 – 31 October 2016 and
terms of the ESP for awards to executives (made in the 2014 financial year). This fresh issue paid after the 2016 AGM.
comprised 2,292,500 shares of the 15,000,000 shares approved by shareholders as overall limit for
the ESP. No further fresh issue of shares were made since.
Role 2016
Remuneration paid to executive and alternate directors The Board

The table below reflects the comparison of remuneration paid (expressed as R’000) to executive and Chairperson R367 500
alternate directors in the 2016 and 2017 financial years respectively. Lead independent director R227 000
NED R216 000
Executive/Alternate Directors Remuneration Benefits STI LTI** Other Total
The audit and risk committee
1
Chairperson R258 000
PC Engelbrecht 9 713 685 4 324 16 006 527 31 255
Member R130 000
CG Goosen 206 194 293 — 803 1 496
The remuneration committee
2
M Bosman 2 601 487 2 216 10 004 259 15 567 Chairperson R67 000
Member R40 500
B Harisunker 3 339 — 1 572 — 2 418 7 329
2017
EL Nel*** 3 452 — 2 185 — 301 5 938 The nomination committee

Chairperson R67 000
JW Basson* 49 656 64 — — 394 50 114
Member R40 500
JAL Basson3 2 189 300 2 360 8 003 332 13 184
The social and ethics committee
4
AE Karp 1 178 275 933 12 004 79 14 469 Chairperson R87 500
BR Weyers — — — — 162 162
Total 72 334 2 005 13 883 46 017 5 275 139 514 Non-binding shareholder voting
The table below provides an historic view of the shareholders positive voting pattern of the last three
PC Engelbrecht 4 096 755 2 997 — 274 8 122 AGMs held in years 2014, 2015 and 2016.
CG Goosen 1 142 213 602 — 28 1 985

Remuneration policy % For % Against % Abstained
M Bosman 2 354 539 2 063 — 195 5 151
B Harisunker 3 199 — 1 617 — 363 5 179 31 October 2016 70.29 29.71 —

2016
EL Nel 3 249 — 2 134 — 299 5 682 19 October 2015 71.09 28.91 —
JW Basson 49 656 58 50 000 — 386 100 100 27 October 2014 68.89 31.11 —
JAL Basson 1 878 321 1 394 — 200 3 793
AE Karp 4 101 857 1 444 — 227 6 629
BR Weyers 656 — 383 — — 1 039
Total 70 331 2 743 62 634 — 1 972 137 680
1
Based on 80 000 LTI instruments which vested
2
3
4
* Dr Basson gave notice of his retirement on 30 September 2016 and has an agreed notice period with the
Group of 12 months. He therefore receives guaranteed pay until 30 September 2017.
** The vesting of LTIs awarded in terms of the ESP rules (co-investment and restricted shares) occurred on
15 June 2017 at VWAP of R200.07 per share.
*** Mr Nel was awarded a once-off retention cash amount of R11 million with effect from 1 July 2017 with a vest-
ing date of 30 June 2018. Vesting is subject to continued employment and will only vest if he is in employment
of the Group at vesting date.

Summary Consolidated Financial Statements

Summary
Contents
Statement of Responsibility by the Board of Directors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Consolidated
Certificate of the Company Secretary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Directors’ Report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Audit and Risk Committee Report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Currency of the Summary Consolidated Financial Statements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Financial
Independent Auditor’s Report on the Summary Consolidated Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . 83
Summary Consolidated Statement of Financial Position . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Summary Consolidated Statement of Comprehensive Income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Statements
Summary Consolidated Statement of Changes in Equity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Summary Consolidated Statement of Cash Flows. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Selected Explanatory Notes to the Summary Consolidated Financial Statements. . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Annexure A – Interests in Subsidiaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
The summary consolidated financial statements comprise a summary of the audited annual financial statements of the Group for the year ended
2 July 2017. The annual financial statements of the Group for the year ended 2 July 2017 have been audited by PricewaterhouseCoopers Inc., in compliance
with the applicable requirements of the Companies Act, 2008. The preparation of the audited annual financial statements of the Group was supervised by
Mr M Bosman, CA(SA). A copy of the full audited annual financial statements is available on www.shopriteholdings.co.za or may be requested from the
company secretary ([email protected], tel +27 (0) 21 980 4284) at PO Box 215, Brackenfell, 7561, South Africa.
Shoprite Holdings Ltd and its Subsidiaries

for the year ended 2 July 2017.

Statement of Responsibility by the

Board of Directors Directors’ Report
The summary consolidated financial statements are the responsibility of The directors believe that the Group has adequate resources to continue Nature of business Computicket (Pty) Ltd
the directors of Shoprite Holdings Ltd. The audited annual financial trading as a going concern in the foreseeable future. The annual financial Shoprite Holdings Limited (“Shoprite Holdings”) is an investment holding As a premier ticketing solution provider and one of the most recognised
statements of the Group for the year ended 2 July 2017, from which these statements support the viability of the Group. company listed on the Johannesburg Stock Exchange Limited (“JSE”) in brand names, Computicket offers theatre, concert, festival, sport and
summary consolidated financial statements have been derived, were the “food retailers & wholesalers” sector. Secondary listings are also cinema tickets along with bus tickets and gift vouchers through a network
prepared in accordance with International Financial Reporting Standards The Group’s external auditors, PricewaterhouseCoopers Incorporated, maintained on the Namibian and Zambian Stock Exchanges. Cash income of outlets located across South Africa, Botswana, Mozambique, Namibia
(IFRSs) and the requirements of the Companies Act of South Africa. audited the summary consolidated financial statements, and their report is is derived mainly from dividends and interest. The consolidated annual and Zambia, a call centre as well as the Computicket website.
presented on page 83. The external auditors were given unrestricted financial statements of Shoprite Holdings and its subsidiaries also Computicket Travel also offers a variety of travel packages and services.
The directors are responsible for the preparation and fair presentation of access to all financial records and related data, including minutes of all incorporate the equity accounted attributable income of associated
the summary consolidated financial statements and are satisfied that the meetings of shareholders, the board of directors and committees of the companies and joint ventures. Shoprite International Ltd
systems and internal financial controls implemented by management are board. The directors believe that all representations made to the Incorporated in the Republic of Mauritius, Shoprite International is the
effective and that these summary consolidated financial statements are a independent auditors during their audit are valid and appropriate. Shoprite Holdings comprises of the following main holding company for the majority of the Group’s non-South African retail
true and accurate extract from the audited annual financial statements of subsidiaries and property investments.
the Group.
Shoprite Checkers (Pty) Ltd Shoprite Insurance Company Ltd
Supermarkets: Serves a broad customer base through our Shoprite, Provides first and third party short-term insurance to the Group and its
Shoprite Hyper, Checkers, Checkers Hyper and Usave store formats. customers.
Supply Chain Management: Supplies the Group’s outlets in South Africa
Approval of the Summary Consolidated Financial Statements and 14 Non-RSA countries. The Group prides itself in running a state-of- Other Group Subsidiaries
the-art distribution operation. The interests of Shoprite Holdings in other subsidiaries are set out on
Fast Foods: The Hungry Lion chain owns and operates modern, well- page 97 of the Integrated Report.
The summary consolidated financial statements of the Shoprite Holdings Ltd Group were approved by the board of directors on 21 August 2017 and signed designed fast food outlets with a focus on fried chicken within South
on its behalf by: Africa, Botswana, Zambia, Lesotho, Swaziland, Namibia and Angola. Financial review
Franchise: The OK Franchise Division’s stores offer a wide range of The Group’s diluted headline earnings per share amounts to 1,007.4 cents
perishable and non-perishable food items through supermarket/ for the year (2016: 900.3 cents). Details of the profit of Shoprite Holdings
convenience outlets under the OK Foods, OK Grocer, OK Minimark, OK and its subsidiaries are contained in the statement of comprehensive
Value, OK Express, Friendly Grocer and 7-Eleven brands. Wholesale income on page 85 with reference to the operating segment information on
franchise partners trade under the Megasave brand and the add-on retail page 89. The financial position of Shoprite Holdings and its subsidiaries
liquor outlets under the OK Liquor and Friendly Liquormarket brands. are recorded in the statement of financial position on page 84. Further
Freshmark: Freshmark is the Group’s fruit and vegetable procurement and details are furnished in the notes to the summary consolidated financial
CH Wiese PC Engelbrecht distribution division and supplies fresh produce to the Group’s retail statements on page 88 – 96. The Group’s net asset value per share as at
Chairman Chief Executive Officer outlets. 2 July 2017 was 4,905 cents (2016: 3,942 cents).
Liquor Stores: Trading under the Shoprite LiquorShop and Checkers
LiquorShop brands respectively, the liquor shops have extended the Distribution to shareholders
Group’s offering by providing a selection of wines, beers and a wide range
of premium spirits to its customers. Ordinary dividends
Meat Markets: The Group’s customers are served through in-store An interim cash dividend (no. 136) of 180 cents per share was paid on
butcheries that employ qualified butchers and technicians. 20 March 2017. A final dividend (no. 137) of 324 cents per share, is payable
Money Markets: The Money Markets offer a comprehensive range of on 11 September 2017, bringing the total dividend for the year to 504 cents
financial services and products to the Group’s customers through (2016: 452 cents) per ordinary share.
dedicated in-store service counters.
Certificate of the Company Secretary Furniture: The Furniture division offers furniture, electrical appliances and
home entertainment products to customers for cash or credit through its
OK Furniture, OK Power Express, OK Dreams and House & Home outlets
Share capital
The authorised share capital of Shoprite Holdings remained unchanged at
650 000 000 (six hundred and fifty million) ordinary shares of 113.4 cents
in South Africa, Botswana, Namibia, Swaziland, Lesotho, Zambia, (one hundred and thirteen point four cents) each.
Mozambique and Angola.
Pharmacies and wholesale distribution: MediRite’s in-store pharmacies During the period under review Shoprite Holdings issued 27 149 869
offer consumers an easy access to affordable healthcare and healthcare (twenty seven million one hundred and forty nine thousand eight hundred
professionals and through in-store dispensaries with outlets throughout and sixty nine) ordinary shares in respect of conversion notices received
In terms of section 88(2)(e) of the Companies Act no 71 of 2008 (as amended) I, PG du Preez, in my capacity as Company Secretary, confirm that for the year South Africa and also in Angola and Swaziland. The Group’s from the holders of 458 671 Shoprite Investments convertible bonds.
ended 2 July 2017, the Company has lodged with the Companies and Intellectual Property Commission, all such returns as are required of a public pharmaceutical wholesaler, Transpharm, sells and distributes Accordingly, the issued share capital increased from 572 871 960 (five
company in terms of the Companies Act and that all such returns and notices are true, correct and up to date. pharmaceutical products and surgical equipment to hospitals and clinics, hundred and seventy two million eight hundred and seventy one thousand
dispensing doctors, veterinary surgeons and private and corporate nine hundred and sixty) to 600 021 829 (six hundred million twenty one
pharmacies. thousand eight hundred and twenty nine) ordinary shares of 113.4 cents
Properties: This division is tasked to expand the Group’s supermarket each.
portfolio through the identification and leasing of new supermarket
premises or developing new shopping centres to accommodate one of the On 31 August 2016 and 19 June 2017, Shoprite Holdings issued
supermarket formats. New retail developments and the redevelopment of 13 828 807 (thirteen million eight hundred and twenty eight thousand eight
existing properties are supervised through every stage of the planning-, hundred and seven) non-convertible, non-participating, no par value
design- and construction process. deferred shares in the share capital of Shoprite Holdings to Thibault Square
PG du Preez Financial Services (Pty) Ltd pursuant to the issue of 27 149 869 (twenty
Company Secretary Shoprite Investments Ltd seven million one hundred and forty nine thousand eight hundred and sixty
As a wholly owned subsidiary of Shoprite Holdings, Shoprite Investments nine) ordinary shares as reported above. The total issued non-convertible,
21 August 2017 conducts the Group’s treasury function and financing of credit sales to non-participating, no par value deferred shares therefore increased to
third parties. 305 621 601 (three hundred and five million six hundred and twenty one
thousand six hundred and one).

Directors’ Report (continued)

Going concern Dr CH Wiese and Messrs EC Kieswetter and JA Louw retire as directors, Corporate governance
The annual financial statements of the Group were prepared on a going in terms of Article 33.5.1 of the MOI of the Company, at the annual general Statements of the Board’s application of the codes of good corporate
concern basis. meeting. All these directors have offered themselves for re-election as governance are set out in the Corporate Governance Report on
directors of Shoprite Holdings. pages 56 – 59.
The Board has performed a formal review of the Group’s results and its
ability to continue trading as a going concern in the foreseeable future. Mr CG Goosen was appointed as non-executive director with effect from Board committees
21 August 2017 but retires in terms of Article 13.2 of the MOI at the annual The reports of the various board committees are included in the corporate
The directors of Shoprite Holdings confirm that they are satisfied that the general meeting on 30 October 2017. Being eligible for election, governance section of the Integrated Report and on pages 80 – 82.
Group has adequate resources to continue in business for the foreseeable Mr Goosen offers himself for re-election.
future. Auditors
The Board supports the re-election of these directors. Subject to shareholder approval at the annual general meeting,
Borrowings PricewaterhouseCoopers Incorporated will continue in office in
Shoprite Holdings has unlimited borrowing powers in terms of its Directors’ and alternate directors’ interests accordance with Section 90(1) of the Companies Act.
Memorandum of Incorporation (MOI). in ordinary shares
Events after the reporting date
The Group’s overall level of debt decreased from R5.124 billion to Non-executive directors Other than the facts in this Integrated Report, there have been no material
R3.274 billion during the financial year under review. Direct Indirect Total Total changes in the affairs or financial position of the Group and its subsidiaries
beneficial beneficial 2017 2016 from 2 July 2017 to the date of this report.
Special resolutions
At the annual general meeting of Shoprite Holdings held on 31 October
CH Wiese — 101 315 275 101 315 275 91 252 531
Holding company
2016, shareholders approved the following special resolutions: Shoprite Holdings has no holding company. An analysis of the main
JJ Fouché 472 171 — 472 171 472 171
J Special resolution number 1: Remuneration payable to non-executive shareholders appears on page 101 of this report.
directors; JF Basson — 1 000 1 000 1 000
J Special resolution number 2: Financial assistance to subsidiaries, EC Kieswetter 7 924 — 7 924 6 304 Litigation statement
related and inter-related entities; JA Louw — 50 000 50 000 50 000 Save for the referral to the National Consumer Tribunal as stated in note
J Special resolution number 3: Financial assistance for subscription of ATM Mokgokong — — — — 32.3 of the annual financial statements, the directors are not aware of any
securities; JA Rock — — — — legal or arbitration proceedings, including proceedings that are pending or
J Special resolution number 4: General approval to repurchase shares; JD Wiese++ — 14 074 14 074 14 074 threatened, that may have or have had in the recent past, being at least the
J Special resolution number 5: Approval of amendments to clauses 9.3 previous twelve (12) months, a material effect on the Group’s financial
++
to 9.6 of the Shoprite Holdings MOI; Alternate director position.
J Special resolution number 6: Approval of amendment to clause 15 of
the Shoprite Holdings MOI; and Executive directors
J Special resolution number 7: Approval of amendments to clauses Direct Indirect Total Total
1.2.24, 1.2.25 and 48 of the Shoprite Holdings MOI. beneficial beneficial 2017 2016
During the reporting period the following special resolutions were passed
JW Basson* — 9 104 122 9 104 122 9 104 122
by main Group subsidiaries:
PC Engelbrecht 262 681 201 039 463 720 411 039
Shoprite Checkers (Pty) Ltd M Bosman 148 147 60 000 208 147 175 000
J
Special resolution number 1: Financial assistance to subsidiaries, CG Goosen** 3 000 1 114 202 1 117 202 1 117 202
related and inter-related entities. B Harisunker 407 379 — 407 379 407 379
AE Karp+ 225 269 — 225 269 225 269
Shoprite Investments Ltd EL Nel — 148 727 148 727 148 727
J
Special resolution number 1: Financial assistance to subsidiaries, BR Weyers# 254 000 — 254 000 284 594
related and inter-related entities. JAL Basson++ 66 044 89 201 155 245 129 201
Directors and secretary * Appointed as non-executive vice chairman with effect from 1 January 2017
The directors’ names and details are furnished on pages 26 and 27 and the ** Appointed as non-executive director with effect from 21 August 2017
company secretary’s name, business and postal address on the inside + Resigned with effect from 1 February 2017
back cover of the Integrated Report. # Retired with effect from 30 June 2017
++
Alternate director
In terms of the Memorandum of Incorporation of Shoprite Holdings
(“the MOI”), no less than one third of the non-executive directors shall There were no changes in the shareholding of directors in ordinary shares
retire by rotation at each annual general meeting. between financial year-end and the date of this report.
Non-executive director’s interest in non-convertible,

non-participating, no par value deferred shares
Total Total
2017 2016
CH Wiese 305 621 601 291 792 794

Audit and Risk Committee Report

Introduction Roles and responsibilities

J PwC’s confirmation that they: Governance of risk
The Audit and Risk Committee (“the Audit Committee”) is established as During the period under review, the Audit Committee fulfilled the statutory (i) are not precluded from re-appointment due to any impediment as Whilst the Board is ultimately responsible for the maintenance of an
an independent statutory committee in terms of section 94(2) of the duties as required by the Companies Act and recommended in King III, as listed in section 90(2)(b) of the Companies Act; effective risk management process, the Audit Committee assisted the
Companies Act 71 of 2008, as amended (“the Companies Act”) and well as various additional responsibilities assigned to it by the Board. (ii) are in compliance with section 91(5) of the Companies Act, by Board in assessing the adequacy of the risk management process.
oversees audit and risk matters for all of the South African subsidiaries of comparison with the membership of the firm at the time of its
Shoprite Holdings, as permitted by section 94(2)(a) of the Companies Act. In addition and/or as part of the regular duties of the Audit Committee as re-appointment in 2016 and that more than one half of the members The Group’s systems of internal control are designed and implemented to
discussed below, the following were key areas of focus during the remain in 2017; support the identification, evaluation and management of risks affecting
The main purpose of the Audit Committee is to assist the Board in accounting period: (iii) remain independent as required by section 94(8) of the Companies the Group. These include controls in respect of the financial reporting
monitoring the integrity of financial statements and overseeing the J Group Enterprise Risk Management framework; Act and the relevant provision in the JSE Listings Requirements; and process but extend across all areas of operations.
Integrated Report. It is also responsible to oversee the effectiveness of the J SAP Merchandising project; (iv) comply with the criteria specified by the Independent Regulatory
Group’s internal financial controls as well as the internal and external audit J Group approval framework; Board for Auditors and internal regulatory bodies. During the reporting period an internal review was performed to assess the
functions. The Companies Act furthermore requires the Audit Committee to J King IV gap analyses; and effectiveness of the Group’s system of internal controls and risk
perform specific duties. J Cyber Security. Based on the above assessment, the Audit Committee re-nominates PwC management procedures. This assessment formed the basis for the Audit
as independent external auditor for the 2017/18 financial year with Mr MC Committee’s recommendation in this regard to the Board.
The Audit Committee’s terms of reference are formalised in a charter External auditor appointment and independence Hamman performing the functions of the designated external audit partner,
informed by the Companies Act and King III, and approved by the Board. The Audit Committee evaluates the performance of the external auditor until the 2018 annual general meeting of Shoprite Holdings. Shareholders The risk forum (a management committee consisting of senior managers
The charter is reviewed on an annual basis. during its term of appointment against specified criteria that include are therefore requested to re-elect PwC as independent external auditor from all business units and chaired by the financial director) met four (4)
delivering value to shareholders and the Group, and also assesses the for the 2017/18 financial year at the annual general meeting on 30 October times during the reporting period. During these meetings significant risks
During the period under review, the Audit Committee conducted its affairs effectiveness of the external audit process by: 2017 with Mr Hamman as the designated audit partner. affecting the Group were considered and discussed to ensure that
in accordance with the charter and has discharged its responsibilities as J Considering the external audit plan, in particular to get assurance that it executive management is aware of the risks affecting the Group and their
required. addresses changes in circumstances from the prior year; The Independent Regulatory Board for Auditors has issued a rule business units. Minutes of these meetings are submitted to the Audit
J Reviewing the terms of engagement of the external auditor; prescribing that auditors of public interest entities in South Africa must Committee for consideration.
Audit Committee members, meeting attendance and J Monitoring the completion of the audit; comply with mandatory audit firm rotation with effect from 1 April 2023.
assessment J Meeting with the audit partners; and The Group will have to comply with this rule after such effective date. Until During 2016 the Group initiated a process to review the Group’s formal
The Audit Committee consists of four (4) independent non-executive J Overseeing (and approving where relevant) non-audit services. this rule becomes effective, the Group will continue to consider the Enterprise Risk Management (ERM) Policy and Framework that aligns risk
directors elected by the shareholders of Shoprite Holdings on reappointment of PwC annually as external auditors and will only consider management to the strategic objectives of the Group. The ERM policy and
recommendation by the Board and is chaired by Mr JF Basson who is a In consultation with the Group’s executive management, the Audit a change in external auditors before the effective date when and if such framework articulates the principles and requirements for effective risk
chartered accountant. All the Audit Committee members are suitably Committee agreed to the terms of the PricewaterhouseCoopers (PwC) change is in the best interest of the Group and its various stakeholders. management as part of the Group’s overall corporate governance. Periodic
skilled and experienced. audit engagement letter, audit plan and budgeted audit fees in respect of risk evaluations are performed in all business units across the Group and
the 2016/17 financial year. Financial statements and accounting practices the most significant risks, the Top 20 risks, with key mitigating controls, are
Audit Committee meetings are held at least four (4) times a year as required During the reporting period, the Audit Committee reviewed the interim and reported to the Audit Committee on a periodic basis.
by the charter. During the period under review, the committee met five (5) A formal framework governs the process through which PwC renders annual financial reports of the Group and recommended the acceptance
times. non-audit services to ensure that the audit independence is not and approval thereof to the Board. A combined assurance model has been adopted by the Group as the basis
compromised. The Audit Committee approved the terms of a master for risk management governance and oversight. This line-of-defense
The attendance of the committee members is recorded below: service agreement for the provision of such services by PwC as well as the During the review of the financial reports the Audit Committee considered: based model highlights the different role players’ responsibilities for
nature and extent of non-audit services that may be provided in terms of a
J the accounting policies and financial statements, in order to ensure internal controls and risk management and summarises accountability for
pre-approval policy. compliance with International Financial Reporting Standards and the oversight of risks and independent assurance.
15/08/2016
19/08/2016
28/10/2016
17/02/2017
19/05/2017
relevant requirements of the Companies Act and the JSE Listings

