| MATERIAL ISSUE |
|
WHY IT IS IMPORTANT AND
STRATEGIC OBJECTIVES |
KPIs AND TARGETS |
PERFORMANCE AGAINST TARGETS AND
ACTIONS GOING FORWARD |
 |
| Performance
Maintain consistent
financial performance
|
|
Why:
 |
Global economic challenges |
|
Volatile foreign exchange rates create market
instability |
|
Lower consumer confidence |
Objective:
|
To consistently deliver profit growth |
|
|
Cost containment |
|
Trading profit |
|
Real profit growth |
|
Performance:
|
Revenue increase despite economic pressures on our
customers |
|
Improved working capital management resulted in high
cash generation |
Actions:
|
We continued the migration to a multi-temperature
business with the integration of businesses in Gauteng,
Polokwane, KZN and Bloemfontein |
|
Deployed BFS247, the B2B e-commerce platform in
12 branches |
|
Delivered strong growth in private label sales |
|
Reviewing pricing strategies |
|
Growing basket of products sold |
|
Stringent credit policy and focus on financially sound
restaurant customers |
|
|
| People
Maintain rigorous safety
standards
|
|
Why:
|
It is our obligation to ensure the safety of our
employees |
Objective:
|
Ensure all businesses demonstrate exceptional
levels of safety performance |
|
KPIs:
|
Injury rate |
|
Lost-day rate |
|
Performance:
|
The injury rate decreased from 3,3 to 2,1 per
200 000 hours worked in 2014 |
|
| Promote employee
health and satisfaction
Enhance talent
attraction and retention
|
|
Why:
|
People have a right to be healthy and happy. As
employers we assist our staff in this regard, which
contributes to a more productive and positive
work experience. To improve talent attraction and
retention |
Objective:
|
To use innovative approaches to improving the
health and wellbeing of all employees and create
a positive work environment that enhances talent
attraction and retention |
|
KPIs:
|
Resignation rates |
|
Absentee rates |
|
|
The resignation rate decreased from 10,8% to 10,7%
in 2014 |
|
Absentee rates increased from 1,4 to 1,8% in 2014 |
|
| Promote skills
development |
|
Why:
|
This is an important national issue that is felt
acutely at business level |
|
KPIs:
|
Training spend per
employee |
|
Training hours per
employee |
|
|
Average annual training spend per employee increased
from R2 033 to R2 104 in 2014 |
|
Average annual training hours per employee increased
from 4,8 to 5,2 hours |
|
| CSI |
|
Why:
|
This is important at national and regional level and
business can play a vital role |
|
KPIs:
|
CSI spend |
|
|
Continued CSI investment in line with
B-BBEE requirements. |
|
|
|
|
|
| |
 |
|
| Product
Minimise product
impact and ensure food
safety |
|
Why:
|
Foods have a high environmental and health
impact. It is important to ensure food products are
responsibly and safely sourced, manufactured and
distributed |
|
KPIs:
|
Reduction of sodium in
private label products
in accordance with
legislation pending
implementation in 2016 |
|
Customer complaints |
|
|
Have made progress in reformulation of our private label
products in accordance with the new legislation |
|
|
|
|
|
|
| Planet
Reduce environmental
impacts |
|
Why:
|
Environmental issues such as climate change,
pollution and water scarcity |
|
These issues also potentially threaten food
supplies |
Objective:
|
To reduce our impact, educate employees,
and work with suppliers and offer solutions to
customers to help them reduce their impacts |
|
KPIs:
|
Water used and water
intensity |
|
|
Water usage decreased from 85 028kℓ to 79 670kℓ
in 2014 |
|
| STAKEHOLDERS |
|
OBJECTIVE AND ENGAGEMENT
METHOD (AND FREQUENCY) |
KEY ISSUES IDENTIFIED |
KEY ACTIONS TAKEN AND PLANNED
(more detail may be provided in material issues tables and elsewhere) |
|
|
|
|
|
| People
Employees (full-time and contract)
|
|
Objective:
|
Improve employee relationship and
satisfaction |
Methods:
|
Employee surveys (annual) |
|
Anonymous feedback forms (ongoing) |
|
Newsletters |
|
Key issues:
|
Remuneration and benefits, being
informed about corporate strategy,
employee skills development, employee
wellness, local economic development
and specific employer/employee
relationship issues |
Issues considered material:
|
Employee wellness, skills development
and retention |
|
Performance management systems and
development plans in place |
| Unions |
|
Objective:
|
Maintain good union relationships |
|
Key issues:
|
Remuneration and benefits, corporate
strategy, employee skills development,
employee wellness and local economic
development |
|
Regular interaction and consultation |
|
|
|
|
|
Product
Suppliers |
|
Objective:
|
Maintain good relations |
|
Understand issues and resolve these
together |
|
|
Regular interaction and performance reviews
takes place with key suppliers |
| Customers |
|
Objective:
|
Understand evolving needs, expectations
and issues |
|
|
Regular sales reviews and agree action plans |
|
|
|
|
|
| People
Communities
 |
Local communities |
|
Particularly community
subsectors (eg
sports, education,
infrastructure) |
|
|
Objective:
|
Better understand and collaborate with
the communities in which we operate |
|
Key issues:
|
Local economic development and
employment opportunities, education
(schools), skills development, health and
environment |
Material issues:
|
Socio-economic development and
community involvement |
|
Involved in community projects |
