The group aims to grow revenue in a responsible and sustainable manner through mutually beneficial long-term partnerships with strategic customers. Revenue growth will be achieved through expansion of existing operations, products and services, growth in market share and entry into new markets.
on capital employed
Long-term contracts, owning strategic industrial properties and key raw materials, and a continued focus on driving efficiencies sustain the long-term cost structures of the group and support sustainable and improved returns on capital employed.
Operational strategies are directed towards cash generation and growth is focused towards investment in businesses with consistently strong cash flows.
KAP’s businesses are either market leaders or have the ability to be market leaders, through market share growth in their specific industry sectors.
Opportunities exist to grow market share and to enter new markets.
The group’s significant experience, scale and specialisation provide a competitive advantage in highly regulated industries. Access to key raw materials, licences to operate, specialist skills and expertise and economies of scale contribute to higher barriers to entry.
Regulated industries have high barriers to entry, presenting opportunities for the group to leverage off this competitive advantage.
The group is diversified across various industries, market sectors and geographies. This diversity enables the group to manage concentration risk and provides a level of protection to stabilise margins.
Economic and business cyclicality is mitigated through diversification.
The group is focused on adding value to its customers through the provision of value-added products and services, thereby mitigating some degree of risk against the volume and price pressures inherent in the commodity markets.
Providing specialist services requires significant and continued investment in technology.
Operations are positioned towards servicing customers in emerging markets, with a specific focus on sub-Saharan African countries. The group leverages its industry knowledge and expertise of African markets to provide a competitive advantage.
Infrastructure development and consumer growth in Africa present an opportunity for business development and growth.
its shareholders and investors, who expect acceptable returns
its customers and suppliers,
who rely on its ability to
its employees and their communities; and
the environment and its ability to manage its impact thereon.
The group regularly reviews and adapts its policies and processes to reinforce its ability to be economically viable, socially responsible and environmentally sound, while still remaining competitive.
The group supports the development of the consumer in African countries by contributing to economic growth through its active involvement in infrastructural services and general business in these countries. The group also supports the communities in which it operates through various community development and employment programmes.
The group observes and proactively aligns day-to-day business practices in South Africa with the broad-based black economic empowerment (B-BBEE) codes. Commitment to the principles of B-BBEE, to make it real and tangible for the group and its employees, is a key priority.
Multifunctional skills and experience are required for specialised and diverse employment in each business. Access to skills, actively managing talent and employee retention enhance the group’s ability to provide value and quality products and services at competitive prices.
Corporate and employee behaviour is guided by the group’s code of ethics. This code provides employees with summary information on what constitutes unlawful or unethical business practices and provide guidelines on topics that include, among others, basic human rights, anti-corruption, health and safety and nondiscrimination.
Raw materials are often scarce and in certain instances subject to commodity and import price fluctuations. Ownership and effective management of raw materials in manufacturing processes secure the long-term supply and pricing thereof.
Significant fuel and energy usage and fluctuations in prices thereof influence the group’s operational cost of services and products. Businesses therefore focus on optimising operational efficiencies and continuously invest in new technologies to manage fuel consumption and energy usage. This not only ensures profitability and competitiveness, but it also manages and reduces overall carbon emissions.
Waste production and cost of waste management in upstream and downstream processes impact profitability. Reducing waste and using recycled materials increases efficiencies and margins on manufactured products.
Manufacturing processes are dependent on water, which is in scarce supply. The group aims to reduce and manage water usage and protect natural resources and areas of biodiversity.
ISO, NOSA, OHSAS and RTMS systems and accreditations are in place in 80% of Unitrans’s specialist logistics operations and in more than 80% of the group’s manufacturing facilities.
invested in training
44 088 ha of
CSI projects are focused towards community development, education and childcare
Inclusion on the
110 000 tonnes of wood ﬁbre residue recycled into energy
Vehicle and chemical waste recycled with certiﬁed waste removal agencies
52 069 ha of protected biodiversity land
Latest Euro 5
R10 million per year saved from thermal energy plant
0% waste to landfill target set at certain manufacturing facilities