Our key relationshipsDownload pdf version
We have a structured stakeholder relations strategy in place to ensure a consistent and proactive approach to engagement across the group.
In 2017, we undertook a dedicated engagement process to develop a baseline appreciation of stakeholders' perceptions regarding our existing engagements and to identify opportunities to foster increased inclusivity. Since October 2018, we have been working with various stakeholder groups to develop and implement site-specific stakeholder engagement plans. During 2020, we started the programme of engaging with host communities and partnering with non-governmental organisations (NGOs) to undertake social-mapping exercises. These have not yet been completed due to the prevailing Covid-19 circumstances. We will resume with these earlier in the next financial year, enabling us to be more responsive to specific community needs and to inform the development of sustainable impact programmes for beneficiary communities.
In the table below, we identify those stakeholder groups that have a substantive impact on our ability to create value, briefly outlining their contribution to value creation, our means of engaging with them, and each stakeholder group's primary interests relating to our business activities. Although we appreciate that there is often substantial diversity of perspective and interest within each group, we believe that the interests listed below are a sufficiently accurate reflection of each group's most material interests regarding Tiger Brands' activities and performance.
EMPLOYEESProvide the capability, experience and innovation required to deliver on our business strategy >> |
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How we engage employees
- CEO engagements
- Virtual and face-to-face executive leadership engagements
- Internal website
- ROAR App specifically designed for employee communication and engagement
- Digital communications
- Employee hotline
- Site engagements
- One-on-one consultations
- Focus groups.
What is important to employees
- Talent and career management
- Rewards
- Strong internal engagement
- Cross-functional teamwork and collaboration
- Diversity, inclusion and equity
- Recognition and feedback
- Work-life balance and wellbeing
- Opportunities to innovate and challenge the status quo.
Responding to employee interests (Ignite our people)
- Our people strategy and operating model seeks to address each one of our employee issues directly
- Employee feedback is solicited through our Voice of Tiger engagement and employee experience survey and pulse which is conducted across all our sites in six languages
- Specific actions to address key feedback areas
- Fit-for-purpose people processes focusing on talent, capability development, leadership, rewards, wellbeing, engagement and culture
- Our THRIVE employee wellbeing programme directly supports employees and their families by proactively managing their physical, emotional and mental wellbeing.
CUSTOMERSOur retail and wholesale customers provide consumers with ready access to our product >> |
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How we engage customers
- Top-to-top meetings
- Category presentations to provide customers with category insights
- Growth workshops to ensure plans are in place a quarter in advance
- Business forums
- Joint business planning.
What is important to customers
- Trading terms that are fair and equal
- Stock availability
- Competitive pricing
- Continuous promotional support.
Responding to customers interests (Build a growth pipeline)
- Various customer engagements undertaken to ensure clarity on expectations, including through jointly developed business plans
- Various innovations undertaken to ensure we continue to win at the point-of-sale (POS)
- Differentiated promotions based on basket associations, including value promotions to meet consumer needs in a tough economy.
CONSUMERSBy purchasing our products, and believing in our brand, they provide the basis for revenue growth >> |
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How we engage consumers
- Through our CSI activities, community programmes and feeding schemes
- Digital conversations and dialogues
- Promotional activities and competitions
- Cooking shows and blogs
- Research, such as group discussions, in-home immersions and shop-a-longs.
What is important to consumers
- Food safety and product quality
- Affordability and value
- Health and nutrition
- Business leadership on social, economic and environmental issues.
Responding to consumer interests (Meet the needs of the consumer)
- Further activities to align our food safety and product quality systems with best practice and ensure compliance
- Consumer awareness campaigns on food safety
- Strive to mitigate inflationary pressures through cost-saving initiatives and operational efficiencies
- Alternative, more affordable packaging formats
- Various product innovations and awareness initiatives on consumer health and nutrition
- Numerous initiatives taken as part of our sustainable future strategy focusing on promoting health and nutrition, enhancing livelihoods and environmental stewardship.
GOVERNMENTProvides the regulatory framework and informs the socio-economic context essential for our activities >> |
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How we engage government
- One-on-one engagements
- Engagements on draft regulations
- Public forums
- Industry consultative bodies
- Parliamentary processes.
What is important to government
- Delivering on BBBEE and boosting employment opportunities
- Fostering growth and development of local agricultural sector
- Consumer nutrition and health
- Food safety and quality.
Responding to government interests (Meet the needs of the consumer)
- Investment in BBBEE-verified suppliers and promotion of socio-economic development
- Internal drive to ensure representation at executive and management level
- Investment in skills development
- Active partnerships to promote agri-sector development and smallholder farmers
- Engage on draft policy and legislation
- Nutrition education programme with the Department of Basic Education
- In-school breakfast programme in partnership with Tiger Brands Foundation
- Robust safety systems in place supported by academic partnerships and consumer campaigns.
SUPPLIERSProvide the services and raw materials that form the basis of our products and activities >> |
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How we engage suppliers
- Supplier forums
- Site visits
- Supplier assessments.
What is important to suppliers
- Timely payment and fair terms
- Black economic empowerment/small and medium enterprise supplier development
- Health and safety standards.
Responding to suppliers interests (Meet the needs of the consumer)
- Negotiate with strategic suppliers to secure requirements at reasonable cost
- Strong drive in place to promote supplier and enterprise development, investing in smaller suppliers to diversify the supply base
- Engage with relevant suppliers on appropriate health and safety standards.
INVESTORSProvide the financial capital needed for long-term growth >> |
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How we engage investors
- Annual and interim reports
- One-on-one meetings, non-deal roadshows, investor conferences
- SENS announcements
- Dedicated investor relations function
- Website
- Dedicated investor relations mailbox.
What is important to investors
- High contribution of Milling and Baking to revenue given current category dynamics
- Clearer guidance on which categories will defend volume and which categories will defend value
- Lack of visibility of growth drivers
- Capital allocation decisions particularly in the context of low capex disbursement relative to guidance
- Growth of private label and value brands
- Internal culture
- Lack of agility.
Responding to investors interests (Financial review)
- Positive momentum in the general trade
- Concluded foundational work to speed up the innovation process
- Africa growth strategy re-invigorated and appropriately resourced
- Launched Tiger Brands Venture Capital Fund to access new ideas and innovations
- Stabilised supply chain with cost-saving initiatives and efficiency programmes gaining momentum
- Clear objectives across sustainability pillars
- Aligned internally on the desired culture
- Secondary listing on A2X.
COMMUNITIESProvide the social capital and licence to operate for the business to succeed >> |
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How we engage communities
- Community social mapping to identify opportunities to share value
- Community mobilisation and interaction on SED projects.
What is important to communities
- Food security and related nutrition issues
- Stimulate economic activity to support and sustain community enterprise development and job creation.
Responding to communities interests (sustainability report)
- Partner with government and developmental agencies to promote nutrition, health and education, and contribute to community development and poverty eradication
- Initiatives in place on enterprise and supplier development, and community investment.
MEDIAContribute to brand reputation and enhance stakeholder awareness of our products and performance >> |
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How we engage media
- CEO/CFO and spokesperson engagement as appropriate
- A dedicated team oversees our engagements with the media
- Dedicated media section on our website
- Dedicated media relations mailbox
- Media releases
- Social media presence.
What is important to media
- Increased and timely access to management and information
- Fair treatment of stakeholders.
Responding to media interests
- All media queries are addressed within specified time frames
- Strengthened media governance and protocols
- Enhanced media monitoring and analysis
- Being accessible.