Performance data1
Natural capital
| Components | 2018 | 2019 | 2020 |
| Energy use (kWh/ton) (intensity/ton) | 132,6 | 125,9 | 119,0 |
|---|---|---|---|
| Water use (kℓ/ton) (intensity/ton) | 1,67 | 1,6 | 1,5 |
| Increase/(decrease) in absolute electricity use | 2,7% | (8,5%) | (5,3%) |
| Increase/(decrease) in energy intensity | 3,4% | (5,0%) | (5,7%) |
| Increase/(decrease) in absolute water use | (19,3%) | (7,2%) | (8,8%) |
| Increase/(decrease) in water intensity | (21,2%) | (5,4%) | (5,9%) |
| Packaging (tons) | 0,3 | 0,3 | 0,3 |
| Waste (tons) | 0,02 | 0,02 | 0,02 |
| Carbon emissions CO2-e/ton production | 0,23 | 0,22 | 0,20 |
Water tariffs for industrial/commercial use increased by a range of 12% to 20%. (There was a 38% to 45% increase in the Western Cape.)
Human capital
| Components | 2018 | 2019 | 2020 |
| Total number of permanent employees (SA) | 11 348 | 10 074 | 10 838 |
|---|---|---|---|
| Total number of permanent employees (outside of SA) | 1 426 | 571 | 350 |
| Total number of contractors | 1 590 | 1 114 | 1203 |
| Total number of employees and contractors | 12 938 | 11 188 | 10 958 |
| Percentage of employees who are deemed historically disadvantaged South Africans (HDSA)2 | 93,4% | 93,4% | 94,0% |
| Percentage of management deemed HDSA2 | 12,8% | 13,8% | 14,1% |
| Percentage of employees who are women | 29,6% | 30,4% | 30,2% |
| Percentage of employees who are “permanent” (SA only) | 87,7% | 90,0% | 99,0% |
| Percentage of employees who belong to a trade union (SA only) | 59,0% | 61,0% | 59,6% |
| Employee turnover4 | 11,0% | 8,8% | 9,1% |
| Total number of person days lost due to industrial action (ie strike action) | 0 | 43 | 0 |
| Percentage of total person days lost due to industrial action – calculated or reported | 0% | 17,2% | 0% |
| Skills development | |||
| Total number of employees trained in South Africa, including internal and external training interventions – skills development | 4 288 | 3 946 | 2 972 |
| Rand value of employee training spend (Rm) (South Africa) | 22,6 | 127 | 97,3 |
| Percentage of total payroll part of training | 1,8% | 4,2% | 3% |
| Safety and health | |||
| Fatality in a route-to-market incident | 1 | 1 | 3 |
| Group lost-time incident frequency rate (LTIFR) on target | 0,27 | 0,38 | 0,34 |
| Lost-time injuries (LTIs) | 107 | 139 | 129 |
1 Includes data for VAMP for the full year.
2 Excluding international.
3 Contractors are FTC’s less than three months and this number does not include our seasonals.
4 This figure is our annualise turnover including all leavers, and not limited to resignations. This is turnover (all leavers and not attrition) and is annualised.
Workforce profile
| South Africa | Outside of South Africa | Total | |||||||||||||||
| Year | African | Indian | Coloured | White | Foreign nationals |
Disabled | Permanent | Temporary1 | Total South Africa |
Permanent | Temporary | Total permanent |
Total | ||||
| 2020 | 8 678 | 594 | 909 | 614 | 43 | 12 | 10 838 | 5 152 | 15 990 | 350 | 215 | 11 188 | 16 555 | ||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 2019 | 8 920 | 642 | 890 | 677 | 59 | 14 | 11 188 | 5 032 | 16 220 | 571 | 297 | 11 759 | 17 088 | ||||
| 2018 | 8 397 | 700 | 985 | 695 | 0 | 14 | 10 777 | 5 963 | 16 740 | 1 426 | 364 | 12 203 | 18 530 | ||||
| 2017 | 8 485 | 701 | 1 083 | 780 | 0 | 37 | 11 049 | 5 246 | 16 295 | 2 012 | 4 664 | 13 061 | 22 971 | ||||
| 2016 | 8 437 | 720 | 1 120 | 831 | 0 | 72 | 11 109 | 3 689 | 14 798 | 3 841 | 2 149 | 14 950 | 20 788 | ||||
