Sustainability report
Approach to sustainability
At TMG, we contribute to customers and the broader community because we open up more choice
in media and entertainment, and we bring people the content they value and trust. We innovate to
make things better and we help thousands to access opportunities. We create direct employment
for over 4 700 permanent staff members and our corporate investments support development
across a number of industries.
But while we are proud of the benefits created by our day-to-day businesses, we understand how
important it is to see the full picture. Acting responsibly and making a broader contribution is vital
to earning the trust of stakeholders and achieving sustainable success.
That is why we strive to use our capabilities to make the biggest possible difference to the issues
people care about. In South Africa today arguably the most pressing issue is education – including
access, quality and affordability. Education in its broadest sense is therefore our focus, from
developing our own people to providing container libraries for underprivileged schools. But this is
only one part of a holistic view of our world that extends to societal and environmental issues.
We believe this approach makes good business sense. It is also the right thing to do – for our own
people and our millions of readers and customers.
Material issues, risks and opportunities
The issues below were identified by stringent risk management processes, stakeholder
engagement and GRI guidelines (page ). Collectively, they represent the key factors
determining TMG’s sustainability. All are cross-referenced to detailed explanations elsewhere in
this integrated annual report.
Operational
Issue
Content delivery shifting Loss of revenue
from physical to digital
Piracy
Loss of revenue
Response
Page
Bolster physical product and adopt
digital delivery
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Educating the public to avoid buying
pirated products. Entertainment
business provides financial support to
SAFACT* to combat piracy

Loss of key customers in Business sustainability Key customers are strategically
specific businesses
managed; relationships are built and
maintained
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Social
Responsible citizenship Socio-economic
TMG operations actively participate in
(projects, donations)
community development initiatives
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Compliance and ethical Upholding industry
TMG complies with industry standards
standards
standards of fair and
and codes, and gives readers an
ethical reporting
appropriate avenue for complaints
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Contravention of
Adherence to applicable Regular compliance reviews
Competition Act, relevant laws and regulations
legislation
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Employee retention
Shortage of critical skills Appropriate training, development and
retention initiatives; succession planning 
Loss of key personnel
Intellectual capital base Succession planning in place for key
personnel
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Operational
Environment
Paper use
Energy
Issue
Response
Sustainable and
environmentally
responsible supply
Availability, security of
supply, efficient and
responsible use of
power resources
Certified suppliers with sustainable
forestry practices
Page

Contingency plans for power outages
include generators to power critical sites
and processes. Initiatives under way to
use energy even more efficiently

* SAFACT: Southern African Federation Against Copyright Theft
Scope of report
TMG’s 2013 integrated annual report covers the Group’s financial and non-financial performance.
This integrates our economic, social and environmental results for a Group-wide understanding,
and sets out the challenges and opportunities ahead.
Our financial reporting covers the full scope of the Group, including non-controlled entities, in
accordance with IFRS (International Financial Reporting Standards) and other relevant
requirements and legislation.
In terms of non-financial reporting, acquisitions have made data comparability challenging in some
areas. Where possible, methods for determining specific indicators are described in this report.
We will continue developing Group standards to make stakeholder reporting more relevant and our
progress more measurable against published targets for key indicators.
TMG’s triple bottom-line reporting will remain a cornerstone of our commitment to sustainable
development and our determination to entrench associated best practices in all operations.
TMG therefore reports against the 2006 guidelines of the Global Reporting Initiative (G3), and the
content of this report has been prepared in line with GRI intermediate application level C (page ).
We have noted the requirements of the new GRI guidelines (G4), published in May 2013, and will
incorporate these into our reporting before the end of the December 2015 transition period.
Sustainability performance in this report spans the 12 months from 1 July 2012 to 30 June 2013.
TMG’s 2013 integrated annual report is available on our website at www.timesmedia.co.za. It
includes all wholly-owned operations and those where we have management control or joint
management control.
In determining material issues to include in this report, TMG uses the methodology recommended
by G3 which spans external and internal factors as follows:
External
Internal
 Key sustainability issues raised by
 TMG’s values, policies, strategies, processes
stakeholders
and targets
 Sectoral issues and challenges reported by  The interests and expectations of stakeholders
peers and industry bodies
for whom our corporate progress is paramount,
 Relevant legislation and voluntary agreements including employees, shareholders and
suppliers
(local and international) of strategic
significance to the Group and its stakeholders  Key risks defined by corporate risk
methodologies
 High-profile sustainability issues, impacts or
opportunities, from climate change to HIV/Aids  Critical factors for TMG’s success, including the
synergy between our operations and the
universal aims of sustainable development.
Ongoing feedback from a range of stakeholders helps us to contextualise certain issues better for
more informed understanding by readers. Feedback is a critical element of our reporting process
and any comments should be directed to the company secretary whose contact details are set out
on page .
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Assurance
TMG’s internal systems record and monitor the quality (accuracy, completeness and consistency)
of management information and any data gaps in the Group.
TMG has considered the value of obtaining external assurance on the sustainability report and
concluded that it would serve a limited useful purpose. This decision is reviewed periodically
against changes in the business, our operating environment and best practice in our industry.
Code of conduct
Given the nature of the TMG Group, ethical practices underpin our corporate code of conduct.
Accordingly, our people are expected to uphold fair practices by:
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Maintaining the highest standards of integrity in all business relationships
Carefully guarding against influences that may compromise independent judgement and action
Using their approved authority to act in TMG’s best interests at all times.
The Group’s code of conduct details the behaviour expected from employees at every level when
dealing with stakeholders including customers, shareholders, suppliers, colleagues and
competitors. The code also sets out expectations for the Group as a responsible corporate citizen.
TMG does not condone any unethical business dealings (including fraud, bribery and money
laundering) by employees or violation of any law. To protect the Group’s reputation, particularly its
media operations, employees are cautioned to guard against perceived violations. To assist them,
the code details acceptable limits on gifts, hospitality, free trips and favours. The code details
situations (including outside employment and personal investments) that may lead to conflicts of
interest, and limits directorships of companies outside the TMG Group to two. Employees are
encouraged to discuss these situations with line management to achieve equitable resolutions.
