Pick n Pay strives to deliver safe, quality products to our customers while ensuring the welfare of animals and the environment that supports us. To ensure food safety, we regularly audit our private label suppliers along strict health and safety guidelines. We are committed to ensuring that Pick n Pay private label products deliver on our promise of good quality and value for money. We also work closely with many suppliers to develop a common vision and to expand ethical and sustainable product lines.  

• We have expanded our organic food categories.
• We launched a project in partnership with Unilever, which will reduce packaging within our shared supply chain by 30% by 2015.
• 95% of our private label suppliers were audited for food safety.

• Engaging stakeholders on food security is a key concern.
• Securing viable sources of supply remains a key priority in expanding our organic range, sustainable palm oil initiative and attaining our sustainable seafood targets.
• Achieving price parity on green products is a challenge. We remain committed to expanding the Pick n Pay Green Range, focusing on decreasing the price gap with non-green products and engaging customers on sustainable choices.  

We continue to work closely with suppliers to ensure the sustainability of our supply base, with enterprise development being a clear focus. Our work in the agricultural sector includes projects to address the challenge of market access for emerging farmers. Successful enterprises have grown from regional to national˛suppliers.  

• We have quantified ESG risks in our supply chain through a formal risk assessment.
• Pick n Pay Small Business Incubator provides ongoing mentorship to 72 businesses. This is an encouraging increase from 62 businesses in 2012.
• Through our Enterprise Development Foundation, 52 emerging entrepreneurs have gained market access through our stores.  

• Communicating sustainability risks, opportunities and requirements to all our suppliers.
• Balancing requirements for ESG compliance, cost reduction and the promotion of emerging farmers and entrepreneurs.
• Aligning enterprise development with the needs of the business and supply chains.  

We see diversity as a driver of innovation, responsibility and a learning culture. A robust career development framework is in place, emphasising training and competence for all our employees. This meets business needs while empowering employees to grow to their full potential.  

• We have established a Standard Operating Procedure Manual, available to all operating units.
• We introduced an “Every Customer, Every Time” training programme to improve our service to customers. To date more than 29 000 employees, support staff and external service staff members have completed the programme.
• Our foundational ABET Literacy and Numeracy programmes have been extended to incorporate business specific concepts such as turnover, wastage, merchandising and sales promotion.  

• Ensuring continual implementation of equity appointments in all divisions.