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.

	EMPLOYEES						Link to strategy
	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 READ MORE
	CUSTOMERS						Link to strategy
	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
	CONSUMERS						Link to strategy
	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 Convenience Experiences Community support Inspiration 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 READ MORE
	GOVERNMENT						Link to strategy
	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
	INVESTORS						Link to strategy
	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 Website			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
	SUPPLIERS						Link to strategy
	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 READ MORE
	COMMUNITIES						Link to strategy
	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 READ MORE
	MEDIA						Link to strategy
	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