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 communiqués 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