Our business model and strategy are designed to ensure we deliver on our purpose and strategic imperatives. They serve as guiding principles for our decisions and dictate our conduct as a business. The effectiveness of our interaction with the capitals on which our business depends impacts our ability to create, sustain and potentially erode value over time. Value creation is influenced by various factors, some within our control and others beyond, that present us with both risks and opportunities that can have positive or negative effects.
Our capitals
Outcomes - Value created for stakeholders
A low-risk business with growing market share in southern and East Africa
- Number of ordinary shares: 475 380 961
- Headline earnings per ordinary share: 97.97 cents
- Return on equity: 22%
- Dividends per ordinary share: 19.56 cents declared
- Share price at year end: R10.30
- Gearing ratio: -7%
- Value created
- Value preserved
- Value eroded
Managing trade-offs to deliver strategic growth and long-term value
Standardisation vs Local adaptation
Short-term profitability vs long-term sustainability
The group faces the challenge of deciding whether to pursue immediate profits through aggressive strategies or prioritise long-term sustainability. Opting for a sustainable approach may involve sacrificing short-term gains in favour of ensuring long-term stability.
In-house development vs outsourcing
This trade-off involves deciding whether to develop capabilities in-house for greater control or to outsource certain functions to leverage external expertise and reduce costs. Finding the right balance is key, keeping core functions in-house for control while outsourcing non-core activities where external expertise can enhance efficiency.
