Stakeholder engagement

  Stakeholder     Nature of relationship     Nature of engagement     Material issues     Actions
Trade unions
  • Close involvement of local managers with local teams
  • Employment equity forums within Bidvest
  • Employee surveys
  • Senior health and safety and other managers appointed to engage
  • Market-related remuneration
  • Group policy to ensure good employee relationship
  • Moving from awareness of employee issues to actioning these issues
  • Health and safety
  • Reporting on fatalities
  • Reporting on lost-time injuries, resignation and fatalities statistics
  • Retention of a well-equipped positive workforce
  • Informal, hands-on managerial culture
  • Action the feedback from employee surveys
  • Continued investigations into fatalities
  • Training for health and safety standards to be enforced
  • Identification of effective mobile and other communication tools implemented
  • Focus on reduction of work-related injuries
  • Career pathing and training initiatives across each division
  • Graduate recruitment programmes
        Communities, including community-based organisations and non-governmental organisations    
  • Decentralised structure adopted within Bidvest has a positive impact in that branches engage directly with local communities
  • Community impact employment opportunities
  • Support for community projects
  • Track and communicate success stories through the website, the intranet, in reports at roadshows and Company gatherings
  • Employment opportunities
  • Social and educational initiatives
  • Large disparities in wealth and opportunity
  • Poverty alleviation
  • Healthy eating campaigns
  • Disaster management
  • Senior citizen support
  • Alignment of our businesses with the communities they serve
  • Three-tier CSI strategy:
    1: Corporate office supports a number of overarching worthy causes
    2: Divisions support their own flagship projects
    3: Individual businesses support community-based projects
  • Rally-to-Read is an example of a flagship programme
  • Divisions run industry-specific training programmes to equip communities for a sustainable future
        Partners and potential partners    
  • International, regional and industry contacts
  • Market intelligence, focused on leaders in specific niche areas where Bidvest or the divisions see growth opportunities
  • Scope for complementary growth
  • Prospects for entry into a new market
  • Potential to better serve existing customers by forming an alliance or a relationship, thereby anticipating emerging needs
  • Constant evaluation of market developments, new technologies and solutions
  • Communication with brand principals, industry leaders and entrepreneurs
      Shareholders including investors and analysts    
  • Results presentations and SENS distributions
  • Investor meetings/roadshows
  • Internet updates and other communications
  • Group strategy
  • Group performance
  • Significant non-financial issues
  • Continued inclusion of non-financial issues in annual integrated report
  • Monitor call centres
  • Independent complaint channels
  • Group ethics line
  • Bidvest email address
  • Bidvest website
  • Direct calls to divisional CE
  • Customer visits, feedback from sales representatives and drivers
  • Compliance requirements relating to social, environmental and human rights standards
  • Compliance with Consumer Protection Act
  • Total compliance to a customer-centric ethos
  • Customers increasingly demand “smart green solutions” across all products and geographies
  • Continuous monitoring of call lines and email addresses
  • Staff training for new legislation
  • Customer service improvements identified and actioned
  • New initiatives in electronic media, including blogging, social and mobile media communications
  • Treating customers fairly with principles applied across all divisions
  • Communication with key suppliers on market trends and requirements, as well as product innovations
  • Clear communication channels supporting accurate and timely information to all parties
  • Joint pursuit of efficiencies
  • Long-term sustainable support of small and/or black-owned supplier companies
  • New initiatives in electronic media, including blogging, social and mobile media communications
  • Close supportive relationships with small and/or black business to ensure their sustainability
  • Continued efforts to streamline logistics chain
      All key stakeholders    
  • Commitment to reduce environment impacts
  • Group-wide focus through divisional risk committee reporting processes to ensure this remains a top priority and management focus
  • Reductions in energy, fuel, water and paper usage are a priority
  • Recycling opportunities identified
  • Unique identification of industry-specific environmental and sustainability initiatives
  • Business strategies include cost reductions and elimination of duplication and reduced water usage
  • Capex spend includes a commitment to improve energy efficiencies
  • Sustainability champions appointed divisionally
  • Research and development projects underway to develop energy-efficient products
  • Staff awareness efforts in respect of sustainability issues