(Special)
A breakdown of audit, audit-related and non-audit fees paid to PwC in the Requirements; Assurance on compliance with systems of internal control and their
2016/17 financial year is summarised as follows: J the JSE's latest report on the pro-active monitoring of financial effectiveness is obtained through regular management reviews, testing of
Committee member
statements for compliance with IFRS and has taken appropriate actions certain aspects of the internal financial control systems by the external
Description Amount to apply the findings; and auditors during the course of their statutory audit and regular reports to the
JF Basson (Chairman) P P P P P
J the audit report issued by the external auditors. Audit Committee by the external and internal auditors.
JA Louw P P P P p
Audit services R30 808 000
JJ Fouché P P P P P Integrated and sustainability reporting During the period under review, the Audit Committee reviewed the reports
Total audit services R30 808 000
JA Rock P P P P P In fulfilling its oversight responsibilities, the Audit Committee has reviewed on the design, implementation and effectiveness of the Group’s systems of
Tax compliance R2 808 000 the sustainability information that forms part of the Group’s Integrated internal financial and risk controls. No material breakdowns in the internal
Tax consulting services R1 820 000 Report and has assessed its consistency with operational and other and financial controls came to the attention of management of the Group
Audit Committee membership is restricted to independent non-executive Other non-audit advisory services R7 111 000 information known to the Audit Committee members, as well as its that required reporting.
directors. The financial director, internal and external auditors attended the Total non-audit services R11 739 000 consistency with the Group’s 2017 annual financial statements.
Audit Committee meetings by invitation whilst the company secretary Total audit and non-audit services R42 547 000 The Group recognises the significant threat that cybersecurity presents
acted as secretary to the Audit Committee meetings. Other members of The Audit Committee is satisfied that it is consistent with the Group’s and how successful cybersecurity attacks can cause significant damage to
senior management responsible for finance and risk also attended as The Audit Committee annually assesses the independence of the external financial results. As such the Audit Committee has recommended that the a company’s business and reputation. As a result, an independent expert
required. auditor, PwC. At the meeting on 18 August 2017, the following aspects Group’s Integrated Report be approved by the Board. review was undertaken to assess the effectiveness of the Group’s current
were considered as part of the assessment of the independence of PwC: IT security measures.
The Audit Committee agendas provide for meetings between the Audit
J The fact that PwC does not receive any remuneration or benefits from Going concern
Committee members, internal and external auditors and management. the Group other than the fees for services as external auditors and The Audit Committee has reviewed a documented assessment, including The Audit Committee is satisfied that, during the course of the 2016/17
permitted non-audit services; key assumptions, prepared by management on the going concern status of financial year, executive management was aware of and is addressing the
Audit Committee evaluation J The quantum and nature of non-audit services performed; the Group. The Board’s statement on the going concern status of the Group, material risks affecting their respective business units and the Group as a
As part of the annual self-evaluation, the performance of the Audit
J The existence of an audit partner rotation process which is in place in as supported by the Audit Committee, is contained in the directors’ report. whole.
Committee and its members were assessed and found to be satisfactory. accordance with legal and regulatory requirements;
In addition, members were assessed in terms of the independence
J The nature of the aspects reported on to the Audit Committee by PwC;
requirements of King III and the Companies Act. All members of the Audit
J The quality of the discussions with PwC regarding audit, accounting
Committee continue to meet the independence requirements. and reporting matters at Audit Committee meetings;

J The direct line of communication between the chairman of the Audit
Committee and the designated external audit partner; and

Currency of the Summary

Audit and Risk Committee Report (continued) Consolidated Financial Statements
Shoprite Holdings Ltd and its Subsidiaries for the year ended 2 July 2017 Shoprite Holdings Ltd and its Subsidiaries for the year ended 2 July 2017
Internal audit Governance of information technology (IT) The summary consolidated financial statements are expressed in South African rand. The approximate Rand cost of a unit of the following currencies at
The Audit Committee is responsible to ensure that the Group’s internal In executing the Board’s mandate for IT governance, the Audit Committee year-end was:
audit function is independent and has the necessary resources, standing successfully built on the foundations set in previous years under the
and authority within the Group to enable it to discharge its responsibilities direction of the General Manager IT. 2017 2016 2017 2016 2017 2016
effectively. Furthermore, it oversees cooperation between the internal and
US dollar 13.038 14.775 Botswana pula 1.278 1.383 India rupee 0.202 0.219
external auditors, and serves as a link between the Board and these During the financial year, the Audit Committee reviewed the
functions. implementation of relevant IT governance mandates, policies, processes Pound sterling 16.969 19.685 Uganda shilling 0.004 0.004 Ghana cedi 2.940 3.731
and control frameworks. Furthermore, the Audit Committee also provides
Euro 14.916 16.393 Malawi kwacha 0.018 0.021 Madagascar ariary 0.004 0.005
Internal audit activities, all of which are risk based, are performed by a assurance to the Board on IT related matters, including significant IT
team of appropriately qualified and experienced employees who are led by investments, by engaging with both internal and external assurance Zambia kwacha 1.416 1.514 Mauritius rupee 0.376 0.415 Nigeria naira 0.043 0.052
the internal audit manager. The internal audit department is responsible for providers. This assurance forms part of the Group’s combined assurance
Mozambique metical 0.217 0.221 Angola kwanza 0.078 0.089 DRC franc 0.009 0.016
reviewing and providing assurance on the adequacy of the internal control framework.
environment across all of the significant areas of the Group’s operations.
Internal audit’s activities are measured against an approved internal audit The Group’s IT governance framework is formalised in an IT governance
plan and the internal audit manager tables a progress report in this regard charter and policies were formulated and implemented. The charter and
to the Audit Committee at each meeting. policies outline the decision making rights and accountability framework
for IT governance within the Group. During the reporting period, the Audit
The internal audit manager has direct access to the Audit Committee, Committee reviewed and agreed to certain amendments to the IT
primarily through the chairman. governance charter.
During the reporting period the Audit Committee: Compliance

J reviewed and agreed the internal audit charter and annual audit plan The Audit Committee is also responsible to review any major breach of
and evaluated the independence, effectiveness, performance of the relevant legal and regulatory requirements. In this regard it is satisfied that
Independent Auditor’s Report on the Summary

internal audit function and compliance with its charter; there has been no material non-compliance with laws and regulations.

J considered the reports of internal audit on the Group’s systems of
internal control; Evaluation of the expertise and experience of

J reviewed significant issues raised by the internal audit process and the
adequacy of corrective actions taken in response to findings; and

J formed an opinion that adequate, objective internal audit standards and
financial director and Group financial function
As required by JSE Listings Requirement 3.84(h), the Audit Committee,
through a formal process, has satisfied itself that the financial director, Mr
Consolidated Financial Statements
procedures exist within the Group and that the internal audit M Bosman, has the appropriate expertise and experience to act in this To the Shareholders of Shoprite Holdings Limited
department has complied with the required legal, regulatory and other capacity. Mr Bosman’s curriculum vitae appears on page 27 of the
responsibilities as stipulated in their charter during the period under Integrated Report.
review.
A written report on the manpower, roles and responsibilities, qualifications Opinion Director’s Responsibility for the Summary
and experience of senior members of the Group finance department was The summary consolidated financial statements of Shoprite Holdings Consolidated Financial Statements
also considered. Based on this assessment, the Audit Committee is Limited, set out on pages 84 to 97 of the Integrated Report, which The directors are responsible for the preparation of the summary
satisfied that the Group finance function has the required expertise and comprise the summary consolidated statement of financial position as at consolidated financial statements in accordance with the requirements of
adequacy of resources to perform the Group financial function. 2 July 2017, the summary consolidated statements of comprehensive the JSE’s requirements for summary financial statements, set out in note 1
income, changes in equity and cash flows for the year then ended, and to the summary consolidated financial statements, and the requirements of
Recommendation to the Board related notes, are derived from the audited consolidated financial the Companies Act of South Africa as applicable to summary financial
The Audit Committee has reviewed and considered the Integrated Report, statements of Shoprite Holdings Limited for the year ended 2 July 2017. statements.
including the annual financial statements and recommended it for approval
by the Board. In our opinion, the accompanying summary consolidated financial Auditor’s Responsibility
statements are consistent, in all material respects, with the audited Our responsibility is to express an opinion on whether the summary
JF Basson consolidated financial statements, in accordance with the JSE Limited’s consolidated financial statements are consistent, in all material respects,
Chairman (JSE) requirements for summary financial statements, as set out in note 1 with the audited consolidated financial statements based on our
to the summary consolidated financial statements, and the requirements of procedures, which were conducted in accordance with International
18 August 2017 the Companies Act of South Africa as applicable to summary financial Standard on Auditing (ISA) 810 (Revised), Engagements to Report on
statements. Summary Financial Statements.
Summary Consolidated Financial Statements

The summary consolidated financial statements do not contain all the
disclosures required by International Financial Reporting Standards and
the requirements of the Companies Act of South Africa as applicable to
annual financial statements. Reading the summary consolidated financial
statements and the auditor’s report thereon, therefore, is not a substitute
for reading the audited consolidated financial statements and the auditor’s PricewaterhouseCoopers Inc.
report thereon. Director: MC Hamman
Registered Auditor
The Audited Consolidated Financial Statements
and Our Report Thereon Cape Town
We expressed an unmodified audit opinion on the audited consolidated 21 August 2017
financial statements in our report dated 21 August 2017. That report also
includes communication of key audit matters. Key audit matters are those
matters that, in our professional judgement, were of most significance in
our audit of the consolidated financial statements of the current period.

Summary Consolidated Statement Summary Consolidated Statement

of Financial Position of Comprehensive Income
Shoprite Holdings Ltd and its Subsidiaries as at 2 July 2017 Shoprite Holdings Ltd and its Subsidiaries for the year ended 2 July 2017
Restated Restated Restated

2017 2016 2015 52 weeks 53 weeks
Notes Rm Rm+ Rm+ % 2017 2016
Notes change Rm Rm+
Assets
Non-current assets 24 572 20 633 18 586 Sale of merchandise 8.4 141 000 130 028
Property, plant and equipment 18 407 16 908 15 374 Cost of sales 7.9 (107 174) (99 372)
Equity accounted investments 27 95 178 Gross profit 10.3 33 826 30 656
Held-to-maturity investments 3 1 311 — — Other operating income 7.0 2 615 2 444
Loans and receivables 1 110 599 547 Depreciation and amortisation 7.5 (2 176) (2 025)
Deferred income tax assets 859 698 569 Operating leases 9.6 (3 819) (3 486)
Intangible assets 2 355 1 857 1 458 Employee benefits 10.5 (10 498) (9 499)
Trade and other receivables 503 476 460 Other operating expenses 9.4 (11 821) (10 809)
Trading profit 11.6 8 127 7 281
Current assets 31 032 27 351 25 053 Exchange rate losses (236) (46)
Inventories 17 794 15 055 13 321 Items of a capital nature (166) (11)
Trade and other receivables 5 105 5 096 4 568 Operating profit 6.9 7 725 7 224
Derivative financial instruments 1 — — Interest received 29.9 226 174
Current income tax assets 154 146 44 Finance costs (31.7) (340) (498)
Loans and receivables 211 270 59 Share of profit/(loss) of equity accounted investments 4 (52)
Cash and cash equivalents 7 767 6 784 7 061 Profit before income tax 11.2 7 615 6 848
Income tax expense 9.1 (2 180) (1 998)
Assets held for sale 119 17 13 Profit for the year 12.1 5 435 4 850
Total assets 55 723 48 001 43 652 Other comprehensive income, net of income tax (933) (579)
Items that will not be reclassified to profit or loss
Equity Re-measurements of post-employment medical benefit obligations 3 1
Capital and reserves attributable to owners of the parent Items that may subsequently be reclassified to profit or loss
Share capital 4 681 650 650 Foreign currency translation differences (822) (680)
Share premium 8 585 4 029 4 029 Share of foreign currency translation differences of equity accounted investments (103) 76
Treasury shares 4 (446) (760) (759) For the period (103) 122
Reserves 18 838 17 155 14 905 Reclassified to profit for the period — (46)
27 658 21 074 18 825 (Losses)/gains on effective cash flow hedge (11) 24
Non-controlling interest 91 65 68
Total equity 27 749 21 139 18 893 Total comprehensive income for the year 4 502 4 271
Liabilities Profit attributable to:

Non-current liabilities 1 492 1 492 5 659 Owners of the parent 5 428 4 844
Borrowings 5 — 102 4 305 Non-controlling interest 7 6
Deferred income tax liabilities 96 128 187 5 435 4 850
Provisions 232 267 321
Fixed escalation operating lease accruals 1 164 995 846 Total comprehensive income attributable to:
Owners of the parent 4 495 4 265
Current liabilities 26 482 25 370 19 100 Non-controlling interest 7 6
Trade and other payables 17 414 16 590 17 432 4 502 4 271
Borrowings 5 3 274 5 022 567
Derivative financial instruments — 32 2 Basic earnings per share (cents) 7 10.3 999.8 906.0
Current income tax liabilities 582 574 960 Diluted earnings per share (cents) 7 9.3 984.8 901.3
Provisions 154 187 136 Basic headline earnings per share (cents) 7 13.1 1 023.2 905.0
Bank overdrafts 5 058 2 965 3 Diluted headline earnings per share (cents) 7 11.9 1 007.4 900.3
+
The 2016 figures have been restated for the change in accounting treatment of advertising rebates. Refer to note 12 for more detail.
Total liabilities 27 974 26 862 24 759
Total equity and liabilities 55 723 48 001 43 652
+
The 2015 and 2016 figures have been restated for the change in accounting treatment of advertising rebates and for the reclassification of prepaid land leases from
current to non-current assets. Refer to notes 12 and 13 for more detail.

Summary Consolidated Statement Summary Consolidated Statement

of Changes in Equity of Cash Flows
Shoprite Holdings Ltd and its Subsidiaries for the year ended 2 July 2017 Shoprite Holdings Ltd and its Subsidiaries for the year ended 2 July 2017
Attributable to owners of the parent Restated

Non- 2017 2016
Total controlling Share Share Treasury Other Retained Notes Rm Rm+
Rm equity interest Total capital premium shares reserves earnings
Cash flows from operating activities 3 339 1 443
Balance at 28 June 2015 Operating profit 7 725 7 224
As previously stated 19 160 68 19 092 650 4 029 (759) 1 005 14 167 Less: investment income (189) (111)
Effect of adjusted treatment of advertising rebates Non-cash items 9.1 3 089 2 681
(note 12) (267) (267) (267) Changes in working capital 9.2 (2 278) (3 334)
As restated 18 893 68 18 825 650 4 029 (759) 1 005 13 900 Cash generated from operations 8 347 6 460
Interest received 399 258
Total comprehensive income 4 271 6 4 265 — — — (580) 4 845 Interest paid (416) (426)
Profit for the year – as restated 4 850 6 4 844 4 844 Dividends received 16 27
As previously stated 4 847 6 4 841 4 841 Dividends paid (2 595) (2 152)
Effect of adjusted treatment of advertising Income tax paid (2 412) (2 724)
rebates (note 12) 3 — 3 3
Recognised in other comprehensive income Cash flows utilised by investing activities (6 985) (4 733)
Re-measurements of post-employment medical Investment in property, plant and equipment and intangible assets to expand operations (3 836) (3 304)
benefit obligations 1 1 1 Investment in property, plant and equipment and intangible assets to maintain operations (1 331) (1 448)
Foreign currency translation differences (604) (604) (604) Proceeds on disposal of property, plant and equipment and intangible assets 40 85
Gains on effective cash flow hedge 33 33 33 Payments for held-to-maturity investments (1 370) —
Income tax effect of gains on effective cash Amounts paid to Resilient Africa (Pty) Ltd (612) (208)
flow hedge (9) (9) (9)
Amounts received from Resilient Africa (Pty) Ltd 136 —
Other investing activities (2) (55)
Share-based payments – value of employee services 140 140 140
Proceeds on disposal of investment in associate — 197
Modification of cash bonus arrangement
Cash outflow on disposal of investment in subsidiary (9) —
transferred from provisions 7 7 7
Acquisition of subsidiary (1) —
Purchase of treasury shares (28) (28) (28)
Treasury shares disposed 9 9 9
Cash flows from financing activities 2 826 10
Realisation of share-based payment reserve — — 18 (18)
Purchase of treasury shares (59) (28)
Dividends distributed to shareholders (2 153) (9) (2 144) (2 144)
Proceeds from treasury shares disposed 4 9
Balance at 3 July 2016 21 139 65 21 074 650 4 029 (760) 554 16 601
Redemption of Shoprite Holdings Ltd preference share capital — (2)
Convertible bonds settled at maturity date (108) —
Total comprehensive income 4 502 7 4 495 — — — (936) 5 431
Increase in borrowing from ABSA Bank Ltd 1 361 —
Profit for the year 5 435 7 5 428 5 428
Increase in borrowing from Barclays Bank Mauritius Ltd 1 224 —
Recognised in other comprehensive income
Increase in borrowing from Standard Chartered Bank (Mauritius) Ltd 476 216
Re-measurements of post-employment medical Repayment of borrowing from Standard Bank de Angola, S.A. (111) (201)
benefit obligations 4 4 4
Increase in other borrowings 39 16
Income tax effect of re-measurements
of post-employment medical benefit obligations (1) (1) (1)
Net movement in cash and cash equivalents (820) (3 280)
Foreign currency translation differences (925) (925) (925)
Cash and cash equivalents at the beginning of the year 3 819 7 058
Losses on effective cash flow hedge (15) (15) (15)
Effect of exchange rate movements on cash and cash equivalents (290) 41
Income tax effect of losses on effective cash
Cash and cash equivalents at the end of the year 2 709 3 819
flow hedge 4 4 4
Consisting of:
Share-based payments – value of employee services 139 139 139
Cash and cash equivalents 7 767 6 784
Modification of cash bonus arrangement
transferred from provisions 6 6 6 Bank overdrafts (5 058) (2 965)
Purchase of treasury shares (59) (59) (59) 2 709 3 819
Treasury shares disposed 2 2 2 +
Realisation of share-based payment reserve — — 371 (371)
Ordinary shares issued on conversion of
convertible bonds 4 587 4 587 31 4 556
Equity component of convertible bonds converted
during the period transferred to retained earnings — — (361) 361
Non-controlling interest on acquisition of subsidiary 2 2 —
Non-controlling interest on disposal of subsidiary 27 27 —
Dividends distributed to shareholders (2 596) (10) (2 586) (2 586)
Balance at 2 July 2017 27 749 91 27 658 681 8 585 (446) (969) 19 807

Selected Explanatory Notes to the Summary

Consolidated Financial Statements
1 Basis of preparation and accounting policies 2 Operating segment information