To ensure these standards are applied and maintained, the transformation, social and ethics
committee of the board operates against a checklist which is summarised below.
Social and ethics matters
Compliant Policies
Social and economic development
United Nations Global Compact – ten principles 
 Employment
 Relationship building
 Whistleblowers
 Safety, health and environment

OECD recommendations on corruption
 Code of conduct and ethics
 Whistleblowers
 Fraud and crimes of dishonesty
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Employment Equity Act
 Employment
 Employment equity
Broad-based Black Economic Empowerment Act 
 B-BBEE
Good corporate citizenship
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Promoting equality, preventing unfair
 Employment equity
discrimination, reducing corruption
 Relationship building
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Contribution to development of associated
 Corporate social investment
communities
Record of sponsorship, donations and charitable 
 Corporate social investment
giving
Environment, health and public safety
Company’s activities and impact of its products 
 Safety, health and environment
and services
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Social and ethics matters (contd.)
Consumer relationships
Compliance with consumer protection laws and
public relations
Labour and employment
Standing in terms of International Labour
Organisation protocol on decent work and
working conditions
Employment relations and contribution to the
educational development of employees
Compliant Policies
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 Consumer Protection Act
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 Code of conduct and ethics
 Human resources development

 Human resources development
 Relationship building
 Education assistance
Ten principles of the United Nations Global Compact (Note: To be typeset as a sidebar)
Human rights
Principle 1 – support and respect the protection of internationally proclaimed human rights
Principle 2 – not complicit in human rights abuses
Labour
Principle 3 – uphold freedom of association and effective recognition of the right to collective
bargaining
Principle 4 – elimination of all forms of forced and compulsory labour
Principle 5 – effective abolition of child labour
Principle 6 – elimination of discrimination in respect of employment and occupation
Environment
Principle 7 – support a precautionary approach to environmental challenges
Principle 8 – undertake initiatives to promote greater environmental responsibility
Principle 9 – encourage the development and diffusion of environmentally friendly technologies
Anti-corruption
Principle 10 – work against corruption in all its forms, including extortion and bribery
Corruption
TMG’s code of conduct is aligned with the recommendations of the OECD on corruption. We are
committed to fair dealing and integrity in conducting business, with various policies in place to
ensure compliance. TMG’s standing in terms of the OECD recommendations is entrenched and
integral to the working culture across the Group. Non-adherence to these standards is taken very
seriously and disciplinary measures are in place.
OECD recommendations on corruption (Note: To be typeset as a sidebar)
The Organisation for Economic Co-operation and Development (OECD) has developed specific
guidelines on corruption in the business world. These are summarised below:
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Risk assessment – customised to ensure effective controls in place, regularly reviewed and
revised
Policy – visible and enforced
Training – ongoing and Group-wide
Responsibility – accountability at all levels
Support – leading by example
Oversight – top-level monitoring
Specific risk areas – detailed policies facilitate compliance and monitoring
Business partners – ensuring the same standards and controls are in place from the outset
Accounting – fair and accurate records prevent bribery from being concealed
Guidance and advice – general information and a confidential reporting facility
Discipline – appropriate procedures for addressing violations and deterring future transgression
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Sensitive information
TMG clearly communicates stipulations on the use of sensitive information imposed by the
Companies Act, Insider Trading Act, JSE Limited and other regulatory bodies and industry
associations. To guard against corruption and to promote sound corporate governance, the code
details procedures for employees to disclose contraventions or irregular conduct.
Editorial independence and quality of content
TMG’s media titles recognise that the right to media freedom flows from the right to freedom of
expression guaranteed in section 16 of the Constitution of South Africa.
Freedom of expression entails the right of the public to be informed, and to receive and impart
information, ideas and opinions freely. These rights make it possible for citizens to make decisions
and judgments about the society they live in, to exercise their rights and duties as citizens, and to
facilitate greater understanding among the people of South Africa and the world.
Freedom of expression, by its nature, protects and defends other rights necessary to a functioning
democracy where every citizen enjoys equality, dignity and freedom.
Our newspapers play a vital role in disseminating information in South Africa. As such, we have a
duty to act as trustee for the public interest. In performing this duty, we uphold the values of the
constitution.
Accordingly, we pledge:
 To perform our duties to the highest standards of excellence and integrity
 True, accurate, fair and balanced reporting
 To investigate and expose abuses of power – whether political, economic, commercial or social
– with courage and with commitment to the truth. We do so without being beholden to any
interest group, other than our readers and the citizens of South Africa
 To take seriously our role as a watchdog over the people, institutions and forces that shape our
society. We do so on behalf of our readers and the citizens of South Africa, especially those
who otherwise would not have a voice
 To seek diversity in the views and opinions we publish
 To uphold the South African Press Code.
As a leading media group in South Africa, editorial independence and quality of content are
paramount. This pledge is the precursor to a detailed set of editorial policies for journalists and
editors that spans print and electronic media and communication, and is closely aligned to the
South African Press Code.
Throughout the media division, editorial independence and quality of content are clearly stipulated
and rigorously enforced. TMG’s editorial policies are available on the Group intranet and also on
our website at www.tmg.co.za/business/media/.
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Conflict of interest
TMG has appropriate policies to avoid conflicts of interest, from board level down. These are
adapted to suit the requirements of specific business units and their industries.
In its media division, TMG journalists may not work for businesses competing directly with the
Company, nor may they hold another full-time job. Any outside, paying work must be approved in
writing by the editor or deputy editor.
Any approved part-time or temporary work must not infringe on the Company’s resources or
disrupt the journalist’s responsibility to the Company. Journalists may not promote the business,
political or other interests of family members in their stories.
Stakeholder engagement
TMG engages with key stakeholder groups to advance the interests of both our organisation and
interested parties:
Media
As a media company, TMG fully understands the power of media and using appropriate channels
to convey the corporate story. As such, using both print and online mediums that are accessible to
our stakeholders is an essential part of our investor relations programme. In delivering financial
and other information about the Company, we use both passive and active mediums. We maintain
a database of journalists who follow the industry and the organisation to accurately target our
media engagement approach.
Investor community
Engagement with the investor community is driven by three key pillars: market intelligence,
compliance and communications. We strive to go beyond compliance with the letter of the law.
