Our key relationships

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.

We do not rate the quality of our relationships with each stakeholder group, as we do not believe it is possible or useful to generalise the quality of this relationship across an entire stakeholder group; the nature of these relationships can vary significantly between specific members within each stakeholder group, between different divisions within the company and the stakeholders, and between different times throughout the year.

EMPLOYEES+

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
• Notice boards and digital signage
• Employee resource groups and communities

What is important to employees

• Talent and career development
• Remuneration and rewards
• Work-life balance
• Safety, security and well-being
• Strong internal engagement
• Cross-functional teamwork and collaboration
• Recognition and feedback
• Opportunities to innovate and challenge the status quo
• Speed and visibility of decisions

Responding to employee interests (here)

• 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

CUSTOMERS+

Our retail and wholesale customers; provide consumers with ready access to our products

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 that 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 and service levels
• Competitive pricing
• Promotional support

Responding to customer interests (here)

• Alignment of 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+

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, online 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

• Affordable, value-for-money, tasty nutrition
• Innovative products not reliant on energy supply
• Healthier choices
• Food safety and product quality
• Business leadership on social, economic, and environmental issues
• Convenience

Responding to consumers interests (here)

• Tiger Brands' portfolio aimed at democratising nutrition and driving affordable solutions through our iconic brands
• Democratising health and nutrition through education of current offerings, tiering of relevant consumer benefits and innovation
• We will continue to leverage price pack architecture to provide consumers "more for less" and more affordable packaging formats. This year, we were able to give 250g free Jungle muesli granola as an added value initiative on an existing SKU as well as introducing the Kasi Magic sauces under Crosse & Blackwell as a more affordable format
• Through inter-department collaboration between the Consumer Contact Centre and Tiger Brands Quality Teams, product complaints have decreased by 7% year-on-year
• Unconstrained localisation and sensory platforms to enable agility and innovation speed-to-market
• Heritage brand, KOO, refreshed positioning and packaging, entrenching it as SA's No.1 tinned product, and highlighting its "farm-to-plate" credentials
• Brands like Jungle, Morvite and KOO have incorporated health and nutrition messaging into their marketing initiatives
• The Eat Well Live Well nutritional programme's Family Food Matters behavioural science study report
• In-house sensory testing capability

GOVERNMENT+

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
• Bilateral business forums
• Site visits

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
• Meeting the relevant UN sustainable development goals

Responding to government interests (here)

• Robust safety systems in place supported by academic partnerships and consumer campaigns
• Public-private partnerships to revitalise the economy (such as the Agri Processing Master Plan)
• In-school breakfast programme in partnership with The Tiger Brands Foundation and the Department of Basic Education
• 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+

Provide the financial capital needed for long-term growth

How we engage investors

• Annual and interim reports
• Presentations
• One-on-one meetings, non-deal roadshows, investor conferences
• Site visits and themed investor days
• SENS announcements
• Dedicated investor relations function and mailbox
• Website

What is important to investors

• Performance of key segments
• Visible execution of strategies geared towards a value economy in the context of an increasingly constrained consumer environment and retail concentration
• Limited visibility of a turnaround
• Cost of one-off items and resultant value destruction
• People culture as well as global skills shortages: impact on the ability to attract and retain talent
• ESG performance including the cost and impact of broader infrastructure decay
• Enhanced returns and cash flows

Responding to investor interests (Climate and Chief financial officer's review)

• Clearly articulate strategies to rectify the performance of milling and baking, and groceries
• Supplemented investor engagements with site visits and increased contact with divisional leadership
• Evidence of dedicated resources to accelerate execution of value engineering initiatives and value propositions
• Provide bi-annual updates on underlying progress that will enable turnaround and consequential talent acquisition and retention
• Clear consequence management
• Introduction of governance and remuneration roadshows to create a dialogue, giving confidence to our shareholders while contributing to better informed board deliberations
• Comprehensive disclosure and updates on ESG including mitigating strategies

SUPPLIERS+

Provide the services and inputs that form the basis of our products and activities

How we engage suppliers

• Supplier forums
• Site visits
• Supplier assessments
• Supplier relationship management via digital platforms
• Supplier satisfaction surveys

What is important to suppliers

• Timely payment and fair terms
• Collaboration and partnering
• B-BBEE commitments
• Enterprise and supplier development
• Health and safety standards
• Ease of doing business through self-service portals

Responding to supplier interests (here)

• 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 and improve B-BBEE commitments and innovation
• Reviewed supplier quality programme being rolled out in line with enhanced internal quality protocols
• Utilise technology to enhance communication and administrative channels
• Develop category strategies to work with suppliers beyond a price focus

COMMUNITIES+

Provide the social capital and licence to operate for the business to succeed

How we engage communities

• Community NGO implementation partners
• Community social mapping to identify opportunities to share value
• Community mobilisation and interaction on SED and ESD projects
• Collaborative partnerships with industry peers

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
• Employment and business opportunities

Responding to community interests (here)

• Partner with government, industry peers and developmental agencies to promote nutrition, health and education, and contribute to community development and poverty alleviation
• Initiatives in place on enterprise and supplier development and community investment
• Addressing environmental impacts of our operations on our host communities