Tiger Brands Limited

Integrated annual report


Download pdf


We have a structured stakeholder relations strategy in place to ensure a consistent and proactive approach to engagement across the group.


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.



  Provide the capability, experience and innovation required to deliver on our business strategy    
How we engage employees
CEO engagements
Virtual and in-person executive leadership engagements
Internal website
ROAR App designed for employee engagement
Digital communications
Employee hotline
Site engagements
Focus groups
Extended leadership engagement session
What is important to employees
Talent and career development
Remuneration and rewards
Strong internal engagement
Cross-functional teamwork and collaboration
Diversity, inclusion and equity
Recognition and feedback
Work-life balance, safety and security, and wellbeing
Opportunities to innovate and challenge the status quo
Speed and visibility of decisions
Responding to employee interests
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
TIGER TROLLEY, a digital staff shop, is a direct response to employee needs in a socio-economically challenged environment


  Our retail and wholesale customers provide shoppers with ready access to our brands and through them, access to our targeted consumers, and the opportunity to purposefully influence their buying behaviours and purchasing decisions.    
How we engage customers
Senior leadership engagement (top-to-top) to align on business priorities, joint corporate initiatives, and optimised trading practices
Annual trading term negotiations to agree on shared growth ambitions and associated strategic business levers and investments to achieve the performance objectives sets
Joint category development planning to collaboratively identify shared growth opportunities and agree on joint action plans and investments
Regular action planning meetings to execute business plans, respond to tactical dynamics, and resolve operational issues to achieve our joint performance targets
Routine business review sessions to identify and address performance shortfalls as well as take advantage of new opportunities
What is important to customers
Trading terms and promotional pricing that are fair and equal, and which promote mutual profitable growth
Innovation, commercially attractive brand propositions, and marketing campaigns that appeal to their shoppers and drive profitable basket conversion
Operational systems and ways of working that enhance logistics and administrative efficiencies facilitating cost-effective speed to market and continuous supply
Stock availability
Competitive pricing
Promotional support
Responding to customer interests
Alignment on business priorities and commitment to shared growth ambitions and action plans
Collaborative cross-functional projects/initiatives to address prioritised business imperatives
Tailored solutions and campaigns in support of customer-specific growth opportunities and initiatives
Sharing of market/shopper research and knowledge to better inform business and category growth strategies
Proactive performance reviews that identify competitive growth opportunities and risks coupled with ideas and proposals
Utilising the Tiger basket to drive value-adding promotions through combos


  By purchasing our products, and believing in our brand, they provide the basis for revenue growth    
How we engage consumers
Tiger Brands’ website
Promotional activities and competitions
Information on our packaging
Research, including continuous engagement via consumer communities, on- and offline qualitative studies, immersions, visual diaries and preparation
Neuroscience to identify implicit behaviour in-store and communication engagement
Consumer care line
Multi-channel approach as well as integration of online and offline channels to provide a seamless user engagement experience
Cooking shows and blogs
CSI activities, community programmes and feeding schemes
What is important to consumers
Food safety, product quality and authenticity
Product affordability and value
Health and nutrition
Business leadership on social, economic and environmental issues
Community support
Innovation routed in addressing consumer needs
Continuous sensory evaluation to meet quality and consumer expectations
Responding to consumer interests
Further activities to align our food safety and product quality systems with best practice and ensure compliance
Consumer awareness campaigns on food safety and brand authenticity
Strive to mitigate inflationary pressures through cost-saving initiatives, operational efficiencies, and SKU rationalisation
Leveraging price pack architecture to provide consumers “more for less” and more affordable packaging formats
Awareness initiatives on consumer health and nutrition
Value creation through meaningful value and nutrition innovation
Eat Well Live Well (EWLW) endorsement
Sensory experiences
Within food, consumers seek to be inspired on new ways to use our products. This has driven an increased use in recipe branded content across traditional (television, radio and print) and online channels (Foodies of SA, Facebook, Instagram and TikTok)
Partnership with content creators (influencers) within the foodie space to inspire use of products


  Provide the regulatory framework and informs the socio-economic context essential for our activities    
How we engage government
One-on-one engagements
Engagements on draft regulations
Public forums
Industry consultative bodies
Parliamentary processes
What is important to government
Job creation and preservation
Economic development and growth of the township economy
Food safety and quality
Consumer nutrition and health
Delivering on broad-based black economic empowerment (B-BBEE) and boosting employment opportunities
Fostering growth and development of local agricultural sector
Responding to government interests
Robust safety systems in place supported by academic partnerships and consumer campaigns
Public Private Partnership to revitalise the economy (eg, Agri Processing Master Plan)
In-school breakfast programme in partnership with Tiger Brands Foundation
Investment in B-BBEE 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


  Provide the financial capital needed for long-term growth    
How we engage investors
Annual and interim reports
One-on-one meetings, non-deal roadshows, investor conferences
SENS announcements
Dedicated investor relations function and mailbox
What is important to investors
Impact of significant inflation across input costs and the consequential impact on volumes in a constrained consumer environment
Ability to sustain momentum of turnaround strategies given the operating environment
Lack of visibility of growth drivers
Capital allocation decisions particularly in the context of low capex disbursement relative to guidance and returning cash to shareholders in the context of a strong balance sheet
Impact of global skills constraints and the ability to attract and retain talent
Reputational risk of recurring product quality issues
Reliable electricity supply and the impact of prolonged periods of loadshedding on our operations
Responding to investors interests
Successfully implemented price increases while managing volumes accordingly
Clear differentiation of defending volume categories and defending value categories
Clear strategies focused on value engineering initiatives to enhance competitiveness on shelf
Kept the market abreast of progress in terms of execution of innovation and renovation plans to meet the needs of consumers seeking value
Demonstrated the implementation of efficiency programmes, which include a pilot solar project and other strategies to limit the impact of power supply disruptions, to maximise product availability and deliver customer service excellence
Executed a share buy-back programme to the value of R1,5 billion over and above ordinary dividends
Demonstrated our ability to attract and retain talent through key appointments during the period, as well as our ability to nurture and grow talent internally. Retention awards made to executive committee, excluding the CEO, to sustain the momentum in achieving the turnaround strategy
Enhanced internal and supplier management protocols to ensure superior quality control procedures including zero tolerance to public health risks


  Provide the services and products that form the basis of our products and activities    
How we engage suppliers
Supplier forums
Site visits
Supplier assessments
What is important to suppliers
Timely payment and fair terms
B-BBEE commitments
Enterprise and supplier development
Health and safety standards
Responding to suppliers interests
Negotiate with strategic suppliers to secure requirements
Collaborating with Tiger Brands’ Enterprise and Supplier Development programme to diversify the supply base with a focus on black-owned and black women-owned suppliers
Engage key suppliers to drive procurement efficiencies, improve B-BBEE commitments and innovation
Reviewed supplier quality programme being rolled out in line with enhanced internal quality protocols


  Provide the social capital and licence to operate for the business to succeed    
How we engage communities
Guided by stakeholder engagement policy
Community NGO implementation partners
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
Impact of our operations on host communities
Responding to communities interests
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


  Contribute to brand reputation and enhance stakeholder awareness of our products and performance    
How we engage media
Executive committee engagement as appropriate
Dedicated team oversees proactive and structured media engagement
Media section on our website
Media releases and interviews
Social media presence
What is important to media
Increased and timely access to management and information
Fair treatment of stakeholders
Overall operational and sustainability/ESG performance
Responding to media interests
All media queries addressed within specified timeframes
Strengthened media governance and protocols
Enhanced media monitoring and analysis
Being accessible