Our goal is to create a holistic view of the Company, seen by shareholders from a range of vantage
points that enable them to make informed decisions about our Group.
The TMG website is regularly updated with financial and corporate information. Shareholders also
receive electronic communication. Given the accelerating pace of technological change, further
mediums of communication are being investigated to ensure a valuable online presence.
TMG also capitalises on industry platforms and conferences to present the Company’s strategy,
opportunities, trends, performance, risks and other pertinent areas to ensure ongoing transparency
on matters of interest.
Employees
Our people are an essential element of our value proposition and thus key in advancing the
Company’s interests and achieving our goals. Critical to ensuring long-term organisational
success is the need to enhance understanding and awareness of the purpose, strategy, goals and
direction of the business. Given the diversity of businesses in the Group, it is also important for
staff to understand TMG as a whole. Again, we use various mediums. Staff are notified of key
events and updates through TMG Billboard, an email mechanism for key messages. All
departments have appropriate forums and meetings to communicate business challenges and
priorities.
In the quest for continuous improvement, we are investigating ways of minimising information gaps
as far as possible, creating other forums for further staff and management interactions, and
providing greater management accessibility. The way we engage with our staff is reviewed
regularly to ensure the Company communicates for performance, supporting the creation of an
environment in which organisational goals can be achieved.
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Industry bodies
Our continued involvement with key industry organisations includes:
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World Association of Newspapers
Print and Digital Media South Africa
Newspaper Association of South Africa
Magazine Publishers Association of South Africa
Printing Industries Federation of South Africa
Southern African Federation Against Copyright Theft
National Organisation for Reproduction Rights in Music in Southern Africa
Content Delivery and Storage Association
Recording Industry of South Africa
South African Music Performance Rights Association
Publishing Association of South Africa
South African Booksellers’ Association
International Map Trade Association
Sustainable Energy Society of Southern Africa.
TMG is represented by appropriate senior managers and decision makers in these organisations to
ensure quality interactions. This allows us to play a pivotal role in positively influencing industryrelated matters for the benefit of all participants.
Government and non-government financial assistance
TMG receives no financial assistance from government, although various government departments
do place recruitment and other advertisements in TMG publications. In recent years, the quantum
of recruitment advertising carried by all print media has dropped significantly, given the economic
downturn. TMG receives no significant financial assistance from non-government sources.
Defined benefit retirement plan obligations
TMG’s only defined benefit retirement plan, the Johnnic Entertainment Pension Fund, is in
liquidation. The employer’s surplus account, which was R46 million at year end, is recognised as
an asset (see note  of the annual financial statements).
Supply chain management
Acknowledging that TMG is a diverse Group with many different operations, and sometimes
decentralised controls, its procurement policy is designed as a framework for users.
The procurement policy regulates transactions with related parties, and transactions that give rise
to conflicts of interest. The responsibility for complying with broad-based black economic
empowerment (B-BBEE) criteria rests with the business units, although guidance on specific
criteria for the Group is provided. Where possible and appropriate, goods and services are
procured from BEE-compliant entities.
TMG has guidelines on labour standards and human rights that govern its relationships with
suppliers and business partners, specifically:
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Not to use child labour
Not to use forced and compulsory labour such as prison workers
Not to enforce a working week that exceeds 45 hours and to allow employees at least one day
off for every 17 days worked
To offer remuneration that complies with prevailing laws and matches local practice
To support diversity
To respect the rights of individuals in terms of freedom of association
To offer a safe and healthy work environment
To demonstrate full compliance with laws and regulations.
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In return for this compliance and good governance, TMG has committed to:
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Selecting suppliers on merit while assessing BEE credentials
Building mutually beneficial relationships
Providing existing and potential suppliers with clear criteria for decisions on major supply
contracts
Respecting the patents, trademarks, copyrights, proprietary information and trade secrets of
suppliers and business partners.
Statement of value added
2013
Rm
2012
Rm
Revenue
Paid to suppliers for materials and services
Value added
Finance income
Income from investments
Total value added
Employees
Share-based payments
Providers of capital
- Finance costs
- Dividends
- Owners of the Company
- Non-controlling interests
Central and local government
- Income tax expense
- Secondary Tax on Companies expense
- Skills development levy
Reinvested in the Group to maintain and develop operations
- Depreciation and amortisation
- Retained profit
- Owners of the Company
- Non-controlling interests
Total value distributed
Our people
People are the foundation of our business because their combined intellectual capital, experience
and expertise are pivotal to our success in the media and entertainment sector.
As a content-driven business, TMG’s underlying strength is its talent. This in turn underpins our
competitiveness in consistently offering renowned brands, products and services to customers.
As our markets change in terms of generational consumer preferences – simultaneously informed
by race, gender and economic strata – the quality of our people enables TMG’s brands to
proactively adapt to new conditions and still offer appropriate products for different customers.
Understanding the importance of our people, TMG strives for human resources strategies and
policies that acknowledge the unique requirements of our diverse business units to support Group
performance and growth, and to optimise the potential of every employee in the Group.
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The human resources team has concentrated on entrenching sound workplace relationships and
confidence. At TMG, we believe that a good work environment is built on fostering respect for
people and their diverse views, instilling a climate of trust through open and honest communication
and focusing on developing people. Properly implemented, this approach plays a major role in
motivating, engaging and retaining knowledge workers and key talent.
TMG’s strength and competitiveness rest on our ability to continuously manage our employees
effectively in a changing workplace. In every workplace, managers play a significant role in setting
the tone and anchoring Company culture. Our investment in upskilling management and staff is
reviewed every year.
Transformation
TMG takes a holistic approach to transformation. While our policies and practices support the
focus on transformation in terms of the Department of Trade and Industry (dti) scorecard, our
commitment has been concentrated on improving black ownership in our Company, procuring from
black-owned companies, entrenching an inclusive Company culture and employment equity,
including black women and people with disabilities. Our learnerships and internships are focused
on historically disadvantaged groups.
Constantly improving our demographic profile is a key driver of TMG’s transformation process.
This is supported by a detailed employment equity strategy and policy, and significant investment
in training and development.
In each business unit, employment equity targets are quantitatively and qualitatively measured.
