Our sustainability approach

Management

Sustainability is gaining strategic importance across the business, with executive management increasingly driving its implementation. We are enhancing public disclosure and strengthening our management of sustainability impacts, risks and opportunities to support long-term resilience.

Management oversight

The implementation of our sustainability strategy is driven by chief officers and category managing directors, who are members of our executive committee (Exco) and supported by senior managers with direct responsibility for specific sustainability-related activities. Our Exco facilitates the management of Tiger Brands’ operational activities. They are directly responsible for overseeing the development and implementation of policies and strategy, and for driving progress against operational-level goals and targets, including those relating to sustainability and climate change. The Exco meets at least monthly, and more often when necessary. More information on the Exco is reported in the IR, available at www.tigerbrands.com.

Management processes

Policy framework

We have a robust policy framework that supports the governance and management of ethical business conduct and social and environmental impacts. Our policy framework aligns with all relevant legislation and supports our compliance activities. All policies are audited internally on a regular basis to ensure they adequately drive compliance with relevant legislation and routine management processes ensure that all policies are regularly updated.

Materiality process

Our independently facilitated annual materiality process helps identify and validate our most material sustainability issues, guiding strategy and disclosure while onboarding new members into the reporting process. This participatory approach involves a half-day workshop with executive and senior management teams, where we collectively assess our business model, dependencies, impacts, external environment and stakeholder interests – drawing on insights from investor and ESG ratings, internal risk assessments, stakeholder engagements and sector-relevant ESG trends. First introduced in 2019, this structured process is updated each year, with the most recent iteration conducted in August 2024 to inform this year’s reporting cycle.

Risk management

Sustainability-related impacts and risks are managed through the application of our standard risk management structure, processes and methodologies. From this system we can extract climate and sustainability-related risks, analyses and assurances. We evaluate these risks over the short term (less than 12 months), medium term (one to three years) and long term (beyond three years). More information on our risk management process is provided in our IR.

We have formalised bottom-up and top-down processes for identifying and monitoring sustainability and climate-related impacts and risks at operational and strategic levels.

Bottom-up process: We identify and monitor social and environmental impacts and risks bottom-up at an operational level across our business. The manufacturing units report on environmental and social indicators, which are collated into an overall scorecard, included on the risk register if necessary and reported quarterly to Exco. Any necessary mitigation plans are reviewed on a quarterly basis in the RSC and SETCO and ultimately reported to the board. Individual risks that are material in impact, and/or collectively significant enough to be represented as a common risk at the group level are incorporated into the group risk register.
Top-down process: We also identify and monitor sustainability and climate-related risk top-down at a strategic level in relation to our strategic business objectives as part of our enterprise risk management (ERM) processes and we include these risks in the group risk profile. Currently, climate change is treated as a single emerging risk, because of the sheer size and complexity of the issues in its scope, which we are now beginning to unpack. Specific risks are captured as the relationship with our business becomes apparent, including the potential impact of climate change on our operations, strategy, value chain and markets. All risks captured are reviewed through the operational risk management committee, RSC and the board where necessary.

Key sustainability-related management roles

The chief marketing and strategy officer – supported by the research and development director and category marketing directors – implement activities aimed at enabling consumers to improve their health and wellbeing and ensuring responsible marketing and communications practice.
The chief people officer – supported by the people experience director and human resources directors for categories and functions – implement activities aimed at building a purpose-led culture, characterised by strong leaders, diverse future-fit talent, robust employee relations and an inclusive and energising workplace.
The chief corporate affairs and sustainability officer – supported by the director for enterprise and supplier development, director external affairs and sustainability, and external reporting director – oversees the group-wide integration of sustainability and climate change, as well as activities to build partnerships, improve livelihoods and promote societal accountability.
The chief manufacturing officer – supported by the supply chain operations support director, director for safety, health and environment, risk and sustainability director, and director of quality and food safety – implement activities aimed at building an ethical supply chain, ensuring quality and food safety, managing safety, security, health and environment (SSHE) and significantly reducing our environmental footprint.
The category managing directors have full responsibility and accountability for the sustainability performance of their divisions, and report directly to the chief executive officer.
The chief legal officer – supported by the group Lead Council and group company secretary – drives processes and systems aimed at inculcating a culture of ethical behaviour and managing activities relating to human rights protection, whistle-blowing, anti-corruption and bribery and training in respect of the code of conduct and declaration of interest policies.
The chief financial officer (CFO) is responsible for procurement, including preferential procurement and ethical supply chain, supported by the chief procurement officer.
The chief executive officer (CEO) is fully accountable to the board on the management of sustainability issues and ensures that the sustainability strategy is effectively integrated into the business.

We are in the early stages of integrating climate change into our risk management processes across operations, strategy, value chain and markets. Consequently, our most significant sustainability and climate-related issues are not yet fully aligned with our strategic planning horizons or capital allocation. Nonetheless, we are making incremental progress. Last year, we began unpacking climate and sustainability-related risks through internal and external specialist engagements. In 2024, we completed a water risk assessment to identify key water-related risks for our operations and continue to monitor climate-driven disruptions in our supply chain.

Assurance

We have adopted a combined assurance model with internal and external assurance processes for both financial and non-financial data, as detailed in our IR. We are making progress with digitalising key management processes, with the aim to extend this to sustainability data management and reporting in the years ahead.