While we operate in an extended universe of stakeholders, we identify and select our material stakeholders on the basis of their impact on Sanlam’s business and the successful execution of our strategy. We are committed to mutually beneficial relationships with our material stakeholders.
Providers of financial stability and a sustainable environment for financial services through prudential and market conduct regulation.
Primary providers of financial capital.
Partners to Sanlam’s education, social and enterprise development programmes.
Providers of skills and expertise that support the activities inherent to Sanlam’s business model.
Consumers of Sanlam’s products and services to achieve their wealth creation, management and protection goals.
Providers of products and services that enable Sanlam to conduct its business activities .
The base from which demand for Sanlam’s products and services is generated, and from which human resources are employed.
The intended outcome of our stakeholder value creation is to create financially resilient and prosperous individuals, organisations and societies. These three groups encapsulate our key stakeholders identified above.
Read more in Sanlam’s Resilience Report, which is structured around a specific set of outcomes to build financial resilience and prosperity for each material stakeholder group.
Sanlam’s ability to create mutually beneficial financial resilience for individuals, organisations and societies is reflected in RoGEV, our primary performance target for measuring shareholder value creation. RoGEV is the outcome of a combination of value drivers.
The Sanlam Board and executive management are responsible for managing Sanlam in a sustainable and stakeholder-inclusive manner. This includes overseeing the strategic risks that relate to the interface between Sanlam and its stakeholders, and balancing the needs, interests and expectations of all material stakeholders in the best interests of Sanlam over time.
Find out more about the strategic risks facing Sanlam.
Sanlam’s stakeholder strategy guides engagement with material stakeholders. An approved stakeholder communication policy is in place. Stakeholder engagement is continuous and depends on the needs of the various stakeholders and business clusters.
Each business cluster manages stakeholder engagement according to the specific focus in their operations. The clusters report to the Sanlam stakeholder hub on all stakeholder engagement activities and concerns raised on a quarterly basis. The stakeholder hub is a centralised stakeholder database that serves as an issue log. This information is collated and reported to the Social, Ethics and Sustainability (SES) committee.
Group Market Development in the Group Office provides a critical support function through face-to-face and client-centric engagement. This includes established relationships with multiple tertiary institutions in South Africa, trade unions, Government departments, private sector institutions and affinity groups such as churches. Group Market Development further facilities cross-selling and collaboration between clusters to execute on market opportunities.
No significant issues were raised by stakeholders during 2017. An unfortunate social media incident at MiWay, involving altered content of a MiWay email, had the potential to cause damage to Sanlam’s brand and image in South Africa. The matter was resolved in an exceptional manner by MiWay management, turning an initial negative response on social media into a positive outcome.
Client engagement occurs at various touchpoints during the course of the client transaction process and all stages of the product life cycle. Client satisfaction is measured regularly.
Read more in the Resilience Report.
Employment engagement is ongoing and supported by the connectivity pillar of Sanlam’s Employee Value Proposition (EVP). Each year, Sanlam conducts employee engagement surveys in its largest operations. The results of these surveys inform Group-wide programmes that aim to enhance employee inter-connectivity and engagement.
In addition to accessing information on Sanlam’s performance via its Annual Reporting Suite, website and SENS announcements, information sharing with shareholders and investors is facilitated through biannual results presentations, operational updates, the Sanlam investor conference, the AGM, and through ad hoc meetings.
Read more about specific feedback from users of this report.
Our business model, especially in SEM, relies on partnerships and collaboration. We rely on the local knowledge and infrastructure of our partners in the markets in which we operate and invest. Our engagement with these stakeholders is therefore supportive and not intrusive. Engagement is formalised through service level agreements, governance structures, reporting requirements and personal engagement. Our business partners are essential in achieving our vision of becoming a leading Pan-African diversified financial services player.
Read more in the Group Chief Executive’s strategic review and the Governance Report.
The Sanlam Foundation is Sanlam’s primary corporate social investment (CSI) vehicle and is focused on shared-value initiatives that fulfil the needs of society and business. Various CSI initiatives that are aligned with the Group’s priorities are also conducted in-country by SEM. In support of Sanlam’s purpose, all business clusters pursue a specific set of outcomes that build financial resilience and prosperity for society. These outcomes include, among others, development of entrepreneurship, consumer financial education and skills development.
Sanlam engages with Government through industry associations and various business chambers. These include the Department of Basic Education (DBE) in South Africa through the Group’s Blue Ladder Schools Programmes, which are aligned with Government’s National Development Plan (NDP).
The Group office and cluster businesses engage on a regular basis with industry regulators to assist in creating a trusted financial services environment.