The former is aligned to Group targets, while the latter considers strategic human resources
initiatives aimed at attracting, engaging and retaining staff.
A deliberate series of interventions has been implemented by the Company to address these
issues. However, it is also important to note that our view is long term and part of a process, rather
than an event.
TMG has been audited as a level 4 contributor in terms of the dti scorecard.
Learning and development
TMG’s strategy on developing people is based on the corporate business strategy and aimed at
enhancing skills in the Group, while taking cognisance of national imperatives – the skills
development strategy, national qualifications framework and related legislation.
Our business units operate in diverse markets that require different skills sets. Although the
human resources development strategy is set at Group level, implementation is tailored to meet
the requirements of individual business units and their evolving markets and requisite skills.
In addition to internal training, employees are encouraged to undertake external studies related to
the Group’s business using the TMG education assistance scheme. This extends loans for tuition
fees, and refunds successful candidates on completion of their courses to promote a culture of
learning.
TMG also offers financial assistance and bursaries to the children of lower-income employees
each year.
Awards
TMG’s strengths are embodied in its people, quality of content and multifaceted delivery of that
content. During the year, TMG companies and employees received numerous awards for these
skills, as well as for broader contributions to their industries and communities.
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Internship programmes
The Group offers annual journalism learnerships, comprising rotational learning in the editorial
sections of different publications to enable learners to develop practical skills in newsroom
processes. This programme offers graduates the opportunity to enter the specialised field of
economic and business journalism, and is based on courses initiated by the Financial Mail and
Business Day in 1998. The course is open to graduates from all disciplines and runs for six to 12
months. Training is intensive, ranging from classroom sessions to practical exercises and handson internships. When the classroom component is complete, trainees are rotated through TMG’s
news and information business units.
TMG has established internship programmes accredited by the National Qualifications Framework
(NQF). To complement this, TMG has invested in site-learning facilities. As an example, at our
Industria offices, we offer a customer service centre internship where around 20 learners are taken
into a structured learning process each year, including learners with disabilities.
At our Durban printing plant, we capitalised on the business need to offer apprenticeship-structured
learning on the same basis as the customer service centre. Ten learners from different trades
undertake a 12-month programme aligned to the NQF.
Performance-related remuneration
TMG’s remuneration policy, underpinned by principles of fairness, transparency and flexibility,
reflects the dynamics of the market and context in which it operates. The policy is aimed at
aligning behaviours to the values and strategies of the business. As such, remuneration plays a
critical role in attracting and retaining high-performing individuals, and in reinforcing, encouraging
and promoting superior performance.
Employees receive regular performance and career development reviews. As remuneration is
performance-related, there is no discrimination between men and women in the ratios of cost-tocompany packages by employment category.
Remuneration is integrated into other management processes such as performance management
and the overall Group human resources policies. At executive level, and as far as practical down
the organisation, employees are consulted on the implementation and modification of remuneration
programmes.
TMG and its business units are committed to open communication with all internal stakeholders
about launching remuneration programmes, and ongoing changes to these programmes.
The remuneration mix reflects the relative proportions of pay represented by guaranteed and
variable income. It is also linked to job levels and the nature of expected outcomes and
performance.
Guaranteed remuneration includes all guaranteed items such as cash component, travel allowance,
and other allowances.
Variable remuneration includes cash incentive bonuses and commissions.
paying variable remuneration is typically one year or less.
The timeframe for
Share incentives are long-term initiatives with varying timeframes - TMG’s new share incentive
plan became effective on 1 July 2013.
TMG has adopted the ‘cost-to-company’ approach, cascaded down the business units to include
all levels of staff. Associated advantages of this approach include employee responsibility for their
salary packages and flexibility on choice of benefits.
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Recruitment
Group policy is to recruit locally and appoint internally wherever possible.
Talent management
Managing talent is a particular focus for TMG, given the importance of intellectual capital in each of
our businesses. Our relatively low staff turnover rate reflects the success of talent management
programmes across the Group.
The existing talent management programme aims to retain key talent in the Group by creating an
environment that promotes individual professional goals and productivity potential, while
strengthening the Company’s brand leadership.
TMG’s talent management strategy emphasises key talent, identified in a systematic approach
across the Group. Our strategic focus on talent management has contributed significantly to
building TMG succession pools, while minimising vulnerability and risks.
Across the Group, programmes are in place to maximise the potential of high-performing
individuals, particularly those in positions best suited for realising TMG’s strategy. Individuals are
assessed using a variety of tools, career pathing discussions and customised development
solutions to match key talent needs.
Employee relations
TMG operates in a labour environment where employee rights and freedom of association and
speech are respected in terms of current labour legislation and the South African constitution. Our
corporate culture embraces participative management to promote full involvement on issues
affecting employees, and individual business units have employee structures in place that suit their
particular circumstances.
TMG is committed to:
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Fair treatment and non-discriminatory work practices
Collective bargaining principles while respecting the individual’s right to freedom of association
or dissociation
Upward communication through existing structures and appropriate procedures to empower
employees
Balancing rights and obligations within the legal framework and considering business realities.
TMG’s sound relationships with employees and stakeholders reflect good leadership at shop-floor
level and appropriate policies that guide business units. In addition, feedback from exit interviews
is used constructively to enhance working conditions.
Substantive issues raised by employees are addressed before being elevated to the CCMA
(Commission for Conciliation, Mediation and Arbitration) or related bodies, if necessary.
At Uniprint, the South African Typographical Union (SATU) has a majority representation at its
bargaining unit.
The Group policy on relationship building recognises the diverse nature of our employees and the
need to consult with a broad representation of interest groups. The diversity of our people is
recognised in terms of nature of work, religion, gender, age, race, level of seniority, unionised and
non-unionised, nationality and language. This wealth of diversity is used to the benefit of all
stakeholders.
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We believe broad participation is the most effective means of pooling employees with different
views to channel efforts towards consensus and successful problem-solving.
Properly
implemented, broad participation delivers multiple benefits, including:
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Enhanced relationships and better understanding of issues by employees
Improved staff morale, and a positive impact on the level of staff turnover
Increased interaction resulting in managers and employees being better able to handle day-today issues
Open communication leading to increased trust and confidence
A broader participation structure facilitating open discussion and debate on sensitive issues
Better decision-making based on expanded information from different perspectives
Management and staff involvement at all levels
The process-orientated nature of the exercise, leading to cooperation, ownership and
commitment by all employees.
