{"id":303,"date":"2019-03-17T09:11:45","date_gmt":"2019-03-17T09:11:45","guid":{"rendered":"http:\/\/www.afroxcomms.co.za\/Company-Profile\/?page_id=303"},"modified":"2019-07-02T12:30:35","modified_gmt":"2019-07-02T12:30:35","slug":"strategic-objectives","status":"publish","type":"page","link":"https:\/\/www.afroxcomms.co.za\/Company-Profile\/strategic-objectives\/","title":{"rendered":"Strategic Objectives"},"content":{"rendered":"

Strategic <\/span>Objectives –\u00a0Read in conjunction with the 2018 IR<\/em><\/span><\/a><\/span><\/strong><\/span><\/h1><\/div>
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Strategic <\/span>Objectives –\u00a0Read in conjunction with the 2018 IR<\/em><\/span><\/a><\/span><\/strong><\/span><\/h1><\/div>
<\/div><\/div><\/div><\/div><\/div>

MAINTAIN AND GROW PROFITABILITY AND OPERATING PERFORMANCE<\/strong><\/p><\/h1><\/div>

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ENSURE SUSTAINABLE GROWTH WHILE ENHANCING COMPETITIVENESS<\/strong><\/p><\/h1><\/div>

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EMBED ADVANCED PERFORMANCE IN AREAS OF SAFETY, HEALTH, ENVIRONMENT AND QUALITY<\/strong><\/p><\/h1><\/div>

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BUILD A PERFORMANCE CULTURE<\/strong><\/p><\/h1><\/div>

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MAINTAIN AND GROW PROFITABILITY AND OPERATING PERFORMANCE<\/strong><\/p><\/h1><\/div>

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Remain profitable and continue to deliver efficiencies by focusing on ROCE, EBITDA and free cash flow.<\/span><\/p>\n<\/div>

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  • We continuously review our customers and suppliers for the right products to reach their destinations timeously. Customer service is a\u00a0key element in protecting Afrox\u2019s sustainability.<\/li>\n
  • We pursue growth opportunities in consumer-led markets such as gas for\u00a0fast-food retailers or soft drink carbonation. Our product range includes\u00a0recent additions which extend the shelf life of packaged goods.<\/li>\n
  • We\u00a0launched a mobile pricing tool for sales representatives to get\u00a0minimum price approval within minutes. This has contributed to our\u00a0substantially improved pricing and price strategy.<\/li>\n
  • We were awarded the state healthcare tender in all nine provinces and\u00a0are rolling out the Linde Integrated Valve (LIV\u00ae<\/span>) (refer to page 77).<\/li>\n
  • We are growing our e-commerce channel (refer to page 27) and\u00a0introduced customer e-grievance systems.<\/li>\n<\/ul>\n<\/div>
    <\/div><\/div><\/div>

    ENSURE SUSTAINABLE GROWTH WHILE ENHANCING COMPETITIVENESS<\/strong><\/p><\/h1><\/div>

    <\/div>
    <\/div>
    <\/div>

    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.<\/span><\/p>\n<\/div>

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    <\/span><\/div><\/div>
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      \n
    • We invest in maintenance and infrastructure upgrades to improve Afrox\u2019s existing facilities, and we optimise our plants for multiple purposes.<\/li>\n
    • We secured LPG supply through strategic import agreements. The impact of the volatile Rand necessitated a Rand-based price ex-tank.<\/li>\n
    • We reached Level 3 BBBEE status under the new BBBEE Codes of Good Practice (BBBEE Codes), from Level 8 in 2016.<\/li>\n
    • As an agile organisation, we continuously develop, improve and optimise our size, composition, supplier agreements and hierarchy.<\/li>\n
    • We reached a record 93.83% (2017: 91.33%) \u2018delivery in full, on time\u2019 for the year.<\/li>\n<\/ul>\n<\/div>
      <\/div><\/div><\/div>

      EMBED ADVANCED PERFORMANCE IN AREAS OF SAFETY, HEALTH, ENVIRONMENT AND QUALITY<\/strong><\/p><\/h1><\/div>

      <\/div>
      <\/div>
      <\/div>

      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.<\/p>\n<\/div>

      <\/div>
      <\/div>
      <\/div>
      <\/span><\/div><\/div>
      <\/div>
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        \n
      • Afrox applies a best practice approach to safety, personalised in its SHEQ Golden Rules of Safety (refer to page 62). We will transition these\u00a0to The Linde Group\u2019s Life Saving Rules in March 2019.<\/li>\n
      • Our leaders drive a safety culture, but each employee remains responsible for acting safely and supporting their peers.<\/li>\n
      • 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.<\/li>\n
      • We use telematics technology and internal data to improve the safety of our employees, contractors and assets.<\/li>\n<\/ul>\n<\/div>
        <\/div><\/div><\/div>

        BUILD A PERFORMANCE CULTURE<\/strong><\/p><\/h1><\/div>

        <\/div>
        <\/div>
        <\/div>

        Develop our leaders and empower our employees in a way that promotes behaviour that results in excellent performance, adding customer value and providing business profitability.<\/span><\/p>\n<\/div>

