Understanding the unique challenges of our diverse regions, we strive to implement sustainable practices, promoting the conservation of natural resources and the wellbeing of our communities. Together, we can make a positive impact on our planet while continuing to serve the everyday needs of our stakeholders.
Our environmental impacts
CA&S continues to integrate environmental stewardship into our core operations, focusing on fuel efficiency, reducing energy consumption and improved waste recycling. Environmental education initiatives for our employees, suppliers and communities remains a priority to foster sustainability culture across the regions where we operate.
Performance against objectives
| Impact areas | KPIs | 2025 Improvement or decline | Comments |
|---|---|---|---|
| Climate impact and sustainable logistics | Fuel consumption and efficiency (per delivery km) | Fuel efficiency remained mostly unchanged despite the investment in more fuel efficient fleet in some of the operations. | |
| Fleet renewal and transition to lower-emission vehicles | Where fleet were needed to be replaced, more fuel efficient vehicles were acquired. | ||
| Route optimisation and load efficiency | This is an ongoing process. | ||
| Framework-aligned climate risk disclosures | Climate risk disclosures are a work-in-progress. IFRS S1 and S2 will be implemented in a phased approach. GHG emissions are disclosed here. | ||
| Energy efficiency | Renewable energy adoption in warehouses and offices | Two further projects of solar installations planned for 2026. | |
| Water management | Efficient use in warehouses and cleaning operations | Awareness campaigns to encourage saving water are ongoing. | |
| Waste and packaging management | Recycling and returnable packaging initiatives with suppliers and retailers | No further progress has been made. Waste to landfill has however been reduced compared to the prior year. | |
| Reducing single-use plastics in merchandising materials | Ongoing process. |
Employees are the backbone of our multinational group, driving innovation, fostering collaboration and ensuring our continued success in a competitive landscape, while we remain committed to empowering and positively impacting the communities we serve.
Responsibility to our employees
All CA&S's operations benefit from teams and unique leadership styles, enriching the group's capabilities and expertise. Each operation aligns with the group's vision, objectives and culture, with employees wholeheartedly embracing the group's organisational ethos.
Performance against objectives
| Impact areas | KPIs | 2025 Improvement or decline | Comments |
|---|---|---|---|
| Attracting and retaining staff | Staff retention | Staff retention reduced to 87.8% in 2025. | |
| Training and skills development | Number of employees trained | The number of employees trained increased by 77% from the prior year. | |
| Ratio of workforce trained | 96% of employees received training during 2025. | ||
| Internal learnerships passed | Internal learnerships increased to 70 in 2025. | ||
| Diversity and inclusion | Gender representation | Females as a percentage of the total workforce increased to 43%. | |
| B-BBEE score (South African operation) | PnS received a Level 2 B-BBEE score. | ||
| People with disabilities | The group employed 46 people with disabilities of which 12 were in managerial positions. | ||
| Health and safety | Work-related injuries | The number of work-related injuries increased by 43% compared to the prior year. | |
| Lost time due to work-related injuries | The lost time due to work-related injuries increased by 21% on the prior year. | ||
| Employee wellbeing programmes | PnS introduced a "LeadHers" forum for all female leaders in the company, to learn, grow, develop and support each other. CA Sales & Distribution and Wutow are running staff wellness campaigns to educate and assist with physical and mental wellness. |
Building our communities
CA&S is committed to building and nurturing social capital by empowering individuals and uplifting communities through trust, collaboration and shared values, fostering strong relationships that drive sustainable growth and create a lasting impact.
Performance against objectives
| Impact areas | KPIs | 2025 Improvement or decline | Comments |
|---|---|---|---|
| Local employment and small business opportunities | New job opportunities | 2 035 new positions were created throughout the markets in which the group operates. | |
| Local spend as a percentage of total spend | Local sourcing increased by 7.5 percentage points on the prior year. | ||
| Enterprise development | We have invested R2.4 million in a business that invests in people and systems to grow their various training academies. | ||
| CSI initiatives – education, nutrition, youth employment | External learnerships | The group continues to invest significantly in external learnerships, contributing to the upskilling of the community. | |
| Youth employment | The group employed 8 356 employees below the age of 30. | ||
| CSI as a percentage of NPAT | The group spent 1.3% of its net profit after tax on corporate social investment initiatives, against a target of 1%. | ||
| Community engagement | PnS and Kukhula have joined together in a powerful partnership focused on transforming communities through skills development and entrepreneurship. The "Upcycle Venture" initiative equips learners with the practical skills and mentorship to start their own business, as well as the technical skills to imagine and create beautiful products, transforming waste materials into valuable saleable products. Logico has commenced a programme to improve early development amongst vulnerable children by working with three preschools to improve infrastructure, train teachers, feed the children and provide classroom supplies. 250 children were supported through this programme. |
CA&S is committed to uphold high standards of corporate governance that are consistent with regulatory requirements and best practices, and are aligned with the company’s strategy and risk appetite. This commitment is aimed at ensuring ethical and sustainable operations, and delivering value to shareholders and other stakeholders. Find the corporate governance structure and reports on pages 71 to 96.
Economic value creation – value added statement
| Group | ||
| R'000 | 2025 R'000 | 2024 R'000 |
|---|---|---|
Turnover | 12 808 113 | 12 519 327 |
Less: Cost of products and services | 9 715 592 | 9 676 802 |
Value added by operations | 3 092 521 | 2 842 525 |
Add: Income from investments and associates | 130 578 | 109 862 |
Wealth created | 3 223 099 | 2 952 387 |
Applied to: | ||
Salaries, wages and other benefits | 1 868 265 | 1 753 699 |
Corporate and indirect taxation | 473 747 | 431 488 |
Levies | 106 128 | 97 094 |
Providers of capital | 188 458 | 148 147 |
Retained in the group | 586 501 | 521 959 |
Wealth distributed | 3 223 099 | 2 952 387 |
Contribution to governments | 579 875 | 528 582 |
Employee statistics
| Group | ||
| R'000 | 2025 R'000 | 2024 R'000 |
|---|---|---|
Average number of employees (excl. associates) | 16 170 | 15 660 |
Turnover per employee | 792 | 799 |
Value added per employee | 191 | 182 |
Wealth created per employee | 199 | 189 |
Responsible procurement
By prioritising local sourcing and closely screening new suppliers for ESG considerations, the group aims to strengthen economic participation and promote responsible conduct across its value chain. This approach ensures that procurement decisions contribute to environmental stewardship, social upliftment and sound governance.
Ethics and compliance
CA&S emphasises responsible sourcing, adherence to regulatory requirements, and the ethical conduct of all suppliers and partners. By integrating ESG screening into supplier onboarding and reinforcing a culture of integrity, the group safeguards its operations and reduces governance-related risks.
Performance against objectives
| Impact areas | KPIs | 2025 Improvement or decline | Comments |
|---|---|---|---|
| Local sourcing | Local spend as a percentage of total spend | Local sourcing increased by 7.5 percentage points on the prior year. | |
| ESG screening of suppliers | Percentage of new suppliers screened for ESG considerations | 50% of all new suppliers in 2025 were screened for social criteria. |