2012 Stakeholder Report
Leaving a legacy and creating a sustainable future

Commitment to Society

Commitment to SocietyCorporate Social Investment

"We have moved beyond cheque book charity and encourage our staff to volunteer in various initiatives. The greatest impact our firm can have on society is by sharing our deep knowledge and expertise. We are indeed making an impact and ensuring that we contribute towards sustainable development."
Samuel Payne,
Corporate Citizenship,

In a country where major socio-economic disparities are a fact of life, it is crucial that individuals and companies alike play a role in helping to address inequalities and build sustainable communities in which quality of life, the dignity of all and the right to opportunities are respected and encouraged.
Recognising this imperative as a requirement of doing business, Deloitte has incorporated Corporate Social Investment (CSI) into the fabric of its corporate strategy by ensuring that involvement begins at Board level and permeates downwards through all levels of the firm.  

CSI is therefore more than an obligation to Deloitte; it is an opportunity for the firm to meaningfully participate in the upliftment of communities in which we do business. In the spirit of this involvement our participation in projects goes far beyond ‘chequebook philanthropy’, extending into volunteerism, using our skills, provision of services on a probono basis, sponsorships and donations. 

As part of a global network of professionals, Deloitte Southern Africa also adheres to global best practice by adhering to the principles espoused by the Deloitte Global Corporate Responsibility (CR) Council. This Council requires that each member firm must adopt and follow the corporate responsibility policy, whilst identifying local priorities and planning accordingly.

Deloitte Southern Africa, in implementing its plans has recognised that sub-Saharan Africa requires a unique programme driven in part by a changing regulatory environment and on-going pressures to contribute towards national development goals.

Because of our unique business model our CSI programmes have become increasingly aligned with our core business objectives and imperatives. This has resulted in the firm concentrating on a smaller number of impactful projects that are focused on our key themes of education, job creation and enterprise development.

Our enterprise development initiatives include the support of economic transformation initiatives that promote meaningful and sustainable access and participation in the economy for previously disadvantaged people. Support from Deloitte ranges from financial assistance to pro-bono services and mentoring and coaching of economic transformation initiatives.

The African Children’s Feeding Scheme (ACFS) is a Deloitte CSI project. Supported by the firm for more than 20 years, it has become a tradition for serving Deloitte CEOs to assume the chairmanship of the ACFS and ensure that the ACFS receives the finance, accounting and taxation assistance required of an organisation of its size.

True to tradition, CEO-elect, Lwazi Bam, has already assumed the chairmanship this year and will serve for the duration of his term as chief executive of Deloitte.

Supported by major corporations such as Tiger Brands, who supply the nutritious foodstuffs to children and families in dire need, the scheme has grown to the point where 31 000 children a day are fed.  The children come from the Gauteng townships of Soweto, the East and West Rand and are also drawn from the informal settlements scattered across these areas. Supplementing this primary need, 1 200 families receive food parcels on a monthly basis.

The statistics speak for themselves. Each child receives peanut butter sandwiches, the basis of which involves using 263 tubs of peanut butter, each weighing in at 20 kgs from Tiger Brands a month. The company also provides 50 446 loaves of bread a month.

Pioneer Foods donates the milk required to supplement the sandwiches, while many leading organisations provide donations or contributions ‘in-kind’ that sustain the organisation.

Operating in the Gauteng area since 1945, when it was established in Soweto by Anglican Bishop, Trevor Huddleston, today the ACFS operates through nine formal feeding centres in strategic locations.
As with most organisations of its type, the ACFS has expanded to meet the growing needs of impoverished communities and now supports education, skills development, aids orphans and child-headed families.

Believing that providing food on an indefinite basis creates dependency, the ACFS also:

  1. Provides health education programmes
  2. Assists with the establishment of food gardens to create food security
  3. Offers skills development programmes to ensure that families exit the feeding programme
  4. A malnutrition rehabilitation programme
  5. A ‘love thy neighbour’ Ubuntu campaign targeted on HIV awareness and education
  6. A Care-for-Children programme for orphans and child-headed households.
With its broad range of activities and deep community involvement the ACFS epitomises what can be achieved through the support of concerned corporate citizens and individuals.

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