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BLUE LABEL INTEGRATED ANNUAL REPORT 2016
Stakeholder relations
continued
Stakeholder
group
Nature of engagement
Method of engagement
Dialogue process and
outcomes
Employees
– investing in
the
development
of our people
Continuous communication
with employees covers
matters of a strategic,
financial and operational
nature, including new
developments, product
launches, health and safety
initiatives, internal policies
and practices such as the
ethics hotline, competitions,
business initiatives, charitable
initiatives, human resource
matters, staff wellness,
staff-related news and
regulatory and compliance
matters.
Blue Label also holds an
annual off-site conference
attended by Directors and
Senior Management. The
purpose of the conference is
to obtain input and feedback
from attendees on strategic
and common operational
matters. Subsidiaries host
their own management, sales
and strategy conferences at
least once a year.
Staff meetings, newsletters,
posters, e-mails, staff notices
posted on notice boards, in
the canteen and in elevators,
lunch and coffee station
discussions, management
presentations and briefings
of strategy updates, financial
and personal performance.
For those staff based in
outside regions, access to
relevant information is
directed via the MyTrack
portal. Other forms of
engagement include wellness
days, a carnival day, blood
donor drives, health
campaigns, the year-end
awards ceremony, and social
events with employees,
customers and service
providers. More details are
provided in the human
capital section on page 72.
From time to time, keynote
and motivational speakers
are invited to address
discussion groups, breakaway
sessions and team building
exercises.
Newly appointed staff attend an
induction programme held at
the beginning of each month.
Innovation in our
entrepreneurial environment is
nurtured and motivation and
values are reinforced in a safe
and rewarding environment.
Focus is on balancing the
organisation’s entrepreneurial
spirit with a structured work
environment by streamlining
processes and procedures in a
relatively flat organogram and
an open communication system.
Staff performance is reviewed
bi-annually with the intention of
measuring performance and
reviewing salaries. There is a
forum to which staff may make
recommendations and/or
requests.
External training, coaching and
mentoring programmes are
available to staff on the
recommendation of their line
manager.
See page 70 for more details.
In terms of King III and the Board’s requirement to address stakeholder
management, the Board’s approach to stakeholder engagement includes:
•
identifying and engaging with important stakeholders;
•
appreciating that stakeholder perceptions affect reputation, and therefore
managing reputation risk;
•
delegating to management the responsibility to deal with stakeholder
relationships;
•
overseeing the mechanisms and processes for the constructive engagement of
stakeholders;
•
disclosing stakeholder engagement in the integrated annual report;
•
striving to achieve a balance of stakeholders’ legitimate expectations in the best
interests of the Group; and
•
ensuring equitable treatment of shareholders.