The Group reports on the retail calendar of trading weeks which treats each financial year as an exact 52-week period, incorporating trade 2.1 Analysis per reportable segment
from Monday to Sunday each week. This treatment effectively results in the loss of a day (or two in a leap year) per calendar year. These days 2017
are brought to account approximately every six years by including a 53rd week. Accordingly the results for the financial year under review are
Supermarkets Supermarkets Other operating
for a 52-week period, ended 2 July 2017, compared to 53 weeks in the previous financial year.
RSA Non-RSA Furniture segments Consolidated
Rm Rm Rm Rm Rm
The summary consolidated financial statements are prepared in accordance with the requirements of the JSE Limited (JSE) for summary
financial statements and the requirements of the Companies Act applicable to summary financial statements. The JSE requires summary
financial statements to be prepared in accordance with the framework concepts and the measurement and recognition requirements of Sale of merchandise
International Financial Reporting Standards (IFRS), the SAICA Financial Reporting Guides as issued by the Accounting Practices Committee External 101 734 24 840 5 432 8 994 141 000
and Financial Pronouncements as issued by the Financial Reporting Standards Council and to also, as a minimum, contain the information Inter-segment 5 267 27 — 6 5 300
required by IAS 34: Interim Financial Reporting. 107 001 24 867 5 432 9 000 146 300
The accounting policies applied in the preparation of the consolidated annual financial statements from which the summary consolidated Trading profit 6 424 1 407 123 173 8 127
financial statements were derived are in terms of International Financial Reporting Standards and are consistent with those accounting policies Interest income included in trading profit 70 78 314 36 498
applied in the preparation of the previous consolidated annual financial statements, except as set out below. Various new and revised Depreciation and amortisation* 1 884 421 108 44 2 457
accounting standards became effective during the year, but their implementation had no significant impact on the results of either the current Total assets 32 535 16 407 4 180 2 601 55 723
or the previous year.
Restated 2016+
Held-to-maturity investments Supermarkets Supermarkets Other operating
During the reporting period, the Group acquired AOA, USD Index Linked, Angola Government Bonds which are classified as held-to-maturity RSA Non-RSA Furniture segments Consolidated
investments. The Group classifies investments as held-to-maturity if they are non-derivative financial assets with fixed or determinable
Rm Rm Rm Rm Rm
payments and fixed maturities and the Group intends to, and is able to, hold them to maturity.
Sale of merchandise
Held-to-maturity financial assets are recognised initially at fair value plus directly attributable transaction costs. Subsequent to initial
External 94 167 22 246 5 207 8 408 130 028
recognition, held-to-maturity financial assets are measured at amortised cost, using the effective interest rate method. These financial assets
are included under non-current assets unless it matures within 12 months after statement of financial position date. Interest on held-to- Inter-segment 3 936 17 — 28 3 981
maturity financial assets is recognised in the statement of comprehensive income as part of other operating income. 98 103 22 263 5 207 8 436 134 009
If there is objective evidence that an impairment loss has been incurred, the amount of the loss is measured as the difference between the Trading profit 5 828 1 227 91 135 7 281
held-to-maturity investments’ carrying amount and the present value of the estimated future cash flows discounted at the original effective Interest income included in trading profit 62 5 316 28 411
interest rate applicable to the relevant held-to-maturity investments. The carrying amount will be reduced and the loss recognised in the Depreciation and amortisation* 1 737 413 96 42 2 288
statement of comprehensive income. Total assets 29 985 11 489 3 965 2 562 48 001
Restatement 2.2 Geographical analysis

During the reporting period, the Group reconsidered its accounting policy with respect to the treatment of advertising rebates. The Group 2017
previously incorrectly reflected these rebates, net of advertising expenses, as part of other operating income. The correction to the accounting Outside
policy is effective for the year ended 2 July 2017 and has been applied retrospectively. This has therefore resulted in a restatement of the South Africa South Africa Consolidated
comparative 2016 figures on the statement of financial position and statement of comprehensive income. Refer to note 12 for further Rm Rm Rm
information and a summary of the effect of this restatement.
Sale of merchandise – external 113 660 27 340 141 000
Non-current assets** 16 101 5 164 21 265
Restated 2016++
Outside
South Africa South Africa Consolidated
Rm Rm Rm
Sale of merchandise – external 105 603 24 425 130 028

Non-current assets** 14 274 4 967 19 241
+
++
The 2016 figures have been restated for the reclassification of prepaid land leases from current to non-current assets. Refer to note 13 for more detail.
* Represent gross depreciation and amortisation before appropriate allocations of distribution cost.
** Non-current assets consist of property, plant and equipment, intangible assets and non-financial trade and other receivables.


Consolidated Financial Statements (continued)
2017 2016 2017 2016

Rm Rm Rm Rm
3 Held-to-maturity investments 4.2 Deferred share capital

AOA, USD Index Linked, Angola Government Bonds 1 311 — Authorised:
360 000 000 (2016: 360 000 000) non-convertible, non-participating no par value deferred shares
The AOA, USD Index Linked, Angola Government Bonds earn interest at an average rate of 7.0% p.a. and
are repayable within 36 months. Accrued interest is payable bi-annually. These bonds are denominated in Issued:
Angola kwanza and no allowance for impairment has been made. The maximum exposure to credit risk at 305 621 601 (2016: 291 792 794) non-convertible, non-participating no par value deferred shares — —
the reporting date is the carrying value. The Group does not hold any collateral as security.
Reconciliation of movement in number of deferred shares issued:
4 Share capital and treasury shares Number of shares
4.1 Ordinary share capital 2017 2016
Authorised:
650 000 000 (2016: 650 000 000) ordinary shares of 113.4 cents each Balance at the beginning of the year 291 792 794 291 792 794
Shares issued during the year 13 828 807 —
Issued: Balance at the end of the year 305 621 601 291 792 794
600 021 829 (2016: 572 871 960) ordinary shares of 113.4 cents each 681 650
The unissued deferred shares are not under the control of the directors, and can only be issued under
Reconciliation of movement in number of ordinary shares issued: predetermined circumstances as set out in the Memorandum of Incorporation of Shoprite Holdings Ltd.
Number of shares
2017 2016 All shares are fully paid up and carry the same voting rights as the ordinary shares.
681 650
Balance at the beginning of the year 572 871 960 572 871 960
Shares issued during the year 27 149 869 — 4.3 Treasury shares
Balance at the end of the year 600 021 829 572 871 960 36 166 544 (2016: 38 246 183) ordinary shares 446 760
Treasury shares held by Shoprite Checkers (Pty) Ltd are netted off against share capital on consolidation. Reconciliation of movement in number of treasury shares for the Group:
The net number of ordinary shares in issue for the Group are: Number of shares
Number of shares 2017 2016
2017 2016
Balance at the beginning of the year 38 246 183 38 221 703
Issued ordinary share capital 600 021 829 572 871 960 Shares purchased during the year 300 439 194 916
Treasury shares (note 4.3) (36 166 544) (38 246 183) Shares disposed during the year (19 259) (57 503)
563 855 285 534 625 777 Shares utilised for settlement of equity-settled share-based payment
arrangements (2 360 819) (112 933)
The unissued ordinary shares are under the control of the directors who may issue them on such terms Balance at the end of the year 36 166 544 38 246 183
and conditions as they deem fit until the Company’s next annual general meeting.
Consisting of:
All shares are fully paid up. Shares owned by Shoprite Checkers (Pty) Ltd 35 436 572 35 436 572
Shares held by Shoprite Checkers (Pty) Ltd for the benefit of
participants to equity-settled share-based payment arrangements 729 972 2 809 611
36 166 544 38 246 183


2017 2016 6 Fair value disclosures

Rm Rm The fair value of Angola Government Bonds included in held-to-maturity investments amounted to R1.3 billion (2016: N/A) at the statement of
financial position date. The fair value is calculated using cash flows discounted at a rate based on the borrowings rate of 7.0% (2016: N/A)
5 Borrowings and is within level 2 of the fair value hierarchy.
Consisting of: The fair value of US dollar denominated amounts owing by Resilient Africa (Pty) Ltd included in loans and receivables amounted to R586 million
Convertible bonds (note 5.1) — 4 655 (2016: N/A) at the statement of financial position date. The fair value is calculated using cash flows discounted at a rate based on the
ABSA Bank Ltd (note 5.2) 1 304 — borrowings rate of 3.0% (2016: N/A) and is within level 2 of the fair value hierarchy.
Barclays Bank Mauritius Ltd (note 5.3) 1 173 —
Standard Chartered Bank (Mauritius) Ltd (note 5.4) 652 222 The fair value of amounts owing by employees included in loans and receivables amounted to R 102 million(2016: R217 million) at the
statement of financial position date. The fair value is c
alculated using cash flows discounted at a rate based on the borrowings rate of 10.5%
Standard Bank de Angola, S.A. — 121
(2016: 10.5%) and is within level 2 of the fair value hierarchy.
First National Bank of Namibia Ltd 134 105
The Standard Bank of South Africa Ltd 11 — The fair value of the liability component of the convertible bonds amounted to R4.7 billion at the previous statement of financial position date.
Other borrowings — 21 The fair value was calculated using cash flows discounted at a rate based on the borrowings rate of 9.5% and was within level 2 of the fair
3 274 5 124 value hierarchy.
The book value of all other financial assets and liabilities approximate the fair values thereof.
5.1 Convertible bonds
The Group has issued 6.5% convertible bonds for a principal amount of R4.7 billion (2016: R4.7 billion). Restated
The bonds matured on 3 April 2017 at their nominal value. Bondholders had the option to convert their 2017 2016
convertible bonds at the maturity date at the rate of 5 919.26 shares per R1 million. The values of the
Rm Rm+
liability component and the equity conversion component were determined at issuance of the bonds.
The fair value of the liability component was calculated using a market interest rate for an equivalent 7 Earnings per share
non-convertible bond at initial recognition. The residual amount, representing the value of the equity Profit attributable to owners of the parent 5 428 4 844
conversion option, was initially included in shareholders’ equity in other reserves, net of income taxes, Re-measurements 167 13
and transferred to retained earnings upon conversion and redemption. Profit on disposal and scrapping of property — (1)
Loss on disposal and scrapping of plant and equipment and intangible assets 79 59
The convertible bonds recognised in the statement of financial position is calculated as follows: Impairment/(reversal of impairment) of property, plant and equipment 19 (16)
Liability component at the beginning of the year 4 655 4 511 Impairment of intangible assets 70 66
Ordinary shares issued on conversion of convertible bonds (4 587) — Insurance claims receivable (5) (25)
Convertible bonds settled at maturity date (108) — Profit on disposal of investment in associate — (71)
Interest expense 187 449 Loss/(profit) on other investing activities 3 (1)
Interest paid (147) (305) Re-measurements included in share of profit/loss of equity-accounted investments 1 2
Liability component at the end of the year — 4 655 Income tax effect on re-measurements (41) (19)
Headline earnings 5 554 4 838
5.2 ABSA Bank Ltd
This loan is denominated in US dollar, unsecured, payable within 12 months and bears interest at an Profit attributable to owners of the parent:
average of 1.82% (2016: N/A) p.a. Used in calculating basic earnings per share 5 428 4 844
Add: Interest savings on convertible bonds 135 —
5.3 Barclays Bank Mauritius Ltd Used in calculating diluted earnings per share 5 563 4 844
This loan is denominated in US dollar, unsecured, payable within 12 months and bears interest at an
average of 2.16% (2016: N/A) p.a. Headline earnings 5 554 4 838
Add: Interest savings on convertible bonds 135 —
5.4 Standard Chartered Bank (Mauritius) Ltd Used in calculating diluted headline earnings per share 5 689 4 838
This loan is denominated in US dollar, unsecured, payable within 12 months and bears interest at an
average of 2.47% (2016: 2.65%) p.a. Number of ordinary shares ‘000
– In issue 563 855 534 626
– Weighted average 542 927 534 636
– Weighted average adjusted for dilution 564 814 537 423
Reconciliation of weighted average number of ordinary shares in issue during the year:
Weighted average number of ordinary shares 542 927 534 636
Adjustments for dilutive potential of full share grants and convertible bonds 21 887 2 787
Weighted average number of ordinary shares for diluted earnings per share 564 814 537 423
Earnings per share Cents

– Basic earnings 999.8 906.0
– Diluted earnings 984.8 901.3
– Basic headline earnings 1 023.2 905.0
– Diluted headline earnings 1 007.4 900.3
+


2017 2016 12 Restatement

During the year, the Group reconsidered its accounting policy with respect to the treatment of advertising rebates. Although nothing has
8 Dividends per share Cents changed in “IAS 2 Inventories”, “IFRS 15: Revenue from contracts with customers” has provided a principle that management believes can be
applied when determining which rebates should be deducted in determining the costs of purchase in accordance with paragraph 11 of IAS 2.
8.1 Dividends per share paid IFRS 15 provides more clarity on how the supplier should treat the payment of rebates to its customers: “An entity shall account for considera-
No 135 paid 12 September 2016 (2016: No 133 paid 14 September 2015) 296.0 243.0 tion payable to a customer as a reduction of the transaction price and, therefore, of revenue unless the payment to the customer is in exchange
No 136 paid 20 March 2017 (2016: No 134 paid 22 March 2016) 180.0 156.0 for a distinct good or service that the customer transfers to the entity.”
476.0 399.0
As a result of reconsidering the accounting policy, the Group concluded that it previously incorrectly classified these rebates, net of advertising
8.2 Dividends per share declared expenses, with its other operating income in the statement of comprehensive income. It was concluded that the Group’s inventory accounting
No 137 payable 11 September 2017 (2016: No 135 paid 12 September 2016) 324.0 296.0 policy should be changed in accordance with “IAS 8: Accounting policies, changes in accounting estimates and errors”.
Restated In terms of IAS 2 paragraph 11, the Group now considers whether the good/service provided to the supplier in exchange for the advertising
Rm Rm+ rebates is distinct from the purchase of the goods/services from the supplier. The Group's advertising rebates result from the process of negoti-
ating the best product price with the supplier and therefore the Group does not provide distinct goods or services to its suppliers in exchange
for the rebates.
9 Cash flow information
9.1 Non-cash items The correction to the accounting policy is effective for the year ended 2 July 2017 and has been applied retrospectively. This has therefore
Depreciation of property, plant and equipment 2 146 1 993 resulted in a restatement of the comparative 2016 and 2015 figures on the statement of financial position. The aggregate effect of the restate-
Amortisation of intangible assets 311 295 ment for these periods is as follows:
Net fair value (gains)/losses on financial instruments (33) 30
Exchange rate losses 236 46 2016 2015
Profit on disposal and scrapping of property — (1) Previously Effect of Previously Effect of
Loss on disposal and scrapping of plant and equipment and intangible assets 79 59 reported change Restated reported change Restated
Impairment/(reversal of impairment) of property, plant and equipment 19 (16) Rm Rm Rm Rm Rm Rm
Impairment of intangible assets 70 66
Profit on disposal of investment in associate — (71) 12.1 Impact on statement of
Movement in provisions (52) 5 financial position
Movement in cash-settled share-based payment accrual 11 (10) Deferred income tax assets 599 99 698 469 100 569
Movement in share-based payment reserve 139 140 Inventories 15 420 (365) 15 055 13 689 (368) 13 321
Movement in fixed escalation operating lease accruals 163 145 Total assets 48 267 (266) 48 001 43 920 (268) 43 652
3 089 2 681
Reserves 17 419 (264) 17 155 15 172 (267) 14 905
9.2 Changes in working capital Deferred income tax liabilities 130 (2) 128 188 (1) 187
Inventories (3 237) (1 998) Total equity and liabilities 48 267 (266) 48 001 43 920 (268) 43 652
Trade and other receivables (164) (588)
Trade and other payables 1 123 (748) 2016
(2 278) (3 334) Previously Effect of
+ reported change Restated
The 2016 figures have been restated for the change in accounting treatment of advertising rebates. Refer to note 12 for
more detail. Rm Rm Rm
10 Related party information 12.2 Impact on statement of comprehensive income

During the year under review, in the ordinary course of business, certain companies within the Group Cost of sales (102 792) 3 420 (99 372)
entered into transactions with each other. All these intergroup transactions are similar to those in the prior Gross profit 27 236 3 420 30 656
year and have been eliminated in the annual financial statements on consolidation. Related party Other operating income 3 711 (1 267) 2 444
transactions also include key management personnel compensation, loans to directors and loans to Other operating expenses (8 659) (2 150) (10 809)
associates and joint ventures. For further information, refer to the audited annual financial statements. Trading profit 7 278 3 7 281
Profit for the year 4 847 3 4 850
In terms of an employment agreement, Dr Basson is entitled to put all Shoprite Holdings Ltd shares Total comprehensive income for the year 4 268 3 4 271
directly or indirectly held by him against the Company whilst still in the employment of the Company.
The specific repurchase will be subject to the provisions of the Memorandum of Incorporation of the Basic earnings per share (cents) 905.4 0.6 906.0
Company, the Companies Act, No. 71 of 2008 (as amended) and the JSE Limited Listings Requirements,
Diluted earnings per share (cents) 900.7 0.6 901.3
where applicable. Dr Basson formally notified the Company of the exercising of the put option on 2 May
Basic headline earnings per share (cents) 904.4 0.6 905.0
2017 whereby a specific repurchase of 8 683 327 Shoprite Holdings Ltd shares was proposed at R211.01
per share. Subsequently the purchase price of each Put Option share was reduced to R201.07, being the Diluted headline earnings per share (cents) 899.7 0.6 900.3
30-day VWAP of the ordinary shares up to and including 2 May 2017. The general shareholders meeting,
where shareholders are required to approve this transaction, will be held on 5 September 2017. 12.3 Impact on statement of cash flows
Operating profit 7 221 3 7 224
11 Supplementary information Changes in working capital (3 331) (3) (3 334)
Contracted capital commitments 1 807 1 682 Net movement in cash and cash equivalents (3 280) — (3 280)
Contingent liabilities 85 146
Net asset value per share (cents) 4 905 3 942
+


Consolidated Financial Statements (continued) Annexure A – Interests in Subsidiaries
Shoprite Holdings Ltd and its Subsidiaries for the year ended 2 July 2017 Shoprite Holdings Ltd and its Subsidiaries as at 2 July 2017
13 Reclassification of disclosure items

Certain reclassifications of statement of financial position items in the current year resulted in changes to the relevant comparative information Issued
to ensure accurate comparability with the current year information. The affected line items are detailed below. ordinary
and
Reclassification of fixed escalation operating lease accruals to trade and other receivables and reclassification of prepaid land leases from Country of preference Percentage
incorporation share capital shares held by Investment in shares Amount owing by
current trade and other receivables to non-current. These reclassifications ensured that all operating lease receivables are classified together
and that current and non-current trade and other receivables are reflected appropriately. and place of and premium Group 2017 2016 2017 2016
business Rm % Rm Rm Rm Rm
2016 2015
Rm Rm Direct subsidiaries
Shoprite Checkers (Pty) Ltd South Africa 1 129 100 174 174 1 748 1 847
Decrease in fixed escalation operating lease accruals 28 9 Shoprite Investments Ltd South Africa 400 100 400 100 3 819 —
Increase in trade and other receivables 476 460 Shoprite International Ltd Mauritius 7 314 100 7 315 5 612 9 5
Increase in non-current assets 448 451 Shoprite Insurance Company Ltd South Africa 20 100 20 20 — —
7 909 5 906 5 576 1 852
Decrease in trade and other receivables 448 451
Decrease in current assets 448 451 Indirect subsidiaries
Africa Supermarkets Ltd Zambia* 229 100
Total assets — — Checkers Chatsworth Ltd** South Africa 2 48
Computicket (Pty) Ltd South Africa 69 100
Medirite (Pty) Ltd South Africa 500 100
Megasave Trading (Pvt) Ltd India* 118 100
Mercado Fresco de Angola Lda Angola* — 100
OK Bazaars (Lesotho) (Pty) Ltd** Lesotho* — 50
OK Bazaars (Namibia) Ltd Namibia* 1 100
OK Bazaars (Swaziland) (Pty) Ltd Swaziland* — 100
OK Bazaars (Venda) Ltd** South Africa 2 50
Shoprite Mozambique Lda Mozambique* 56 100
Retail Holdings Botswana (Pty) Ltd Botswana* 165 100
Retail Supermarkets Nigeria Ltd Nigeria* 883 100
Sentra Namibia Ltd Namibia* 6 100
Shophold (Mauritius) Ltd Mauritius* 189 100
Shoprite (Mauritius) Ltd Mauritius* 266 100
Shoprite Angola Imobiliaria Lda Angola* 569 100
Shoprite Checkers Uganda Ltd Uganda* 148 100
Shoprite Egypt for Internal Trade SAE Egypt* 42 100
Shoprite Ghana (Pty) Ltd Ghana* 108 100
Shoprite Lesotho (Pty) Ltd Lesotho* — 100
Shoprite Madagascar S.A. Madagascar* 191 100
Shoprite Namibia (Pty) Ltd Namibia* — 100
Shoprite RDC SPRL DRC* 82 100
Shoprite Supermercados Lda Angola* 105 100
Shoprite Trading Ltd Malawi* 127 100
* Investments in subsidiaries outside South Africa are converted at historical exchange rates.
** Non-controlling interests in respect of these subsidiaries are not material.
Significant restrictions
Local currency cash and short-term deposits of R2.3 billion (2016: R1.3 billion) are held in Angola and Nigeria (2016: Angola and Nigeria) and are subject
to onerous local exchange control regulations. These local exchange control regulations provide for restrictions on exporting capital from the country,
other than through normal dividends.
Note
General information in respect of subsidiaries is set out in respect of only those subsidiaries of which the financial position or results are material for a
proper appreciation of the affairs of the Group. A full list of subsidiaries is available on request.

