Stakeholder engagement

Datatec recognises stakeholder engagement as key to its corporate accountability and has identified key stakeholder groups who may impact on, or be impacted by, its business strategy, activities and policies.

We engage in proactive dialogue with key stakeholders aimed at establishing and maintaining an open and transparent relationship based on trust and mutual respect.

We engage a broad range of stakeholders through various channels with the aim of identifying and addressing areas of mutual interest. Datatec continues to conduct materiality assessments at Group and divisional board and management levels. We recognise this is a dynamic process due to the changing nature of material issues.

  Stakeholder   Stakeholder material issues   Engagement   How feedback informs strategy   Responsibility  
  Shareholders
 
  • Sustainable, long-term, above-average returns (dividends; share price)
  • Governance
  • Risk management
  • Credibility (trust and reputation)
  • Timely, transparent and full disclosure (financial and non-financial matters)
 
  • Formal investor relations policy
  • Integrated Report
  • Corporate website
  • SENS/RNS announcements
  • Interim management statements
  • Investor roadshows and 1:1 meetings
  • Analyst interaction
  • Formal shareholder meetings, Annual General Meeting and shareholder general meetings
  • Subscriber-based email notifications
  • Regulatory notices
  • Media
 
  • Discussed at Board/Board committee meetings
 
  • Chairman
  • CEO
  • CFO
  • Company Secretary
  • Group Investor Relations Manager
 
  Financial institutions and debt funders (including major vendors as suppliers of credit)
 
  • Reporting and disclosure
  • Financial health
  • Liquidity
  • Ratios
  • Cash generation
  • Risk management
  • Growth prospects
  • Compliance
  • Covenant adherence
 
  • Regular personal interaction
 
  • Discussed at Board meetings
  • Discussed at divisional board meetings
 
  • CEO
  • CFO and finance team
  • Divisional CEOs
  • Divisional CFOs
 
  Employees
 
  • Incentives and rewards
  • Non-discriminatory work environment
  • Ongoing training and personal development
  • Opportunities to obtain multiple vendor accreditations
  • Nature, variety and breadth of work
  • Opportunity to be empowered at a junior level
 
  • Decentralised engagement programmes – operation specific
  • Employee engagement surveys at divisional level to develop a consistent employee engagement metric
  • Education, training and development programmes – operation
  • Ongoing managing director email communiquĂ©s and town hall meetings within operations
  • Annual sales and marketing team meetings
  • Employee performance assessments
  • Group and regional tracking of employee turnover rate and drivers
 
  • Employee feedback is currently limited to operational level and addressed at divisional level by country. Divisional Exco reports any major issues that come to its attention to Group Exco, which may be escalated to Board level where strategy is affected
 
  • CEO
  • Remuneration Committee
  • Divisional CEOs
 
  Customers
 
  • Best value, optimum solution
  • Effectiveness of systems
  • Value for money
  • Premium (best-in-class) vendors
  • Vendor profile (broad offering)
  • High degree of technical competence
  • Sustainability and performance
  • Quality of service
  • Diverse product and service offering across Group
  • Reputational issues
  • Innovation and early adaptation to emerging trends
 
  • 1:1 meetings
  • 1:1 technical interaction pre-sales and post-implementation
  • Working in partnership with customers and vendors
  • Customer satisfaction surveys
  • Marketing collateral
  • Social media
  • Functions and events
 
  • Customer feedback dovetails with vendor feedback
    (see Vendors below)
  • Addressed at divisional level
  • Report back to the Board
 
  • Group and divisional CEOs and CFOs
 
  Vendors (suppliers)
 
  • Alignment with vendor approach to market messaging
  • Breadth of offering using the vendor products
  • Customer procurement (methodology and targets)
  • Meeting vendor financial targets
  • Meeting vendor customer satisfaction metrics
  • Accreditations (training)
  • Quality of training programmes
  • Maintaining technical edge in light of ongoing market evolution
  • Scope for alignment and scale of operations
  • Customer satisfaction
  • Quality of service
  • Geographic reach
  • Financial health
  • Reputational issues
  • Innovation and early adaptation to emerging trends
 
  • Vendor conferences
  • 1:1 interaction at all levels
  • Vendor satisfaction surveys
  • Vendor audits and assessments
  • Contract renewal process
 
  • Discussed at divisional board meetings
  • Report back to the Board
  • Vendor audit results are tabled at divisional management level and addressed where applicable
 
  • Group and divisional CEOs and CFOs
 
  Governments and regulators (region dependent)
 
  • Investment
  • Employment
  • Taxation
  • Compliance
  • Impact on energy usage (IT centres)
  • Import and customs controls
 
  • Formal regulatory enquiries/onsite governance
    assessments
  • Regular proactive submissions and personal interaction
 
  • Discussed at Board/Board committee meetings
  • Addressed at operational level
 
  • Group and divisional CFOs
  • Company Secretary
 
  Foundation beneficiaries
 
  • Development of education (specifically mathematics, science and IT) in previously disadvantaged communities
  • Charitable and compassionate aid
 
  • Datatec Educational and Technology Foundation
    meetings
  • 1:1 meetings with current and prospective beneficiaries
  • Review and feedback on status reports
  • Site visits
 
  • Discussed at Social and Ethics Committee and Board meetings
 
  • Group Corporate Director
  • Group Investor Relations Manager
  • Trustees of the Foundation