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SAYGA CSR Report.Indd Sayga, the Journey and promise continues... Sustainability Highlights Report Sayga, the Journey and promise continues Sustainability Highlights Report CONTENTS ABOUT THIS REPORT About this report 5 Message from the MD 6 “Sayga….the Journey and promise continues” Our CSR Commitment 7 is the first report of this nature that Sayga produces. We are proud to have taken this undertaking in what we believe is the first Sudanese Company’s attempt to do so… CSR Strategic Focus Areas 8 As a privately owned company, we have chosen to do this voluntarily so as to share with stakeholders what we are doing and where we want to go; as we believe that only CSR Action Plan 10 through our concerted efforts can sustainable development be realized… Our business has a purpose beyond profit and our ultimate aim is really about mak- ing a difference in people’s lives. This report is not a measurement of achievements Our Commitment to the UNGC 15 and progress in a defined year, but more of a self assessment; sharing highlights and contributions… We tried to compile the material into a few clear sections set around our four main cor- nerstones – Our Business, Our People, Our Environment and Our Society. To highlight our main and largest social investments, we reserved the OUT OF THE BOX section at OUR BUSINESS 16 the end of the report. We look forward to hearing your candid input and any feedback you may have. OUR PEOPLE 38 Stakeholder feedback is indeed an essential part of our CSR Commitment and it is why we undertook the production of this report… OUR ENVIRONMENT 46 OUR SOCIETY 56 OUT OF THE BOX 66 SAYGA- Sustainability Highlights Report 2010 4 SAYGA- Sustainability Highlights Report 2010 5 Message from the MD OUR Commitment to CSR Our CSR long term goal: Dear Reader, “Sayga’s journey started over sixty years ago. It was a modest beginning by a genera- “We are at the forefront of the Sudanese visers, our strategic CSR takes into our core strengths by adopting a few fo- tion who put the seeds for our group. It was my father’s generation, a generation so Businesses to integrate CSR in our busi- consideration: cus areas for our business CSR Strategic pure and so committed to building a strong nation through a positive role for private ness strategy. We continue to contribute Engagements. The areas identified were: enterprise. They passed a legacy of their high values which Sayga and my generation to upgrading the Sudanese Food Indus- • We take a long-term approach to ad- fully treasure. These values we feel a strong responsibility to sustain, nurture and try and the Sudanese economy by guar- dressing a social issue, acknowledging 1- Health and Nutrition. above all pass to generations to come. anteeing sustainability in all our busi- the inevitable link between business 2- Environment ness activities.” and society. Our lives and our role is challenging because we live in Sudan, a country torn by cul- 3- Capacity Building. tural differences and a competition for resources. Nevertheless, Sayga’s position as a At Sayga, we believe that our best con- • W e use all assets , pursuing concerted leader in the supply of basic foods allows us to bring communities together through tribution to society is by being good at efforts and taking ownership of a so- We are currently exploring with esteemed common denominators, a shared need for nutrition and a love for Food. what we do, by taking responsibility for cial problem, pushing beyond easy academic institutions and UN Agencies our products and services and by invest- solutions. and Local NGOS, further partnership and CSR for Sayga has a purpose beyond profit. It is our livelihood, our sustainability as a ing in positive change and implement- collaboration opportunities to maximize business and a community in these difficult times. It is bringing people together, it is • W e target issues that affect the drivers ing innovative and creative ways to add the benefits in relation to our existing ini- about serving the community, it is about higher causes, it is nation building through of competitiveness, where it can simul- value. tiatives and sponsor new projects in the adding value. taneously benefit business and society. areas of focus. Worthy to note that we We recognize that our society (and glo- • We identify and measure explicit busi- are guided by our CSR Policy in all we do. While we aspire for higher and higher causes, our feet remain firmly on the ground. bally) continues to face major economic CSR to us is the challenges of reaching out every day to every part of the country ness and social outcomes and tailor re- The policy spells out our commitments challenges coupled with unprecedented porting to inform strategy to our stakeholders in our everyday busi- through our mobile bakery school, its transforming bakeries to cleaner and greener environmental challenges. We took the sources of energy, it is creating jobs, building human capital, it is our contribution to ness; our ethics and guiding principles time to look critically and assess how Hence, rather