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The South African Post Office Group

This presentation outlines the strategic focus, financial outlook, and key priorities of the South African Post Office Group for the period of 2007 to 2010. It discusses the business environment, challenges, legislative regulations, and the Post Office's contribution to government projects. The plan also highlights the strategic objectives, financial focus, and outlook for 2007, along with investment funding, operational profit margins, and subsidiary contributions. The conclusion emphasizes innovation, cost reduction, customer satisfaction, and the use of technology to achieve goals.

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The South African Post Office Group

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  1. Strategic Business Plan 2007/8 to 2009/10 Presentation to Communications Portfolio Committee 2 March 2007 The South African Post Office Group

  2. Agenda • Strategy 2006-2010: Reminder • Strategic focus 2007 • Financial outlook 2007 • Conclusion

  3. Recap 5 Strategic Plan 2006 -2010

  4. Background information

  5. Strategic Choices

  6. Financial targets as per original strategic plan

  7. Business environment

  8. Challenges facing the postal services industry

  9. Legislative environment Regulations • Postal and Courier - ICASA • Financial Regulations – FSB, PASA and Savings Bank Regulations International • Universal Postal Regulations • Kyoto convention • World Customs standards & convention Acts • Postal Act • Financial Services Acts: FAIS, FICA and NPS • Electronic and communications Act: Preferred Authenticated Service Provider • PFMA • Occupational Safety Acts Current Bills • Credit Bill

  10. South African Post Office Mandate Support Government Projects • Broadening the Participation in the Economy • Facilitation of access to financial services • Participation in the National Savings Drive • Improving Capacity of the State to Deliver • IT Infrastructure • Contribution to a better world • Contribution to SADC development • Participation in the Universal Postal Union (UPU) activities

  11. Strategic roadmap

  12. Strategic Focus 2007

  13. Strategic roadmap 2007

  14. Strategic Objectives • Achieving top-line growth through diversification of non traditional revenue • Continuing the focus on operational excellence • Re-establishing SAPO as a trusted brand and therefore becoming government’s preferred partner in providing access to government services • Building a high-performance organisation through skilled and motivated staff.

  15. Key Business Unit priorities • Mail (Click)

  16. Key Business Unit priorities • Retail (Click) (Click) (Click)

  17. Key Business Unit priorities • Postbank (Click)

  18. Key Business Unit priorities • Logistics

  19. Key Business Unit Priorities • Shared Services

  20. Key Business Unit – Support Services (Click) (Click) (Click) (Click) (Click) (Click)

  21. 12% 33% Technology 50% Properties Other Key Focus Areas

  22. Financial focus 2007

  23. Outlook for 2007 • Interest rates increased in 2006 to contain inflation. • Thereafter interest rates to remain stable in 2007. • Continued acceleration of CPIX in 2006, peak on December 2006 and thereafter decline. • CPIX forecasted4.9% for December 2006, actual 5% and 4.7% for 2007. • Crude oil $65 . • Salary increase 6.8%. • GDP 4.4%.

  24. Revenue • CPIX forecast for December 4,9%, actual 5%. • Postal service • 4,1% tariff increase • GDP forecast 4,4%. • Volume growth required 4.0%. • Retail revenue growth of 13%. • Growth on Postbank depositors book of R430m

  25. Revenue (R‘b)

  26. Revenue split (%)

  27. Expenses • Staff costs should not increase by more than 6% • Transport costs – group consolidation and synergies • All other operational costs should not increase by more than 6% • Unless higher increase in revenue is shown.

  28. Expenses (R’b)

  29. Capital investment

  30. Investment funding

  31. Operational profit margin

  32. Operational profit margin benchmark

  33. Operating surplus

  34. Financial Ratio analysis

  35. Subsidiaries

  36. Contribution to Government Programmes • World Cup 2010 • Stamp launch • Mail & Courier services • ASGISA • Retail Infrastructure • Mail Centre Upgrades • SMME Development Programme • Address Expansion

  37. Conclusion • Continue to navigate a dynamic market environment and communications landscape successfully • Innovation, ease of use and accessibility must be synonymous to our product offerings • Continue to reduce cost & increase productivity • Service performance & customer satisfaction to reach new records • Continue to stay focus on core activities whilst diversifying rapidly • We will continue to use technology to achieve our goals • We will achieve all of this with an energized, customer-focused workforce We deliver whatever it takes!

  38. Thank you

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