STATEMENT FROM THE CHAIRMAN OF THE SOCIAL, ETHICS AND SUSTAINABILITY COMMITTEE (SESCO)
On behalf of the social, ethics and sustainability committee, I am pleased to present the 2025 SESCO report, which highlights activities undertaken in 2025 and the focus areas for the committee in 2026.
This year, Tiger Brands has refreshed its corporate purpose to be more deliberate in articulating the active role the group plays in creating positive outcomes that address stakeholder priorities in an ethical and sustainable manner. The work that the committee oversees is core to delivering on this refreshed purpose – to cultivate and nourish lives, every day and every tomorrow. The activities outlined in this report demonstrate the many ways in which we are bringing together the group's iconic brands and passionate people to empower families, support communities, and contribute to a healthier, more resilient Southern Africa.
Furthermore, the bedding down of the federated operating model enabled continued progress in strengthening our sustainability principles and foundational management processes. All compliance obligations were met, with notable improvements across our waste, energy and water targets, including a new framework on our strategic enabler of sustainable agricultural sourcing.
KEY ACTIVITIES AND FOCUS AREAS IN 2025
Committee changes and governance
In May 2025, the committee transitioned from the social, ethics and transformation committee (SETCO) to the social, ethics and sustainability committee (SESCO), incorporating additional responsibilities previously overseen by the risk and sustainability committee, including health, safety, environment, quality performance and sustainability reporting.
In line with these changes, revised terms of reference reflecting the expanded mandate were considered in May 2025 and recommended to the board for approval. A fourth quarterly meeting was also added to the workplan.
The reconstitution and the renaming of the committee was informed by the board assessment conducted this year, with the aim to increase operational efficiency and eliminate overlaps.
Membership changes to the committee included bidding farewell to Mr Michael Ajukwu, who retired from the board after the February 2025 AGM. We express our gratitude to him for his valuable contributions. We also welcomed Ms Geraldine Fraser-Moleketi and Mr Olivier Weber from May 2025.
Ethics and governance
The committee noted a decline in whistle-blowing complaints, attributed to strengthened awareness training and regular communication. Closure rates on ethics matters improved markedly, with the committee satisfied that processes align with the Ethics Investigative Framework. An ethics climate survey indicated better employee understanding of ethics policies, alongside areas requiring ongoing attention.
The committee also monitored compliance with the Financial Intelligence Centre Act, the Protection of Personal Information Act and the implementation of an online declaration-of-interests solution across operational sites.
Transformation and people agenda
A key achievement for the year was the committee overseeing the successful launch of Workday across all sites in July 2025, automating most employee processes (details on the Workday implementation can be found here).
Other key achievements on people and transformation:
Occupational health and safety
The committee noted continued improvement in overall safety performance over recent years but expressed concern that most lost-time injuries in 2025 were linked to non-compliance with LOTO procedures. It will continue to monitor management's efforts to strengthen adherence to these protocols. Route-to-market security improved following targeted interventions in high-risk areas, and work to resolve occupancy and electrical compliance certificate gaps continued through a phased approach.
Environmental stewardship
Ensuring responsible environmental stewardship is a key component of building a world-class, competitive manufacturing capability and a core pillar of the company's sustainable future strategy. The committee noted good progress towards 2030 sustainability targets for reducing electricity use, water consumption, carbon emissions and food waste, and achieving zero landfill. PET recyclability remains an industry-wide challenge, with collaborative initiatives underway to address it. The company is investing in new technologies to enhance energy efficiency and waste management. The committee continues to monitor progress towards 2030 commitments, as well as emerging disclosure requirements under IFRS S1 and S2.
Quality and food safety
The committee noted steady improvement in quality performance, with fewer consumer complaints and marketplace incidents. All food manufacturing sites retained FSSC 22000 certification. A capability-building programme was implemented to shift quality ownership to plant managers, making them directly accountable for site-level performance. The committee recommended extending this ownership to frontline staff, empowering them to resolve quality issues and halt production lines when necessary.
Enterprise development and social investment
By creating opportunities for inclusive economic participation across our value chain, Tiger Brands is improving the livelihoods of thousands of people. The committee oversaw a range of enterprise-development initiatives, including the Hulisani programme supporting emerging smallholder farmers, spaza-shop revitalisation efforts, and the Kokota growth programme with Albany Bakery supporting township vendors, particularly women-owned businesses. Our socio-economic development initiatives focus on food security and nutrition across all life stages. Social-investment highlights included sponsorship of an additional school in collaboration with the Tiger Brands Foundation in-school breakfast programme and the continued support for the establishment of sustainable food gardens at over 300 schools nationally in partnership with Food & Trees for Africa's EduPlant programme.
Legal developments and key stakeholder engagements
The committee maintained oversight of the listeriosis class-action litigation, noting the implementation of a proactive communication strategy as part of the company's endeavours to bring about a speedy resolution of the class action litigation in its entirety. This included coordinated internal and external communication, regulatory announcements, and engagement with government and civil-society stakeholders. We continue to engage on this issue, aiming for a responsible and expedient resolution.
Investor engagement remained a priority, with our annual governance roadshow garnering interest from shareholders on our sustainability strategy and the work which the committee and board will undertake in reviewing the 2030 commitments. We were encouraged by the support from shareholders and willingness for proactive engagement and best practice sharing as we embark on this review.
OUTLOOK FOR 2026
Looking forward to 2026, the committee will oversee the implementation of the King V Codes of Corporate Governance and related disclosures which comes into effect on 1 January 2026, and track progress against the industry sectoral targets outlined in the Employment Equity Amendment Act.
Resolving the listeriosis class action litigation remains a priority for the year ahead for the committee, as is strengthening our climate change strategy through our sustainable agricultural sourcing enabler and operational execution of our 2030 commitments.
ACKNOWLEDGEMENTS
In conclusion, I would like to extend a sincere thank you to the Tiger Brands employees for their dedication and contribution in driving continuous improvements and a relentless focus on execution excellence that underpins the progress made towards our 2030 commitments. I appreciate the engagement and ongoing support of the board and committee members. Lastly, I would like to thank Tjaart and his executive team for the partnership in ensuring our contributions are felt far beyond the footprint of Tiger Brands.
Emma Mashilwane
SESCO chairman
December 2025
