At Tiger Brands, we hold a fundamental belief: that everyone should have access to good food and quality essentials. By partnering, innovating and streamlining how we make and deliver goods, we work to bring consumers the best value. Our mission is to bring affordable, quality foods and essentials to everyone.
For more on our brand evolution see here
For over a century, we have been part of homes across Southern Africa, a reliable and essential part of daily life. But there is still more work to be done. We know that too many families still struggle to put nutritious meals on the table or access the everyday products that make life better. This is not just a challenge; it is a call to action that drives everything we do at Tiger Brands.
Consumers face sustained pressure on income and food security
This means we are constantly working to make quality products affordable and available, from the biggest cities to the smallest villages. We partner with farmers, businesses and customers. We streamline how we make and deliver our goods and innovate to bring consumers the best value and affordable nutrition. Our vast network and deep roots mean we can reach millions, ensuring that essential items are always within reach.
Cost leadership
Our strategic enablers
Superior channel presence
We bring together our iconic brands and our passionate people, uniting our efforts to serve the diverse needs of every household, empowering families, supporting communities, and contributing to a healthier, more resilient Southern Africa.
Sustainability as core.
This is more than a mission.
It’s our promise to you, and a purpose that drives us.
Our primary business is providing everyday food, beverages, and essential home and personal care products to markets in Southern Africa. We also export to large and growing markets across the rest of the African continent. We target best-in- class profitability, underpinned by a cost leadership culture and a strong commitment to sustainable agricultural sourcing.
Milling and Baking delivered a remarkable performance, reflecting exceptional execution of its strategy, enabled by investments in route-to-market software providing real-time data, which increased the team’s ability to implement strategic pricing initiatives. The turnaround has been supported by targeted investments in equipment upgrades – to restore bakery stability, reduce damages, and improve bread and supply chain quality – as well as investments in optimising our fleet and route-to-market.
The Grains business has made significant strides this year in delivering on its turnaround strategy, contributing to a 236% improvement in operating profit to R736 million, operating margin improvement of 730bps to 10.4% and impressive volume growth of 6.0% for the business unit.
The Culinary business delivered another year of compelling performance, with revenue up by 3.1% to R10.2 billion and operating income up by 11.4% to R1.07 billion. This performance was driven by continuous improvement initiatives of value engineering, as well as factory efficiencies, and enhanced agricultural product processing. The success of these initiatives has been underpinned by a renewed culture of operational excellence, and swift decision-making enabled by the operating model. Collectively, these initiatives offset the significant disruption in the first quarter caused by the vinegar shortage following a local supplier’s production line breakdown.
Snacks and Treats delivered revenue growth of 3.1% reaching R6.0 billion, driven by price inflation as the price pack architecture strategy on snacks and treats gains traction. Beverages performance was pleasing, despite increased competition caused by the carbonated soft drink segment, where significant price deflation resulted in consumer switching. Operating margins were up by 130bps, reflecting the impact of value engineering initiatives and operational efficiencies.
This year, overall revenue in HPC was down by 3.8% to R2.6 billion on a reported basis, but up by 6.4% on a normalised basis, adjusting for the impact of discontinued SKUs and divisions. Although the business was impacted by heightened competitive pressure and a significant supply chain disruption in the first half of the year the team has laid a strong foundation to deliver a sustained turnaround.
Strong performance led by volume growth, margin expansion and disciplined capital allocation in line with strategic ambitions.
* Before impairments fair value losses and non-operational items
This has been a particularly noteworthy year for Tiger Brands, marked by improved financial performance following the effective implementation of our turnaround strategy, and the introduction of a refreshed corporate purpose and brand. The company has made substantial progress in driving operational excellence, delivering volume growth, strengthening its balance sheet and restoring shareholder confidence. In addition, notable progress was made on the listeriosis class action, with interim relief payments made.
Over the past year, we have made significant progress in executing our turnaround strategy and restoring investor confidence in Tiger Brands. Our strategic focus areas this year have been clear: embed our federated operating model, make the business more efficient and competitive in a challenging operating environment, and ensure that we meet consumer expectations in terms of affordability and product quality.
Tiger Brands delivered a strong full-year performance, with quality earnings growth and continued cash generation demonstrating disciplined operational excellence and effective execution of our turnaround strategy, against a backdrop of constrained consumer spending. The company ended the year with volume growth ahead of guidance, double-digit operating margin and declaration of a R4.0 billion special dividend to shareholders.
