Stakeholders who help us create value

We rely on eight key stakeholder groups to create value. Here we disclose the key issues of each and our actions to address these. We also provide an assessment of our relationships and the links to our material issues.

Key issues Our actions   Key issues Our actions
  • Group strategy and performance
  • Transfer of funds from Angola, Nigeria and Zimbabwe
  • Debt profile
  • Remuneration of executives
  • Issued trading updates and held pre-closed period telephonic calls
  • Rationalised factories and reduced installed capacity
  • Transferred R3.5 billion from Angola, Nigeria and Zimbabwe
  • Negotiated R12.5 billion revolving credit facility to replace existing loan facilities
  • Increased our engagement with shareholders and proxy advisers on remuneration
  • Workplace safety
  • Ongoing skills development
  • Restructuring and job losses as a result of rationalisation
  • Performance management
  • Staff morale
  • Reduced LTIFR to 0.27 from 0.41 in 2017, 0.48 in 2016 and 0.89 in 2015
  • Regrettably Ngwato Matsimela was killed in an accident at Bevcan Springs on 24 October 2018. We express our sincere condolences to his family.
  • 143 employees completed various management training programmes across all levels
  • Stepped up our engagement with employees on the group's restructuring
  • Endeavoured to minimise retrenchments


Key issues Our actions   Key issues Our actions
  • Job losses across the manufacturing sector
  • Nampak Enterprise Bargaining Forum
  • Continual restructuring of the business
  • Entrenched Nampak Enterprise Bargaining Forum
  • Entered second year of three-year wage agreement
  • Involved unions in need to restructure for long-term sustainability
  • Retaining key customers amid increased competition
  • Developing new customers in new markets
  • Ensuring constructive customer relationships
  • Offering quality and innovation
  • Concluded supply contracts with some major customers, lost some contracts
  • Continued to invest in modern equipment
  • Provided quality products in full and on time

Key issues Our actions   Key issues Our actions
  • Benefits of "buy better" initiative
  • B-BBEE procurement targets
  • Consistent supply of quality raw materials
  • Centralised procurement to generate savings
  • Reviewed procurement policy
  • Examined spares procurement channel
  • Increased purchases from accredited B-BBEE suppliers
  • Streamlined head office procurement department
  • Waste management
  • Public pressure on use of plastic packaging
  • Tax on sugar-sweetened beverages
  • Weak manufacturing activity in South Africa
  • Engaged with forums on waste management plans
  • In collaboration with our customers we reduced the sizes of beverage cans which lessens the impact of the "sugar tax" levied on them
  • Continued to participate in the Manufacturing Circle's efforts to stimulate the sector including its Map to a million new jobs initiative

Key issues Our actions   Key issues Our actions
  • Compliance with good governance and regulatory requirements
  • Sound relations with local authorities
  • Plastic bottle deposit in the UK
  • Proposed taxes on carbon emissions and health promotion levy
  • Maintained comprehensive governance policies and practices
  • Complied with JSE and revenue authorities
  • Engaged constructively with municipalities
  • Contributed to HM Treasury's call for evidence on plastic tax in UK
  • Reduced size of cans for CSDs
  • Supporting the communities in which we operate
  • Contributing to secondary and tertiary education
  • The need for environmental education
  • Contributed R7.6 million to social investment
  • Extended our support to partnered schools for 16th year
  • Granted bursaries totalling R3.8 million
  • Continued support for Eco-schools initiative

Strong relationships     Cordial relationships     Weak relationships