Post-retirement medical aid
Certain Group operations have unfunded obligations to provide post-retirement medical aid
benefits to certain pensioners. This liability totalled R274 million at year end, and is disclosed in
note  of the annual financial statements.
Employee benefits
Full-time employees are entitled to a range of benefits designed to enhance their work life and
retain their services. Benefits also comply with South African labour legislation. At present,
standard employee benefits include:
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Leave (annual, ill health, maternity, family responsibility, study leave)
Retirement funding
Medical aid
Study assistance
Funeral cover
Performance incentives
Share incentives.
Life-threatening illnesses
TMG is committed to creating a supportive and non-discriminatory environment in which
employees with life-threatening illnesses can continue working for as long as they are medically
capable.
The Group policy on life-threatening diseases covers cancer, heart disease, tuberculosis, hepatitis,
HIV and Aids.
The policy clarifies TMG’s views and commitment to:
 Assisting employees who contract a life-threatening illness
 Provide consistent guidelines to senior management to ensure fair treatment of all employees
with life-threatening illnesses
 Inform employees of their rights and benefits
 Provide an education framework for HIV/Aids.
TMG ensures that no employee suffering from any life-threatening illness is unfairly discriminated
against, harassed or victimised in the workplace because of the illness. All employees and
managers must respect the confidentiality of information for existing or potential employees with
life-threatening illnesses.
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Human rights
TMG supports the basic principles on human rights set out in the constitution of South Africa, and
is guided by international standards such as the UN Global Compact.
Accordingly, several policies governing respect for human rights and non-discrimination are in
place. These are regularly reviewed and strictly enforced. Some of these policies, for example
sexual harassment, include non-employees.
Broadly, TMG’s policies facilitate:
 Safe and healthy working conditions
 Freedom of association
 Non-discrimination in personnel practices
 The prevention of human rights abuses
 The right to collective bargaining
 The elimination of all forms of forced labour
 A precautionary approach to environmental challenges
 Combating corruption.
No operations have been identified in the Group where the right to exercise freedom of association
and collective bargaining may be at significant risk.
TMG does not support child labour, or forced and compulsory labour.
Public policy
As a Group policy, TMG does not contribute financially or in kind to political parties, individual
politicians or related institutions.
Safety, health and environment
Sustainable development of the environment and the right of people to a healthy environment in
which to work and live is a principle TMG fully endorses. A board-approved policy defining sound
environmental practices has been distributed to employees so that they understand and adhere to
their responsibilities and obligations on environmental matters.
As a Group, we aim to:
 Promote social and environmental responsibility through our business activities
 Develop sound ethical, social and environmental practices relevant to our areas of operations
 Seek and promote relationships with businesses involved in cleaner production and other
environmentally friendly processes.
In line with this policy, employees who identify health and safety issues must report them to the
appropriate manager.
By the nature of its business, TMG has a low environmental impact. We do, however, comply with
relevant environmental legislation and aim to meet global best practice.
TMG’s safety, health and environmental policy
TMG is committed to taking requisite precautions to facilitate a safe environment for employees,
customers and independent contractors. Equally, TMG conducts its business in a manner that
mitigates harm to the environment.
Our comprehensive safety, health and environmental (SHE) policy was drafted using international
benchmarks such as the Global Reporting Initiative (GRI), United Nations Global Compact and
South African legislation such as the acts governing basic conditions of employment,
compensation for occupational injuries and diseases, and labour relations. It also incorporates
recommendations on sustainability set out in King III – the local benchmark for corporate
governance.
13
The chief executive officer and senior operational management are responsible for implementing
the policy, and developing and maintaining a system to ensure compliance with both the policy and
applicable SHE laws and standards.
All employees are responsible for complying with the policy, and are expected to give appropriate
and timely attention to issues covered by the policy. Any employee who becomes aware of
circumstances relating to the Company’s operations or activities that pose a real or potential safety,
health and environmental risk to other employees or the wider community must report the matter in
line with procedures set out in the policy.
During the review period, TMG recorded no work-related fatalities or major injuries. Various minor
injuries were recorded across the Group. The Group health and safety policy ensures that a formal
and structured incident-recording and investigation system is in place which classifies incidents
and defines their severity.
Representative health and safety committees have been established across the Group.
reporting to these bodies, health and safety representatives are responsible for:






In
Highlighting potential hazards, dangerous work practices and conditions
Investigating the causes of accidents, and safety-related complaints by customers and
employees
Ensuring greater awareness of safety conditions by employees and customers
Representing staff by applying appropriate safety standards
Adhering to the provisions of legislation
Reporting in writing to the health and safety committee on any accident.
TMG’s Head Office health and safety committee manages a team of trained first aiders and
marshals responsible for incidents in their designated areas. Refresher courses are conducted
regularly. Head office marshals are also responsible for ensuring all fire equipment is serviced
regularly and that fire escapes are accessible at all times. Annual inspections are carried out by
the Department of Labour. Trained first aiders and marshals are in place in the rest of the Group
and are responsible for the safety of staff at their operations. Regular drills ensure that staff know
how to react in an emergency. The Group has contracted a leading external service provider as a
working partner to assist with training and emergencies.
Materials used
TMG is a major consumer of paper, particularly through our printing, newspaper, magazine and
book-publishing enterprises.
Collectively, the Group uses thousands of tonnes of paper per annum, over two-thirds of which is
supplied by Mondi, a recognised leader in sustainable forestry practices. Over one-third of the
stock comprises recycled paper.
Given our volumes, our paper-purchasing policy requires that:



Paper suppliers comply with environmental laws and regulations
Where possible and viable, paper with recycled content is used
Paper used is from certified, well-managed forests.
Energy
TMG’s operations affect the environment directly by consuming fossil fuel in our company-operated
motor fleets, and indirectly through buying electricity which is the largest indirect source of carbon
dioxide emissions by the Group.
