WoolWorths holdings limited 2013 good BUsiness JoUrneY report

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VALUE CREATED The value that we have created for our various stakeholder groups is a key measure of the positive impact that we have on the South African economy. The table below shows our value added over the last three years. 2013 Rm 2012 Rm 2011 Rm VALUE-ADDED Revenue and earnings from joint ventures and associate 35 588 28 952 25 977 Less: Cost of sales 21 674 18 419 16 683 Cost of services and other operating expenses 4 337 3 114 2 871 9 577 7 419 6 423 DISTRIBUTION OF WEALTH To employees as salaries, wages and other benefits 4 636 3 478 3 166 To government as income tax (including deferred tax) 1 009 811 659 To lenders as finance costs 68 38 84 Depreciation, amortisation and impairment 767 606 513 Social contribution 500 438 370 To shareholders: – Earnings retained 957 749 713 – Dividends 1 640 1 299 918 9 577 7 419 6 423 DISTRIBUTION OF WEALTH To employees as salaries, wages and other benefits To government as income tax (including deferred tax) To lenders as finance costs Depreciation, amortisation and impairment Social contribution To shareholders 48% 2013 11% 1% 8% 5% 27% 47% 49% 2012 2011 11% 1% 8% 6% 27% 10% 2% 8% 6% 25% 2013 GOOD BUSINESS JOURNEY / WHL 19
SETTInG out STAKEHOLDER ENGAGEMENT WE BELIEVE THAT BUILDING STRONG STAKEHOLDER relationships and PARTNERSHIPS IS KEY TO BUILDING A MORE SUSTAINABLE BUSINESS AND FUTURE. Woolworths has always focused on understanding the needs and views of a range of stakeholders – customers, shareholders and employees being arguably the most developed areas – but we have been working to refine our approach, and ensure greater consistency and improved feedback loops across all stakeholder groups. With the developments in regulation and oversight around governance set out by King III, and the concept of integrated reporting in particular – formalising a corporate approach to stakeholder engagement has become increasingly important. We have made good progress on consolidating our stakeholder engagement activities, understanding the “relationship owner” and consolidating information resulting from these activities. In the process we prioritise our input and feedback based on the degree to which a particular stakeholder or group is impacted upon by our activities and the degree to which a particular stakeholder or group can influence the outcome or success of our activities. Some of the key principles upon which we are basing our stakeholder engagement approach are: • Constructive and co-operative engagements • Openness and transparency • Mutual respect • Supportive and responsive interaction • Work towards regular and structured engagements • Engagements to be based on business critical aspects, national priorities and material issues for the business • Recognising that all stakeholders are also existing or potential customers The WHL group’s stakeholder universe includes communities, business partners, unions, industry bodies, government, regulators etc. To focus our reporting on these stakeholders, we have mapped them according to materiality – in this case their ability to impact strategic planning and decision making. Although we consider the entire universe of stakeholders in our engagement planning, we focus our reporting on material stakeholders in our Integrated Report, while we go into more depth regarding a broader range of stakeholders in this report. WHL 20 / 2013 GOOD BUSINESS JOURNEY
Page 1 and 2: Woolworths Holdings Limited 2013 GO
Page 4 and 5: CONTENTS 4 Setting out 6 10 10 10 1
Page 7 and 8: setting out KEY SUSTAINABILITY INDI
Page 9 and 10: setting out How we’re rated Woolw
Page 11 and 12: setting out ABOUT US Woolworths Hol
Page 13 and 14: setting out CEO/Chairman’s Statem
Page 15 and 16: SETTING OUT MANAGING SUSTAINABILITY
Page 17 and 18: SETTInG out GOVERNANCE OF SUSTAINAB
Page 19: SETTING OUT CONTRIBUTION TO THE SOU
Page 23 and 24: SETTInG out STAKEHOLDER WHY WE ENGA
Page 25 and 26: SETTInG out STAKEHOLDER WHY WE ENGA
Page 27 and 28: SETTInG out CASE STUDY: WOOLWORTHS
Page 29 and 30: SETTInG out GROWING OUR EMPLOYEE UN
Page 31 and 32: CASE STUDY: WOOLWORTHS AND WWF-SA
Page 33 and 34: transformation and corporate social
Page 35 and 36: Transformation and corporate social
Page 41 and 42: CASE STUDY: CHILD SAFETY Every year
Page 45 and 46: CASE STUDY: WOOLWORTHS MAKING THE D
Page 47 and 48: social 49 Our People 54 Our Custome
Page 49 and 50: Social social Entrench a culture wh
Page 51 and 52: Social formal and informal developm
Page 53 and 54: Social EMPLOYMENT BRAND Building ou
Page 55 and 56: Social Our customers OUR GOOD FOOD
Page 57 and 58: Social CASE STUDY - Food safety and
Page 59 and 60: Social our SUPPLIERs Woolworths wor
Page 61 and 62: We remain dedicated to selling prod
Page 63 and 64: ENVIRONMENT Our key initiatives und
Page 65 and 66: Environment SUSTAINABLE AGRICULTURE
Page 67 and 68: Environment CASE STUDY: GREENPAK Gr
Page 70 and 71:
Environment FISHING FOR THE FUTURE
Page 73 and 74:
Environment CASE STUDY: UTZ CERTIFI
Page 75 and 76:
Environment WATER South Africa is a
Page 77 and 78:
Environment WASTE By using recycled
Page 79 and 80:
Environment STORE OPERATIONS Woolwo
Page 81:
climate change and energy 84 Carbon
Page 84 and 85:
Commitment and progress Commitment
Page 86 and 87:
climate change and energy engines,
Page 88 and 89:
climate change and energy GREEN BUI
Page 90 and 91:
Comparatvie information Scope Sourc
Page 92 and 93:
Woolworths, Winter 2013
Page 94 and 95:
the broader whl group Africa GDP gr
Page 96 and 97:
the broader whl group COUNTRY ROAD
Page 98 and 99:
the broader whl group Saving Water
Page 100:
Summary of Work Performed Set out b
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WoolWorths holdings limited 2013 good BUsiness JoUrneY report

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