Strategic philosophy |
2008 performance |
Future plans |
| 1. |
International |
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In 2008 revenue from foreign operations and exports |
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The group’s strategy is to maintain its |
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expansion in |
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grew to 25% of total revenue (see pages 8 |
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contribution from foreign revenue and exports |
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niche markets |
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and 9 for more details) |
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at more than 25% of total group revenue |
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Further expansion in East,West an dsub-Saharan |
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Africa is planned through each of Altech, Bytes |
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and Powertech |
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Altech UEC plans further global expansion, |
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particularly in India and China |
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| 2. |
Strategic |
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Technology partnerships and customer alliances remain |
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Long-term contracts are in place between Altech |
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alliances |
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a focus for the group. For more details see the Altron |
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Autopage Cellular and the network operators |
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sustainability report page 61 |
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Long-term technology alliances and distribution |
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agreements with international partners |
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maintained |
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Key customer alliances expanded |
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| 3. |
Ownership of |
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Altech continues to invest in R&D |
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Continue to develop intellectual property and |
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intellectual |
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Alternative power solutions businesses established in |
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encourage innovation, particularly through |
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property rights |
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Powertech |
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training programmes at Altech Academy |
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Ongoing IPR investment throughout the operations |
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| 4. |
Annuity income |
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Annuity income increased to over R10 billion with more than |
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The target for the group remains at >50% of its |
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40% annuity income throughout the group (see slide on |
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total revenue being annuity in nature |
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page 12 of this report) |
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Altech has increased its annuity income contribution to |
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79% of total revenue |
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Bytes and Powertech continue to focus on growing these |
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income streams |
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| 5. |
Value added |
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Powertech’s strategy of complementing its existing |
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Look to develop value-added-services out of |
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services |
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product range with value added services commenced |
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existing businesses and selectively pursue |
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with the acquisition of IST |
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compelling investment opportunities to |
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Altech acquired Technology Concepts to enhance its |
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enhance the group’s value-added offerings |
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broadband offerings |
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Bytes Document Solutions acquired NOR Paper to extend |
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its service offering |
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Bytes Communication Systems acquired Intelleca |
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| 6. |
Broad-based |
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Altron achieved an overall score of 65.30%, or Level 4 |
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The implementation of the Altron |
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black economic |
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recognition, compared with last year’s score of 54.85% |
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Transformation Vision 2012 guidelines |
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empowerment |
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Altron was listed in the Financial Mail/Empowerdex Top |
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to meet the group’s B-BBEE targets in the |
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Empowerment Companies 2009 Survey, with an overall |
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operations continues |
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placement of 32 (a 17-place improvement on the previous |
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year) and came first in the General Industrials sector in the |
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Top 200 Companies ratings |
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For more detail on our progress in terms of B-BBEE, see |
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page 72 of the sustainability report |
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| 7. |
Superior human |
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Altron was ranked number six in the FinancialMail/ |
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Ongoing commitment to skills development |
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capital |
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Empowerdex Top Empowerment Companies 2009 Survey in |
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terms of Skills Development |
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Altech Academy has 98 participants |
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Bytes bursary scheme |
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Leadership Development Programme established through |
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the Altron Young Presidents’ Club |
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Powertech Leadership Process offers leadership courses |
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through formal institutions |
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| 8. |
Quality of income |
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Ten yea rcompound annual growth rate in revenue, earnings |
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Maintain our track record on long-term growth |
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and dividends in double digits |
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| 9. |
Market |
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Continued group-wide focus on market leadership |
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Altech’s East African broadband acquisitions |
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leadership/ |
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through investment in research and development as |
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achieve leading market share in the region |
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critical mass |
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well as bolt-on acquisitions to increase product offerings |
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Maintained market leader status in a number of key |
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markets in which we operate |
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