Pro Forma Information
Pro Forma Financial Information

Certain financial information presented in the Integrated Report constitutes pro forma financial information. The pro forma financial information is the The estimated financial impact of the extra week in the prior period is shown below:
responsibility of the board of directors of the Company and is presented for illustrative purposes only. Because of its nature, the pro forma financial
information may not fairly present the Group’s financial position, changes in equity, results of operations or cash flows. Change on Change on 52 weeks to 53 weeks to 52 weeks to
prior period prior period 2 July 2017 3 July 2016 Extra week 3 July 2016
An assurance report (in terms of ISAE 3420: Assurance Engagements to Report on the Compilation of Pro Forma Financial Information) has been issued by 53 weeks 52 weeks Audited Audited adjustment Pro forma
the Group’s auditors in respect of the pro forma financial information included in this Integrated Report. The assurance report is presented on page 100 of % % Rm Rm Rm Rm
the Integrated Report.
Impact of the Group’s pro forma constant currency disclosure Sale of merchandise
The Group discloses unaudited constant currency information in order to indicate the Group’s underlying Non-RSA businesses performance in terms of Total 8.4 10.6 141 000 130 028 (2 591) 127 437
sales growth, excluding the effect of foreign currency fluctuations. To present this information, current period turnover for entities reporting in currencies References were made to the following
other than ZAR are converted from local currency actuals into ZAR at the prior year’s actual average exchange rates on a country-by-country basis. subtotals:
Supermarkets RSA 8.0 10.5 101 734 94 167 (2 073) 92 094
The table below sets out the percentage change in turnover, based on the actual results for the financial year, in reported currency and constant currency for Checkers RSA 8.5 10.8 38 594 35 557 (711) 34 846
the following major currencies. The total impact on Supermarkets Non-RSA is also reflected after consolidating all currencies in this segment. Shoprite RSA 6.0 8.6 51 992 49 027 (1 160) 47 867
Usave RSA 7.8 10.4 5 919 5 489 (128) 5 361
Reported Currency Constant Currency LiquorShop RSA 20.4 22.7 4 838 4 018 (75) 3 943
% Change % Change % Change % Change on Supermarkets Non-RSA 11.7 13.5 24 840 22 246 (369) 21 877
on prior period on prior period on prior period prior period Furniture 4.3 6.2 5 432 5 207 (93) 5 113
53 weeks 52 weeks 53 weeks 52 weeks Cost of sales 7.9 10.2 (107 174) (99 372) 2 139 (97 233)
Gross profit 10.3 12.0 33 826 30 656 (452) 30 204
Angola kwanza 47.4 49.2 78.6 80.9 Other income and expenses 9.9 10.9 (25 699) (23 375) 198 (23 177)
Nigeria naira (8.2) (7.0) 48.2 50.2 Trading profit
Zambia kwacha (1.0) 1.0 (1.3) 0.7 Total 11.6 15.7 8 127 7 281 (254) 7 027
Mozambique metical (18.4) (16.9) 20.1 22.3 References were made to the following
Total Supermarkets Non-RSA 11.7 13.5 31.6 33.8 subtotals:
Supermarkets RSA 10.2 14.1 6 424 5 828 (197) 5 631
Supermarkets Non-RSA 14.7 18.9 1 407 1 227 (44) 1 183
Impact of the previous year’s extra week on 2017 year-end financial reporting Profit before income tax 11.2 15.4 7 615 6 848 (249) 6 599
The Group reports on the retail calendar of trading weeks which results in the inclusion of a 53rd week approximately every six years, as pointed out in the
Income tax expense 9.1 13.2 (2 180) (1 998) 72 (1 926)
basis of preparation and accounting policies to the summary consolidated financial statements.
Profit after tax 12.1 16.3 5 435 4 850 (177) 4 673
The results for the financial year under review are for a 52-week period, ended 2 July 2017, compared to 53 weeks in the previous financial year. It is EBITDA 6.8 8.9 10 013 9 376 9 194
therefore useful and good governance to report pro forma information for a 52-week 2016 comparative period, so as to facilitate comparisons against the Diluted headline earnings per share (cents) 11.9 16.1 1 007.4 900.3 867.6
prior and current period results.
Notes:
The unaudited pro forma 52-week information for the previous financial year has been prepared for illustrative purposes only, to indicate how such 1. The accounting policies adopted by the Group in the latest audited annual financial statements, which have been prepared in accordance with International Financial Reporting
information compares to the actual audited results of the Group for the 52-week period ended 2 July 2017. Standards, have been used in preparing the unaudited pro forma 52-week information.
2. The extra week adjustments were calculated with reference to:
J Actual sales of merchandise (which have been extracted from the Group’s accounting records) and cost of sales for the extra week from 29 June 2015 to 5 July 2015;
J Other income and expenses based on an assessment of management information and
J The effective tax rate applicable to the extra week period.
3. The calculation of diluted headline earnings per share for the pro forma 52-week period is based on the weighted number of shares for that period.
4. The extra week adjustments, in the opinion of the directors, fairly reflect the results for the one week period from 29 June 2015 to 5 July 2015.
Like-for-like comparisons
Like-for-like sales is a measure of the growth in the Group’s year-on-year sales, removing the impact of new store openings and closures in the current or
previous reporting periods.
52 weeks to 52 weeks to 52 weeks to 52 weeks to

References were made to the following subtotals of sale of Change in 2 July 2017 2 July 2017 3 July 2016 3 July 2016
merchandise like-for-like Audited Like-for-like Pro forma Like-for-like
% Rm Rm Rm Rm
Total 5.8 141 000 131 258 127 437 124 063
Supermarkets RSA 6.9 101 734 97 679 92 094 91 360
Supermarkets Non-RSA 1.0 24 840 21 732 21 877 21 521

Pro Forma Information
Pro Forma Information (continued) Shareholder Analysis

Board of Directors
Shoprite Holdings Limited
PO Box 215
Shoprite Holdings Ltd and its Subsidiaries for the year ended 2 July 2017 Brackenfell Shoprite Holdings Ltd as at 2 July 2017
7560
Independent reporting accountant’s assurance report engagement in accordance with the International Standard on Assurance
on the compilation of Pro Forma Financial Information Engagements (ISAE) 3420, Assurance Engagements to Report on the
of Shoprite Holdings Limited Compilation of Pro Forma Financial Information Included in a Prospectus.
No of
This standard requires that we comply with ethical requirements and plan
Introduction and perform our procedures to obtain reasonable assurance about
Shareholder spread Shareholdings % No of Shares %
Shoprite Holdings Limited (the “Company”) is including the presentation of whether the Pro Forma Financial Information has been compiled, in all
the impact of the following information on the financial results: material respects, by the directors on the basis of the applicable criteria 1 – 1 000 shares 22 524 79.27 6 495 369 1.08

J Illustrating growth in revenue, trading profit, earnings before interest, specified in the JSE Listings Requirements and described in the Pro Forma 1 001 – 10 000 shares 4 652 16.37 13 279 305 2.21
tax, depreciation and amortisation (EBITDA) and diluted headline information section on pages 98 and 99 of the 2017 Integrated Report and 10 001 – 100 000 shares 914 3.22 29 325 759 4.89
earnings per share by adjusting the prior year from 53 weeks to the SENS announcement. 100 001 – 1 000 000 shares 244 0.86 77 850 511 12.98
52 weeks;
Over 1 000 001 shares 79 0.28 473 070 885 78.84

J Illustrating revenue growth on a like-for-like basis as compared to the For purposes of this engagement, we are not responsible for updating or
Totals 28 413 100.00 600 021 829 100.00
prior financial year (i.e. growth in stores that were trading in the prior reissuing any reports or opinions on any historical financial information
year, this excludes new stores and stores closed during the year); used in compiling the Pro Forma Financial Information, nor have we, in the

J Illustrating revenue growth in constant foreign exchange rates as course of this engagement, performed an audit or review of the financial No of
compared to the prior financial year. information used in compiling the Pro Forma Financial Information. Distribution of shareholders Shareholdings % No of Shares %
The information described above (collectively the “Pro Forma Financial As the purpose of Pro Forma Financial Information included in the 2017 Banks/Brokers 274 0.95 229 195 901 38.21
Information”) is presented in the Financial report, Operational review and Integrated Report is solely to illustrate the impact of the additional weeks
Close Corporations 204 0.72 914 171 0.15
the Pro Forma information section on pages 98 and 99 of its Integrated results included in the 2016 financial year, separating growth in the existing
Report for the year ended 2 July 2017 (the “2017 Integrated Report”) and business from growth as a result of new stores as well as the effect of Endowment Funds 194 0.68 5 501 011 0.92
the SENS announcement. exchange rate fluctuations on their results for purposes of the illustration, Individuals 21 457 75.52 18 666 067 3.11
we do not provide any assurance that the actual outcome of the additional Insurance Companies 76 0.27 12 858 340 2.14
At your request and for the purposes of the 2017 Integrated Report to be week results included in the 2016 financial year, separating growth in the Investment Companies 13 0.05 1 796 747 0.30
dated on 21 August 2017, we present our assurance report on the existing business from growth as a result of new stores and the effect of Medical Aid Schemes 42 0.15 443 508 0.07
compilation of the Pro Forma Financial Information of the Company by the exchange rate fluctuations on their results would have been as presented.
Mutual Funds 463 1.63 58 656 876 9.78
directors. The Pro Forma Financial Information has been compiled by the
directors on the basis of the applicable criteria specified in the JSE Limited A reasonable assurance engagement to report on whether the Pro Forma Other Corporations 162 0.57 203 662 0.03
(JSE) Listings Requirements and described in the Pro Forma information Financial Information has been compiled by the directors, in all material Private Companies 688 2.42 85 591 423 14.26
section on pages 98 and 99 of the 2017 Integrated Report and the SENS respects, on the basis of the applicable criteria involves performing Public Companies 19 0.07 964 838 0.16
announcement. procedures to assess whether the applicable criteria used in the Retirement Funds 439 1.55 102 803 546 17.13
compilation of the Pro Forma Financial Information provides a reasonable Treasury Shares 5 0.02 35 436 572 5.91
The Pro Forma Financial Information has been compiled by the directors to basis for presenting the significant effects directly attributable to the
Trusts 4 377 15.40 46 989 167 7.83
illustrate the impact of the additional week included in the 2016 financial additional week included in the 2016 financial year, separating growth in
year, separating growth in the existing business from growth as a result of the existing business from growth as a result of new stores as well as the Totals 28 413 100.00 600 021 829 100.00
new stores as well as the effect of exchange rate fluctuations on their effect of exchange rate fluctuations on their results, and to obtain sufficient
results. As part of this process, information about the Company’s financial appropriate evidence about whether: No of
position and financial performance has been extracted by the directors
J The related pro forma adjustments give appropriate effect to those Public/non-public shareholders Shareholdings % No of Shares %
from the Company’s financial statements for the year ended 2 July 2017, criteria; and
on which an audit report has been published.
J The Pro Forma Financial Information reflects the proper application of Non-Public Shareholders 60 0.21 149 380 827 24.90
those adjustments to the unadjusted financial information.
Directors of the Company 55 0.19 113 944 255 18.99
Directors’ responsibility
The directors of the Company are responsible for the compilation, contents Our procedures selected depend on our judgment, having regard to our Treasury Shares 5 0.02 35 436 572 5.91
and presentation of the Pro Forma Financial Information on the basis of the understanding of the nature of the Company, and the information they have Public Shareholders 28 353 99.79 450 641 002 75.10
applicable criteria specified in the JSE Listings Requirements and provided in respect of which the Pro Forma Financial Information has been Totals 28 413 100.00 600 021 829 100.00
described in the Pro Forma information section on pages 98 and 99 of the compiled, and other relevant engagement circumstances.
2017 Integrated Report and the SENS announcement. The directors of the
Company are also responsible for the financial information from which it Our engagement also involves evaluating the overall presentation of the
has been prepared. Pro Forma Financial Information.
Beneficial shareholders holding 1% or more No of Shares %
Our independence and quality control We believe that the evidence we have obtained is sufficient and Wiese, CH 101 315 275 16.89
We have complied with the independence and other ethical requirements appropriate to provide a basis for our opinion. Government Employees Pension Fund 67 307 859 11.22
of the Code of Professional Conduct for Registered Auditors issued by the Shoprite Checkers (Pty) Ltd 35 436 572 5.91
Independent Regulatory Board for Auditors (IRBA Code), which is founded Opinion Capital Group 24 423 097 4.07
on fundamental principles of integrity, objectivity, professional competence In our opinion, the Pro Forma Financial Information has been compiled, in
Lazard 20 924 506 3.49
and due care, confidentiality and professional behaviour. The IRBA Code is all material respects, on the basis of the applicable criteria specified by the
consistent with the International Ethics Standards Board for Accountants JSE Listings Requirements and described in the Pro Forma information Vanguard 14 753 296 2.46
Code of Ethics for Professional Accountants (Part A and B). section on pages 98 and 99 of the 2017 Integrated Report and the SENS GIC Private Limited 13 971 292 2.33
announcement. Namibian Government Institutions Pension Fund 11 538 118 1.92
The firm applies International Standard on Quality Control 1 and, accordingly, Oppenheimer Funds 12 683 437 2.11
maintains a comprehensive system of quality control including documented BlackRock 11 475 904 1.91
policies and procedures regarding compliance with ethical requirements,
Basson, JW 9 104 122 1.52
professional standards and applicable legal and regulatory requirements.
T. Rowe Price 8 936 531 1.49
Reporting accountant’s responsibility Le Roux, JF 8 487 281 1.41
Our responsibility is to express an opinion about whether the Pro Forma PricewaterhouseCoopers Inc. Government Pension Fund – Norway 8 447 963 1.41
Financial Information has been compiled, in all material respects, by the Director: MC Hamman Totals 348 805 253 58.14
directors on the basis of the applicable criteria specified in the JSE Listings Registered Auditor
Requirements and described in the Pro Forma information section on
pages 98 and 99 of the 2017 Integrated Report and the SENS Cape Town
announcement based on our procedures performed. We conducted our 21 August 2017

Investor Information
Notice to Ordinary Shareholders:

Shareholders General Meeting
Country Classification Shoprite Holdings Ltd and its Subsidiaries for the year ended 2 July 2017
Other*
11.5% Other* (Incorporated in the Republic of South Africa)
18.2% (Registration number 1936/007721/06)
Singapore JSE share code: SHP
3.6% NSX share code: SRH
USA LUSE share code: SHOPRITE
UK 41.0% ISIN: ZAE000012084
(“Shoprite Holdings” or “the Company”)
6.9%
Singapore
Fund 5.7%
Foreign Fund 1. Notice of meeting
Notice is hereby given that the general meeting of the Ordinary Shareholders of Shoprite Holdings will be held at the Company’s registered office,
Managers Managers
corner William Dabs and Old Paarl Roads, Brackenfell, South Africa on Monday, 30 October 2017 at 09:00 (South African time).
2. Definitions
UK In the Notice, unless otherwise stated or the context otherwise indicates, the words in the first column below shall have the meaning stated opposite
them, respectively, in the second column below, reference to the singular shall include the plural and vice versa, words denoting one gender shall
11.0%
include the other gender, and an expression denoting natural persons shall include juristic persons and associations of persons:
USA
65.1%
“Board” or “Directors” the Directors of Shoprite Holdings;
South Africa
37.0% “Business Day” a day other than a Saturday, Sunday or official public holiday in South Africa;
*Other: Japan, Luxembourg, Namibia, *Other: Japan, Luxembourg, Namibia, “Certificated Shoprite Holdings Shareholder(s) who hold Certificated Share(s);
Canada, Australia, Germany, Canada, Australia, Germany, Shareholder(s)”
UAE, Netherlands, Switzerland, UAE, Netherlands, Switzerland,
China, France, Sweden, Denmark, China, France, Sweden, Denmark,
Ireland, Norway, Belgium, Austria, Ireland, Norway, Belgium, Austria, “Certificated Share(s)” Shoprite Holdings Share(s) represented by a Share certificate(s) or other physical Document(s) of Title, which have not
South Korea, SA, Italy, Mauritius, South Korea, SA, Italy, Mauritius, been surrendered for dematerialisation in terms of the requirements of Strate;
Taipei, Cayman Islands, Spain Taipei, Cayman Islands, Spain,
Hong Kong “Certificated Ordinary Ordinary Shares(s) represented by a Share certificate(s) or other physical Document(s) of Title, which have not been
Share(s)” surrendered for dematerialisation in terms of the requirements of Strate;
“CIPC” the Companies and Intellectual Property Commission established by section 185 of the Companies Act;
“Companies Act” the Companies Act, 71 of 2008, as amended;

Other*
15% Other* “Companies the Companies Regulations, 2011 in terms of the Companies Act, to regulate matters relating to companies;
18.3% Regulations”
“Conversion” the conversion of Ordinary Shares into Ordinary Shares having no par value by way of an amendment to the MOI;
Singapore
2.5% “CSDP” a participant as defined in section 1 of the Financial Markets Act, No 19 of 2012, as amended from time to time,
UK Luxembourg authorised by a licenced central securities depository as a participant in that central securities depository in terms of
2.6% the depository rules as contemplated in section 31 of the Financial Markets Act;
3.1%
Canada Foreign
Beneficial “Deferred Shares” non-convertible, non-participating, no par value deferred shares in the share capital of the Company, having the rights,
2.9%
Beneficial limitations and other terms contemplated in the MOI;
Shareholders Norway
3.2%
Namibia
Shareholders “Dematerialised
Shareholder(s)”
Shoprite Holdings Shareholder(s) that have dematerialised their Shoprite Holdings Share(s) through a CSDP and have
instructed the CSDP to hold their Shoprite Holdings Share(s) on the sub-register maintained by the CSDP and forming
part of the Shoprite Holdings Share register;
4.7%
Singapore “Dematerialised Shoprite Holdings Share(s) that have been dematerialised through a CSDP or broker and are held on the sub-register
USA Share(s)” of Shareholders administered by CSDPs in electronic form;
5.4%
26.7% South Africa USA
UK “Dematerialised Ordinary Share(s) that have been dematerialised through a CSDP or broker and are held on the sub-register of
52.7% 56.3%
6.6% Ordinary Shares” Shareholders administered by CSDPs in electronic form;
*Other: Namibia, Norway, Canada, *Other: Namibia, Norway, Canada, “File” has the meaning assigned to it in the Companies Act and Filed shall be construed accordingly;
Luxembourg, Australia, Japan, Ireland, Luxembourg, Australia, Japan, Ireland,
UAE, Germany, China, Netherlands, UAE, Germany, China, Netherlands, “General Meeting of the general meeting of Ordinary Shareholders to be held at the Company’s registered office, corner William Dabs and
Switzerland, Unidentified, Denmark, Switzerland, Unidentified, Denmark, Ordinary Shareholders” Old Paarl Roads, Brackenfell, South Africa on Monday, 30 October 2017 at 09:00 (South African time), to consider
France, Cayman Islands, South Korea, France, Cayman Islands, South Korea,
Sweden, Kuwait, Saudi Arabia, Sweden, Kuwait, Saudi Arabia,
or “General Meeting” and, if deemed appropriate, approve the Conversion;
Zambia, Belgium, Austria, Swaziland Zambia, Belgium, Austria, Swaziland,
Lesotho


