Inside Laser - Autumn 2010 - The Laser Group

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Message from the Centre Laser’s highlights. As always, it is with great pleasure that we have another opportunity to communicate and to share a few of our thoughts about the prospects for the year ahead. It has been an interesting start to the trading year. Many of you may also be feeling that much of our activity is being influenced by both the legacy of last year’s economic downturn as well as by the greater prospects and opportunities that the ‘recovery’ is providing. Looking back at 2009, we were all generally attending to the impact and consequences of the downturn whilst having to deal with the uncertainty that existed – amongst our economists, our customers, our suppliers, our staff and others. Dwelling for a last time on 2009 Lets dwell for a moment (and for the last time!) on 2009. Laser’s financial results were both commendable and pleasing in many respects as were the very many notable achievements. Whilst every one of our businesses were impacted in different ways, all of them faced up to a much more competitive environment as market size diminished and the cost of doing business increased. Without exception our management and staff showed resilience and a determination to react swiftly to the ‘hardening’ trading environment. Innovation was required to identify and secure new revenue sources. Difficult decisions were required to stem and where possible reduce costs, both from an operational and a development perspective. We are delighted to report that whilst profits were down on 2008 they remained at an acceptable level. Critically, all of the operating businesses were stronger businesses at the end of the year than they were at the beginning – without exception well positioned for growth in the year ahead. Cautious optimism We are already nearly through the Ist quarter of 2010 and we are pleased to say that the cautious optimism that we expressed towards the 2009 close has 02 been supported by a great start to the year. Each of our businesses has experienced strong revenue growth and, on analysis, this can be attributed to our efforts of last year (and this year to) but also the improving ‘external’ conditions. It is worth emphasising here that we should not allow this improved environment to mask nor accommodate any complacency. We must continue to ask ourselves what more we can do to enhance our customer service, enhance our competitiveness, enhance our operational efficiencies and find ways of better positioning ourselves for future opportunity. Thinking about and planning for ‘Post 2010’ With just a couple of months to go before the ‘kick-off’, we are privileged to be participants in FIFA 2010 – participants as South Africans, participants as an organisation. Our commitment to the event and all of its possibilities has stood us in good stead. It is notable how many other companies are only now indicating their support and excitement. We should feel proud that we embraced from early on all that the event promises – during and after the 64 games starting 11 June - and that we to some extent led others in this regard. But as we know – all good things come to an end and one has to move on to new opportunities, new plans. With this in mind we all must look forward to ‘Post 2010’ and in particular ensure that we strive towards new aspirations, new destination points. Now is the time for us to set these - to make sure that we collectively work towards achieving the new prospects. Before the end of the year we will be engaging both informally and formally in different forums so that we are able to formulate and commit to a 2015 Development Plan. Collaboration – for our customers, for our growth As a business providing multiple logistics services, we are ever more frequently being asked by our customers to find ways of offering them solutions that work across their whole supply chain. This calls for added collaboration amongst our businesses so that we meet our customer expectations. We are delighted that we have made real strides in this regard over the last year or two. However we are under no illusions – whilst we have made progress, we have much more to do and some of our future success and growth will come as a consequence of our commitment to this enhanced collaboration. Thank you – and Ke Nako As always it is with thanks that we end this message – thanks for your efforts, thanks for your on-going resilience, thanks for your leadership, thanks for your belief in Laser’s prospects. And finally – Ke Nako – Now is the time. 70 days to go. Enjoy! Michael Fuller and Philip Hayes
Laser’s MISSION Laser’s mission is to be a provider of logistics services to business operating within and beyond the borders of South Africa through innovative solutions, technology and service excellence. Message from the Centre In this segment the Group shares some of Laser’s highlights. Organisational Structure DPD Laser Express Logistics (Pty) Ltd Express Distribution GeoPost Intercontinental SAS The Laser Group (Pty) Ltd 50% 50% 100% GAC Laser International Logistics (Pty) Ltd International Forwarding & Logistics 50% 50% Gulf Agency Company Ltd Laser’s Responsibility to Stakeholders As a company and as individuals, Laser’s values commit employees to high standards of integrity, mutual respect, and practicing sound ethics in dealing with all stakeholders. LASER STRIVES TO Laser Logistics (Pty) Ltd Improve the value of each shareholder’s investment. Maintain adequate financial strength to support the company’s growth objectives. Meet all its financial objectives to ensure a long-term sustainable business. LASER SUBSCRIBES TO Good corporate governance and strives for service excellence in all its businesses. We hold ourselves accountable to our customers, shareholders, partners and employees by acting in a responsible manner, respecting our commitments, providing results and striving for the highest quality. 03
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Inside Laser - Autumn 2010 - The Laser Group

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