Stakeholder engagement

Sustainable value creation depends on successful engagement with stakeholders. Using our values as the basis of all exchanges, we aim to engage proactively with those who impact Bidvest, as well as those on whom we have an impact. This informs our strategy development and evaluation, our risk management as well as our material issues.

  Stakeholder engagement

The icons link to our strategy and capitals.

Equity and debt investors

Nature of engagement – Results presentations and company announcements; Investor meetings and roadshows; Webcast updates and other Equity and debt investors

Key issues raised

  • Group strategy
  • Group performance
  • Significant non-financial issues
  • Non-core asset disposal

Our response

  • Hosted investor days to enhance market knowledge
  • Updated Domestic Medium Term Note Programme documents and concluded a roadshow
  • Continued inclusion of non-financial issues in annual integrated report
  • Disposed of R773 million of non-core assets

Employees and trade unions

Nature of engagement – Close involvement of local managers with local trade unions; Employment equity forums within Bidvest; Employee surveys; and Group ethics line Employees and trade unions

Key issues raised

  • Market-related remuneration
  • Group communication to ensure good employee relationships and positive workforce
  • Action employee issues raised
  • Health and safety
  • Securing, retaining and development of necessary skills

Our response

  • Informal, hands-on managerial culture
  • Action the feedback from employee surveys
  • Training for health and safety standards to be enforced
  • Identification of effective mobile and other communication tools
  • 3 900 participants in graduate recruitment programmes
  • Concluded scheduled wage negotiations without strike action

Communities, including community-based organisations and non-governmental organisations

Nature of engagement – Direct engagement by decentralised business operations with local communities and organisations with regards to community upliftment, particular projects and specific needs Communities, including community-based organisations and non-governmental organisations

Key issues raised

  • Improving the lives of those in the communities
  • Use expertise to give back to communities
  • Local procurement and employment

Our response

  • Maintain our three-tier CSI strategy:
    • Corporate office supports a number of overarching worthy causes
    • Divisions support their own flagship projects
    • Individual businesses support community-based projects
  • Run industry-specific training programmes to equip communities for a sustainable future
  • R81 million spend on, and 771 967 hours dedicated to, CSI

Government and governing bodies

Nature of engagement – Submissions; Meetings and representation on industry bodies Government and governing bodies

Key issues raised

  • Ongoing compliance with regulatory frameworks and good governance
  • Tender processes and adjudication
  • Local procurement and employment
  • Fishing quotas in Namibia

Our response

  • Maintain sound governance policies and procedures
  • Constructive engagement with various tender boards
  • Introduce local partners and procurement elements in various contracts
  • Engage with various authorities in Namibia

Partners and potential partners

Nature of engagement – International, regional and industry contacts; Market intelligence, focused on leaders in specific niche areas where Bidvest sees growth opportunities Partners and potential partners

Key issues raised

  • Scope for complementary growth
  • Prospects for entry into new markets
  • Potential to better serve existing customers by forming an alliance or a relationship, thereby anticipating emerging needs

Our response

  • Constant evaluation of market developments, new technologies and solutions
  • Communication with brand principals, industry leaders and entrepreneurs

Customers

Nature of engagement – Monitor call centres; Independent complaint channels; Bidvest website and other social media channels; Direct calls to divisional CE; Customer visits, feedback from sales representatives and client relations teams Customers

Key issues raised

  • Compliance to a customer centric ethos
  • Customers increasingly demand “smart green solutions” across all products and geographies
  • Increasingly complex and value-sensitive business environment
  • Retain and grow key customers

Our response

  • Meet and exceed customer needs and expectations through innovative solutions and broader product ranges
  • Focus on key senior relationships with strategic customers
  • Implemented energy saving projects across the Group resulted in cost savings
  • Regular customer communication

Suppliers

Nature of engagement – Communication with key suppliers on market trends and requirements, as well as product innovations Suppliers

Key issues raised

  • 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
  • Financial and operational challenges faced by certain suppliers

Our response

  • Establish alternative supply channels
  • Engage with suppliers on product innovation
  • Maintain supportive relationships with small and/or black business to ensure their sustainability
  • Continued efforts to streamline logistics chain