than taking everything at the cultural arena, it is improving food safety, it is milk collection centres, it is adding are outlined in Our Operating Principles and where we can best apply our ex- once, we’d rather dig deep and leverage and Values Policy Guidelines. value every second of the day to the economy, to society and to the environment. pertise and resources to address these In Sayga we live, we breathe social responsibility, it is in our DNA. It is also our firm challenges. belief that we are passing the torch. Therefore, and always in this full knowledge we Adopting the “Authentic Engagement believe our lasting legacy for many generations to come will always be not recognition Framework”, developed by FSG ad- for our success… but for our values.” Ihab Latif Managing Director Sayga Investment Company Ltd. SAYGA- Sustainability Highlights Report 2010 6 SAYGA- Sustainability Highlights Report 2010 7 CSR Strategic Focus Areas Our CSR Strategy key focus areas are: 1. Health & Nutrition Partnership Development is an essential mechanism for capacity building and for adopting the most effective and efficient approaches in the specified priority areas. Even the best – resourced 2. Capacity Building efforts eventually run into limitations on scale, only collaboration allows parties to share knowledge and information, pool scarce or diverse assets and resources, access new sources of innovation, and create economies of scale. Partnerships can also generate new capabilities 3. Environment and change operating environments in ways that create new strategic opportunities. We will forge partnerships at different levels and with different entities – government, think tanks , academic insitiutions, UN agencies, and civil society organizations. If opportunities are availed, With Culture as a cross cutting theme under the partnering with other businesses as well for the common good. overarching umbrella of Strategic Partnerships STRATEGIC PARTNERSHIPS We take it upon ourselves to provide capacity building initiatives within our spheres of influence, covering our internal and external The Food sector is so deeply connected to the state of stakeholders. natural resources, expanding economic opportunity “Capacity building encompasses human resource development goes hand in hand with environmental sustainability. (HRD) as an essential part of development. It is based on the The two agendas are increasingly interrelated and concept that education and training lie at the heart of development as a food company we felt that this should be an efforts and that without HRD most development interventions area of specific concern. We have already led the will be ineffective. It focuses on a series of actions directed at CAPACITY HEALTH & ENVIROMENT way in initiating innovative ideas to fight climate helping participants in the development process to increase their change and reduce the carbon footprint both in our knowledge, skills and understandings and to develop the attitudes BUILDING NUTRITION operations and within our business industry. Also needed to bring about the desired developmental change”. being in a conflict/post conflict state where tension over natural resources use has been a factor causing armed conflict in some areas, we believe it is an area that we should also try to contribute to and address. CULTURE Addressing cultural issues when it comes to behavioural changes is key to the success of any initiative. It is important to incorporate and address culture in everything we do - whether we are developing products to cater for traditional preferences or sending The importance of access to healthy food choices for all is high on messages to adopt a healthy, nutritious diet on the one the local and global health policy agenda and the ability to make hand or encouraging people to adopt more responsible informed decisions about what we eat and drink is central to our behaviour when it comes to environment or business health and wellbeing. The Global Hunger Index –value for 2009 conduct at times. rated Sudan as ‘ SERIOUS’ and conflict being a main factor besides poverty. Yet malnutrition is found to be caused by both poverty and lack of awareness. As a food company, this is a ‘natural focus area’ and we feel responsible to address issues of food safety, food security, food quality and nutrition. We shall strive to make our products, which serve as staple food to millions, affordable and accessible to all. SAYGA- Sustainability Highlights Report 2010 8 SAYGA- Sustainability Highlights Report 2010 9 CSR ACTION PLAN CSR ACTION PLAN FOCUS BUSINESS PURPOSE / IN PLACE/ Achievements Planned Actions 2009 - 2012 AREA AREA OBJECTIVE Products & Services Contribute to the Baking Development Center on-site broad portfolio of Increase number of beneficiaries: development of the training programs for bakers, members of the public (rep- Food Industry and resenting all sectors of society) Ensure a wider public is aware of these free always seek ways courses and availed opportunity to be trained at to add most value.
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