Our six capitals
Our ability to create long-term sustainable value for stakeholders
depends on the use of various capitals within our business. The
International Integrated Reporting
Financial
Human
Manufactured
Social and relationship
Intellectual
Natural
Our key stakeholders
The Group is committed to open and constructive engagement with all our stakeholders. Our business model and strategy are designed to consider and address the issues and concerns most relevant to our key stakeholders. Refer to the "Engaging with our stakeholders" section on pages 38 to 41 for more information.
Customers
Community
Employees
Suppliers
Franchisees
Shareholders
Our business acceleration pillars
The second stage of our strategic long-term plan is organised around seven business acceleration pillars. These pillars represent the material growth opportunities that can materially affect our ability to create value over the short, medium and long term. Refer to our "Strategic focus" section on pages 44 to 51 for more information.
Better for customers
A flexible and winning estate
Efficient and effective operations
Every product, every day
A winning team
Boxer–
a national brand
Rest of Africa – a second engine of growth
The Group’s ability to create
long-term sustainable value
depends on open and constructive
engagement with all our
stakeholders.
Stakeholders are those parties that can affect, or be affected by, our activities, objectives and policies. The Group identifies its key stakeholders through ongoing engagement with individuals, groups and organisations.
The following infographic outlines our key stakeholder groups, why we engage and the value we derive through proactive, open and constructive engagement with them.
In the rest of this section, we detail our engagement with key stakeholders, focusing on those groups that have either a significant interest in the operations of the Group or have significant influence over the way we do business and create value.
CUSTOMERSWe are accountable to those we serve. Our customers are at the heart of our strategy, and we engage in order to adequately respond to their changing needs, to strengthen our offer and to drive our sales |
SUPPLIERSWe are supported by a broad network of suppliers and service providers. We engage to source high-quality products at the best price, and to ensure food safety, sustainable and ethical business practices, innovation and consistent on-shelf availability |
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COMMUNITYThe success of the Group depends on the well-being and prosperity of the communities we serve. We engage to identify social and economic needs and to provide meaningful support and opportunity for sustainable economic growth, for the benefit of all |
FRANCHISEESOur 660 franchise stores are an integral part of the Group, and the success of the franchise model depends on the success of our franchise partners. We engage with our franchisees to find mutually beneficial and sustainable business practices and growth opportunities, to build our scale and extend our reach |
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EMPLOYEESWe are committed to building a winning team. We engage with our staff to communicate strategy and responsibilities, identify needs, recognise and reward good performance and hold each team member accountable for their contribution to the success of the Group |
SHAREHOLDERSWe engage with the investment community in order to provide a comprehensive, consistent and well understood investment case for the Group, so that shareholders are able to make informed investment decisions, and our share can trade at a fair value |
ENGAGEMENT ENABLES US TORead more about our material issues from pages 32 to 36.
