aeciinvestorrelations@aeciworld.com
Vice President: Investor Relations
Zanele.salman@aeciworld.com
+27 11 806 8705
Physical Address
AECI Place, 24 The Woodlands, Woodlands Drive, Woodmead, Sandton, South Africa, 2191
Postal Address
Private Bag X21, Gallo Manor, 2052
Recognising the imperative of evolution, we understand that embracing change is pivotal to securing our position in the forthcoming century.
Over the past financial year, the Board has diligently overseen a comprehensive review of our strategy, conducted by our executive and management teams, considering both internal dynamics and external factors. This new strategic direction aims to fortify our operations, ensuring our resilience in the face of external pressures while nurturing internal strengths. Our proactive stance empowers us to seize emerging opportunities and navigate market shifts with agility and profitability, positioning us as a sustainable and relevant entity for the future.
Double profitability of the core business (Mining and Chemicals) by 2026 Attain a global market position in mining of #3 by 2030
We will create a winning culture that promotes diversity, equity and inclusion while building the industry’s best team through attracting and retaining capabilities and talent.
We will focus resources on what we are good at to grow the core, divest from businesses with no apparent synergies and ensure prudent capital allocation to strengthen the balance sheet.
We will drive change through innovation, embracing sustainable practices, and striving for operational, commercial and functional excellence. This commitment extends to delivering on promises made to our stakeholders, achieving quality earnings growth, while actively building renewable energy solutions for a greener, more sustainable future.
We will grow the core of our operations in a well-managed, responsible manner by building global-standard businesses while securing a prominent #3 market position by 2030 and maximising cash generation from our South African-based Chemicals business.
Develop a disciplined capital allocation framework to support value creation
Digitalise our business and future proof our systems
Redesign the operating model to support growth
To ensure sustainable competitive advantage, we are focusing on four strategic pillars:
1. A high-performance culture: Underpinned by passionate and engaged people: We will create a winning culture that promotes diversity, equity and inclusion while building the industry’s best team by attracting and retaining capabilities and talent.
2. Optimise our portfolio: We will focus resources on what we are good at to grow the core, divest businesses with no apparent synergies and ensure prudent capital allocation to strengthen the balance sheet.
3. Drive operational and functional excellence: We will drive change through innovation, embracing sustainable practices, and striving for operational, commercial and execution excellence. This commitment extends to delivering on promises to our stakeholders, achieving quality earnings growth while actively building renewable energy solutions for a greener, more sustainable future.
4. Deliver a step change in growth: We will grow the core of our operations in a well-managed, responsible manner by building global-standard businesses while securing a prominent #3 global market position in mining by 2030 and maximising cash generation from our South African-based Chemicals business.
Three key enablers have been identified to support consistent value delivery and growth:
1. Execute an enhanced capital allocation framework: A dynamic framework to maintain balance sheet resilience while enabling capital allocation to relevant, accretive investment opportunities.
2. Digitalise our business and future-proof our systems: Accelerate digitalisation with a focus on sustainable value delivery (e.g., intelligent product planning, demand forecasting, dynamic inventory planning, digital-enabled salesforce, pricing, finance digitisation, digital procurement).
3. Redesign the operating model to support growth: Ensure strong profit and loss ownership in each business unit and increase the value brought by the corporate centre to the business units by driving functional excellence.
To ensure alignment with our purpose, vision and strategy, the Board has approved a set of measurable and clear targets, encompassing financial and non-financial strategic indicators (KPIs) at both Group and business levels. The KPIs encompass the consideration of all capitals and are linked to our strategic pillars. These targets are benchmarks against which our progress and success in executing our strategy can be measured. By defining these targets, we establish a framework for accountability and focus, guiding our efforts towards realising our overarching objectives.
Looking beyond 2026, we intend to drive inorganic growth by entering new markets and developing innovative new products. This expansion will enable us to broaden our customer base and geographic footprint, solidifying our position as a global leader.
Our approach to mergers and acquisitions will be characterised by strategic foresight, minimal risk exposure, and a commitment to preserving shareholder value. We will pursue opportunities that align closely with our strategic objectives, ensuring that each transaction enhances rather than dilutes our organisational value.
Identifying risks with substantial implications for the execution of our strategic initiatives was paramount as a fundamental aspect of our strategy review process. This crucial step ensures that our strategy execution is well-guided and fortified with effective risk mitigation strategies and clear accountability structures. By comprehensively recognising and assessing the risks linked to our strategic objectives, we can proactively tackle potential challenges, uncertainties and vulnerabilities, fostering a more resilient and successful path towards attaining our strategic goals.
Find out more about our measurable KPIsA commitment to execution excellence, focus and discipline unifies our team. These guiding principles (or values) hold us accountable for implementing our strategies, achieving our goals, and delivering the desired performance returns. We also prioritise responsible governance processes to act in the best interests of our stakeholders.
Operations and functional execution
Core businesses existing strength
Capital allocation and execution
This dual approach involves:
Towards 2026: We are setting specific, achievable goals, objectives and targets that we aim to accomplish. These are designed to address immediate challenges, capitalise on current opportunities, and drive measurable progress towards our long-term vision.
Building the base for value delivery through a highperformance culture, operations excellence and portfolio optimisation.
Post 2026 and towards 2030: In parallel, we are developing a clear, aspirational long-term vision that outlines our desired future state and strategic direction over the coming decades. This vision serves as a guiding beacon, informing our decisions and actions as we navigate towards our ultimate goals.
Future prospects will be investigated using a methodical process that takes into account both organic and inorganic growth opportunities in order to achieve our ambition of attaining a #3 global market position in mining by 2030.
We are cultivating an engaged workforce and fostering a performance-driven culture to execute our strategic initiatives effectively. As we embark on a comprehensive reorganisation effort in line with our new operating model, our roadmap underscores our dedication to cultivating a winning culture, assembling a top-tier global team, nurturing our core strengths for growth, promoting operational and commercial excellence, fostering innovation and executing change with precision. This approach ensures that we are well-positioned to navigate challenges and capitalise on opportunities in our pursuit of sustained success.
Additionally, leveraging our competitive advantages is paramount to enhancing profitability, generating robust cash flow and delivering superior returns. We are committed to fostering discipline across all businesses and throughout the Group. Our focus on operational excellence will drive efficiencies, elevate profitability and unlock additional value in EBITDA.
Our strategy aims to drive sustainable growth, profitability and environmental responsibility across the entire portfolio.
By balancing short-term priorities with long-term aspirations, we can effectively manage immediate needs and future opportunities, ensuring that the Group remains adaptable, resilient and well-positioned for sustained success in the years to come.