1 This number reflects our peak number of seasonal employees and our FTC employees as at 30 September 2020.
Social and relationship capital
| Components (Rm) | 2018 | 2019 | 2020 |
| Commitment to socio-economic development (SED), reaching over 88 000 beneficiaries (FY17: R35 million) | 32 | 28,5 | 22,4 |
|---|---|---|---|
| Spend on bursaries for 164 students (2018: R6,3 million and 188 respectively) | 6,3 | 7,0 | 6,1 |
| 20171 | 20181 | 20191 | |
| BBBEE ownership | |||
| Tiger Brands Foundation | 5,0% | 4,8% | 4,8% |
| Tiger Brands Black Managers Trusts | 2,2% | 1,9% | 0,6% |
| General staff share trust | 0,1% | 0,1% | 0,1% |
| Thusani trusts (beneficiaries are children of black employees) | 2,0% | 1,9% | 1,9% |
| Spend with BBBEE verified suppliers (Rbn) | 11,9 | 8,9 | 11,5 |
| Spend with suppliers classified as qualifying small enterprises and exempt micro-enterprises (QSE, EME) (Rbn) | 1,7 | 1,2 | 1,6 |
| Spend with suppliers that qualify as black owned (Rbn) | 2,4 | 2,4 | 3,8 |
| Spend with suppliers that qualify as black women-owned (Rbn) | 1,7 | 1,7 | 2,1 |
1 Note that for BBBEE values, the 2020 values will only be confirmed after the release of this report.
| 2018 | 2019 | 2020 | |
| Enterprise and supplier development | |||
| Black farmers supported | 58 | 58 | 841 |
| Total investment of black farmers supported (Rm) | 11 | 10 | 13,22 |
| Jobs created | 412 | 45 | 262 |
| Additional investment made in Khayelitsha Cookies (Rm) | 1,3 | 0,7 | 1,0 |
| Our communities | |||
| High-quality, nutrient dense and fortified food packages distributed | 55 600 | 89 000 | 105 648 |
| Direct and indirect beneficiaries reached monthly via the Tiger Brands food and nutrition support programme | 30 000 | 42 000 | 30 000 |
| Community members trained in food gardening and community education | 204 | 396 | 596 |
| Components | 2018 | 2019 | 2020 |
| Food and nutrition support programme (Rm) | 20,6 | 13,7 | 15,4 |
|---|---|---|---|
| Cause and brand-related CSI (Rm) | 2,6 | 0,9 | 0,6 |
| Employee volunteerism (Rm) | 0,6 | 1,5 | 0,3 |
| Community skills development (Rm) | 6,0 | 9,5 | 5,5 |
| Community-based enterprise development (Rm) | 1,0 | 1,8 | 2,0 |
| Ad hoc (Rm) | 1,8 | 1,0 | 1,0 |
| Total (Rm) | 32,6 | 28,5 | 24,83 |
| Tiger Brands Foundation | |||
| Spend on the programme to date (approximate for 2011 to 2020) (Rm) | 174 | 206 | 240 |
| No-fee schools across all nine provinces benefit | 94 | 94 | 101 |
| Number of regional coordinators that oversee smooth running at provincial level | 10 | 10 | 10 |
| Kitchens constructed/upgraded | 38 | 43 | 51 |
| Learners that receive a nutritious breakfast every school morning | 67 429 | 73 056 | 74 455 |
| Warm nutritious breakfasts served since 2011 | 65,2m | 78,5m | 88,0m |
| Jobs sustained for the community as food handlers, monitors and regional coordinators | 390+ | 410+ | 430+ |
| Food handlers and community stakeholders received Culture, Art, Tourism, Hospitality, and Sport Sector Education and Training Authority accredited training in seven provinces. | 347 | 514 | 5144 |
1 25 through direct investment from Tiger Brands, 59 through the Dipuno Fund.
2 R4,8 million through a direct investment from Tiger Brands, R8,4 million through the Dipuno Fund.
3 An additional R7 million donations were made to Food Forward.
4 No training due to Covid-19 lockdown.