Creating value through good governance
The Tiger Brands board provides effective leadership and strategic direction in the best interest of the company and its stakeholders. The board embraces the principles of ethical leadership and good corporate governance aligned to the King IV Report on Corporate Governance, the JSE Listings Requirements, the Companies Act and other relevant laws and regulations. In executing its mandate, the board regularly reviews its business model to ensure that it supports long-term value creation, that effective systems of risk management and internal control are in place, and that a culture of ethical leadership has been established across the group.
In this year’s integrated annual report, we have chosen to provide a summarised review of those governance activities pertaining to value creation. This includes an overview of the skills and diversity of our leadership team , a review of the board’s main focus areas of discussion during the year, see below, and a detailed summary of our remuneration policies and practices. Additional information on our governance policies and activities, including on the application and explanation of the King IV principles, is available online at www.tigerbrands.com.
| Board | Special board |
Audit committee |
Special audit committee |
Risk and sustainability committee |
Remuneration committee |
Nomination and governance committee |
Special nomination and governance committee |
Social, ethics and transformation |
Ad hoc: investment |
||
| Number of meetings | 6 | 6 | 3 | 1 | 3 | 4 | 4 | 1 | 3 | 4 | |
| KDK Mokhele | 6 | 6 | 4 | 4 | 1 | 2 | 4 | ||||
| MO Ajukwu | 6 | 6 | 3 | ||||||||
| MJ Bowman | 6 | 5 | 2 | 4 | 4 | 1 | 4 | ||||
| NP Doyle | 6 | 6 | |||||||||
| MP Fandeso | 3 | 3 | |||||||||
| CH Fernandez | 4 | 4 | 2 | 2 | |||||||
| GA Klintworth | 6 | 6 | 1 | ||||||||
| LC Mac Dougall | 6 | 6 | 3 | ||||||||
| M Makanjee | 5 | 5 | 4 | 3 | 1 | 3 | |||||
| TE Mashilwane | 6 | 6 | 3 | 1 | 3 | ||||||
| MP Nyama | 6 | 6 | 2 | 2 | 2 | 3 | |||||
| DG Wilson | 3 | 3 | 1 | 1 | 1 | ||||||
| YGH Suleman | 1 | 1 | 1 | 1 | 1 | 1 |
| 1. | CH Fernandez was appointed to the board on 1 March 2019 |
| 2. | MO Ajukwu was appointed as member of the audit committee on 21 November 2018 and ceased to be a member on 1 June 2019 |
| 3. | MJ Bowman was appointed as member of the audit committee on 2 November 2018 and ceased to be a member on 1 June 2019 |
| 4. | GA Klintworth was appointed as member of the social, ethics and transformation committee on 1 March 2019 |
| 5. | MP Fandeso was appointed to the board on 1 July 2019 |
| 6. | MP Nyama was appointed as member of the risk and sustainability committee and ceased to be a member of the
remuneration committee and nomination and governance committee on 1 March 2019 |
| 7. | DG Wilson was appointed to the board and as member of the audit, remuneration and investment committees on 1 June 2019 |
| 8. | KDK Mokhele ceased to be a member of the social, ethics and transformation committee on 1 March 2019 |
| 9. | YGH Suleman resigned as director on 22 November 2018 |
The following table briefly reviews the main areas of discussion and review by the board and its sub-committees during the year, in fulfilling its fiduciary responsibility of ensuring long-term value growth in accordance with its charter, corporate governance standards and applicable regulatory and legislative requirements.

| BOARD | COMMITTEE | STRATEGY | |||
| Strategy review | |||||
|
Board | ||||
|
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|
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| Good governance, succession planning and leadership | |||||
|
N&G | ||||
|
N&G | ||||
|
N&G | ||||
|
N&G | ||||
|
N&G | ||||
|
N&G | ||||
|
N&G | ||||
|
N&G | ||||
|
Board | ||||
| Risk management | |||||
|
R&S | ||||
|
R&S | ||||
| Investment and divestment decisions | |||||
|
INVCO | ||||
|
INVCO | ||||
|
Board | ||||
|
INVCO | ||||
| VAMP business | |||||
|
Board | ||||
|
Board | ||||
| Occupational health | |||||
|
R&S | ||||
|
Board | ||||
| IT security and business continuity | |||||
|
R&S | ||||
|
R&S | ||||
|
R&S | ||||
|
Board | ||||
| Remuneration | |||||
|
REMCO | ||||
|
REMCO | ||||
|
REMCO | ||||
|
REMCO | ||||
| Transformation | |||||
|
SETCO | ||||
|
SETCO | ||||
|
SETCO | ||||
| Ethics | |||||
|
SETCO | ||||
|
SETCO | ||||
| Stakeholder relations and sustainability | |||||
|
SETCO | ||||
|
SETCO | ||||
|
SETCO | ||||
| Budget and financial controls | |||||
|
Board | ||||
|
Board | ||||
|
Board | ||||
|
Board | ||||
| Audit processes | |||||
|
AC | ||||
|
AC | ||||
|
AC | ||||
|
AC | ||||
|
AC | ||||
|
AC | ||||
|
AC | ||||
|
AC | ||||
|
AC |
| Committees: | ||
| AC – audit committee | REMCO – remuneration committee | R&S – risk and sustainability committee |
| SETCO – social, ethics and transformation committee | N&G – nomination and governance committee | INVCO – investment committee |
The board performance and effectiveness assessment
The outcomes of this assessment can be found in our Chairman's review.