General Meeting (continued)
3. Who may attend and vote

“Annual General the annual general meeting of Shoprite Holdings Shareholders to be held at the Company’s registered office, corner 3.1 If you hold Dematerialised Ordinary Shares which are registered in your name or if you are the registered holder of Certificated Ordinary Shares:
Meeting of Shoprite William Dabs and Old Paarl Roads, Brackenfell, South Africa on Monday, 30 October 2017 at 10:00 (South African J you may attend the General Meeting in person;
Holdings Shareholders” time) or immediately after the conclusion of the General Meeting of Ordinary Shareholders, to consider and, if deemed J alternatively, you may appoint a proxy to represent you at the General Meeting and to attend, participate in, and speak and vote at the General
or “AGM” appropriate, approve the Conversion; Meeting in your place by completing the attached form of proxy in accordance with the instructions it contains. It is recommended that the form of
proxy is returned to the Company secretary or Transfer Secretaries at their addresses set out below to be received not later than 09:00 (South
“JSE” JSE Limited (Registration number 2005/022939/06), a public company registered and incorporated in South Africa and African time) on Friday, 27 October 2017. However, Shareholders are entitled to deliver voting proxies to the chairman of the General Meeting at
licensed under the Financial Markets Act, 19 of 2012, as amended, to operate as an exchange; any time prior to the vote. A proxy need not be a Shareholder of the Company.
“MOI” the memorandum of incorporation of Shoprite Holdings; 3.2 Forms of proxy to be delivered to one of these addresses:
“Notice of Amendment” Form CoR 15.2 issued in terms of Section 16 of the Companies Act and Regulations 15(2) and (3) of the Companies The Company Secretary South African Transfer Secretaries
Regulations, being a Notice of Amendment of Memorandum of Incorporation and the required attachments thereto; Cnr William Dabs and Old Paarl Roads Computershare Investor Services (Pty) Ltd
PO Box 215, Brackenfell, 7560 South Africa Rosebank Towers, 15 Biermann Avenue, Rosebank, 2196
“Notice of General the notice convening the General Meeting of Ordinary Shareholders; Facsimile: +27 (0) 21 980 4468 PO Box 61051, Marshalltown, 2107
Meeting of Ordinary E-mail Address: [email protected]; or Facsimile: +27 (0) 11 688 5238
Shareholders”
3.3 If you are a beneficial Shareholder, but not a registered Shareholder as at the Voting Record Date and:
“Notice of Annual the notice convening the Annual General Meeting of Shoprite Holdings Shareholders; J wish to attend the General Meeting, you must obtain the necessary letter of representation from your CSDP or broker to represent the registered
General Meeting of shareholder; or
Shoprite Holdings J do not wish to attend the General Meeting, but would like your vote to be recorded at the General Meeting, you should contact your CSDP or
Shareholders” or “Notice broker and furnish them with your voting instructions;
of AGM” J you must not complete the attached form of proxy.
“Notices” collectively the Notice of Annual General Meeting of Shoprite Holdings Shareholders and the Notice of General 3.4 The record date for purposes of determining which Ordinary Shareholders are entitled to receive this Notice is determined in terms of section 59(1)(a)
Meeting of Ordinary Shareholders; of the Companies Act being Friday, 15 September 2017.
“Ordinary Share(s)” or ordinary share(s) with a par value of 113.4 cents each in the share capital of Shoprite Holdings; 3.5 The date on which Ordinary Shareholders must be recorded as such in the register maintained by the Transfer Secretaries of the Company for purposes
“Shoprite Holdings of being entitled to attend and vote at this General Meeting is determined in terms of section 59(1)(b) of the Companies Act being Friday, 20 October
Ordinary Share(s)” 2017 (“Voting Record Date”).
“Ordinary Shares having the ordinary shares having no par value into which the Shoprite Holdings Ordinary Shares will have been converted 3.6 In terms of section 63(1) of the Companies Act, any person attending or participating in the General Meeting must present reasonably satisfactory
no par value” after the adoption of Special Resolution Number 5 recorded in the Notice of Annual General Meeting of Shoprite identification and the chairperson of the General Meeting must be reasonably satisfied that the right of any person to participate and vote has been
Holdings Shareholders and the adoption of Special Resolution Number 1 recorded in the Notice of General Meeting of reasonably verified. Suitable forms of identification will include a valid identification document, driver’s license or passport.
Ordinary Shareholders and after those Special Resolutions have been Filed with the CIPC;
3.7 Should any Ordinary Shareholder, or a representative or proxy of an Ordinary Shareholder, wish to participate in the General Meeting by way of
“Ordinary Shareholders” the holders of Ordinary Shares or after the Conversion, the holders of Ordinary Shares having no par value; electronic participation, that Ordinary Shareholder should make an application in writing (including details on how the Ordinary Shareholder or its
representative or proxy wish to participate) to the Transfer Secretaries or the Company secretary at their addresses listed above, to be received by
“Shareholder(s)” or registered holder(s) of Shoprite Holdings Shares; them at least seven (7) Business Days before the General Meeting, to enable the Transfer Secretaries to arrange for the Ordinary Shareholder or its
“Shoprite Holdings representative or proxy, to provide reasonably satisfactorily identification to the Transfer Secretaries for purposes of section 63(1) of the Companies
Shareholder(s)” Act and to enable the Transfer Secretaries to provide details on how to access the General Meeting by way of electronic participation. Please note
that Ordinary Shareholders who wish to participate in the General Meeting by way of electronic participation must appoint a proxy to exercise his
“Shoprite Holdings issued Ordinary Shares and Deferred Shares; voting rights in terms of paragraph 3.1 above or furnish his CSDP or broker with voting instructions in terms of paragraph 3.3 above.
Shares”
3.8 Votes at the General Meeting on all resolutions will be conducted by way of a poll and not on a show of hands. Every Ordinary Shareholder present in
“South Africa” The Republic of South Africa; person or represented by proxy shall have one (1) vote for every Ordinary Share held in the Company.
3.9 If you are in any doubt as to what action you should take arising from the following resolutions, please consult your stockbroker, banker, attorney,
“Special Resolution(s)” a Special Resolution as defined in the Companies Act;
accountant or other professional adviser immediately.
“Strate” Strate (Proprietary) Limited (Registration number 1998/022242/06), a private company registered and incorporated in
South Africa, and the electronic settlement system for transactions that take place on the JSE and off-market
transactions; and
“Transfer Secretaries” or Computershare Investor Services (Proprietary) Limited (Registration number 2004/003647/07), a private company
“Computershare” registered and incorporated in South Africa and the Transfer Secretaries of Shoprite Holdings.


General Meeting (continued)
4. Purpose of meeting 5.2 Ordinary resolution number 1: Signature of documents and authority
The purpose of this General Meeting is to consider and, if deemed fit, to pass, with or without modification, the resolutions set out below. “Resolved that any of the Directors or the Company secretary of Shoprite Holdings be and are hereby authorised to File the Special Resolution
Number 1 with the CIPC and to do all such things and sign all documents including Company forms and to take all such action as they consider
5. The following resolutions will be considered at the meeting, and, if deemed fit, passed with or without modification: necessary to give effect to and implement the resolutions.”
5.1 Special resolution number 1: conversion of par value shares For Ordinary Resolution Number 1 to be approved by Ordinary Shareholders, it must be supported by more than 50% of the voting rights exercised
“Resolved, as a Special Resolution proposed by the Board of Shoprite Holdings in terms of Regulation 31(6) of the Companies Regulations, that the on that resolution by the Ordinary Shareholders present in person or represented by proxy at the General Meeting.
conversion of all the existing Shoprite Holdings Ordinary Shares (being the Ordinary Shares with a par value of 113.4 cents each in the Share capital
of Shoprite Holdings and comprising of all such authorised, issued and unissued Shares) into Ordinary Shares having no par value, without altering 6. Reports
the substance of the specific rights and privileges associated with each such Share, is approved so that with effect from the Conversion of those 6.1 The Report by the Board to Shareholders in terms of Regulation 31(7) of the Companies Regulations is attached as Annexure 1.
Shares, the Ordinary Shares having no par value will have the same rights and privileges associated with and granted to Shoprite Holdings Ordinary
Shares in terms of the Memorandum of Incorporation of Shoprite Holdings, and that with effect from the date and time that the Notice of Amendment 6.2 This Notice has also in terms of Regulation 31(8) of the Companies Regulations been filed with the:
in respect of this Special Resolution Number 1 and Special Resolution Number 5, adopted at the Annual General Meeting of Shoprite Holdings J South African Revenue Service; and
Shareholders (and which Special Resolution Number 5 is recorded in the Notice of Annual General Meeting of Shoprite Holdings Shareholders), is J CIPC.
Filed with the CIPC:
J clause 1.2.19 of the MOI of the Company be amended to read as follows: 7. Documents available for inspection
“Ordinary Share” an ordinary share in the capital of the Company having no par value and having the preferences, rights, limitations and other The following documents, or copies thereof, will be available for inspection during normal business hours at the registered address of Shoprite
terms contemplated in clause 9.1 of the MOI”; Holdings from the date of this Notice up to and including 30 October 2017:
J the MOI of Shoprite Holdings.
J
clause 1 of Schedule 1 to the MOI of the Company be amended to read as follows:
“650 000 000 Ordinary Shares, having no par value, and having the rights and limitations set out in the MOI” 8. Transaction of other business
J
the first paragraph of clause 9.2.1.7 of the MOI of the Company be amended to read as follows: For Shoprite Holdings Limited
“the Permitted Holder shall only be entitled to own Deferred Shares for as long as it owns a number of Ordinary Shares that is not less than the
number which represents at least 10% of the Original Number (“Minimum Holding”). In this clause 9.2.1.7 “Original Number” means a number
equal to the number of issued ordinary shares (being ordinary shares in the share capital of the Company with a par value of 113.4 cents each) on
the date of the first issue of the Deferred Shares to the Permitted Holder.”
J
the following new clause be added to the MOI of the Company as clause 9.2.2:
“9.2.2 The conversion of Ordinary Shares (being ordinary shares in the share capital of the Company with a par value of 113.4 cents each) into PG du Preez
Ordinary Shares having no par value (as defined in clause 1.2.19 above) will not amend or vary any of the rights attaching to the Deferred Shares Company Secretary
and the conversion will also have no effect on or consequence for the Deferred Shares or the Permitted Holder and in this clause 9 “Ordinary 26 September 2017
Share” will mean an Ordinary Share having no par value as more fully defined in clause 1.2.19 above.”
The Company Secretary South African Transfer Secretaries
For Special Resolution Number 1 to be approved by Ordinary Shareholders, it must be supported by at least 75% of the voting rights exercised on Cnr William Dabs and Old Paarl Roads Computershare Investor Services (Pty) Ltd
that resolution by the Ordinary Shareholders present in person or represented by proxy at the general meeting. PO Box 215, Brackenfell, 7560 South Africa 15 Biermann Avenue, Rosebank, 2196
Facsimile: +27 (0) 21 980 4468 PO Box 61051, Marshalltown, 2107
Reason for and effect of special resolution number 1 E-mail Address: [email protected] Facsimile: +27 (0) 11 688 5238
Regulation 31(5) of the Companies Regulations provides that the number of the authorised Ordinary Shares (being Ordinary Shares with a par value of
113.4 cents each) may not be increased. The only manner in which to increase the authorised Ordinary Shares of Shoprite Holdings will be to first
convert those Ordinary Shares into Ordinary Shares having no par value.
The Board accordingly in terms of Regulation 31(5) of the Companies Regulations proposed that the existing authorised and issued Ordinary Shares
(being Ordinary Shares with a par value of 113.4 cents each) be converted into Ordinary Shares having no par value.
The effect of the Conversion is that all the Shoprite Holdings Ordinary Shares (being the Ordinary Shares with a par value of 113.4 cents each in the
Share capital of Shoprite Holdings and comprising of all such authorised, issued and unissued Shares) will be converted into Ordinary Shares having
no par value.
Regulation 31(6) of the Companies Regulations provides that an amendment to the MOI to effect the Conversion will have been adopted only if it is
approved by:
J a Special Resolution adopted by the holders of the class of Shares being converted which is the Ordinary Shareholders; and
J a further Special Resolution adopted by a meeting of the Shoprite Holdings Shareholders.
To comply with Regulation 31(6), Special Resolution 5, described in the Notice of Annual General Meeting of Shoprite Holdings Shareholders, will be
proposed to Shoprite Holdings Shareholders. This Special Resolution 1 is also proposed to comply with that Regulation 31(6). The Conversion will
accordingly be approved on the adoption of both Special Resolution 5 and this Special Resolution 1.
Regulation 31(7) of the Companies Regulations further requires that when the Company converts its Shares into Shares having no par value, the
Board shall prepare a report in respect of the Conversion which, inter alia, evaluates whether there are any material adverse effects on the
Shareholders of the Company. Regulation 31(8) provides that such a report be published to the Shareholders. The report prepared by the Board is set
out in Annexure 1 to this Notice.
The amendments to clause 9 are made to clarify that the Conversion has no effect on or consequence for the Deferred Shares and to record the
number of Ordinary Shares having no par value that will comprise the Minimum Holding defined in clause 9. Thibault Square Financial Services (Pty)
Ltd, registration number 1992/004170/07, being the Permitted Holder and the only holder of Deferred Shares, has in terms of clause 10.3.9.1 of the
MOI consented in writing to the amendments to clause 9 recorded in Special Resolution 1.

Notice to Shoprite Holdings Shareholders:

Annexure 1 Annual General Meeting
Report prepared by the Board in relation to the conversion of Ordinary Shares with a par value of 113.4 cents
each into Ordinary Shares having no par value in terms of Companies Regulations 31(7) and 31(8) in respect of (Incorporated in the Republic of South Africa)
the Special Resolutions to approve the Conversion set out in the Notice of Annual General Meeting of Shoprite (Registration number 1936/007721/06)
Holdings Shareholders and in the Notice of General Meeting of Ordinary Shareholders JSE share code: SHP
NSX share code: SRH
LUSE share code: SHOPRITE
ISIN: ZAE000012084
1. Introduction (“Shoprite Holdings” or “the Company”)
1.1 Pursuant to the provisions of Regulation 31 of the Companies Regulations, the Board recommends the conversion of the Ordinary Shares with a par
value of 113.4 cents each into Ordinary Shares having no par value. 1. Notice of meeting
Notice is hereby given that the AGM of Shoprite Holdings will be held at the Company’s registered office, corner William Dabs and Old Paarl Roads,
1.2 The Notice of General Meeting of Ordinary Shareholders and the Notice of Annual General Meeting of Shoprite Holdings Shareholders record the Brackenfell, South Africa on Monday, 30 October 2017 at 10:00 (South African time) or immediately after conclusion of the General Meeting of
requirements of Regulation 31 of the Companies Regulations for the conversion of the Ordinary Shares with a par value of 113.4 cents each into the Ordinary Shareholders that will commence at 09:00 (South African time) on Monday, 30 October 2017.
Ordinary Shares having no par value.
2. Definitions
1.3 This report is given in compliance with the provisions of Regulations 31(7) and 31(8) of the Companies Regulations and in respect of the Special In the Notice, unless otherwise stated or the context otherwise indicates, the words in the first column below shall have the meaning stated opposite
Resolutions to approve the Conversion set out in the Notice of General Meeting of Ordinary Shareholders and the Notice of Annual General Meeting them, respectively, in the second column below, reference to the singular shall include the plural and vice versa, words denoting one gender shall
of Shoprite Holdings Shareholders. include the other gender, and an expression denoting natural persons shall include juristic persons and associations of persons:
2. Further information and effect

Set out below is the disclosure required to be made to Shareholders as contemplated in Regulation 31(7) of the Companies Regulations: “Board” or “Directors” the Directors of Shoprite Holdings;
2.1 Information that may affect the value of Ordinary Shares when converted into Ordinary Shares having no par value “Business Day” a day other than a Saturday, Sunday or official public holiday in South Africa;
The value of each of the existing Ordinary Shares will be unaffected by the conversion thereof into Ordinary Shares having no par value as none of the
underlying rights of Ordinary Shareholders will be affected by such conversion. “Certificated Share(s)” Shoprite Holdings Share(s) represented by a Share certificate(s) or other physical Document(s) of Title, which have not
been surrendered for dematerialisation in terms of the requirements of Strate;
2.2 Classes of Shareholders of the Company’s Shares affected by the Conversion
The conversion of the Ordinary Shares into Ordinary Shares having no par value will only affect the Ordinary Shareholders. “Certificated Ordinary Ordinary Shares(s) represented by a Share certificate(s) or other physical Document(s) of Title, which have not been
Share(s)” surrendered for dematerialisation in terms of the requirements of Strate;
2.3 Material effects that the Conversion will have on the rights of Shareholders
None of the rights that Ordinary Shareholders hold by virtue of the Ordinary Shares held by them will be affected by the conversion of the Ordinary “CIPC” the Companies and Intellectual Property Commission established by section 185 of the Companies Act;
Shares into the Ordinary Shares having no par value.
“Companies Act” the Companies Act, 71 of 2008, as amended;
2.4 Material adverse effects of the Conversion
There will be no material adverse effects as a result of the conversion of the Ordinary Shares into the Ordinary Shares having no par value and no “Companies the Companies Regulations, 2011 in terms of the Companies Act, to regulate matters relating to companies;
compensation will be payable by reason of such conversion. Regulations”
3. General “Conversion” the conversion of Ordinary Shares into ordinary shares having no par value by way of an amendment to the MOI;
In terms of Regulation 31(8)(b) of the Companies Regulations, a copy of this report will be Filed with the CIPC and the South African Revenue Service
at the same time that this report is published to the Shareholders. “CSDP” a participant as defined in section 1 of the Financial Markets Act, No 19 of 2012, as amended from time to time,
authorised by a licenced central securities depository as a participant in that central securities depository in terms of
the depository rules as contemplated in section 31 of the Financial Markets Act;
“Deferred Shares” non-convertible, non-participating, no par value deferred shares in the share capital of the Company, having the rights,
limitations and other terms contemplated in the MOI;
PG du Preez “Dematerialised Shoprite Holdings Shareholder(s) that have dematerialised their Shoprite Holdings Share(s) through a CSDP and have
Company Secretary Shareholder(s)” instructed the CSDP to hold their Shoprite Holdings Share(s) on the sub-register maintained by the CSDP and forming
part of the Shoprite Holdings Share register;
On behalf of the board of directors of Shoprite Holdings Limited
“Dematerialised Shoprite Holdings Share(s) that have been dematerialised through a CSDP or broker and are held on the sub-register
and Share(s)” of Shareholders administered by CSDPs in electronic form;
“Dematerialised Ordinary Share(s) that have been dematerialised through a CSDP or broker and are held on the sub-register of
Ordinary Shares” Shareholders administered by CSDPs in electronic form;
“File” has the meaning assigned to it in the Companies Act and “Filed” shall be construed accordingly;
M Bosman
“General Meeting of the general meeting of Ordinary Shareholders to be held at the Company’s registered office, corner William Dabs and
Director
Ordinary Shareholders” Old Paarl Roads, Brackenfell, South Africa on Monday 30 October 2017 at 09:00 (South African time), to consider and,
if deemed appropriate, approve the Conversion;
26 September 2017


