DISTELL GROUP HOLDINGS LIMITED :
CONTENTS
01 Our ESG performance data
09 Distell's carbon footprint (tonnes CO2e)
10 Application of the United Nations Global Compact (UNGC) principles
12 Task Force on Climate-related Financial Disclosures (TCFD) references
13 SASB Standards index
Creating memorable moments. Crafting a better future.
ESG APPENDIX 2022
OUR ESG PERFORMANCE DATA
We actively participate in various national and global industry associations and voluntary initiatives to advance social, environmental and governance best conduct in our business activities.
We are recognised by independent ESG rating and
We adhere to the principle of combined assurance
This year, Distell's internal audit team mapped out the controls that support our environmental, social and governance (ESG) reporting and formally integrated ESG into the Group's combined assurance programme.
Our combined assurance programme aims to help board and management identify assurance gaps as well as opportunities to reduce duplication of efforts. The programme further provides the board with a framework for delegating risk responsibility and for obtaining and aggregating assurance from across the various governance and assurance groups. Furthermore, the combined assurance programme seeks to achieve the following specific objectives:
- Enable an effective control environment
- Support the integrity of information used for internal decision-making by management, the governing body and its committees
- Support the integrity of the Distell's external reports
This year, work performed included facilitating risk and controls workshops with Distell's ESG process and control owners, identifying the relevant risks and controls, mapping assurance activities performed across the different assurance providers, and assessing for any gaps with controls and assurance coverage for our ESG reporting.
As an outcome of the work performed, neither management nor internal audit identified any material ESG control weaknesses or deficiencies. In the year ahead, internal audit will review the supporting internal control processes and activities of our combined assurance programme.
OUR ESG PERFORMANCE DATA
ECONOMIC | 2022 | 2021 | 2020 |
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DRIVING SUSTAINABLE ECONOMIES
Rand value of total revenue generated
Rand value of total revenue generated in South Africa Percentage of revenue generated in South Africa Rand value of total revenue generated per employee Rand value of net profit after tax generated
Rand value of net profit after tax per employee
Rand value of total compensation paid to employees, including wages and benefits
Rand value of total compensation paid to employees, including wages and benefits in South Africa
Percentage of total compensation paid to employees, including wages and benefits in South Africa
R34 | 133 552 000 | R28 | 254 542 000 | R22 | 370 | 224 000 |
R28 | 107 327 885 | R20 | 536 935 000 | R15 | 876 | 373 000 |
82,3% | 72,7% | 71,0% | ||||
R7 405 848 | R6 363 636 | R4 | 617 177 | |||
R1 | 890 140 970 | R2 | 002 489 000 | R394 | 620 000 | |
R470 770 | R515 441 | R91 900 | ||||
R2 | 587 339 000 | R2 | 879 251 000 | R2 | 630 | 684 000 |
R1 | 822 391 105 | * | * | |||
70,4% | 0,0% | 0,0% |
* Data not reported for past financial years.
01 | Distell ESG Appendix 2022 |
OUR ESG PERFORMANCE DATA CONTINUED
We recognise the importance of transparent, accurate and comparable ESG data. This not only enables our stakeholders to better assess our impact on the world around us, but also ensures that we are better equipped to manage our business, people and operations in a way that contributes to sustainable, long-term value.
ECONOMIC | 2022 | 2021 | 2020 | ||||
Total rand value of compensation paid to executive directors - excluding gains realised from long-term incentive plan (LTIP) awards | R15 | 246 000 | R13 | 407 000 | |||
R15 | 320 240 | ||||||
Average compensation per executive director (rands) - excluding gains on the exercise of share options | R7 | 660 120 | R7 | 623 000 | R6 | 703 500 | |
Total rand value of gains realised from LTIP awards - executive directors | R25 | 356 877 | R20 | 876 000 | R4 | 376 000 | |
Total rand value of compensation paid to executive directors - including gains realised from LTIP awards | R40 | 677 117 | R36 | 122 000 | R17 | 783 000 | |
Average compensation per executive director (rands) - including gains realised from LTIP awards | R20 | 338 559 | R18 | 061 000 | R8 | 891 500 | |
Rand value of total taxation | R1 | 030 | 894 000 | R669 | 279 000 | R305 | 009 000 |
Rand value of total taxation paid in South Africa | R886 | 079 471 | R539 | 435 000 | R139 | 717 000 | |
Percentage of total taxes paid in South Africa | 86,0% | 80,6% | 45,8% | ||||
Rand value of funds invested in research and development | R26 | 792 721 | R33 | 428 000 | R27 | 671 000 | |
Rand value of funds invested in research and development - in South Africa | R16 | 074 000 | * | * | |||
Percentage of total funds invested in research and development in South Africa | 60,0% | 0,0% | 0,0% | ||||
Rand value of dividends paid to shareholders | R0 | R0 | R929 | 460 000 | |||
Rand value of movement in retained earnings | R2 | 377 | 124 000 | R1 935 | 840 000 | -R617 160 000 | |
Ratio of payments to employees relative to dividends paid to shareholders | 0,0 | 0,0 | 2,8 | ||||
Ratio of payments to government relative to dividends paid to shareholders | 0,0 | 0,0 | 0,3 | ||||
Rand value of current assets - in South Africa | R13 | 598 | 654 327 | R14 523 | 037 000 | R13 267 | 612 000 |
Rand value of current liabilities - in South Africa | R8 | 753 | 715 442 | R8 | 833 713 | R6 930 | 421 000 |
Rand value of capital expenditures - in South Africa | R1 | 115 | 657 000 | R877 | 800 000 | R1 435 | 000 000 |
* Data not reported for past financial years.
