1. SPAR

2. A voluntary trading group. Stores owned and run by SPAR members, supplied and serviced by regional Distribution Centres, owned by SPAR SA Operational Structure Each DC managed autonomously as a profit centre by an Executive Mgt team Decisions made by Group Services do not have to be implemented at DC level Spar do not own any stores! 6 DC’s are owned and run by SPAR and provide leadership and expertise to retail members.

3. Channel / Formats SPAR Stores Trading BrandPositioning Size / Ranging Every day convenience, speed and freshnessUp to 600m 2 Limited range of produce, bakery, fresh meat, prepared and take-out foods Neighbourhood and rural supermarket shopping700m 2 -1300m 2 - Range of groceries backed by fresh produce, in-store bakery, butchery, deli and home meal replacement departments Aggressively priced one-stop bulk shopping1300m 2 + : Full range of groceries and general merchandise with service departments such as produce, bakery, butchery, deli and meal solutions Standalone liquor stores for SPAR members120m 2 + : Full range of liquor products A one-stop retailer of building materials primarily on a cash & carry basis supplying the building trade and DIY customers Basic building and hardware products

4. Store Distribution – South Africa Source : SPAR July 2009 Botswana incl with N.Rand, Namibia incl with W.Cape

5. Exceptional brand management and support capacity for members ensuring a consistent message over a wide range of store formats and consumer markets A finely tuned logistics and distribution operation Brand appeal and consistent brand message across LSMs 1-10 Exceptional reach into SAs full range of markets (LSM 1-10) through the flexibility built into the Retailer Member model E.g. : SPAR Thohoyandou sells 5 tons of chicken feet a day Ongoing store refurbishment/ modernisation programme (20% stores per year) Core competencies

6. Actual gross margin declined by 0,2% attributed by SPAR to a change in the sales mix (DC sales versus drop shipment), and the competitive trading environment Group Financial Performance *Note: CPIX was re-weighted at the end of 2008. 2009 figure is CPI The Group (R’million)FY2004FY2005FY2006FY2007FY2008HFY2009 Group Turnover11,98513,59917,01021,70426,74216,100 Group % Turnover Growth18.0%13.5%25.1%27.6%23.2%24.5% Gross Profit %9.2%8.8%8.4%8.2%8.1%7.9% Operating Profit395499603775972605.1 Operating Profit Margin3.3%3.6%3.5% 3.6%3.8% CPIX (Average for the period)4.3%3.9%4.4%5.810.4%10.9% Strong growth for the past three years with excellent performance at retail

7. 1. The SPAR Brand : “Good For You” Strategic Drivers Young, modern and energetic. Focus on offering an unforgettable shopping experience The principle : Life is full of great moments and shopping at SPAR is one of them The Objective: To make SPAR the first choice food store that appeals to all South Africans no matter where they live, what ethnic group they belong to, their gender, their age or their spending power

8. SUPERSPAR, Glenwood, KwaZulu Natal – Feb 09 Shopper Communication > Inside the Store 2. The Store Experience: The Re-Mix Programme The store remodel programme > ‘Re-Mix’ and ‘Let’s Entertain’ strategy Target extension and modernisation of 20% of stores p.a 129 stores in 2007 / 144 in 2008

9. Strategic Drivers 4. Private Label SPAR driving Private Label very aggressively at the shop shelf and in consumer communication. A critical means of improving SPAR trading margin!

10. Strategic Drivers 5. Convenience Focus on high margin specialist service departments, fresh and HMR’s Be aware of pressure on grocery allocation > store level contact critical

11. Strategic Drivers 6. Emerging Market Continued drive into emerging markets with 105 emerging market stores to date Growing at a significant rate > Greenfields territory, and not an easy win – SPAR model ideal

12. Strategic Drivers 7. Improved Operational Efficiencies :Distribution R1bn spent in upgrading facilities ever last 3 years