Annual General Meeting (continued)
“Annual General the annual general meeting of Shoprite Holdings Shareholders to be held at the Company’s registered office, corner 3. Who may attend and vote?
Meeting of Shoprite William Dabs and Old Paarl Roads, Brackenfell, South Africa on Monday 30 October at 10:00 (South African time) or 3.1 If you hold Dematerialised Shares which are registered in your name or if you are the registered holder of Certificated Shares:
Holdings Shareholders” immediately after the conclusion of the General Meeting of Ordinary Shareholders, to consider and, if deemed J you may attend the AGM in person;
or “AGM” appropriate, approve the ordinary and special resolutions as set out in the Notice of AGM; J alternatively, you may appoint a proxy to represent you at the AGM and to attend, participate in, and speak and vote at the AGM in your place by
completing the attached form of proxy in accordance with the instructions it contains. It is recommended that the form of proxy is returned to the
“JSE” JSE Limited (Registration number 2005/022939/06), a public company registered and incorporated in South Africa and Company secretary or Transfer Secretaries at their addresses set out below to be received not later than 10:00 (South African time) on Friday, 27
licensed under the Financial Markets Act, 19 of 2012, as amended, to operate as an exchange; October 2017. However, Shareholders are entitled to deliver voting proxies to the chairman of the AGM at any time prior to the vote. A proxy need
not be a Shareholder of the Company.
“MOI” the memorandum of incorporation of Shoprite Holdings;
3.2 Forms of proxy to be delivered to one of these addresses:
“Notice of Amendment” Form CoR 15.2 issued in terms of Section 16 of the Companies Act and Regulations 15(2) and (3) of the Company
Regulations, being a Notice of Amendment of Memorandum of Incorporation and the required attachments thereto; The Company Secretary outh African Transfer Secretaries
S
Cnr William Dabs and Old Paarl Roads Computershare Investor Services (Pty) Ltd
“Notice of General the notice convening the General Meeting of Ordinary Shareholders; PO Box 215, Brackenfell, 7560 South Africa Rosebank Towers, 15 Biermann Avenue, Rosebank, 2196
Meeting of Ordinary Facsimile: +27 (0) 21 980 4468 PO Box 61051, Marshalltown, 2107
Shareholders” E-mail Address: [email protected]; or Facsimile: +27 (0) 11 688 5238
“Notice of Annual the notice convening the Annual General Meeting of Shoprite Holdings Shareholders; 3.3 If you are a beneficial Shareholder, but not a registered Shareholder as at the Voting Record Date and:
General Meeting of J wish to attend the AGM, you must obtain the necessary letter of representation from your CSDP or broker to represent the registered Shareholder;
Shoprite Holdings or
Shareholders” or “Notice J do not wish to attend the AGM, but would like your vote to be recorded at the AGM, you should contact your CSDP or broker and furnish them
of AGM” with your voting instructions;
J you must not complete the attached form of proxy.
“Notices” collectively the Notice of Annual General Meeting of Shoprite Holdings Shareholders and the Notice of General
Meeting of Ordinary Shareholders; 3.4 The record date for purposes of determining which Shareholders are entitled to receive this Notice is determined in terms of section 59(1)(a) of the
Companies Act being Friday, 15 September 2017.
3.5 The date on which Shareholders must be recorded as such in the register maintained by the Transfer Secretaries of the Company for purposes of
“Ordinary Share(s)” or ordinary share(s) with a par value of 113.4 cents each in the share capital of Shoprite Holdings;
being entitled to attend and vote at this AGM is determined in terms of section 59(1)(b) of the Companies Act being Friday, 20 October 2017
“Shoprite Holdings
(“Voting Record Date”).
Ordinary Share(s)”
3.6 In terms of section 63(1) of the Companies Act, any person attending or participating in the AGM must present reasonably satisfactory identification
“Ordinary Shares having the ordinary shares having no par value into which the Shoprite Holdings Ordinary Shares will have been converted
and the chairperson of the AGM must be reasonably satisfied that the right of any person to participate and vote has been reasonably verified.
no par value” after the adoption of Special Resolution Number 5 recorded in the Notice of Annual General Meeting of Shoprite
Suitable forms of identification will include a valid identification document, driver’s license or passport.
Holdings Shareholders and the adoption of Special Resolution Number 1 recorded in the Notice of General Meeting of
Ordinary Shareholders and after those Special Resolutions have been Filed with the CIPC;
3.7 Should any Shareholder, or a representative or proxy of a Shareholder, wish to participate in the AGM by way of electronic participation, that
Shareholder should make an application in writing (including details on how the Shareholder or its representative or proxy wish to participate) to the
“Ordinary Shareholders” the holders of Ordinary Shares or after the Conversion, the holders of Ordinary Shares having no par value;
Transfer Secretaries or Company secretary at their addresses listed above, to be received by them at least seven (7) Business Days before the AGM,
to enable the Transfer Secretaries to arrange for the Shareholder or its representative or proxy, to provide reasonably satisfactorily identification to the
“Shareholder(s)” or registered holder(s) of Shoprite Holdings Shares;
Transfer Secretaries for purposes of section 63(1) of the Companies Act and to enable the Transfer Secretaries to provide details on how to access
“Shoprite Holdings
the AGM by way of electronic participation. Please note that Shareholders who wish to participate in the AGM by way of electronic participation must
Shareholder(s)”
appoint a proxy to exercise his voting rights in terms of paragraph 3.1 above or furnish his CSDP or broker with voting instructions in terms of
paragraph 3.3 above.
“Shoprite Holdings issued Ordinary Shares and Deferred Shares;
Shares” 3.8 Votes at the AGM on all resolutions will be conducted by way of a poll and not on a show of hands. Every Shareholder present in person or
represented by proxy shall have one (1) vote for every Shoprite Holdings Share held in the Company.
“South Africa” The Republic of South Africa;
3.9 If you are in any doubt as to what action you should take arising from the following resolutions, please consult your stockbroker, banker, attorney,
“Special Resolution(s)” a Special Resolution as defined in the Companies Act; accountant or other professional adviser immediately.
“Strate” Strate (Proprietary) Limited (Registration number 1998/022242/06), a private company registered and incorporated in 4. Integrated Report
South Africa, and the electronic settlement system for transactions that take place on the JSE and off-market A copy of the Company’s Integrated Report for the year ended 2 July 2017 and the reports of the Directors and independent auditors are delivered
transactions; and herewith.
“Transfer Secretaries” or Computershare Investor Services (Proprietary) Limited (Registration number 2004/003647/07), a private company 5. Purpose of meeting
“Computershare” registered and incorporated in South Africa and the Transfer Secretaries of Shoprite Holdings. The purpose of this meeting is to:
J present the audited financial statements for the year ended 2 July 2017, the report of the Directors and the report of the independent registered
auditors thereon;
J present the reports of the audit and risk as well as the social and ethics committees;
J consider any matters raised by Shareholders; and
J consider and, if deemed fit, to pass, with or without modification, the resolutions set out below.


6. The following resolutions will be considered at the meeting, and, if deemed fit, passed with or without modification: 6.7 Ordinary resolution number 7: Appointment of Mr JF Basson as Chairperson and member of the Shoprite
Holdings Audit and Risk Committee
6.1 Ordinary resolution number 1: Annual financial statements “Resolved that Mr JF Basson be elected as Chairperson and member of the Shoprite Holdings Audit and Risk Committee with immediate effect in
“Resolved that the summarised annual financial statements of the Company and the Group for the year ended 2 July 2017, including the reports of terms of section 94(2) of the Companies Act.”
the Directors and independent auditors be and are hereby approved.”
Age: 65
For ordinary resolution number 1 to be approved by Shareholders it must be supported by more than 50% of the voting rights exercised on the First appointed to Audit and Risk Committee: 2014
resolution by Shareholders present or represented by proxy at this meeting. Educational qualifications: B Com CTA CA (SA)
Other Directorships: Cape Consumers (Pty) Ltd and Tafelberg Furniture Stores (Pty) Ltd
6.2 Ordinary resolution number 2: Re-appointment of auditors
“Resolved that PricewaterhouseCoopers Inc. (PwC) be re-elected as the independent registered auditors of the Company for the period until the next For ordinary resolution number 7 to be approved by Shareholders it must be supported by more than 50% of the voting rights exercised on the
annual general meeting of the Company (noting that Mr MC Hamman is the individual registered auditor of PwC who will undertake the audit in resolution by Shareholders present or represented by proxy at this meeting.
respect of the financial year ending June 2018) as recommended by the Company’s Audit and Risk Committee.”
6.8 Ordinary resolution number 8: Appointment of Mr JA Louw as member of the Shoprite Holdings Audit and Risk
For ordinary resolution number 2 to be approved by Shareholders it must be supported by more than 50% of the voting rights exercised on the Committee
resolution by Shareholders present or represented by proxy at this meeting. “Subject to his re-election as director, it is resolved that Mr JA Louw be elected as member of the Shoprite Holdings Audit and Risk Committee with
immediate effect in terms of section 94(2) of the Companies Act.”
6.3 Ordinary resolution number 3: Re-election of Dr CH Wiese
“Resolved that Dr CH Wiese, who is required to retire as a director of the Company at this AGM and who is eligible and available for re-election, is Age: 73
hereby reappointed as director with immediate effect.” First appointed to Audit and Risk Committee: 2011
Educational qualifications: BSc Hons B (B&A) Hons
Age: 75 Other Directorships: Mr Louw serves as a director on the board of various private companies.
First Appointed: 1991
Educational qualifications: BA LLB DCom (Honoris Causa) For ordinary resolution number 8 to be approved by Shareholders it must be supported by more than 50% of the voting rights exercised on the
Directorship: Chairperson of Steinhoff International Holdings N.V, Pepkor Holdings (Pty) Ltd, Tradehold Ltd and Invicta Holdings Ltd and serves on resolution by Shareholders present or represented by proxy at this meeting.
the board of Pallinghurst Resources Ltd.
6.9 Ordinary resolution number 9: Appointment of Mr JJ Fouché as member of the Shoprite Holdings Audit and Risk
resolution by Shareholders present or represented by proxy at this meeting. “Resolved that Mr JJ Fouché be elected as member of the Shoprite Holdings Audit and Risk Committee with immediate effect in terms of section
94(2) of the Companies Act.”
6.4 Ordinary resolution number 4: Re-election of Mr EC Kieswetter
“Resolved that Mr EC Kieswetter, who is required to retire as a director of the Company at this AGM and who is eligible and available for re-election, Age: 69
is hereby reappointed as director with immediate effect.” First appointed to Audit and Risk Committee: 2013
Educational qualifications: BCom LLB
Age: 58 Other Directorships: None
First appointed: 2010
Educational qualifications: NHD (Electrical Eng), PG Dip Ed (Mathematics and Engineering), B.Ed. (Science Education), M Com (cum laude) (SA and For ordinary resolution number 9 to be approved by Shareholders it must be supported by more than 50% of the voting rights exercised on the
International Tax), Executive MBA (Strategy and Business Transformation) (UK), MEd (Science Education) resolution by Shareholders present or represented by proxy at this meeting.
Other Directorships: None
6.10 Ordinary resolution number 10: Appointment of Mr JA Rock as member of the Shoprite Holdings Audit and Risk
resolution by Shareholders present or represented by proxy at this meeting. “Resolved that Mr JA Rock be elected as member of the Shoprite Holdings Audit and Risk Committee with immediate effect in terms of section 94(2)
of the Companies Act.”
6.5 Ordinary resolution number 5: Re-election of Mr JA Louw
“Resolved that Mr JA Louw, who is required to retire as a director of the Company at this AGM and who is eligible and available for re-election, is Age: 47
hereby reappointed as director with immediate effect.” First appointed to Audit and Risk Committee: 2014
Educational qualifications: BA(Hons) MA ACA
Age: 73 Other Directorships: Ferroland Grondtrust (Pty) Ltd
First appointed: 1991
Educational qualifications: BSc Hons B(B&A) Hons For ordinary resolution number 10 to be approved by Shareholders it must be supported by more than 50% of the voting rights exercised on the
Other Directorships: Mr Louw serves as a director on the board of various private companies resolution by Shareholders present or represented by proxy at this meeting.
For ordinary resolution number 5 to be approved by Shareholders it must be supported by more than 50% of the voting rights exercised on the 6.11 Ordinary resolution number 11: General authority over unissued Ordinary Shares
resolution by Shareholders present or represented by proxy at this meeting. “Resolved that 30 million (approximately 5% of the issued ordinary share capital that includes treasury shares) of the authorised but unissued
Ordinary Shares, or in the case that the Ordinary Shares are converted into Ordinary Shares having no par value, Ordinary Shares having no par value,
6.6 Ordinary resolution number 6: Re-election of Mr CG Goosen in the capital of the Company be and are hereby placed under the control and authority of the Directors of the Company until the next annual general
“Resolved that Mr CG Goosen, who is required to retire as a director of the Company at this AGM and who is eligible and available for re-election, is meeting and that the Directors of the Company be and are hereby authorised and empowered to, without first offering those shares to Shareholders
hereby reappointed as director with immediate effect.” pro rata to their shareholding, allot, issue and otherwise dispose of such Ordinary Shares or Ordinary Shares having no par value to a person or
persons on such terms and conditions and at such times as the Directors of the Company may from time to time and in their discretion deem fit,
Age: 64 subject to the provisions and requirements of the Companies Act, the MOI of the Company and JSE Listings Requirements, when applicable, and any
First appointed: 1993 other exchange on which the shares of the Company may be quoted or listed from time to time, when applicable.”
Educational qualifications: BCom Hons CA (SA)
Other Directorships: None For ordinary resolution number 11 to be approved by Shareholders it must be supported by more than 50% of the voting rights exercised on the
resolution by Shareholders present or represented by proxy at this meeting.
For ordinary resolution number 6 to be approved by Shareholders it must be supported by more than 50% of the voting rights exercised on the


6.12 Ordinary resolution number 12: General authority to issue shares for cash 6.15 Special resolution number 1: Remuneration payable to non-executive Directors
“Resolved that the Directors of the Company be and are hereby authorised by way of a general authority, to issue all or any of the authorised, but “Resolved as a Special Resolution in terms of section 66(9) of the Companies Act, that the annual remuneration of the non-executive Directors for the
unissued Shares in the capital of the Company, for cash, as and when they in their discretion deem fit, subject to the provisions and requirements of twelve months from 1 November 2016 – 31 October 2017 be approved as follows:
the Companies Act, the MOI of the Company, the JSE Listings Requirements and any other exchange on which the shares of the Company may be
quoted from time to time, when applicable, subject to the following limitations, namely that: Shoprite Holdings board and committee fees
J the equity securities which are the subject of the issue for cash must be of a class already in issue, or where this is not the case, must be limited to 2016/2017 2015/2016
such securities or rights that are convertible into a class already in issue; Board
J any such issue will only be made to “public Shareholders” as defined in the JSE Listings Requirements and not related parties, unless the JSE
Chairman of the Board R397 000 R367 500
otherwise agrees, but may be made to such “public Shareholders” and in such quantities that the Directors in their discretion may deem fit;
Lead Independent Director R245 000 R227 000
J the number of Ordinary Shares issued for cash shall not in the aggregate in any one (1) financial year, exceed 5% (five percent) of the Company’s
issued Ordinary Shares, or in the case that the Ordinary Shares are converted into Ordinary Shares having no par value, Ordinary Shares having Non-Executive Director R234 000 R216 000
no par value being 28 229 263 Ordinary Shares, or Ordinary Shares having no par value, (excluding 35 436 572 treasury shares). The number of
Ordinary Shares, or Ordinary Shares having no par value, which may be issued shall be based on the number of Ordinary Shares in issue at the Audit and risk committee
date of this notice of AGM, less any Ordinary Shares issued in terms of this authority by the Company during the current financial year; Chairman R279 000 R258 000
J in the event of a sub-division or consolidation of issued Ordinary Shares, or Ordinary Shares having no par value, during the period of this Member R141 000 R130 000
authority, the authority will be adjusted accordingly to represent the same allocation ratio;
J this authority be valid until the Company’s next annual general meeting, provided that it shall not extend beyond fifteen (15) months from the date Remuneration committee
that this authority is given; Chairman R72 500 R67 000
J a paid press announcement will be published giving full details, at the time of any issue representing on a cumulative basis within one (1) financial
Member R43 500 R40 500
year, 5% (five percent) or more of the number of Shares in issue prior to the issue in terms of this authority;
J in determining the price at which an issue of Shares may be made in terms of this authority, the maximum discount permitted will be 10% (ten
percent) of the weighted average traded price on the JSE of those Shares measured over the thirty (30) business days prior to the date that the Nomination committee
price of the issue is determined or agreed by the Directors of the Company.” Chairman R72 500 R67 000
Member R43 500 R40 500
For ordinary resolution number 12 to be approved by Shareholders it must in terms of the JSE Listings Requirements be supported by more than
75% of the voting rights exercised on the resolution by Shareholders present or represented by proxy at this meeting. Social and ethics committee
Chairman R94 500 R87 500
6.13 Ordinary resolution number 13: General authority to Directors and/or Company Secretary
“Resolved that any one of the Directors of Shoprite Holdings or the Company secretary be and are hereby authorised to do all things, perform all acts *All amounts above are VAT exclusive.
and to sign and execute all documentation necessary to implement the ordinary and Special Resolutions adopted at the AGM.”
For Special Resolution number 1 to be approved by Shareholders it must be supported by at least 75% of the voting rights exercised on the
For ordinary resolution number 13 to be approved by Shareholders it must be supported by more than 50% of the voting rights exercised on the resolution by Shareholders present or represented by proxy at this meeting.
Reason for and effect of Special Resolution number 1
6.14 Resolution number 14: Non-binding advisory vote on the remuneration policy of Shoprite Holdings and the The reason for and effect of Special Resolution number 1 is to grant the Company the authority to pay remuneration to its non-executive Directors for
implementation of the remuneration policy their services as Directors for the period ending on 31 October 2017.
“Resolved that, through a non-binding advisory vote, the Company’s:
6.14.1 remuneration policy (excluding the remuneration of the non-executive Directors and members of board committees for their services as 6.16 Special resolution number 2: Financial assistance to s
ubsidiaries, related and inter-related entities
Directors) as set out in the remuneration report in the Integrated Report from pages 65 – 70 is approved”; and Resolved as a Special Resolution in terms of section 45(3)(a)(ii) of the Companies Act, subject to compliance with the requirements of the Company’s
6.14.2 implementation report as set out in the remuneration report in the Integrated Report from pages 71 – 73 is approved.” MOI and the JSE Listings Requirements as presently constituted and amended from time to time as a general approval, that the Board of the
Company be authorised during a period of two (2) years from the date of this Special Resolution to authorise the Company to provide direct or
If the remuneration policy or the implementation report of the Company is voted against by 25% or more of the voting rights exercised on the resolution indirect financial assistance to a director or prescribed officer of the Company or of any related or inter-related company, or to any related or inter-
by Shareholders present or represented by proxy at this meeting, the Company will in its voting results announcement pursuant to paragraph 3.91 of related company or corporation, (“any related or inter-related company or corporation’’ has herein the same meaning as in section 45 of the
the JSE Listings Requirements extend an invitation to dissenting Shareholders to engage with the Company to discuss their reasons for their Companies Act and which meaning includes all the subsidiaries of the Company) to the Company or to a member of such a related or inter-related
dissenting votes; and the manner and timing of such engagement will be specified in the SENS announcement following the meeting. corporation, or to a person related to any such company, corporation, director, prescribed officer or member, in any form including one or more of the
following forms:
J loan to,
J the provision of credit to the deferment of any payment due by,
J guarantee of any obligation of,
J suretyship in respect of any obligation of,
J indemnity undertakings in respect of obligations of,
J the securing (in any form) of any debt or obligations of, or
J payments to or for the benefit of,
such a person or company or corporation, director, prescribed officer or member which the Board of the Company may deem fit on the terms and
conditions and for amounts that the Board of the Company may determine.
For Special Resolution number 2 to be approved by Shareholders it must be supported by at least 75% of the voting rights exercised on the


