We believe our people and culture are our most powerful competitive advantage.
Together, we’ve built what we call ‘The Prosus Way’ — a shared understanding of the beliefs and behaviours that we see as essential for disruptive companies to create long-term value. The Prosus Way is more than a philosophy; it acts as our cultural DNA, connecting our people across businesses and geographies and fostering a strong sense of identity
Digital platforms have given rise to a new form of work, built on innovative business models that demonstrate exponential potential for both consumers and on-demand workers.
Value-chain workers engagement is overseen at the group level by the Prosus global head of sustainability and the Prosus general counsel for Food Delivery and Etail. At the subsidiary level, the sustainability leader, together with dedicated teams – such as the driver management team at iFood – lead on-the-ground management, monitoring and implementation.
For companies that rely on on-demand platform workers, groups that are identified as particularly vulnerable depend on the local societal context. In India, for example, vulnerabilities may be linked to gender and sexual orientation, while in Brazil, race can also be a significant factor. In response, our businesses have launched initiatives aimed to enhance the safety and support of these minority communities. In addition, we have multiple channels of, and continuous engagement with our value-chain workers because they are the backbone of our businesses.
To ensure our own daily practices (eg procurement and data use) do not contribute to negative impacts on our value-chain workers, our policies include provisions that aim to prevent this from happening.
Livelihoods in a Digital World report
