Business model
accountability / honesty / integrity / respect
Capital inputs
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| Economic resources that fund our business, backed by a strong balance sheet that provides an ability to attract capital | Competitive advantage gained by our people through their knowledge and intellectual property as well as our brand and reputation | The value we build through engagement, information sharing and working together with all stakeholders | ||||||||
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| The knowledge, skills, talents and experience of people that determine our capacity to accomplish goals | Our services capability, distribution centres, storage and handling facilities, branch network and other infrastructure that generates income | Ecosystems and natural assets, specifically, energy, fuel and water |
| We use our capital inputs to help us carry out activities that align to our vision: |
| To turn ordinary companies into extraordinary performers, delivering strong and consistent shareholder returns in the process, while understanding that people create wealth, companies only report it. |
Strategic pillars
Maximise diverse portfolio |
Responsible stewardship |
Allocate capital to grow |
Maintain strong financial position |
Gaining an intimate understanding of the factors that could impact our ability to create value enables us to demonstrate our areas of material focus and drive the Group strategy to deliver value.
Bidvest operates a diversified, highly entrepreneurial and decentralised model with teams that are empowered to grow their respective businesses. Transparency, excellence and innovation forms the basis of all business dealings.
Innovation
Continuously work towards identifying innovative products and services that will enhance quality, drive efficiency and reduce environmental impact
Partnerships
We build reliable progressive businesses and dynamic partnerships with customers
Commonalities
in b2b operations
Handling & Distribution: well-capitalised infrastructure efficiently meets business and customer demands, particularly as a one-stop solution
Sourcing & Procurement: long-term cooperation with suppliers drives efficiency, quality and responsible behaviour. We continuously source new and augmentative products
Services: extensive network, staffed by competent and service-oriented employees who focus on customer satisfaction
Product & Service Development
We develop solutions that fulfil customer needs and ensure long-term profitability
Growth drivers
We accrue revenue from initiating our growth drivers across seven core divisions
Divisional reportsProfit drivers
Revenue
Provision of business and financial services
Handling and distribution of cargo and materials
Provision and distribution of products
Retailing of vehicles
Cost
Employees and other stakeholders
Sourcing, procurement and logistics
Natural resources: energy, water, fuel
Capital expenditure
Regulatory and compliance
Exchange rates
Capital outcomes
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| R7 069m cash generated from operations 0.9x net debt/EBITDA |
Delivered on pioneering solutions such as GRACE, a facilities management equipment failure prediction tool and linen RFID tags that withstand washing. | R133m spent on enterprise and supplier development. Established a sub-contractor network, across South Africa, to deliver on the complex National Treasury office automation contract. Launched eco-friendly Russel Hobbs products. | ||||||||
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| Succession and talent management resulted in 69% of management positions filled by black candidates. Mpumi Madisa was appointed CEO-designate. R440m was spent on skills development. | R1bn spent on LPG storage project in Richards Bay. R1.5bn spent on renewing and upgrading existing facilities, fleets and enabling assets. | 28% increase in ‘green’ electricity used and 4% decrease in Scope 1 CO2 emissions. Unchanged water consumption despite business growth and Aquazania acquisition. |