Reason for and effect of Special Resolution number 2 J the Company or its subsidiaries will not repurchase securities during a prohibited period as defined in paragraph 3.67 of the JSE Listings
This Special Resolution will grant the Company’s Directors the authority to authorise financial assistance in any of the forms described in the Requirements, unless there is a repurchase programme in place where the dates and quantities of securities to be traded during the relevant
resolution to a director or prescribed officer of the Company (to be utilised as part of an incentive scheme, where applicable) or of a related or inter- period are fixed (not subject to any variation) and full details of the programme have been disclosed to the JSE prior to the commencement of the
related company, or to a related or inter-related company or corporation, (“any related or inter-related company or corporation’’ has herein the same prohibited period;
meaning as in section 45 of the Companies Act and which meaning includes all the subsidiaries of the Company) to the Company or to a member of J when the Company has cumulatively repurchased 3% (three percent) of the initial number of the relevant class of securities, and for each 3%
such a related or inter-related corporation, or to a person related to any such company, corporation, director, prescribed officer or member as (three percent) in aggregate of the initial number of that class acquired thereafter, an announcement will be made; and
contemplated in section 45 of the Companies Act. J the Company only appoints one agent to effect any repurchase(s) on its behalf.”
Notice to the Shareholders of the Company in terms of section 45(5) of the Companies Act, of a resolution adopted by the Board authorising the For Special Resolution number 4 to be approved by Shareholders it must be supported by at least 75% of the voting rights exercised on the
Company to provide such direct or indirect financial assistance: resolution by Shareholders present or represented by proxy at this meeting.
J By the time that this notice of AGM is delivered to Shareholders, the Board would have adopted a written board resolution (“the Section 45 Board
Resolution”) authorising the Company to provide at any time during the period of two (2) years from the date the above Special Resolution number Statement by the Board of Directors
2 is adopted, any direct or indirect financial assistance as contemplated in section 45 of the Companies Act to any one or more related or inter- The Directors of the Company have no specific intention to effect the resolution, but will continually review the Company’s position, having regard to
related companies or corporations of the Company; prevailing circumstances and market conditions, in considering whether to repurchase its own Shares.
J The Section 45 Board Resolution will only be subject to and only effective to the extent that Special Resolution number 2 is adopted by
Shareholders and the provision of any such direct or indirect financial assistance by the Company, pursuant to such resolution, will always be After having considered the effect of the repurchase of Ordinary Shares pursuant to this general authority, the Directors of the Company in terms of
subject to the Board being satisfied that immediately after providing such financial assistance, the Company will satisfy the solvency and liquidity the relevant provisions of the Companies Act and the JSE Listings Requirements confirm that they will not undertake such purchase unless:
test as referred to in section 45(3)(b)(i) of the Companies Act and that the terms under which the financial assistance will be given are fair and J the Company and the Group are in a position to repay their debt in the ordinary course of business for the twelve (12) month period after the date
reasonable to the Company as required in section 45(3)(b)(ii) of the Companies Act; and of the Notice of the AGM;
J The Company hereby provides notice of the Section 45 Board Resolution to Shareholders of the Company. J the assets of the Company and the Group, being fairly valued in accordance with the accounting policies used in the latest annual financial
statements are, after the repurchase, in excess of the liabilities of the Company and the Group for the 12 (twelve) month period after the date of
6.17 Special resolution number 3: Financial assistance for subscription of securities the Notice of the AGM;
“Resolved as a Special Resolution that the Company be and is hereby authorised, as a general authority contemplated in section 44(3)(a)(ii) of the J the ordinary capital and reserves of the Company and the Group are adequate for the 12 (twelve) month period after the date of the Notice of the AGM;
Companies Act to provide direct or indirect financial assistance by way of a loan, guarantee, the provision of security or otherwise of the kind referred J the available working capital is adequate to continue the operations of the Company and the Group for a period of 12 (twelve) months after the
to in section 44 of the Companies Act to any employee of the Company or of a subsidiary of the Company or of a related or inter-related company date of the Notice of the AGM.
(“related or inter-related company” has herein the same meaning as in section 44 of the Companies Act) to the Company, for the purpose of, or in
connection with, the subscription of any shares or other securities to be issued by the Company or for the purchase of any shares or other securities Reason for and effect of Special Resolution number 4
of the Company on the terms and conditions that the Board of the Company may deem fit.” Paragraphs 5.72(c) and 5.76 of the JSE Listing Requirements require that the Company or any subsidiary of the Company may only repurchase or
purchase securities issued by the Company if approved by its Shareholders by way of a Special Resolution. The existing general authority granted by
For Special Resolution number 3 to be approved by Shareholders it must be supported by at least 75% of the voting rights exercised on the the Shareholders of the Company at the previous AGM on 31 October 2016, is due to expire, unless renewed.
The Directors are of the opinion that it would be in the best interest of the Company to extend such general authority.
Reason for and effect of Special Resolution number 3
The Shoprite Holdings Executive Share Plan (“the Plan”) approved by Shareholders on 29 October 2012 provides selected senior executives of the The proposed general authority would enable the Company or any subsidiary of the Company to repurchase up to a maximum of 30 001 091
Group (“Participants”) with the opportunity of receiving Shoprite Holdings securities through the awarding of forfeitable shares. Forfeitable share (thirty million and one thousand ninety-one) Ordinary Shares of the Company, representing 5% (five percent) of the issued Ordinary Share capital of
awards comprise three (3) types of instruments, namely Co-investment Shares, Performance Shares and Retention Shares. Company as at 2 July 2017.
Participants may for instance in terms of the Plan rules be required to purchase Shoprite Holdings Ordinary Shares and Co-investment Shares are The reason for the passing of Special Resolution number 4 is to authorise the Company and/or its subsidiaries by way of a general authority from
then awarded to them based on the value of Participants’ investment in this regard. A Participant’s investment in the shares will be financed by Shareholders to repurchase Ordinary Shares issued by the Company.
utilising his own funds or by way of a loan from the Company or the subsidiary employer. Loans could also be made in terms of the Plan to provide
financial assistance in respect of the acquisition of shares in terms of the Plan. Loans to Participants are interpreted as financial assistance for the Once adopted this Special Resolution will permit the Company or any of its subsidiaries, to repurchase such Ordinary Shares in terms of the
subscription of or purchase of securities in terms of section 44 of the Companies Act. Financial assistance by the Company (should it be granted) Companies Act, its MOI and the JSE Listings Requirements.
may fall within the exemption in section 44(3)(a)(i) of the Companies Act which will mean that the Company may provide that financial assistance
without the approval of a Special Resolution. However to ensure that the Board is properly authorised to provide such financial assistance in cases Disclosures in terms of paragraph 11.26 of the JSE Listings Requirements
where that exemption does not apply, this Special Resolution is required. The JSE Listings Requirements require the following disclosures in respect of Special Resolution number 4, some of which are disclosed in the
Integrated Report of which this Notice forms part:
This Special Resolution will grant the Company the authority to provide financial assistance as contemplated by section 44 of the Companies Act. J Major Shareholders of the Company – page 101
J Share capital of the Company – page 90
6.18 Special resolution number 4: General authority to r epurchase shares
“Resolved as a Special Resolution that, the Company and/or any subsidiary of the Company be and are hereby authorised by way of a general Material Change
authority to acquire the issued Ordinary Shares of the Company, upon such terms and conditions and in such amounts as the Directors of the Other than the facts and developments as referred to on page 79 of the Integrated Report, there have been no material changes in the affairs or
Company may from time to time determine, but subject to the MOI of the Company, the provisions of the Companies Act, the JSE Listings financial position of the Company and its subsidiaries since the date of signature of the audit report and the date of this notice.
Requirements and any other exchange on which the shares of the Company may be quoted or listed from time to time, where applicable, and
provided that: Directors’ Responsibility Statement
J the repurchase of securities will be effected through the main order book operated by the JSE trading system without any prior understanding or The Directors, whose names are given on pages 26 and 27 of the Integrated Report, collectively and individually accept full responsibility for the
arrangement between the Company and the counterparty, or other manner approved by the JSE; accuracy of the information and certify that to the best of their knowledge and belief there are no facts that have been omitted which would make any
J this general authority shall be valid until the Company’s next annual general meeting, provided that it shall not extend beyond fifteen (15) months statement false or misleading and that all reasonable enquiries to ascertain such facts have been made.
from the date of passing of this Special Resolution;
J in determining the price at which the Company’s Ordinary Shares are acquired by the Company or its subsidiaries in terms of this general
authority, the maximum premium at which such Ordinary Shares may be acquired will be 10% (ten percent) of the weighted average of the market
price at which such Ordinary Shares are traded on the JSE, as determined over the five (5) trading days immediately preceding the date of the
repurchase of such Ordinary Shares by the Company;
J the number of Ordinary Shares acquired in the aggregate in any one (1) financial year do not exceed 5% (five percent) of the number of the
Company’s issued Ordinary Shares on the date that this Special Resolution is adopted;
J prior to entering the market to repurchase the Company’s securities, a Board resolution to authorise the repurchase will have been passed in
accordance with the requirements of section 46 of the Companies Act, and stating that the Board has acknowledged that it has applied the
solvency and liquidity test as set out in section 4 of the Companies Act and has reasonably concluded that the Company will satisfy the solvency
and liquidity test immediately after completing the proposed repurchase;


6.19 Special resolution number 5: Conversion of par value shares 6.20 Special resolution number 6: Increase in authorised share capital
“Resolved, as a Special Resolution proposed by the Board of Shoprite Holdings in terms of Regulation 31(6) of the Companies Regulations, that the “Resolved, as a Special Resolution proposed by the Board of Shoprite Holdings subject to the adoption of Special Resolution Number 5 above, and
conversion of all the existing Shoprite Holdings Ordinary Shares (being the Ordinary Shares with a par value of 113.4 cents each in the Share capital the adoption of Special Resolution Number 1 at the separate General Meeting of Ordinary Shareholders (which Special Resolution Number 1 is
of Shoprite Holdings and comprising of all such authorised, issued and unissued Shares) into Ordinary Shares having no par value, without altering recorded in a separate Notice of General Meeting of Ordinary Shareholders) and that the Notice of Amendment in respect of that Special Resolution
the substance of the specific rights and privileges associated with each such Share, is approved so that with effect from the Conversion of those Number 5 and that Special Resolution Number 1 is Filed with the CIPC that:
Shares, the Ordinary Shares having no par value will have the same rights and privileges associated with and granted to Shoprite Holdings Ordinary J the number of authorised Ordinary Shares having no par value of the Company is increased from 650 000 000 to 1 300 000 000 Ordinary Shares
Shares in terms of the Memorandum of Incorporation of Shoprite Holdings, and that with effect from the date and time that the Notice of Amendment having no par value by the creation of an additional 650 000 000 Ordinary Shares having no par value, having the same rights and privileges as the
in respect of this Special Resolution Number 5 and Special Resolution Number 1, adopted at the separate General Meeting of Ordinary Shareholders existing Ordinary Shares having no par value;
(and which Special Resolution Number 1 is recorded in the separate Notice of General Meeting of Ordinary Shareholders), is Filed with the CIPC: J the number of authorised Deferred Shares is increased from 360 000 000 to 720 000 000 Deferred Shares, having the same rights and privileges
J clause 1.2.19 of the MOI of the Company be amended to read as follows: as the existing Deferred Shares; and
“Ordinary Share” an ordinary share in the capital of the Company having no par value and having the preferences, rights, limitations and other J that with effect from the date and time that the Notice of Amendment in respect of this Special Resolution is Filed with the CIPC, Schedule 1 to
terms contemplated in clause 9.1 of the MOI”; MOI be amended to read as follows:
J clause 1 of Schedule 1 to the MOI of the Company be amended to read as follows: “Schedule 1 – share capital
“650 000 000 Ordinary Shares, having no par value, and having the rights and limitations set out in the MOI” The numbers and classes of Shares which the Company is authorised to issue are set out below.
1. 1 300 000 000 Ordinary Shares, having no par value, and having the rights and limitations set out in the MOI; and
J the first paragraph of clause 9.2.1.7 of the MOI of the Company be amended to read as follows: 2. 720 000 000 non-convertible, non-participating, non-transferable no par value, Deferred Shares and having the rights, limitations and other terms
“the Permitted Holder shall only be entitled to own Deferred Shares for as long as it owns a number of Ordinary Shares that is not less than the set out in the MOI.”
number which represents at least 10% of the Original Number (“Minimum Holding”). In this clause 9.2.1.7 “Original Number” means a number
equal to the number of issued ordinary shares (being ordinary shares in the share capital of the Company with a par value of 113.4 cents each) on For Special Resolution Number 6 to be approved by Shareholders, it must be supported by at least 75% of the voting rights exercised on that
the date of the first issue of the Deferred Shares to the Permitted Holder.” resolution by Shareholders present in person or represented by proxy at this meeting.
J the following new clause be added to the MOI of the Company as clause 9.2.2: Reason for and effect of Special Resolution number 6
“9.2.2 The conversion of Ordinary Shares (being ordinary shares in the share capital of the Company with a par value of 113.4 cents each) into As a result of the conversion of the 6.5% convertible bonds during April 2017 into Ordinary Shares, the number of Ordinary Shares currently in issue
Ordinary Shares having no par value (as defined in clause 1.2.19 above) will not amend or vary any of the rights attaching to the Deferred Shares has increased to 600 021 829, with the authorised Ordinary Shares being 650 000 000. After the completion of the Conversion, the Company will
and the conversion will also have no effect on or consequence for the Deferred Shares or the Permitted Holder and in this clause 9 “Ordinary have 600 021 829 issued Ordinary Shares having no par value, and 650 000 000 authorised Ordinary Shares having no par value. This will leave the
Share” will mean an Ordinary Share having no par value as more fully defined in clause 1.2.19 above.” Company with relatively few unissued authorised Ordinary Shares having no par value.
For Special Resolution Number 5 to be approved by Shoprite Holdings Shareholders, it must be supported by at least 75% of the voting rights The Board is accordingly of the opinion that it will be prudent to increase the authorised Ordinary Shares having no par value to 1 300 000 000
exercised on that resolution by the Shoprite Holdings Shareholders present in person or represented by proxy at the AGM. Ordinary Shares having no par value.
Reason for and effect of Special Resolution number 5 The increase of authorised Ordinary Shares will also necessitate the increase in the authorised Deferred Shares to provide for the additional Deferred
Regulation 31(5) of the Companies Regulations provides that the number of the authorised Ordinary Shares (being Ordinary Shares with a par value of Shares that the Company may be obliged to issue to Thibault Square Financial Services (Pty) Ltd in the event that the Company issues additional
113.4 cents each) may not be increased. The only manner in which to increase the authorised Ordinary Shares of Shoprite Holdings will be to first Ordinary Shares. In terms of the MOI of the Company, Thibault Square Financial Services (Pty) Ltd becomes entitled, on the issue of Ordinary Shares,
convert those Ordinary Shares into Ordinary Shares having no par value. to subscribe for additional Deferred Shares to ensure that the ratio of Deferred Shares to Ordinary Shares after the issue of the Ordinary Shares
remains the same as it were prior to the issue of such Ordinary Shares.
The Board accordingly in terms of Regulation 31(5) of the Companies Regulations proposed that the existing authorised and issued Ordinary Shares
(being Ordinary Shares with a par value off 113.4 cents each) be converted into Ordinary Shares having no par value. The Board is accordingly also of the opinion that it will be prudent to increase the authorised Deferred Shares.
The effect of the Conversion is that all the Shoprite Holdings Ordinary Shares (being the Ordinary Shares with a par value of 113.4 cents each in the 7. Reports
share capital of Shoprite Holdings and comprising of all such authorised, issued and unissued shares) will be converted into Ordinary Shares having 7.1 The Report by the Board to Shareholders in terms of Regulation 31(7) of the Companies Regulations is attached as Annexure 1.
no par value.
7.2 This Notice has also in terms of Regulation 31(8) of the Companies Regulations been filed with the:
Regulation 31(6) of the Companies Regulations provides that an amendment to the MOI to effect the Conversion will have been adopted only if it is J South African Revenue Service; and
approved by: J CIPC.
J a Special Resolution adopted by the holders of the class of shares being converted which is the Ordinary Shareholders; and
J a further Special Resolution adopted at a meeting of the Shoprite Holdings Shareholders. 8. Documents available for inspection
The following documents, or copies thereof, will be available for inspection during normal business hours at the registered address of Shoprite
To comply with Regulation 31(6) and with clause 10.3.9 of the MOI, Special Resolution 1, described in the Notice of General Meeting of Ordinary Holdings from the date of this Notice up to and including 30 October 2017:
Shareholders, will first be proposed to the Ordinary Shareholders. This Special Resolution 5 is also proposed to comply with that Regulation 31(6). J the MOI of Shoprite Holdings.
The Conversion will accordingly be approved on the adoption of both the aforementioned Special Resolution 1 and this Special Resolution 5.
9. Transaction of other business
Regulation 31(7) of the Companies Regulations further requires that when the Company converts its Shares into Shares having no par value, the
Board shall prepare a report in respect of the Conversion which, inter alia, evaluates whether there are any material adverse effects on the For Shoprite Holdings Limited
Shareholders of the Company. Regulation 31(8) of the Companies Regulations provides that such a report be published to the Shareholders. The
report prepared by the Board is set out in Annexure 1 to this Notice.
The amendments to clause 9 of the MOI are made to clarify that the Conversion has no effect on or consequence for the Deferred Shares and to
record the number of Ordinary Shares having no par value that will comprise the Minimum Holding. Thibault Square Financial Services (Pty) Ltd,
registration number 1992/004170/07, being the Permitted Holder and the only holder of the Deferred Shares, has in terms of clause 10.3.9.1 of the PG du Preez
MOI consented in writing to the amendments to clause 9 of the MOI recorded in Special Resolution 5. Company Secretary
26 September 2017
The Company Secretary South African Transfer Secretaries

Cnr William Dabs and Old Paarl Roads Computershare Investor Services (Pty) Ltd
PO Box 215, Brackenfell, 7560 South Africa 15 Biermann Avenue, Rosebank, 2196
Facsimile: +27 (0) 21 980 4468 PO Box 61051, Marshalltown, 2107
E-mail Address: [email protected] Facsimile: +27 (0) 11 688 5238

Annexure 1 Form of Proxy (Incorporated in the Republic of South Africa)

(Registration number 1936/007721/06)
JSE share code: SHP
Shoprite Holdings Ltd NSX share code: SRH
ISIN: ZAE000012084
eport prepared by the Board in relation to the conversion of Ordinary Shares with a par value of 113.4 cents
R For use only by:
J certificated ordinary shareholders
each into Ordinary Shares having no par value in terms of Companies Regulations 31(7) and 31(8) in respect of J dematerialised ordinary shareholders with “own name” registrations
the Special Resolutions to approve the Conversion set out in the Notice of General Meeting of Shoprite Holdings
At the general meeting of ordinary shareholders of Shoprite Holdings to be held at Cnr William Dabs and Old Paarl Roads, Brackenfell at 09h00 on Monday,
Shareholders and in the Notice of Annual General Meeting of Ordinary Shareholders 30 October 2017 and any adjournment thereof (“the General Meeting”).
Dematerialised shareholders holding shares other than with “own name” registration, must inform their CSDP or broker of their intention to attend the General
Meeting and request their CSDP or broker to issue them with the necessary letter of representation to attend the General Meeting in person.
1. Introduction
1.1 Pursuant to the provisions of Regulation 31 of the Companies Regulations, the Board recommends the conversion of the Ordinary Shares with a par If you do not wish to attend the General Meeting, provide your CSDP or broker with your voting instruction in terms of your custody agreement.
value of 113,4 cents each into Ordinary Shares having no par value.
I/We . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (name/s in block letters) of . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1.2 The Notice of General Meeting of Ordinary Shareholders and the Notice of Annual General Meeting of Shoprite Holdings Shareholders record the
requirements of Regulation 31 of the Companies Regulations for the conversion of the Ordinary Shares with a par value of 113.4 cents each into the being a shareholder/shareholders of Shoprite Holdings and holding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ordinary shares in the Company, hereby appoint
Ordinary Shares having no par value.
1. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . of. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . or, failing him/her,
1.3 This report is given in compliance with the provisions of Regulations 31(7) and 31(8) of the Companies Regulations and in respect of the Special 2. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . of. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . or, failing him/her,
Resolutions to approve the Conversion set out in the Notice of General Meeting of Ordinary Shareholders and the Notice of Annual General Meeting
of Shoprite Holdings Shareholders. 3. the chairman of the General Meeting, as my/our proxy to attend speak and vote on my/our behalf at the General Meeting of the ordinary shareholders of the
Company to be held at 09h00 on Monday, 30 October 2017 at Brackenfell, and at any adjournment thereof:
2. Further information and effect
Set out below is the disclosure required to be made to Shareholders as contemplated in Regulation 31(7) of the Companies Regulations:
Number of shares*
2.1 Information that may affect the value of Ordinary Shares when converted into Ordinary Shares having no par value
The value of each of the existing Ordinary Shares will be unaffected by the conversion thereof into Ordinary Shares having no par value as none of the In favour of Against Abstain
underlying rights of Ordinary Shareholders will be affected by such conversion.
Special resolution number 1 – Conversion of Par Value Shares
2.2 Classes of Shareholders of the Company’s Shares affected by the Conversion
The conversion of the Ordinary Shares into Ordinary Shares having no par value will only affect the Ordinary Shareholders. Ordinary resolution number 1 – Signature of Documents and Authority
*Please indicate with an “X” in the appropriate spaces above how you wish your votes to be cast.
2.3 Material effects that the Conversion will have on the rights of Shareholders
None of the rights that Ordinary Shareholders hold by virtue of the Ordinary Shares held by them will be affected by the conversion of the Ordinary
Shares into the Ordinary Shares having no par value. Unless otherwise instructed, my/our proxy may vote as he/she thinks fit.