The Group uses modern fuel-efficient equipment and recognises the effect of carbon dioxide
emissions on the environment. Vehicles and equipment are serviced regularly to ensure efficient
fuel consumption. Accurate measurement of nitrogen oxides from transport fleets has not yet been
quantified.
14
TMG does not own any major manufacturing plants except for its printing presses in Port Elizabeth,
the printing operations of Uniprint and Hirt & Carter in Durban, and its CD and DVD manufacturing
operations in Midrand. The Group therefore does not consume significant amounts of raw
materials, apart from paper.
TMG’s primary energy source is electricity. At head office, numerous energy efficiency measures
are in place. Energy is managed by local maintenance departments at our other operations.
We are currently investigating ways to lessen our carbon footprint by reducing our energy
consumption. This includes installing a power-factor correction unit at Uniprint. Operations at CDT,
ELS and Industria have been converted to new low-wattage lighting technology to reduce
electricity consumption.
Water use
Water is a necessary and scarce resource. Although the amount of water TMG uses does not
have a large environmental impact, we are committed to ensuring less waste.
In addition to ongoing water-efficiency initiatives across the Group, we have reduced the flow of
water in common areas by closing stopcocks and continuously checking and repairing leaking taps
to reduce waste.
No fines were imposed on TMG for water pollution or other water-related issues during the period.
Emissions, effluents and waste
TMG outsources the recycling of waste and by-products from its activities to service providers,
ensuring that by-products do not end up in landfills. The service providers separate nonenvironmentally friendly waste from recycling waste.
The Occupational Health and Safety Act obliges employers to safely dispose of waste from
hazardous chemical substances. TMG complies by placing this waste in sealed containers to
prevent exposure during handling. This is disposed of only at designated sites by contractors
complying with the same regulations.
For the TMG Group, hazardous chemical substances consist of diesel, cleaning paraffin, benzene,
CD and plate-making developer fluid. All chemicals are delivered for use and collected for disposal
by compliant contractors. This area is carefully monitored by the health and safety committee.
To minimise diesel and petrol emissions from vehicles, route plans are assessed to reduce travel
distances. Regular service schedules ensure optimum fuel consumption and only reputable
service providers are used where this service is outsourced.
TMG has removed all halon gas from its IT environment and replaced it with dry nitrogen.
A clean-air and non-smoking policy is enforced in all Group premises. Appropriate processes are
in place to maintain clean-air standards.
Biodiversity
TMG does not own, lease or manage land in or adjacent to protected areas and areas of high
biodiversity value outside protected areas.
Security
By the nature of its business, TMG is required to maintain effective security precautions and
systems to protect both its employees and assets. The Company has implemented multi-tiered
security measures at various levels of its operations. These measures are regularly reviewed and
updated.
15
The Group health and safety policy ensures that reasonable precautions and systems are
maintained to prevent any harm, damage or loss to employees and Company assets.
TMG is a member of Johannesburg’s Rosebank Management District Police Forum which
manages security in the area and creates jobs.
Relations with surrounding communities
As TMG’s Head Office building is in a residential area, management has an agreement with the
Rosebank Management District and its residents to minimise night-time lighting. TMG has
installed sound mufflers around its emergency generator to reduce sound output to an acceptable
level.
At other TMG operations, ongoing attention is paid to relations with surrounding communities. Any
issues raised are promptly dealt with.
Corporate social investment
As a responsible corporate citizen, TMG is committed to the social development and
empowerment of the broader community by contributing to various corporate social investment
(CSI) initiatives.
TMG’s business units support CSI initiatives related to their specific activities or locations. The
programmes chosen during the review period are largely aligned with the corporate strategy and
the national agenda in that the focus on education and literacy ties in with promoting the Group’s
business interests and the country’s focus on education.
Operational senior executives control divisional CSI budgets and grants, and report on their
activities to the corporate Head Office.
TMG’s CSI programme does not support commercial ventures, religious organisations, tours and
exchanges, individuals, sporting activities or bursaries.
Compliance
“Effective self-regulation is the best system for promoting high standards in the media”
Declaration of Principles on Freedom of Expression in Africa, 2002
Apart from complying with national, corporate and industry standards and regulations, TMG also
abides by several media-specific codes of conducts.
One of these is the office of the press ombudsman which provides objective recourse for members
of the public on any perceived instance of inappropriate reporting.
The Press Council, the ombudsman and the appeals panel are a self-regulatory mechanism set up
by the print media industry to provide impartial, prompt and cost-effective adjudication in settling
disputes between members of the public and newspapers and magazines on the editorial content
of publications. The mechanism is based on two pillars: a commitment to freedom of expression,
including freedom of the press, and to excellence in journalistic practice and ethics.
The council has adopted the South African Press Code to guide journalists in gathering and
distributing news and opinion, and to guide the ombudsman and appeals panel in reaching
decisions on complaints from the public. More than 640 publications, mainly members of Print and
Digital Media South Africa, subscribe to the code.
Cases involving TMG titles referred to the ombudsman can be viewed at www.presscouncil.org.za.
16
Product responsibility
Customer health and safety
Lifecycle stages where health and
safety impacts are assessed for
improvement
Number of incidents of noncompliance with regulations and
voluntary codes on health and
safety impacts of products and
services during their lifecycle
Products and services labelling
Type of product and service
information required by
procedures
Marketing communications
Number of incidents of noncompliance with regulations and
voluntary codes including
advertising, promotion and
sponsorship
Customer privacy
Number of substantiated
complaints regarding breach of
customer privacy and loss of
customer data
Compliance
Monetary value of significant fines
for non-compliance with laws and
regulations on the provision and
use of products and services
Media
Retail Solutions Books
Entertainment
None
None
None
Raw materials;
expiry dates
Nil
Nil
Nil
Nil
None
None
None
3D use
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Information technology
TMG’s information technology (IT) policy accommodates both the requirements of King III and
ever-changing needs of the digital workplace. An IT steering committee is responsible for
implementing and enforcing this policy.
TMG’s IT department provides related services to business units, governed by service-level
agreements. Third-party IT suppliers are required to sign formal contracts with defined service
levels, which are managed, measured and reviewed.
Preference is given to IT suppliers that comply with employment equity and B-BBEE economic
empowerment measures.
