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Due to volatility in availability and price, fuel
conservation is critical to the successful
functioning of our fleets. Despite the
significant increase in our revenue and profit,
our diesel and petrol consumption increased
only marginally, indicating improved
efficiencies in distribution of our product. In
many regions, we implement driver-training
programmes aimed at improved driving
behaviour, and in our Turkish operation route
optimisation is scrutinised to ensure fuel
consumption is kept to a minimum.
Energy, and particularly electricity, is similarly
managed. Although our overall electricity
consumption has increased during 2017
(a result of larger warehousing in our UAE
and South African operations), technologies
such as thermostats in our Brazilian freezers;
installation of LED lighting and sensor control
in the BF operations; and timers on geysers
at CP operations in South Africa, are just
some of the energy efficiency initiatives being
adopted.
Water consumption has also increased as
a result of larger premises and increased
production. As many of our operations are
located in water stressed and vulnerable
areas, there is an obvious need to focus
on our water usage patterns. Rainwater is
harvested and used in Brazil for bathrooms
and vehicle wash bays; boreholes supply our
evaporative coolers, gardens and wash bays
in South Africa; and, high-pressure steam
is being used instead of cold water for the
cleaning of equipment.
Waste generation is an area of growing
concern, with many regions implementing
waste management and recycling
programmes. Turkey is obliged to report,
by legislation, all potential waste entered
into the market as a result of our activities.
Consequently, an arrangement with the
ÇEVKO Foundation ensures that 54% of the
operation’s packing waste is recycled.
Employee development
Due to the nature of the markets in which
we operate, and the need for specialist
commercial expertise, much of our employee
development focuses on skills and career
training. This includes both current and
potential employees.
Programmes for disabled and unemployed
initiated by BF and mentored through a
Management Development Programme at
the University of Witwatersrand’s Business
School (WBS). Following the academic
training, all were offered internships and
have ultimately been employed fulltime in the
company.
Individuals, living with disabilities, are
currently enrolled in a New Managers
Programme at WBS, and will be offered
future internships.
Community and social support
Outside of our internal employee investment
activities, there has been a marked increase
in expenditure towards external social
programmes. Some of this has been in
the form of direct support to charities,
schools, and old age homes, such as with
our Brazilian operations, whilst our UAE
operations are increasing their investment in
alignment with government directives and
supporting autism, foodbanks and reading
projects.
However, in our fourth quarter, Istanbul
occupancy rates moved up strongly and
there were signs of a recovery in the hotel,
restaurant and catering sector.
An exclusive agreement was signed with
Campari for distribution of the group’s
products across Turkey.
Sustainability
With operations in four continents (Africa,
Middle East, Asia and South America),
managing sustainability in our emerging
markets is as diverse as the regions in which
we operate. From the sustainable sourcing
of product to the social projects we invest in,
each region faces unique challenges.
Responsible product sourcing
With strong consumer awareness in South
Africa, the sustainable sourcing of product
is a top priority. BF has upheld a sustainable
seafood policy that ensures all seafood
products on offer are properly labelled with
information relating to species, origin and
method of production.
Similarly, CFG (a manufacturer and distributor
of meat, poultry, dairy and general food
ingredients) requests all its suppliers to be
accredited by Fairtrade or UTZ sustainable
farming certifications.
Environmental commitment
In many respects, environmental challenges
facing our operations in emerging markets
require greater managerial response than
those in more developed markets. In
some instances the management of water,
electricity and fuel is built into company
management incentive programmes, and
monitored frequently.
Female
employees
Male
employees
Lost-time injury
frequency rate
(LTIFR)
Employee
training spend
2 110
3 936 9
R14,0m
2016: 1 730
2016: 3 585
2016: 38
2016: R10,0m
LABOUR
Number of employees
Fatalities
Payroll spend
6 046
0
R1,7bn
2016: 5 315
2016: 0
2016: R1,1bn
SOCIAL
CSI spend
R2,2m
2016: R1,1m
DIVISIONAL REVIEWS
Annual integrated report 2017
Bid Corporation Limited
38