We have developed and adopted a structured stakeholder relations strategy,
aimed at ensuring a consistent and proactive approach to stakeholder
engagement across the group.
In the tables below, we identify those stakeholder groups that have a material impact on
our ability to create value. For each stakeholder group, we briefly review their contribution to value creation, our means of
engaging with them, and their primary interests relating to Tiger Brands’ 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 of 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 category; 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 at different times throughout the year.
Provide the capability, experience and innovation required to deliver on our business strategy
How we engage employees
CEO engagements
Virtual and in-person town hall meetings
Internal company website
ROAR app designed for employee engagement
Employee hotline
Site engagements
Focus groups
Extended leadership engagement sessions
Notice boards and digital signage
Employee resource groups and communities
Issues raised by employees
Talent and career development
Remuneration and rewards
Seamless and integrated employee experience platform
Safety, security and wellbeing
Strong internal engagement processes
Cross-functional teamwork and collaboration
Recognition and feedback
Opportunities to innovate and challenge the status quo
Speed and visibility of decisions
Work-life balance
Issues raised by employees
Our people strategy and operating model seek to address each one of our employee issues directly
Successful migration of all employees to our digital human capital management system – Workday. 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
Our retail, wholesale and general trade customers provide consumers with ready access to our products
How we engage customer
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 set performance objectives
Joint category development planning to identify shared growth opportunities and agree 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
Issues raised by customer
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
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
By purchasing our products, and believing in our brands, they provide the basis for revenue growth
How we engage consumer
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
Issues raised by consumer
Affordable value-for-money tasty nutrition
Innovative products
Healthier choices
Food safety and product quality
Convenience
Business leadership on social, economic, and environmental issues
Responding to consumer interests
Tiger Brands’ portfolio aimed at democratising health and nutrition and driving affordable solutions through our iconic brands
Democratising health and nutrition through education of current offerings, innovating with product tiering of relevant brands, and value engineering to drive continuous improvement
Leveraging price pack architecture to provide consumers “more for less” and more affordable packaging formats
Through inter-department collaboration between the Consumer Contact Centre and Tiger Brands Quality Teams, product complaints have decreased year-on-year
Unconstrained localisation and sensory platforms to enable agility and innovation speed-to-market
KOO colour your plate television series (in its fourth season), to educate consumers on the versatility of KOO products in creating healthy and nutritious meals for the family
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
Issues raised by 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)
Fostering growth and development of local agricultural sector
Contributing to relevant UN Sustainable Development Goals
Responding to government interests
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, including future-fit skills
Active partnerships to promote agri-sector development and smallholder farmers as part of our core strategy; Culinary and Grains
Engage on draft policy and legislation
Provide the financial capital needed for long-term growth
Growth of core categories beyond the turnaround phase of the business
Performance of key business units against scorecard
Visible execution of strategies in an increasingly constrained consumer environment and evolving retail landscape
Continuous improvement initiatives and roadmap
Enhanced returns and cash flows
Ability to attract and retain talent
ESG performance
Responding to investor interests
Provide bi-annual updates on progress
in delivering on turnaround strategy and
structural investments embarked on to
ensure long-term sustainable growth and
profitability, with progress specifically in
continuing momentum and step-changing
the performance of Milling and Baking,
Grains and Culinary
Supplemented investor engagements with
management, with additional conference
added in FY25 before year end
Evidence of dedicated resources to
accelerate execution of value engineering
initiatives, logistics optimisation and
factory efficiencies in delivering on
continuous improvement savings
Continuation of annual governance
roadshow to create a dialogue between
the board and shareholders, giving
confidence to our shareholders and
contributing to better informed board
deliberations
Comprehensive disclosure and updates
on managing sustainability-related
impacts, risks and opportunities
Provide the services and raw materials that form the basis of our products and activities
How we engage supplier
Supplier forums
Site visits
Supplier assessments
Supplier relationship management via digital platforms
Supplier satisfaction surveys
Issues raised by supplier
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
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
Provide the social capital and licence to operate for the business to succeed
How we engage community
Community NGO implementation partnerships
Community social mapping to identify opportunities to share value
Community mobilisation and interaction on SED and ESD projects
Collaborative partnerships with industry peers
Site level steering committee comprising representatives from municipalities, communities and Tiger Brands’ sites
Issues raised by community
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
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
