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Hulamin
Integrated Annual Report 2017
 

Engaging with Stakeholders

Hulamin recognises that in order to create sustainable value for all, it needs to be responsive to all stakeholder expectations. To meet these expectations it is crucial to build trust with our stakeholders since this will impact positively on our reputation allowing us to engage proactively on issues of mutual interest.

IMPORTANCE

Local, provincial and national government licenses us to operate and provides a supportive regulatory environment through tariffs and duties to level uneven regimes.

ISSUES RAISED

Continual and responsible contribution to regional development through:

  • Facilitating downstream development;
  • Job retention and creation;
  • Transformation and empowerment;
  • Safer workplaces;
  • Healthy competition among business; and
  • Energy consumption reduction.

strategic response

  • Development of the Richard’s Bay hub to facilitate downstream development.
  • Recycling initiatives to create employment opportunities and reduce energy consumption.
  • The development of the Aluminium Beneficiation Initiative to identify and develop black entrepreneurs.

IMPORTANCE

Shareholders, investment community, creditors and lenders who provide us with the financial capital required to sustain our growth.

ISSUES RAISED

Sustainable growth and return on investment through:

  • Sustainable returns;
  • Supportive regulatory and business environment; and
  • Future growth for the business.

strategic response

  • Aggressively attack costs and develop cost-focused culture.
  • Investing in capability and technical partnerships to develop new, higher value products.
  • Partnering with government to develop an aluminium hub within RIchards Bay.

IMPORTANCE

We are reliant on customers and potential customers to sustain revenue-generation and growth.

ISSUES RAISED

Reliable service, good quality products and competitve prices through:

  • Long-term security of supply;
  • Consistent supply of products; and
  • Improved manufacturing capability and product range.

strategic response

  • Secure metal supply through recycling facilities and the operation of Isizinda.
  • Improve customer on-time delivery performance by re-engineering the sales and operations planning approach.

Further information on our Social, Relationship and Intellectual Capital is provided here.

IMPORTANCE

Suppliers of metal and other products and service providers are important as we are reliant on them to provide safe, good quality and good value products and reliable services that support growth.

ISSUES RAISED

Continued growth and relationships through:

  • Long-term supply contracts; and
  • Efficient payment cycles.

strategic response

  • Recycling initiatives to create employment opportunities,
  • Continued investment in the assets of tomorrow.

IMPORTANCE

Employees are the key underpin to achieve operational performance and objectives.

ISSUES RAISED

Provision of gainful and safe employment through:

  • Employment security;
  • Safe working conditions;
  • Competitive remuneration and benefit packages;
  • Workforce transformation;
  • Information and communication; and
  • Participation and empowerment.

strategic response

  • Continued investment through training and development.
  • Strategic transformation targets.
  • Focused safety programme.

IMPORTANCE

We build and nurture existing relationships, and create a conduit to better understand community needs and interests. This allows for us to contribute to transformation, enterprise development and various corporate social investment initiatives.

ISSUES RAISED

Responsive contribution to community interest and needs through:

  • Support for key community developments and activities;
  • Sponsorships and donations;
  • Employment opportunities; and
  • Support for environmental initiatives.

strategic response

  • Continued commitment to established CSI programmes.