Distell ESG Appendix 2022 | 02 |
OUR ESG PERFORMANCE DATA CONTINUED
GOVERNANCE | 2022 | 2021 | 2020 |
Number of board members | 12 | 12 | |
12 | |||
Number of board members who are deemed non-executive | 10 | 10 | 10 |
Percentage of board members who are deemed non-executive | 83,3% | 83,3% | 83,3% |
Number of board members who are deemed executive | 2 | 2 | 2 |
Number of board members who are deemed 'independent' | 8 | 8 | 8 |
Percentage of board members who are deemed 'independent' | 66,7% | 66,7% | 66,7% |
Number of board members who are deemed historically-disadvantaged South Africans ('HDSA') | 3 | 3 | 3 |
Percentage of board members who are deemed 'HDSA' | 25,0% | 25,0% | 25,0% |
Number of board members who are women | 3 | 3 | 3 |
Percentage of board members who are women | 25,0% | 25,0% | 25,0% |
Average length of executive director service (in years) | 8,5 | 7,5 | 6,5 |
Average length of non-executive director service (in years) | 10 | 9 | 8 |
Average length of director (full board) service (in years) | 9,9 | 8,9 | 7,9 |
Average age of directors (in years) | 60,2 | 59 | 58 |
Overall board and committee meeting attendance | 93,7% | 95,8% | 95,1% |
Auditor remuneration: % of non-audit fees | 37,2% | 21,6% | 12,1% |
Length of current auditor's service | 77 | 76 | 75 |
Fees paid to executive/board remuneration consultants during the reporting period | Yes | No | No |
03 | Distell ESG Appendix 2022 |
OUR ESG PERFORMANCE DATA CONTINUED
LABOUR | 2022 | 2021 | 2020 |
Total number of employees | 4 440 | 4 845 | |
4 609 | |||
Percentage of management (top and senior) deemed 'HDSA' | 35% | 37% | 35% |
Percentage of management (top and senior) who are women | 27% | 26% | 25% |
Percentage of employees who are deemed 'HDSA' | 75% | 75% | 75,05% |
Percentage of employees who are women | 35% | 35% | 32% |
Percentage of employees who are 'permanent' | 79,04% | 80,97% | 83,51% |
Number of employees who are deemed 'disabled' | 54 | 60 | 46 |
Disabled persons rate | 1,17% | 1,35% | 0,95% |
Percentage of employees who belong to a trade union | 30% | 29% | 25% |
Employee turnover (i.e., number of persons who departed relative to the total number of employees at year end) | 9,1% | 21,1% | 8,8% |
Total number of person hours worked (PHW) - calculated | 8 406 816 | 8 098 560 | 8 837 280 |
Rand value of employee training spend | R26 100 000 | R24 500 000 | R24 600 000 |
Total number of person days lost due to absenteeism | 161 | 127 | 550 |
B-BBEE level | 3 | 4 | 4 |
Spend with black-owned businesses as a % of total procurement spend (%) | 29,3 | 25,4 | 19,0 |
Spend with black women-owned businesses as a % of total procurement spend (%) | 16,3 | 18,2 | 8,0 |
Learning and development split: learnerships (%) | 23,0 | 30,6 | 24,5 |
Learning and development split: internships (%) | 5,2 | 8,6 | 13,2 |
Learning and development split: leaderships (%) | 12,7 | 15,1 | 5,8 |
Learning and development split: other, including skills and mentorship (%) | 59,1 | 45,7 | 56,5 |
Learners who are previously-disadvantaged individuals (PDIs): learnerships (%) | 100,0 | 99,6 | 97,0 |
Learners who are PDIs: internships (%) | 100,0 | 100,0 | 100,0 |
Learners who are PDIs: leaderships (%) | 90,3 | 59,1 | 84,0 |
Distell ESG Appendix 2022 | 04 |
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Distell Group Holdings Limited published this content on 23 September 2022 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 23 September 2022 15:42:05 UTC.
