Annual integrated report 2017

30 / 166

Our water consumption has largely remained
constant, however we do recognise that we
have operations in water sensitive areas that
require astute management. At our Verissimo
Drive plant in Auckland, our largest site in
New Zealand, we have installed a 200 kilolitre
rain-harvesting tank that is used for non-
drinking purposes such as irrigation and the
washing of our fleet.
At Verissimo Drive, two new compacting
balers have been introduced to improve the
cardboard and plastic recycling measures
at the plant. In addition to saving physical
space, our recycling rates and revenue
generated from these initiatives has
increased significantly.
Employee development
Unfortunately we are reporting an increase
in our lost time injury frequency rate this year
(12-16/200 000 hours). This is a concern
to us as employee development is a key
operational focus. Expenditure on staff
training continues to increase and we are
implementing innovative practices, such as
eye training technology for our fleet in New
Zealand that detects driver fatigue and poor
driving practices.
Health and safety procedures are well-drilled
in all our New Zealand sites, and close
analysis made of typical workplace injuries
and appropriate remedial action.
Our Australian operations are directed by
a Quality, Safety, Environmental and Food
Safety Policy that outlines strict occupational,
health and safety procedures at all our
Australian branches.
See:
sustainability
Community and social support
In addition to donations made to sports
teams and smaller charities, much of our
community outreach work has been in the
support of youth development.
We have a long history of collaboration
with the Graham Dingle Foundation
(formerly the Foundation for Youth
Development) in New Zealand. Over
the past nine years we have been able
to fundraise and direct some NZ$600k,
including NZ$114k in 2017, in support of the
Foundation’s work with vulnerable children.
This is achieved by donating a percentage of
the sales of our Smart Choice home brand
products to the GDF.
In a country such as New Zealand, which
has the highest youth suicide rate in the
OECD and in which 20% of children live in
relative hunger, we believe the GDF’s work
to be well researched and sustainable. Our
contribution is helping over 15 500 students
in 89 schools build the emotional intelligence
to cope with life’s challenges.
In Australia we support the Daniel Morcombe
Foundation, through fundraising and event
support, in their programmes of child safety,
awareness and assistance to young victims
of crime. We directly support the KickStart
for Kids programme through the donation of
over A$30k in milk that assists KickStart in
providing breakfasts, lunches and mentoring
programmes in Australian schools.
We directly sponsor two youth chef
development programmes – “Fonterra Proud
to be a Chef” and “Nestle Golden Chef’s Hat
Award”. This forms part of our endeavour to
promote and support the local food service
sector in Australia.
Sustainability
As a primary market, with a long history in
this region, sustainability and social outreach
are important components of the work we
do in Australasia. Our suppliers, customers
and communities within whom we work
are environmentally and socially aware, and
expect the highest standards from us.
Environmental commitment
Fuel consumption, energy, water and
waste are the key focus areas that drive
our environmental initiatives. These form
the foundation of our environmental
management procedures, which includes
the implementation of the ISO14001
environmental management system in all our
Australian sites.
An increase in diesel consumption during
the year was expected due to increase in
business activity. Despite this, efforts are
being addressed to ensure that we are as
fuel efficient as possible. In 2018, we plan
to pilot an electric delivery truck in New
Zealand, in partnership with manufacturer
Vuso. In addition to its environmental
advantages, the truck is reported to incur
30% lower maintenance costs; with weight
and payload specifications that make it an
ideal inner-city delivery vehicle.
Deployment of various energy-efficiency
technologies has been at the forefront of
our drive to reduce electricity consumption
across both countries. Smart (LED) lighting
and motion sensor units have been installed
in all our Australian branch warehouses and
solar panel arrays installed at selected sites.
In New Zealand, LED lighting and motion
sensors have now been fitted in all our older
distribution centres (DCs), and are standard
features in all new DCs.
Female
employees
Male
employees
Lost-time injury
frequency rate (LTIFR)
Employee
training spend
1 184 3 199 16 R1,8m
2016: 1 042 2016: 2 995 2016: 12* 2016: R1,6m
LABOUR
Number of employees Fatalities Payroll spend
4 383 0 R3,2bn
2016: 4 037 2016: 0 2016: R2,8bn
SOCIAL
CSI spend
R2,3m
2016: R3,1m
DIVISIONAL REVIEWS Annual integrated report 2017
Bid Corporation Limited 26