Strategy
Our Group operates across defined economic sectors each with its own distinctive characteristics and within each sector we reinforce our competitive positioning by:
- Providing specialised solutions to the mining, agricultural and chemical markets
- Focusing on unique market offerings that create value and, in so doing, earn a premium
- Concentrating on growing our international business
- Meeting international standards for Responsible Care in managing our operations
Our Key Performance Indicators (KPIs)
Omnia uses KPIs to measure our progress in implementing our strategy and in monitoring business performance against the annual operating plan. These KPIs encompass both financial and non-financial indicators as well as quantitative and qualitative factors. The main KPIs are listed below but are not exhaustive as there are many other performance measures that are also used to monitor business performance.
| |
Description |
Target |
Actual
2012 |
Actual
2011 |
|
Financial KPIs |
|
|
|
|
| Earnings growth over each five-year plan cycle |
Real growth of 8% in profit over each five-year plan cycle – current plan is April 2009 to March 2014 |
Cumulative profit for 2012: R1 472 million 2011: R919 million |
Cumulative profit R1 138 million |
Cumulative profit R509 million |
| Gearing |
Net debt expressed as a percentage of total shareholders’ equity |
30 – 40% |
19,3% |
10,2% |
| Return on average equity |
Profit for the year attributable to owners of Omnia Holdings Ltd expressed as a percentage of capital and reserves attributable to owners of Omnia Holdings Ltd |
Inflation plus 10% 2012: 16,0% 2011: 14,1% |
17,1% |
16,9% |
| Non-financial KPIs |
|
|
|
|
| Broad-based black economic empowerment (BBBEE) |
To maintain a level 4 enterprise status |
4 |
4 |
4 |
| Safety |
To achieve a year-on-year reduction in the Reportable Injury Incident Rate per 200 000 of hours worked, and to reach a target of less than 1,00 by 2014 |
1,0 |
1,26 |
2,15 |
|
