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EMPLOYEES |
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Provide the capability, experience and innovation required to deliver on our business strategy |
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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 |
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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 |
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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 |
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CUSTOMERS |
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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. |
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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 |
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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 |
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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 |
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CONSUMERS |
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By purchasing our products, and believing in our brand,
they provide the basis for revenue growth |
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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 |
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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 |
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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 |
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GOVERNMENT |
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Provide 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 |
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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 |
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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 |
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INVESTORS |
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Provide 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
and mailbox |
Website |
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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 |
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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 |
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SUPPLIERS |
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Provide the services and products that form
the basis of our products and activities |
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How we engage suppliers |
Supplier forums |
Site visits |
Supplier assessments |
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What is important to suppliers |
Timely payment and fair terms |
B-BBEE commitments |
Enterprise and supplier development |
Health and safety standards |
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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 |
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COMMUNITIES |
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Provide the social capital and licence to operate
for the business to succeed |
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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 |
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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 |
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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 |
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MEDIA |
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Contribute to brand reputation and enhance stakeholder
awareness of our products and performance |
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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 |
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What is important to media |
Increased and timely access to management
and information |
Fair treatment of stakeholders |
Overall operational and sustainability/ESG performance |
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Responding to media interests |
All media queries addressed within specified
timeframes |
Strengthened media governance
and protocols |
Enhanced media monitoring and analysis |
Being accessible |
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