2.4 Material adverse effects of the Conversion
There will be no material adverse effects as a result of the conversion of the Ordinary Shares into the Ordinary Shares having no par value and no
compensation will be payable by reason of such conversion. Signed at (place). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . on (date). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2017
3. General
In terms of Regulation 31(8)(b) of the Companies Regulations, a copy of this report will be Filed with the CIPC and the South African Revenue Service
at the same time that this report is published to the Shareholders.
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Shareholder’s signature
PG du Preez
Company Secretary
and
M Bosman
Director

26 September 2017
Please read the notes and instructions overleaf.

Form of Proxy (continued) Form of Proxy (Incorporated in the Republic of South Africa)
(Registration number 1936/007721/06)
JSE share code: SHP
Shoprite Holdings Ltd Shoprite Holdings Ltd NSX share code: SRH
ISIN: ZAE000012084
Notes to form of proxy For use only by:

he revocation of a proxy appointment constitutes a complete and final cancellation
T
1. This form of proxy must only be used by certificated ordinary shareholders or – certificated ordinary shareholders
of the proxy’s authority to act on behalf of the shareholder as of the later of:
dematerialised ordinary shareholders who hold dematerialised ordinary shares
J the date stated in the revocation instrument, if any; or – dematerialised ordinary shareholders with “own name” registrations
with “own name” registration.
J the date on which the revocation instrument was delivered as required in
subsection (4) (c) (ii). At the annual general meeting of shareholders of Shoprite Holdings to be held at Cnr William Dabs and Old Paarl Roads, Brackenfell at 10h00 on
2. Dematerialised ordinary shareholders are reminded that the onus is on them to
communicate with their CSDP or broker. Monday, 30 October 2017 and any adjournment thereof (“the AGM”).
If the instrument appointing a proxy or proxies has been delivered to a company, Dematerialised shareholders holding shares other than with “own name” registration, must inform their CSDP or broker of their intention to attend the
as long as that appointment remains in effect, any notice that is required by this
3. Each shareholder is entitled to appoint one or more proxies (who need not be a
Act or the company’s Memorandum of Incorporation to be delivered by the
AGM and request their CSDP or broker to issue them with the necessary letter of representation to attend the AGM in person.
shareholder(s) of the Company) to attend, speak and vote in place of that If you do not wish to attend the AGM, provide your CSDP or broker with your voting instruction in terms of your custody agreement.
company to the shareholder must be delivered by the company to:
shareholder at the General Meeting.
J the shareholder; or
J the proxy or proxies, if the shareholder has- I/We . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (name/s in block letters) of . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4. A shareholder may insert the name of a proxy or the names of two alternative
– directed the company to do so, in writing; and
proxies of the shareholder’s choice in the space provided, with or without
– paid any reasonable fee charged by the company for doing so.
deleting “the chairman of the General Meeting”. The person whose name stands being a shareholder/shareholders of Shoprite Holdings and holding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ordinary shares in the Company, hereby appoint
first on the form of proxy and who is present at the General Meeting will be
A proxy is entitled to exercise, or abstain from exercising, any voting right of the
entitled to act as proxy to the exclusion of those whose names follow. 1. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . of. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . or, failing him/her,
shareholder without direction, except to the extent that the Memorandum of
Incorporation, or the instrument appointing the proxy, provides otherwise.
5. A shareholder’s instructions to the proxy must be indicated by the insertion of
the relevant number of votes exercisable by that shareholder in the appropriate 2. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . of. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . or, failing him/her,
If a company issues an invitation to shareholders to appoint one or more
box(es) provided or to mark the relevant box(es). If a box is marked without
persons named by the company as a proxy, or supplies a form of instrument for
inserting a number of votes it is deemed that the proxy may exercise all the
appointing a proxy: 3. the chairman of the Annual General Meeting, as my/our proxy to attend speak and vote on my/our behalf at the AGM of the shareholders of the
votes of the shareholder. Failure to comply with the above will be deemed to Company to be held at 10h00 on Monday, 30 October 2017 at Brackenfell, and at any adjournment thereof:
J the invitation must be sent to every shareholder who is entitled to notice of
authorise the chairman of the General Meeting to vote in favour of the ordinary
the meeting at which the proxy is intended to be exercised;
and special resolutions at the General Meeting, or any other proxy to vote or to
J the invitation, or form of instrument supplied by the company for the
abstain from voting at the General Meeting as he/she deems fit, in respect of the
purpose of appointing a proxy, must:
Number of shares*
shareholder’s total holding.
– bear a reasonably prominent summary of the rights established by this In favour of Against Abstain
section;
6. Summary of rights established by section 58 of the Companies Act, 21 of 2008 Ordinary resolution number 1 – Approval of Annual Financial Statements
– contain adequate blank space, immediately preceding the name or
names of any person or persons named in it, to enable a shareholder to Ordinary resolution number 2 – Re-appointment of Auditors
At any time, a shareholder of a company may appoint any individual, including
write in the name and, if so desired, an alternative name of a proxy Ordinary resolution number 3 – Re-election of Dr CH Wiese
an individual who is not a shareholder of that company, as a proxy to:
chosen by the shareholder; and
J participate in, and speak and vote at, a shareholders meeting on behalf of Ordinary resolution number 4 – Re-election of Mr EC Kieswetter
– provide adequate space for the shareholder to indicate whether the
the shareholder; or
appointed proxy is to vote in favour of or against any resolution or Ordinary resolution number 5 – Re-election of Mr JA Louw
J give or withhold written consent on behalf of the shareholder to a decision
resolutions to be put at the meeting, or is to abstain from voting;
contemplated in section 60. Ordinary resolution number 6 – Re-election of Mr CG Goosen
J the company must not require that the proxy appointment be made
irrevocable; and Ordinary resolution number 7 – Appointment of Mr JF Basson as Chairperson and Member of the Shoprite
A proxy appointment:
J the proxy appointment remains valid only until the end of the meeting at Holdings Audit and Risk Committee
J must be in writing, dated and signed by the shareholder; and
which it was intended to be used, subject to subsection (5).
J remains valid for- Ordinary resolution number 8 – Appointment of Mr JA Louw as Member of the Shoprite Holdings Audit and
– one year after the date on which it was signed; or
Subsection (8) (b) and (d) do not apply if the company merely supplies a Risk Committee
– any longer or shorter period expressly set out in the appointment, unless
generally available standard form of proxy appointment on request by a
it is revoked in a manner contemplated in subsection (4) (c), or expires Ordinary resolution number 9 – Appointment of Mr JJ Fouché as Member of the Shoprite Holdings Audit and
shareholder.
earlier as contemplated in subsection (8) (d). Risk Committee

7. Documentary evidence establishing the authority of a person signing this form of Ordinary resolution number 10 – Appointment of Mr JA Rock as Member of the Shoprite Holdings Audit and
Except to the extent that the Memorandum of Incorporation of a company
proxy in a representative capacity must be attached to this form of proxy, unless Risk Committee
provides otherwise:
previously recorded by the Company’s transfer office or waived by the chairman
J a shareholder of that company may appoint two or more persons Ordinary resolution number 11 – General Authority over Unissued Ordinary Shares
of the General Meeting.
concurrently (please note that the Memorandum of Incorporation of the
Company prohibits such an appointment) as proxies, and may appoint more
Ordinary resolution number 12 – General Authority to Issue Shares for Cash
8. The chairman of the General Meeting may reject or accept any form of proxy
than one proxy to exercise voting rights attached to different securities held
which is completed and/or received other than in accordance with these
Ordinary resolution number 13 – General Authority to Directors and/or Company Secretary
by the shareholder(please note that the Memorandum of Incorporation of the
instructions, provided that he is satisfied as to the manner in which a Ordinary resolution number 14.1 – Non-binding Advisory Vote on the Remuneration Policy of Shoprite Holdings
Company prohibits such an appointment);
shareholder wishes to vote.
J a proxy may delegate the proxy’s authority to act on behalf of the Ordinary resolution number 14.2 – Non-binding Advisory Vote on the Implementation of the Remuneration Policy
shareholder to another person, subject to any restriction set out in the Special resolution number 1 – Remuneration Payable to Non-executive Directors
9. Any alterations or corrections to this form of proxy must be initialled by the
instrument appointing the proxy and provided that right is granted in the
signatory (ies). Special resolution number 2 – Financial Assistance to Subsidiaries, Related and Inter-related Entities
Proxy Instrument and the delegation takes place by way of a further Proxy
Instrument); and Special resolution number 3 – Financial Assistance for Subscription of Securities
10. The completion and lodging of this form of proxy will not preclude the relevant
J a copy of the instrument appointing a proxy must be delivered to the
shareholder from attending the General Meeting and speaking and voting in Special resolution number 4 – General Authority to Repurchase Shares
company, or to any other person on behalf of the company, before the proxy
person thereat to the exclusion of any proxy appointed in terms hereof, should
exercises any rights of the shareholder at a shareholders meeting. Special resolution number 5 – Conversion of Par Value Shares
such shareholder wish to do so.
Irrespective of the form of instrument used to appoint a proxy: Special resolution number 6 – Increase in Authorised Share Capital
11. A minor must be assisted by his/her parent guardian unless the relevant
J the appointment is suspended at any time and to the extent that the
documents establishing his/her legal capacity are produced or have been *Please indicate with an “X” in the appropriate spaces above how you wish your votes to be cast.
shareholder chooses to act directly and in person in the exercise of any
registered by the Company.
rights as a shareholder;
J the appointment is revocable unless the proxy appointment expressly states Unless otherwise instructed, my/our proxy may vote as he/she thinks fit.
12. Where there are joint holders of any shares:
otherwise; and
– any one holder may sign this form of proxy;
J if the appointment is revocable, a shareholder may revoke the proxy
– the vote(s) of the senior shareholders (for that purpose seniority will be
appointment by:
determined by the order in which the names of shareholders appear in the
– cancelling it in writing, or making a later inconsistent appointment of a
Company’s register of shareholders) who tenders a vote (whether in person Signed at (place). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . on (date). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2017
proxy; and
or by proxy) will be accepted to the exclusion of the vote(s) of the other joint
– delivering a copy of the revocation instrument to the proxy, and to the
shareholder(s).
company.

13. The proxy may not delegate any of the rights or powers granted to it.
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Shareholder’s signature
Please read the notes and instructions overleaf.

Form of Proxy (continued) Administration

Notes to form of proxy The revocation of a proxy appointment constitutes a complete and final
1. This form of proxy must only be used by certificated ordinary shareholders or cancellation of the proxy’s authority to act on behalf of the shareholder as of the Registration number Sponsors
dematerialised ordinary shareholders who hold dematerialised ordinary shares later of: 1936/007721/06
with “own name” registration. J the date stated in the revocation instrument, if any; or South Africa
J the date on which the revocation instrument was delivered as required in Registered office Nedbank Corporate and Investment Banking
2. Dematerialised ordinary shareholders are reminded that the onus is on them to subsection (4) (c) (ii). Physical address: Cnr William Dabs and Old Paarl Roads PO Box 1144, Johannesburg, 2000, South Africa
communicate with their CSDP or broker.
If the instrument appointing a proxy or proxies has been delivered to a company,
Brackenfell, 7560, South Africa Telephone: +27 (0)11 295 8525
3. Each shareholder is entitled to appoint one or more proxies (who need not be a as long as that appointment remains in effect, any notice that is required by this Postal address: PO Box 215, Brackenfell, 7561, South Africa Facsimile: +27 (0)11 294 8525
shareholder(s) of the Company) to attend, speak and vote in place of that Act or the company’s Memorandum of Incorporation to be delivered by the Telephone: +27 (0)21 980 4000 Email: [email protected]
shareholder at the Annual General Meeting. company to the shareholder must be delivered by the company to: Facsimile: +27 (0)21 980 4050 Website: www.nedbank.co.za
J the shareholder; or Website: www.shopriteholdings.co.za
4. A shareholder may insert the name of a proxy or the names of two alternative J the proxy or proxies, if the shareholder has:
proxies of the shareholder’s choice in the space provided, with or without – directed the company to do so, in writing; and
Namibia
deleting “the chairman of the Annual General Meeting”. The person whose name – paid any reasonable fee charged by the company for doing so. Company secretary Old Mutual Investment Group (Namibia) (Pty) Ltd
stands first on the form of proxy and who is present at the Annual General Mr PG du Preez PO Box 25549, Windhoek, Namibia
Meeting will be entitled to act as proxy to the exclusion of those whose names A proxy is entitled to exercise, or abstain from exercising, any voting right of the Physical address: Cnr William Dabs and Old Paarl Roads Telephone: +264 (0)61 299 3347
follow. shareholder without direction, except to the extent that the Memorandum of Brackenfell, 7560, South Africa Facsimile: +264 (0)61 299 3500
Incorporation, or the instrument appointing the proxy, provides otherwise.
Postal address: PO Box 215, Brackenfell, 7561, South Africa Email: [email protected]
5. A shareholder’s instructions to the proxy must be indicated by the insertion of
the relevant number of votes exercisable by that shareholder in the appropriate If a company issues an invitation to shareholders to appoint one or more Telephone: +27 (0)21 980 4284
box(es) provided or to mark the relevant box(es). If a box is marked without persons named by the company as a proxy, or supplies a form of instrument for Facsimile: +27 (0)21 980 4468 Zambia
inserting a number of votes it is deemed that the proxy may exercise all the appointing a proxy- Email: [email protected] Pangaea Securities Ltd
votes of the shareholder. Failure to comply with the above will be deemed to J the invitation must be sent to every shareholder who is entitled to notice of PO Box 30163, Lusaka 10101, Zambia
authorise the chairman of the Annual General Meeting to vote in favour of the the meeting at which the proxy is intended to be exercised; Transfer secretaries Telephone: +260 (0)211 220 707 / 238 709
ordinary and special resolutions at the Annual General Meeting, or any other J the invitation, or form of instrument supplied by the company for the
proxy to vote or to abstain from voting at the Annual General Meeting as he/she purpose of appointing a proxy, must-
Facsimile: +260 (0)211 220 925
deems fit, in respect of the shareholder’s total holding. – bear a reasonably prominent summary of the rights established by this South Africa Email: [email protected]
section; Computershare Investor Services (Pty) Ltd Website: www.pangaea.co.zm
6. Summary of rights established by section 58 of the Companies Act, 21 of 2008 – contain adequate blank space, immediately preceding the name or PO Box 61051, Marshalltown, 2107, South Africa
names of any person or persons named in it, to enable a shareholder to Telephone: +27 (0)11 370 5000 Auditors
At any time, a shareholder of a company may appoint any individual, including write in the name and, if so desired, an alternative name of a proxy
Facsimile: +27 (0)11 688 5238 PricewaterhouseCoopers Incorporated
an individual who is not a shareholder of that company, as a proxy to: chosen by the shareholder; and
J participate in, and speak and vote at, a shareholders meeting on behalf of – provide adequate space for the shareholder to indicate whether the Email: [email protected] PO Box 2799, Cape Town, 8000, South Africa
the shareholder; or appointed proxy is to vote in favour of or against any resolution or Website: www.computershare.com Telephone: +27 (0)21 529 2000
J give or withhold written consent on behalf of the shareholder to a decision resolutions to be put at the meeting, or is to abstain from voting; Facsimile: +27 (0)21 529 3300
contemplated in section 60. J the company must not require that the proxy appointment be made Namibia Website: www.pwc.com/za
irrevocable; and
Transfer Secretaries (Pty) Ltd
A proxy appointment: J the proxy appointment remains valid only until the end of the meeting at
J must be in writing, dated and signed by the shareholder; and which it was intended to be used, subject to subsection (5). PO Box 2401, Windhoek, Namibia Bankers
J remains valid for: Telephone: +264 (0)61 227 647 ABSA Bank Ltd
– one year after the date on which it was signed; or Subsection (8) (b) and (d) do not apply if the company merely supplies a Email: [email protected] Citibank N.A.
– any longer or shorter period expressly set out in the appointment, unless generally available standard form of proxy appointment on request by a First National Bank Ltd
it is revoked in a manner contemplated in subsection (4) (c), or expires shareholder. Zambia Investec Bank Ltd
earlier as contemplated in subsection (8) (d).
7. Documentary evidence establishing the authority of a person signing this form of
ShareTrack Zambia Nedbank Ltd
Except to the extent that the Memorandum of Incorporation of a company proxy in a representative capacity must be attached to this form of proxy, unless PO Box 37283, Lusaka, Zambia The Standard Bank of South Africa Ltd
provides otherwise: previously recorded by the Company’s transfer office or waived by the chairman Telephone: +260 (0)211 374 791 – 374 794 Standard Chartered Bank PLC
J a shareholder of that company may appoint two or more persons of the Annual General Meeting. Facsimile: +260 (0)211 374 781 JP Morgan Chase Bank, N.A.
concurrently (please note that the Memorandum of Incorporation of the Email: [email protected]
Company prohibits such an appointment) as proxies, and may appoint more 8. The chairman of the Annual General Meeting may reject or accept any form of
Website: www.sharetrackzambia.com
than one proxy to exercise voting rights attached to different securities held proxy which is completed and/or received other than in accordance with these
by the shareholder(please note that the Memorandum of Incorporation of the instructions, provided that he is satisfied as to the manner in which a
Company prohibits such an appointment); shareholder wishes to vote.
J a proxy may delegate the proxy’s authority to act on behalf of the
shareholder to another person, subject to any restriction set out in the 9. Any alterations or corrections to this form of proxy must be initialled by the
instrument appointing the proxy and provided that right is granted in the
Proxy Instrument and the delegation takes place by way of a further Proxy
Instrument); and
signatory (ies).
10. The completion and lodging of this form of proxy will not preclude the relevant
Shareholders’ Diary
J a copy of the instrument appointing a proxy must be delivered to the shareholder from attending the Annual General Meeting and speaking and voting
company, or to any other person on behalf of the company, before the proxy in person thereat to the exclusion of any proxy appointed in terms hereof,
exercises any rights of the shareholder at a shareholders meeting. should such shareholder wish to do so.
Irrespective of the form of instrument used to appoint a proxy: 11. A minor must be assisted by his/her parent guardian unless the relevant
J the appointment is suspended at any time and to the extent that the documents establishing his/her legal capacity are produced or have been
shareholder chooses to act directly and in person in the exercise of any registered by the Company. June August September October December February March
rights as a shareholder;
J the appointment is revocable unless the proxy appointment expressly states 12. Where there are joint holders of any shares: Financial Audited results Publishing of Annual General End of financial Interim results Payment of
otherwise; and – any one holder may sign this form of proxy; year-end Integrated Report Meeting half-year interim ordinary
J if the appointment is revocable, a shareholder may revoke the proxy – the vote(s) of the senior shareholders (for that purpose seniority will be
dividend
appointment by: determined by the order in which the names of shareholders appear in the
– cancelling it in writing, or making a later inconsistent appointment of a Company’s register of shareholders) who tenders a vote (whether in person Payment of final
proxy; and or by proxy) will be accepted to the exclusion of the vote(s) of the other joint ordinary dividend
– delivering a copy of the revocation instrument to the proxy, and to the shareholder(s).
company.
13. The proxy may not delegate any of the rights or powers granted to it.
This Integrated Report is

Shoprite Holdings Ltd printed on Cocoon Silk.
124 Integrated Report 2017
Cover design: 99c
Integrated report design and layout: Fresh Identity
100% recycled and
Printing: Hansa Digital and Litho Printing 100% FSC certified.
www.shopriteholdings.co.za

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OUR CUSTOMERS ARE AT

THE HEART OF OUR BUSINESS

2 689 143 802

Pro Forma Information 98

Shoprite Holdings Ltd

About this report

100% 100% 100% 100%

How to navigate our report Our Capitals

Natural Capital Our environment

This icon signifies related

Shoprite Holdings Ltd Shoprite Holdings Ltd

Africa’s leading 6 Ghana

Population (millions) 84.130 Population (millions) 41.087

Gross domestic Gross domestic

Angola consumer prices

Total corporate stores

Inflation, average Inflation, average

Shoprite Holdings Ltd Shoprite Holdings Ltd

Store count Store count

Target Non- Target Non-

Shoprite Holdings Ltd Shoprite Holdings Ltd

We are Our performance highlights

Manufactured J Extension of Private Label R32 million

capital for Green Star accreditation

employer in performance Social

J More than 29 million shoppers across SA

Shoprite Holdings Ltd Shoprite Holdings Ltd

Our business model explained

Efficient ­ range – sold 7­ .4 billion

A cleaner environment

Shoprite Holdings Ltd Shoprite Holdings Ltd

How we add value

Delivering the lowest

Shoprite Holdings Ltd Shoprite Holdings Ltd

Financial highlights Stakeholder engagement

Value-added Statement 24.1% 52.7%

Providers of capital 2 926 13.3 2 642 13.2

Shoprite Holdings Ltd Shoprite Holdings Ltd

Stakeholder engagement (continued)

Employees and Trade Unions Customers

Engagement methods Engagement methods

Key issues raised Our response

Remuneration and incentives

Shoprite Holdings Ltd Shoprite Holdings Ltd

Stakeholder engagement (continued) Operating context and strategy

Regulators Our market place – long term drivers

Engagement methods A large and growing population on the African continent

Transformation A high percentage of Shoprite’s fresh produce

Growth and development Shoprite maintains a number of small-

Shoprite Holdings Ltd Shoprite Holdings Ltd

Operating context and strategy (continued)

Managing business risks

Shoprite Holdings Ltd Shoprite Holdings Ltd

Operating context and strategy (continued)

Strategic focus areas Strategic Our customers’

­PROMISE 3. Low prices you can trust

Growing J Checkers has a significant opportunity to further grow share of wallet of

Shoprite Holdings Ltd Shoprite Holdings Ltd

Manufactured J Extension of Private Label R32 million

J More than 29 million shoppers across SA

Efficient range – sold 7 .4 billion

A cleaner environment

PROMISE 3. Low prices you can trust

Growing J Checkers has a significant opportunity to further grow share of wallet of

J Re-appointed as director of Shoprite Holdings