Enhance operational effectiveness to maintain competitive edge. Focus on consumer-led growth opportunities (food and beverage, hospitality and healthcare) and maintain stable supply of LPG in all markets.

• We invest in maintenance and infrastructure upgrades to improve Afrox’s existing facilities, and we optimise our plants for multiple purposes.
• We secured LPG supply through strategic import agreements. The impact of the volatile Rand necessitated a Rand-based price ex-tank.
• We reached Level 3 BBBEE status under the new BBBEE Codes of Good Practice (BBBEE Codes), from Level 8 in 2016.
• As an agile organisation, we continuously develop, improve and optimise our size, composition, supplier agreements and hierarchy.
• We reached a record 93.83% (2017: 91.33%) ‘delivery in full, on time’ for the year.

Further advance our safety culture to the point where it is fully integrated into every aspect of the way we do business and is reflected in reduced major incidents reported (MIRs). Maintain and improve quality while mitigating our environmental impacts.

• Afrox applies a best practice approach to safety, personalised in its SHEQ Golden Rules of Safety (refer to page 62). We will transition these to The Linde Group’s Life Saving Rules in March 2019.
• Our leaders drive a safety culture, but each employee remains responsible for acting safely and supporting their peers.
• We are a total solutions provider to some customers. We provide training for both customers and end-users in, among others, product safety where necessary.
• We use telematics technology and internal data to improve the safety of our employees, contractors and assets.