Risk Management is a business imperative that enables the Capespan Group to manage its diverse risk profiles in the Fruit, Logistics and Farming divisions. It aims to maximise total economic value of our Group but, more importantly, it seeks to entrench future sustainability through responsible business practices in a dynamic and volatile business landscape.
In 2002 Capespan implemented an Enterprise-wide Risk Management Programme (ERM) that has delivered improved financial and organisational management because of calculated risk taking, informed risk decision-making, as well as appropriate and cost–effective risk interventions.
At Capespan our risk process is integral and relevant to our business and has evolved to be interactive, systematic, transparent and improved continuously. Through the process we aim to:
RISK MANAGEMENT ACCOUNTABILITY
The Board, through the Audit Risk Committee and the Group Executive Committee, is responsible for the Risk Management process and its effectiveness. Notwithstanding the Board’s responsibility, management is accountable to the Board for designing, monitoring and implementing an Enterprise-wide risk policy & process.
RISK MANAGEMENT POLICY & PROCESS
Capespan has adopted the International (ISO) 31000 Standard as evaluation criteria and we have aligned our risk management framework to the best practices recommended in King III.
The process is customised to meet Capespan’s diverse business sectors and strategic business drivers, enabling us to identify, evaluate, manage and measure risks throughout the world.
Risk, and the possibility of a threat or an opportunity occurring within the Group, is managed by applying a robust and mature Risk Programme, which has an effective risk management process.
Risk management facilitates and an enterprise-wide risk process identifies, assesses and prioritises the strategic business risks in the respective Capespan entities. The evolution of the universal model has taken significant time to propagate and it is entrenched with the sponsorship of the Board and the Executive management in the various Group entities.
The value of Risk Management becomes evident where strategic interventions are designed to exploit, enhance and proactively respond with an offensive risk strategy that creates sustainable growth.
Benefit of the risk process is established in advanced strategic interventions to risk, which unlock value by identifying opportunities that replace value destroyed. The risk process promotes leaders to engage in risk dialogue that develops opportunity risk.
The Capespan risk philosophy promotes a common risk framework and language so that we have a universal risk landscape with a homogenous risk culture across diversified global business strategies.
Risk interconnection and risk aggregation is a vital consideration in a multinational such as the Capespan Group and a mature risk process has evolved that integrates both qualitative and quantitative measures.
RISK MANAGEMENT ROLE IN THE CAPESPAN GROUP
Group risk facilitates a mature and embedded culture by:
RISK MANAGEMENT IN THE FRUIT DIVISION
Risk management in the Fruit division has evolved over recent years and the universal Group Risk model as well as Risk framework is embraced by the Division and it supports a common risk language across the Fruit entities.
Although the entities in the fruit division find themselves in the four corners of the world they all share common threats and opportunities and it is through risk interconnectivity that the division is able to optimise the value that Risk Management brings to the operational level.
The Division is committed to uphold Group Risk Policy and entrench risk capability across all entities.
In today’s business landscape a business crisis can cause great damage in a short time. Rapid response and proactive risk management process enables the division to take bold action to manage adverse situations before they become a crisis.
Through risk management the Fruit Division is risk prepared and this is only possible through structured process and mature leadership that understand the risks and vulnerabilities inherent in the Fruit division and respond to opportunities to achieve optimal performance and improved competitiveness.
The Fruit Division strategic objective is to in-still confidence in all stakeholders to protect brand and reputation and to grow shareholder value.
RISK MANAGEMENT IN THE LOGISTIC DIVISION
As the Global economy changes with increasing velocity the Logistic division business landscape as port operators, supply chain and logistic service providers grow correspondingly more complex and vulnerable. In the volatile business environment risk management becomes the business differentiator that will enable risk identification and organizational resiliency to respond quickly to both threats and opportunities facing the division.
The Division is committed to uphold Group Risk Policy and entrench risk capability in all its companies and operational hubs.
The Logistic division in the quest for greater efficiency and profitability has an integrated enterprise wide risk management process that ensures rapid response and proactive risk management process to manage adverse situations before they become a crisis.
The Logistic division optimises resilience and exploits opportunity by continuously reviewing its risks and tracking risk profiles so that the organization’s reputation is protected and they achieve their strategic objectives.
RISK MANAGEMENT IN THE FARM DIVISION
Risk and uncertainty are inherent in agricultural industries and Capespan Farms is increasingly seeking effective and sustainable strategies and approaches to mitigate, transfer, or cope with these inherent risks.
In recent years, we note that risks facing the agricultural sector have grown and thus effective and integrated risk management approaches are not negotiable.
The multiplicity and simultaneous sources of risk such as weather, market and disease requires Capespan Farms to continuously assess their risks.
The division is supported by Group Risk in risk identification risk control and risk transfer although risks are assessed by individual farmers who then determine a strategy to manage the risk on the farm.
Senior farm management is committed to uphold Group Risk Policy and entrench risk capability in all its farms across Sothern Africa regions.
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