Strategy: "All about the food"



Bidcorp commitment to sustainability

The diverse environmental and socio-economic realities in which we operate, demand different and flexible responses to issues of sustainability. In line with Bidcorp's managerial approach, we believe that our individual companies are best positioned to respond to the sustainability priorities of their operations - from a legislative, resource availability, employee and social investment perspective.

Bidcorp builds on this decentralised base through group-wide policies on bribery, corruption, environmental management, and critical sustainability metrics businesses are required to report on.

Sustainability governance

The board's social and ethics committee oversees the quarterly reporting of the group's sustainability activities. While the decentralised business model promotes appropriate responses from our companies, the committee is guided by a group-wide materiality assessment and stakeholder impact analysis. Key among these, include responsible product sourcing, environmental impact, employee well being, and our responsibility as a corporate entity to support social investment programmes.

Responsible product sourcing

As a foodservices company, our global products are sourced from a variety of third party suppliers in differing geographies. We must be able to guarantee quality and ethically produced products and, hence, we uphold a code of conduct that stipulates environmental standards, human rights, employee working conditions, occupational health and safety standards and business ethics that we believe reflect the integrity of Bidcorp.

Environmental commitment

We view our environmental reporting as an ever-developing strategic focus. Environmental management equates to sound business management as much as it relates to protection of our planet. Our environmental impact is largely driven by consumption of various resources that are high-cost items in our operational budgets such as fuel sources for our fleet. Of these, we have achieved consistency in consumption over the past two years against a backdrop of higher growth.

This year we have expanded the reportable metrics of environmental measurement across our group. This provides a more complete picture of our global carbon footprint and wider environmental impact. Going forward we will intend to report on emissions from air-conditioning and refrigerant equipment, and begin to track relevant emissions from our supply chain.

Although our own operations are not significant water consumers, we acknowledge that many of our suppliers are reliant on suitable quantities of good quality water to produce our products and they may be located in water stressed areas. Climatic change will have an impact on these operations and we need to be cognisant of how water is managed in our value chain.

Waste continues to be an important and relevant issue. Most of our waste is associated with packaging materials and food waste. We try to manage these issues by encouraging recycling (often promoting enterprise development as a result) and partnering with charitable food banks to ensure waste is minimised.

Employee development

Employee numbers have increased in line with business growth. Our management teams are committed to diversity and transformation principles in new appointments and internal promotion.

Employee training programmes are receiving attention, as skills development and retention is critical. Group-wide expenditure on employee training programmes has increased by 145% during 2017.

The number of lost time injuries has decreased by 45% across the group, indicating increased focus on our occupational health and safety measures. We are pleased to report that for a second year running there were no workplace fatalities to report.

Community and social support

We are aware that we are part of a larger social fabric and encourage our companies to contribute in meaningful ways to the communities in which they operate. Such support typically centres on educational projects, hospitals, orphanages and hospice donations Contributions vary from product and financial sponsorship to time and expertise.



Number of employees
25 613
2016: 24 064
 2016: 0
 Payroll spend
 R14 034m
 2016: 12 500m
7 015 18 598
2016: 6 448 2016: 17 616
 Lost-time injury
 frequency rate
 2016: 73*
 training spend
 2016: R34,4m
CSI spend
 2016: R10,0m*


 Diesel (litres)*  Petrol (litres)  LPG (kg)  LNG (kg)  Biodiesel (litres)
 67 588 415  3 265 317  91 161  1 778 962  42 967
 2016: 69 164 701  2016: 3 314 127  2016: 79 971*  2016: 1 724 806  2016: 74 319
Electricity (kWh)
 Non-renewable  Renewable
 293 931 773  1 353 572
 2016: 279 340 855  2016: 860 459
 1 010 145
 2016: 890 439
Scope 1 emissions
(tCO2e) (excl refrigerants
and aircon gases)
  Scope 2 emissions
193 403   154 750
2016: 187 090   NR
* Restated. NR = not reported.