From the early 1990s onward, the company increasingly expanded internationally, making several acquisitions in both emerging and developed markets.

[9] SABMiller ceased trading on global stock markets[11] and divested itself of its interests in the MillerCoors beer company to Molson Coors.

The office in Woking (United Kingdom) was expected to remain open for a transitional period but the HQ in London's Stanhope Gate would close.

The South African Breweries office in Johannesburg will remain open and will also be used by Anheuser Busch InBev SA/NV (whose corporate HQ is in Leuven, Belgium) as its Africa hub.

News reports indicated that "three ... SABMiller executive committee members - general counsel John Davidson, human resources head Johann Nel and Africa MD Mark Bowman - [would] stay on for a six-month transitional period only".

According to Bloomberg, Grant Murray Liversage was the Finance Director of South African Breweries Limited after the takeover by Anheuser-Busch InBev SA/NV.

On 23 January 2017, Robyn Chalmers, Director of Communications, AB InBev Africa and SAB, said that "... no employee will be forcibly retrenched as a result of the merger.

[27] Prior to incorporation in the year 1895, Castle Brewery had operations in Cape Town to serve the steady expansion of a settler community from the mid-17th century.

The demand for beer prompted the first Dutch governor, Jan van Riebeeck, to establish a brewery at the Fort (later replaced by the Castle in central Cape Town) as early as 1658 - beating the first wine production by six months.

One of the key figures in the story of Newlands, and in the annals of South African beer manufacturing history, was Swede Anders Ohlsson, who sailed for Africa, aged 23, in 1864.

Initially, he imported Swedish goods and timbers, and developed an extensive trade network and a solid business empire.

In 1955, the South African government introduced a heavy tax on beer products causing many consumers to switch to spirits.

Within South Africa, SAB distributes beer through its extensive network, augmented by a fleet of independent truck drivers (called owner-drivers) comprising mainly former employees, many of whom had received help from the group to start their own businesses.

A case in point was National Sorghum Breweries (NSB), "a black business consortium" founded in 1990, and the first new player in the beer industry in more than 10 years.

1997, SAB subsidiary, Amalgamated Beverage Industries, purchased another Coca-Cola bottler, Suncrush, thereby doubling market share to approximately 60 per cent of South African soft drinks.

Belron had by 1998 become the world's leading producer of automotive replacement glass, with some 1,865 retail outlets in North America, Europe, Australia, and Brazil.

In 1997, Belron acquired several leading brands, including Standard Autoglass in Canada, thereby becoming "the largest player in the North American Markets."

Worldwide market share was on the order of 18%, and SAB envisioned further expansion in the coming years: In Europe, Belron was opening an average of 12 new outlets per month.

In 1997, recognising the need to enhance long-term shareholder value, SAB returned to its core beverage business, locally and internationally, selling off or closing non-core operations over the next few years.

Development of new hotels depended on securing licences from the government, "as the state still owned large tracts of land in both urban and rural areas."

Suitable locations for hotel and resort development were very limited, and local government officials often did not have the training and expertise needed to make informed decisions about the granting of such licences.

Although escalating levels of violent crime had been a serious constraint for South African tourism, Southern Sun had been able to maintain an average occupancy above 70%.

The government introduced the National Gambling Act in 1996, which allowed for up to 40 casino licenses to be issued to "financially competent operators."

In 1997, SAB entered into a joint-venture with Tsogo Sun Gaming and Entertainment to establish up to eight casino resorts to be completed as early as 2000.

Further international expansion came in the 1970s and 1980s with the establishment of breweries in Botswana, Angola, and the buying of Compañía Cervezera de Canarias of the Canary Islands.

This proved to be a masterstroke in Strategy as laid the foundations for a significant growth catalyst for Brand and accordingly, market share establishment into African and Indian Ocean markets, as well as generated significant foreign currency for the Group to allow for Investment (South African Reserve Bank regulations at the time made raising Foreign Capital difficult).

Expansion continued into Africa in the 1990s and on other continents into Hungary (1993), China (1995), Romania, Poland (1995–96), Slovakia (1997), and Russia (1998), the Czech Republic (1999), India (2000) and Central America in 2001.

The same year, a pan-African strategic alliance with the Castel group offered the opportunity to invest in promising new African markets and the benefits of scale economies.

[30] SABMiller ceased trading on global stock markets and divested itself of its interests in the MillerCoors beer company to Molson Coors.

In December 2011, the Constitutional Court handed down a decision in which it dismissed, with costs, the Competition Commission's direct access application.