The Bidvest Group

Strategic Business Model

mpumi
Mpumi Madisa
Executive director

Our values

We are committed to conducting healthy business practices which support our Company values of respect, honesty, integrity and accountability, ensuring a stable employment environment and the ongoing sustainability of Bidvest. We subscribe to a philosophy of transparency, excellence and innovation in all our business dealings.

Creating shareholder value

Bidvest is a services, trading and distribution company that employs 130 000 people and has a vast and varied external stakeholder group. Bidvest operates a diversified, highly entrepreneurial model with teams that are empowered to grow their respective businesses.


2016 TURNOVER
R91,8 billion
VALUE ADDED

TOTAL WEALTH CREATED: R24,0 BILLION

Employees R14,4 billion

Government (taxes) R1,2 billion

Providers of capital R4,5 billion

Retained for growth R3,9 billion

PEOPLE
INPUTS
Our human and intellectual capital is our people’s competencies, their experience and business knowledge.
OUTCOMES
  • Safety
  • Skills and talent retention
  • Health and wellness
  • Labour relations
  • Community investment
MATERIAL FOCUS AREAS*
  • Small talent pool and limited skilled resources
  • Succession planning
  • Industrial action
COMMENTARY*
  • Investment in training, career pathing and graduate programmes
  • Grow talented individuals with a B-BBEE emphasis
  • Ongoing communications with unions
PRODUCTS AND SERVICES
INPUTS
Our financial capital comprises a significant local and international shareholder base, a vote of confidence in Bidvest and its people.
OUTCOMES
  • Financial highlights
  • Financial controls
  • Exchange rate volatility
MATERIAL FOCUS AREAS*
  • Asset management
  • Increasingly complex business environment
  • Increasingly onerous and challenging tax regulations
  • Cost-effective IT systems and support structures
COMMENTARY*
  • Financial controls and pursuing efficiencies and cost savings
  • Responsible asset management remains a critical focus area
  • Continual monitoring of tax compliance
  • Adapt IT governance framework to support effective and efficient management of the business
PERFORMANCE
INPUTS
Our social and relationship capital goes to brand reputation and working together with our customers and suppliers to find value adding solutions within their specific industries.
MATERIAL FOCUS AREAS*
  • Remaining competitive and relevant
  • Maintaining long-term relationships with key suppliers and customers
  • Nurturing long-term ongoing relationships with government
COMMENTARY*
  • Reviewing non-core businesses in portfolio
  • Broadening and innovating our product portfolio
  • Ongoing stakeholder engagement, regular feedback from sustainability champions
  • Fostering positive long-term relationships with key suppliers and customers
PLANET
INPUTS
We have a low carbon footprint. In our definition of natural capital we continually strive to minimise our environmental impact and leave our planet in good working order for future generations. Water scarcity is a particular focus area. We see water as the foundation of life which has a significant impact on many of our businesse
MATERIAL FOCUS AREAS*
  • Ensure the future of our planet
  • Minimise impact of rising costs of fuel and electricity
MATERIAL FOCUS AREAS*
  • Energy crisis
  • Environmental impact consciousness
COMMENTARY*
  • Continued monitoring and managing fuel usage
  • Manage water and energy consumption in relevant industry sectors