To entrench world-class
comprehensively covers:





digital
standards and
Use of e-Mail
Internet access and use
Internet security
System-level security
Home support.
17
security
measures,
the
Group
policy
As a media group with different businesses operating under global licences, TMG is highly
sensitive to any real or perceived infringement of intellectual property. Accordingly, pirated
software is not permitted and users may not use, load or download any software, including
unlicensed software, on TMG’s IT equipment. Software used on Group IT equipment is also
regularly audited. In addition, TMG’s software, and any software TMG makes available to users,
may not be copied for any purpose, including home use.
Physical security is ensured through a multi-level approach:





Access to all network devices is restricted and monitored
A register of all authorised personnel with access is kept and updated by TMG’s IT department
Access to servers is only granted to third parties once confidentiality and non-disclosure
agreements have been signed
All business-critical applications are backed up regularly, while servers are backed up daily.
Backups are kept off-site.
Verification and test restores are conducted monthly, while a full system file backup is done
after each month end.
An incident-reporting service enables users to report violations of Group policy, or any incidents of
unauthorised or attempted infiltration.
GRI index
In terms of GRI reporting standards, TMG has met the requirements set out below and selfdeclared this report at level C.
B+ A
Report on all criteria
listed for level C plus:
1.2
3.9, 3.13
4.5 – 4.13, 4.16 – 4.17
For each indicator
category
Report on a minimum
of 20 performance
indicators with at least
one from each of:
economic,
environmental, human
rights, labour, society,
product responsibility
18
Report on all criteria
listed for level C plus:
1.2
3.9, 3.13
4.5 – 4.13, 4.16 – 4.17
For each indicator
category
Respond on each G3
and sector supplement
indicator with due
regard to materiality
principle by either:
a) reporting on
indicator or b)
explaining reason for
its absence
A+
Report externally assured
Report on:
1.1
2.1 – 2.10
3.1 – 3.8, 3.10 – 3.12
4.1 – 4.4, 4.14 – 4.15
Management Not required
approach
disclosures
Performance Report on a minimum
indicators
of 10 performance
(including
indicators with at
sector
least one from each
supplement
of: social, economic,
indicators)
environmental
C+ B
Report externally assured
C
Report externally assured
Standard disclosure
G3 report
application
level
Profile
disclosures
GRI G3 indicators and media supplement
This index covers GRI’s G3 indicators and the new media sector supplement (italics) which TMG
has proactively incorporated into its disclosure, where possible.
~ partially covered na - not applicable nm – not material nr – not reported
GRI
Topic
Page
Strategy and analysis
1.1
Statement from acting group chief executive officer
2.1-9
Organisational profile
2.10
Awards
Report parameters
3.1-11
Reporting period, methodology
3.12
GRI index
3.13
Policy and practice on external assurance
Governance, commitments and engagement
4.1-4
Governance structure, including governance structure and arrangements for
content decision-making and its interrelationship with overall governance of the
organisation (commercial, financial, strategic)
4.5
Link between compensation and performance
4.6
Process for avoiding conflict of interest, particularly in content creation and
dissemination
4.7
Expertise of board
4.8
Policies on economic, environmental and social performance, including values for
creating and/or disseminating content within specific media context
4.9
Procedures for board oversight of economic, environmental and social
performance
4.10-12 Board performance, precautionary approach, external principles endorsed
4.13
Membership of industry associations and advocacy groups
4.14-15 Stakeholder groups, including media observers and other key bodies involved in
media development
4.16
Approach to stakeholder engagement
4.17
Topics and concerns raised and response
INDICATORS
Economic
Economic performance
EC1
Economic value generated and distributed
EC2
Financial implications, other risks and opportunities for activities due to climate
change
EC3
Coverage of defined benefit plan obligations
EC4
Significant financial assistance and advertising revenues received from
government
M4
Significant financial assistance received from other non-governmental sources
Market presence
EC5
Range of ratios of standard entry-level wage by gender compared to local
minimum wage at significant operations
EC6
Policy, practices, proportion of spending on locally-based suppliers at significant
operations
EC7
Procedures for local hiring and proportion of senior management hired from local
community at significant operations
19
INDICATORS (contd)
Economic (contd)
Page
Indirect economic impacts
EC8
Development and impact of infrastructure investments and services provided
primarily for public benefit through commercial, in-kind or pro-bono engagement,
including initiatives for discounted / differential advertising spaces, investments to
advance accessibility to content, initiatives to support local cultural activities,
philanthropic investments, initiatives to close digital divide using own infrastructure
/ capacities
EC9
Understanding and describing significant indirect economic impacts, including
extent
Environmental
Materials
EN1
Materials used by weight or volume
EN2
Percentage of materials used that are recycled input materials
Energy
EN3
Direct energy consumption by primary energy source
EN4
Indirect energy consumption by primary source
EN5
Energy saved due to conservation and efficiency improvements
EN6
Initiatives to provide energy-efficient or renewable energy-based products and
services, and resulting reductions in energy requirements
EN7
Initiatives to reduce indirect energy consumption and reductions achieved
Water
EN8
Total water withdrawal by source
EN9
Water sources significantly affected by withdrawal of water
EN10
Percentage and total volume of water recycled and reused
Biodiversity
EN11-15 Location and size of land owned, leased, managed in or adjacent to protected
areas and areas of high biodiversity value outside protected areas
Emissions, effluents, and waste
EN16 – Total direct and indirect greenhouse gas emissions by weight
20
EN21
Total water discharge by quality and destination
EN22
Total weight of waste by type and disposal method, including initiatives to recycle
or safely dispose of paper, inks, batteries and electronic equipment
EN23
Total number and volume of significant spills
EN24
Weight of transported, imported, exported or treated waste deemed hazardous
under Basel Annex I, II, III and VIII, and percentage of transported waste shipped
internationally
EN25
Water bodies and related habitats significantly affected by discharges of water and
runoff
Products and services
EN26
Initiatives to mitigate environmental impacts of products and services, and extent
of mitigation
EN27
Percentage of products sold and packaging materials reclaimed by category
Compliance
EN28
Monetary value of significant fines and total number of non-monetary sanctions for
non-compliance with environmental laws and regulations
EN29
Significant environmental impacts of transporting products and other goods and
materials used for operations and transporting members of the workforce
EN30
Total environmental protection expenditures and investments by type
20
Social performance: Labour practices and decent work
Page
Employment
LA1
Total workforce by employment type, employment contract, and region broken
down by gender
M5
Initiatives to create and manage systems of remuneration and working conditions
