Inside Laser - The Laser Group

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Message from the Centre In this segment the Group CEOs share some of The Laser Group’s highlights. As always, it is with great pleasure that we have another opportunity to share with you some of Laser’s highlights over the last quarter and our thoughts as to the prospects for the months ahead. 02 CHALLENGES & OPPORTUNITY In the last issue of Inside Laser, we briefly referred to the challenges and opportunity presented by a downturn in the economy. Since then, there has been ongoing downward pressure much of it brought about through ‘global’ weakness. A housing crisis in the US, rising inflation in many countries around the world, surging food and oil prices. All these factors have contributed to a less positive outlook than the one that existed this time last year. But, whilst this is the case, Laser is well placed under the circumstances and will indeed be able to grasp some of the opportunities that will present themselves at this time. GROUP FINANCIAL RESULTS During the last quarter, the Group’s financial results for the year to 31 December 2007 were finalised and duly approved by shareholders. We are delighted to report that the Group matched the growth trend of previous years (25%) and exceeded turnover and profitability forecasts. Whilst strong financial performance is always an imperative, what was particularly pleasing was that these results were achieved at the same time that the Group embarked on a number of initiatives that provide for enhanced infrastructure necessary to support the business in the medium to long term. Some of the ‘fruits’ from these initiatives are noted in this publication. IN PURSUIT OF SERVICE EXCELLENCE Two very important achievements this quarter warrant special mention because they illustrate the ongoing emphasis placed on improved business process and the consequential enhanced service to our customers. Dawn Wing’s ISO 9000 (quality control) accreditation and its pro-active measures to comply with the more stringent Civil Aviation regulations have ensured that it continues to differentiate itself from its competitors and all of this in pursuit of service excellence. AMBITIONS & PRIORITIES In the last publication, we referred to Laser’s four ‘ambitions and priorities’ (below) and we are pleased to note that progress has been made on each of them. 1 Developing Laser into a dominant logistics brand. 2 Developing DPD Laser into a regional express operator with an international outbound offering. 3 Developing GAC Laser into a prominent contributor within the GAC global network. 4 Developing Laser Logistics into a more diverse ‘niche’ operator with a substantially increased scale of business. There has been substantial interaction with our international partners and through this interaction, new and more substantial relationships are being forged by our people. Exposure to different and sometimes better ways of doing things is always a consequence of these developing relationships. And critically, this ongoing interaction is resulting in some notable new business opportunities. / continued on page 3
...continued from page 2 FOCUS ON LASER LOGISTICS During this quarter there has been added activity at Laser Logistics. Valuable time has been spent by executives on the analysis and re-definition of the Laser Logistics ‘way forward’. This engagement has reinforced the resolve to add more critical mass to our existing fulfillment offering whilst developing an enhanced capability to support those customers seeking one logistics provider offering multiple services. Critical to this capability will be the provision of a ‘solutions’ based outcome. LASER SUPPORTS 2010 World Cup 2010 is less than 2 years away now. We have a strong sense that this event is a wonderful opportunity for Laser to leverage internally the excitement and expectation that it will present. Whilst we also believe that commercial opportunity will result, emphasis and investment will be placed to ensure that everyone of our staff benefit in some way or another from the event. As a South African company, we believe we have a firm obligation to be actively contributing to the event but even more importantly contributing to the legacy and the benefits that should follow post the event. INNOVATION, COMMITMENT & PASSION Whilst acknowledging that we are, both as individuals and as a company, in more uncertain and less positive economic times, we are fortunate that Laser is a Group of established businesses served by many exceptional people. As we lead into the typically more active trading months, we urge you to continue to seek ways of improving everything that we do and more particularly, to continue doing it with the same commitment and passion that our customers have experienced over the last many years. Michael Fuller & Philip Hayes Message from the Centre In this segment the Group CEOs share some of The Laser Group’s highlights The Laser Group Organogram 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. Management Policy Financial To improve the value of each shareholder’s investment. To maintain adequate financial strength to support the Group’s growth objectives. Operational To ensure that each operation strives to provide its customers with excellent service. Social Responsibility To acknowledge and consciously act on our social and environmental responsibilities. People To enable all employees to participate in the organisation with a sense of accomplishment and pride. To meet or better employment equity commitments, maintaining at all times non discriminatory employment practices. Governance To continually strive to improve the principles of corporate governance and to maintain an organisation that adheres to a prescribed code of ethical behaviour. 03
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Inside Laser - The Laser Group

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