THE PERFORMANCE
MATERIAL RISKS | continued
THEFT AND FRAUD RISK
12
The economic climate gives rise to theft and fraudulent ac-
tivities, especially involving highly valued commodities such
as grain. The diversified nature of the group’s activities also
increases the possibilities of theft or fraud. This is further in-
creased by the complexity of certain activities which require
special control measures.
Opportunities
Continuously develop and optimise the
group's codes of conduct and ethics, as
well as processes and communication in
this regard;
Leverage technological advancements
to ensure more efficient theft and fraud
prevention measures in order to mitigate
risks in this regard; and
Adding value to the culture of the group
for generations to come.
Mitigation and control
A refocus of business processes, a culture programme, re-
design of appointment practices and the upgrading of phy
sical control measures are some of the management actions
implemented to mitigate the risk to an acceptable level. The
code of conduct is embedded into the risk culture of the
Strategic focus areas triggered
company, which contributes to the mitigation of this risk.
Reorganisation of business models.
For more info on the group strategy see p. 40
ENVIRONMENTAL, HEALTH
AND SAFETY RISK
The group is subjected to compliance requirements in re-
spect of employee health and safety, as well as environmen-
tal and quality assurance.
Mitigation and control
The safety of grain as a core product and the handling
thereof is continuously assessed by Senwes through haz-
ard critical control point (HACCP) and quality management
systems. Senwes also incorporates a fully functional SHEQ
division which deals with enabling the policy environment,
effective structures, education and training, empowering
employees to make judgement calls and enforcing rules and
regulations.
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Opportunities
Continuously develop and/or optimise
the group's environmental and health
and safety compliance and assurance;
Leverage technological advancements
to enable more efficiency regarding en-
vironmental and health and safety chal-
lenges; and
Continuous personal development and
training on various compliance regula-
tions.
Strategic focus areas triggered
Reorganisation of business models.
For more info on the group strategy see p. 40
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SENWES INTEGRATED REPORT 2019
SENWES INTEGRATED REPORT 2019
61