for content generators across platforms, and results achieved
LA2
Total number and rate of new hires and employee turnover by age group, gender
and region
LA3
Benefits for full-time employees not provided to temporary/part-time employees, by
major operations
LA15
Return to work and retention rates after parental leave, by gender
Labour / management relations
LA4
Percentage of employees covered by collective bargaining agreements
LA5
Minimum notice period(s) on significant operational changes, including whether
specified in collective agreements
Occupational health and safety
LA6
Percentage of total workforce represented in formal joint management / worker
health and safety committees that help monitor and advise on occupational health
and safety programmes
LA7
Rates of injury, occupational diseases, lost days and absenteeism, and number of
work-related fatalities by region and by gender, including fatalities by gender and
using absolute number
LA8
Education, training, counselling, prevention and risk-control programmes to assist
workforce members, their families or community members with serious diseases
LA9
Health and safety topics covered in formal agreements with trade unions
Training and education
LA10
Average hours of training per year per employee by gender and by employee
category, including training on content creation and dissemination-related matters
when technological changes affect employees’ areas of expertise
LA11
Programmes for lifelong learning that support continued employability of
employees and assist them in managing career endings
LA12
Percentage of employees receiving regular performance and career development
reviews, by gender
Diversity and equal opportunity
LA13
Composition of governance bodies and breakdown of employees per category by
gender, age group, minority group membership and other indicators of diversity
LA14
Ratio of basic salary and remuneration of women to men by employee category,
by operation
Social performance: human rights
HR1
Percentage and total number of significant investment agreements and contracts
that include human rights clauses or that have undergone human rights screening
HR2
Percentage of major suppliers, contractors, business partners screened on human
rights, and actions taken
HR3
Total hours of employee training on policies and procedures concerning aspects of
human rights relevant to operations, including percentage of employees trained
HR4
Total number of incidents of discrimination, and actions taken
HR5
Operations and significant suppliers identified in which right to exercise freedom of
association and collective bargaining may be at significant risk, and actions taken
to support these rights
HR6
Operations identified as having significant risk for incidents of child labour, and
measures taken to contribute to elimination of child labour
HR7
Operations identified as having significant risk for incidents of forced or
compulsory labour, and measures to contribute to the elimination of forced or
compulsory labour
21
Social performance: human rights (contd)
Page
HR8
Percentage of security personnel trained in TMG’s policies and procedures on
aspects of human rights relevant to operations
HR9
Total number of incidents of violations involving rights of indigenous people, and
actions taken
HR10
Percentage and number of operations subject to human rights reviews or impact
assessments
HR11
Number of grievances related to human rights filed, addressed and resolved
through formal mechanisms
Freedom of expression
 Media organisations exercising freedom of expression, including principles to avoid selfcensorship, either in content or marketing communications
 Media organisations supporting society’s rights to freedom of expression
Social performance: society
Community
SO1
Nature, scope and effectiveness of programmes and practices that assess and
manage impacts of operations on communities, including entering, operating and
exiting
Corruption
Management approach: to journalists receiving benefits, inducements, charging for coverage and
paying sources illicitly for news content
SO4
Actions taken in response to incidents of corruption
Public policy
SO5
Public policy positions and participation in public policy development and lobbying,
including industry issues such as freedom of expression, access to information,
youth protection, protection of sources
SO6
Total value of financial and in-kind contributions to political parties, politicians and
related institutions by country
MSS7
Impact of, and investment in, initiatives to advance sustainable development
through media content
Anti-competitive behaviour
SO7
Number of legal actions for anti-competitive behaviour, anti-trust and monopoly
practices, and outcomes
Compliance
Management approach:
- Prioritising and addressing sustainable development issues through media content, pertinent to TMG’s
portfolio, context, and audiences served
- Own definition of quality media content and approach to ensure compliance (editorial policies, codes, training
of journalists, monitoring of initiatives)
- Initiatives to advance media literacy - empower audiences to access, understand, engage with and respond
critically to media content
SO8
Monetary value of significant fines and number of non-monetary sanctions for noncompliance
Social performance: product responsibility
Management approach:
- Empower audiences to consume content responsibly (media literacy initiatives, parental controls,
awareness / education on parental controls, awareness-raising and rewards)
- Establish effective feedback mechanisms and interaction with audience
- Engage with and protect audience (ombudsman, letters to the editor, retraction, right of reply)
Customer health and safety
PR1
Life cycle stages in which health and safety impacts of products and services
assessed for improvement, and percentage of significant categories subject to
such procedures
PR2
Number of incidents of non-compliance with regulations and voluntary codes on
health and safety impacts of products and services during their life cycle, by type
of outcomes
22
Customer health and safety (contd)
Page
Products and service labelling
PR3
Type of product and service information required by procedures, and percentage
of significant products and services subject to such information requirements
PR4
Total number of incidents of non-compliance with regulations and voluntary codes
concerning product and service information and labelling, by type of outcomes
PR5
Practices related to customer satisfaction, including results of surveys measuring
customer satisfaction
Marketing communications
PR6
Programmes for adherence to laws, standards and voluntary codes related to
marketing communications, including advertising, promotion, and sponsorship
PR7
Number of incidents of non-compliance with regulations and voluntary codes
concerning marketing communications, including advertising, promotion, and
sponsorship by type of outcomes
Customer privacy
Management approach:
Policies/procedures in place for protecting people’s private lives and information from being used for
entertainment or news content
PR8
Number of substantiated complaints of breaches of customer privacy and losses of
customer data
Compliance
PR9
Monetary value of significant fines for non-compliance with laws and regulations
on the provision and use of products and services
Content
Content quality
M1
Method for assessing performance in relation to content creation aspects
M2
Actions taken to improve performance in relation to content creation aspects, and
results obtained
M3
Number and nature of responses (feedback / complaints) on content creation
(quality, sustainability and reflection of society’s diversity), and processes for
dealing with them
23