Operational review Bidvest FoodService

  • Revenue up to R59,6 billion in challenging conditions
  • Strong performance by Asia Pacific businesses
  • Wide geographic reach cushions impact of low growth in key markets
  • Innovation drives continued market-share gains
  • Strategic commitment to e-commerce underpins performance
  • Investment maintained while economies of scale are achieved

Market-leading foodservice product distributors in its chosen geographies, operating through strategically located independent business units servicing the catering, hospitality, leisure, bakery, poultry, meat and food-processing industries.

 

Bernard Berson
Chief executive

 

Revenue

R59,6 billion

2,2% increase

Trading profit

R2,0 million

0,7% decrease

 

 

 

Financial indicators
(for the year ended June 30)
2011
R’m
2010
R’m
Revenue 59 645,6 58 389,9
Trading profit 2 031,7 2 046,0
Operating assets 14 323,9 12 784,9
Operating liabilities 9 833,3 8 786,3
Depreciation 569,8 600,6
Amortisation and impairments of intangible assets 223,4 70,0
Goodwill and intangible assets 5 881,8 5 253,1
Sustainable development indicator overview    
Employees 17 880 17 804
Total training spend (R’000) 24 697 24 376
Training spend per employee (R) 1 381 1 369
Employees attending HIV/Aids training (%) 3,0 2,2
Lost-time injury frequency rate 17,1 9,8
Work-related fatalities (number) – 1
CSI spend (R’000) 10 318 8 674
Total water usage (litres ’000) 634 301 547 597
Total electricity usage (including electricity from renewable sources) (kWh ’000) 230 039 225 603*
Petrol (litres) 3 695 481 3 702 779
Diesel and biofuel (litres) 46 628 393 44 176 228
Total carbon emissions (tonnes) 262 431 248 958*
Carbon emissions per employee (tonnes) 14,7 14,0*
* 2010 restated figures.    

 

QUICK LINK: Historic sustainable development data

Material issues

  • Increasing volatility in trading conditions
  • Declining markets in Europe and South Africa
  • Increasing demand and legislative pressure for accurate labelling and product information
  • Continuing need to maintain and upgrade food safety standards and procedures
  • Continuing need to improve energy efficiency and reduce carbon emissions through new technologies and routing efficiencies
  • Focus on ongoing staff training for career development, succession planning and safety