        <\/div>
        <\/div>
        <\/div>
        <\/span><\/div><\/div>
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          \n
        • We annually evaluate and provide training to our Board members in areas relevant to their duties. Our strong corporate governance base sets the\u00a0tone for ethical and sustainable business operation.<\/li>\n
        • We finance studies for 170 BBBEE learners and have 35 apprentices who act as a pipeline to supplement our experienced employees. Refer to page 74 for a case study on how we develop employees.<\/li>\n
        • We spend R44 million on training for employees to enhance their performance and further align them with our SWIFT behaviours.<\/li>\n
        • The Company is committed to transparent communication with stakeholders through a range of channels.<\/li>\n
        • We develop our suppliers, and through them, increase our reach into informal settlements.<\/li>\n<\/ul>\n<\/div>
          <\/div><\/div><\/div><\/div><\/div>
          <\/div>
          <\/div>
          <\/div>

          Remain profitable and continue to deliver efficiencies by focusing on ROCE, EBITDA and free cash flow.<\/span><\/p>\n<\/div>

          <\/div>
          <\/div>
          <\/div>
          <\/div>
          <\/div>
          <\/div>
          <\/span><\/div><\/div>
          <\/div>
          <\/div>
          <\/div>
            \n
          • We continuously review our customers and suppliers for the right products to reach their destinations timeously. Customer service is a\u00a0key element in protecting Afrox\u2019s sustainability.<\/li>\n
          • We pursue growth opportunities in consumer-led markets such as gas for\u00a0fast-food retailers or soft drink carbonation. Our product range includes\u00a0recent additions which extend the shelf life of packaged goods.<\/li>\n
          • We\u00a0launched a mobile pricing tool for sales representatives to get\u00a0minimum price approval within minutes. This has contributed to our\u00a0substantially improved pricing and price strategy.<\/li>\n
          • We were awarded the state healthcare tender in all nine provinces and\u00a0are rolling out the Linde Integrated Valve (LIV\u00ae<\/span>) (refer to page 77).<\/li>\n
          • We are growing our e-commerce channel (refer to page 27) and\u00a0introduced customer e-grievance systems.<\/li>\n<\/ul>\n<\/div>
            <\/div><\/div><\/div>
            <\/div>
            <\/div>
            <\/div>

            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.<\/span><\/p>\n<\/div>

            <\/div>
            <\/div>
            <\/div>
            <\/span><\/div><\/div>
            <\/div>
            <\/div>
            <\/div>
              \n
            • We invest in maintenance and infrastructure upgrades to improve Afrox\u2019s existing facilities, and we optimise our plants for multiple purposes.<\/li>\n
            • We secured LPG supply through strategic import agreements. The impact of the volatile Rand necessitated a Rand-based price ex-tank.<\/li>\n
            • We reached Level 3 BBBEE status under the new BBBEE Codes of Good Practice (BBBEE Codes), from Level 8 in 2016.<\/li>\n
            • As an agile organisation, we continuously develop, improve and optimise our size, composition, supplier agreements and hierarchy.<\/li>\n
            • We reached a record 93.83% (2017: 91.33%) \u2018delivery in full, on time\u2019 for the year.<\/li>\n<\/ul>\n<\/div>
              <\/div><\/div><\/div>
              <\/div>
              <\/div>
              <\/div>

              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.<\/p>\n<\/div>

              <\/div>
              <\/div>
              <\/div>
              <\/span><\/div><\/div>
              <\/div>
              <\/div>
              <\/div>
                \n
              • Afrox applies a best practice approach to safety, personalised in its SHEQ Golden Rules of Safety (refer to page 62). We will transition these\u00a0to The Linde Group\u2019s Life Saving Rules in March 2019.<\/li>\n
              • Our leaders drive a safety culture, but each employee remains responsible for acting safely and supporting their peers.<\/li>\n
              • 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.<\/li>\n
              • We use telematics technology and internal data to improve the safety of our employees, contractors and assets.<\/li>\n<\/ul>\n<\/div>
                <\/div><\/div><\/div>
                <\/div>
                <\/div>
                <\/div>

                Develop our leaders and empower our employees in a way that promotes behaviour that results in excellent performance, adding customer value and providing business profitability.<\/span><\/p>\n<\/div>

                <\/div>
                <\/div>
                <\/div>
                <\/span><\/div><\/div>
                <\/div>
                <\/div>
                <\/div>
                  \n
                • We annually evaluate and provide training to our Board members in areas relevant to their duties. Our strong corporate governance base sets the\u00a0tone for ethical and sustainable business operation.<\/li>\n
                • We finance studies for 170 BBBEE learners and have 35 apprentices who act as a pipeline to supplement our experienced employees. Refer to page 74 for a case study on how we develop employees.<\/li>\n
                • We spend R44 million on training for employees to enhance their performance and further align them with our SWIFT behaviours.<\/li>\n
                • The Company is committed to transparent communication with stakeholders through a range of channels.<\/li>\n
                • We develop our suppliers, and through them, increase our reach into informal settlements.<\/li>\n<\/ul>\n<\/div>
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