Overview of Super Groupsupergroup.co.za/...integrated_report/.../overview_of_super_group.pdf · Super Group is an integrated “mobility” business comprising three distinct divisions,

REVENUE 31% R25.9 billion

OPERATING PROFIT 30% R2.0 billion

PROFIT BEFORE TAXATION 25%

R1.7 billion

HEPS 10% 293 cents

CORE HEPS 9% 308 cents

CASH GENERATED FROM OPERATIONS 43%

R2.9 billion

NAV PER SHARE 31% 2 196 cents

Overview of Super GroupHighlights of the 2016 financial year

SUPERGROUP INTEGRATED REPORT FOR THE YEAR ENDED 30 JUNE 2016

2

Achievements and developments during 2016• The following acquisitions were concluded during the year under review:

– IN tIME, Germany, with effect from 2 November 2015 – 75% – NLC, through SG Fleet in Australia, effective 30 November 2015 – 100%

• Corporate actions included: – Raising R900 million to part fund the SG IN tIME acquisition through a Rights Offer on 12 October 2015 – Raising R360 million to bolster the Group’s financial position, post the NLC acquisition by SG Fleet, through an Accelerated Bookbuild

Offer on 10 December 2015 • Dealerships SA announced the acquisition of nine Western Cape dealerships and a strategic property on 17 May 2016 – Competition

Commission approval obtained in July 2016 and was effective 1 September 2016• SG Fleet announced the acquisition of Fleet Hire, a UK contract hire, salary sacrifice, short-term rental fleet management provider, effective

August 2016• Peter Mountford was awarded the ACQ Global Awards South African Game Changer of the Year• Dealerships SA’s awards included:

– Suzuki Boksburg winner of the Platinum Dealer Award (Top 6) – Land Rover East Rand being Land Rover Financial Services Dealer of the Year – Auto Baltic Rustenburg was Volvo Cars South Africa Aftersales Dealer of the Year – Rand Stadium Toyota and Land Rover Rustenburg were winners in the ABSA Golden Dealers of the Year award

• Total employees at 30 June 2016 was 9 539 (2015: 8 579)• The South African operations spent 1.9% (2015: 1.9%) of profit after taxation on Economic Development in the financial year ended

30 June 2016

Vision, strategic focus and investment propositionOur visionThe strategic vision for Super Group is to provide end-to-end supply chain solutions, fleet management and dealership services to a diversified customer base in Africa, Australia, the United Kingdom, Europe and New Zealand and to become a leading transport logistics and mobility group in the countries in which it operates.

Our strategic focusOur strategic focus within the Super Group businesses is to:

Immediate• Focus on SG Coal and African Logistics turnaround• International expansion of the core businesses through strategic

and niche acquisitions• Delivering a competitive and sustainable RNOAOne to three years• Secure long-term contracts to support sustainable growth• Expand FleetAfrica business into selected African countries• Monitor the influence of Brexit on the business and realign as

may be necessary>Five years• Continue to build on world-class competencies in supply

chain, fleet management and dealerships by investing in our employees, facilities and technologies

• Provide customers with innovative business solutions and product offering

• Continue to follow optimum corporate governance principles in order to ensure a long-term sustainable business environment

Our investment propositionOur investment proposition for Super Group entails:

• Super Group is a leading transport logistics and mobility group in South Africa

• The Group is expanding internationally and increasing its geographic footprint as well as offshore earnings. At 30 June 2016, Super Group’s revenue, operating profit and profit before taxation growth in non-South African businesses were 103%, 66% and 52%, respectively

• Offshore revenue and operating profit contributed 42% and 60%, respectively, to Group total

• The Group has a strong financial position with an acceptable level of gearing – well below 40%

• An experienced and skilled management team• The financial strength, acumen and track record to explore

growth opportunities

3


Ove

rvie

w o

f Sup

er G

roup

Milestones along the roadMarket capitalisation at 30 JuneR14 130 million

R9 942 million

R9 602 million

R7 300 million

R4 806 million

R2 586 million

R2 160 million

R 349 million

2009*Award• Awarded the

2009 Enterprise Development Award by EES-SIYAKHA/BEESA Group

2010*Corporate actions• Second Land Rover dealership

• Repaid term loans and reduced total consolidated gearing by R606 million to 27%

• Disposal of Emerald Risk Underwriters, AutoZone and Mica

• Winding down and disposal of SGIP businesses

• Recapitalisation of the Group by R1.2 billion

Awards• Awarded JSE’s Transport Sectors

most empowered company

• Received Top Empowerment Company – Logistics Award at the Metropolitan Oliver Empowerment Awards

PerformanceReturned to profitability

Appointments• Peter Mountford appointed as CEO

• Colin Brown appointed as CFO

2011*Corporate actions• Restructure of SG Fleet: Introduced

new minority shareholders, CHAMP Ventures and the management of SG Fleet

• Acquired the minority interest in FleetAfrica Eastern Cape

• Acquired Volkswagen and Audi Rustenburg dealership

Awards • Kamogelo Mmutlana, CEO of

FleetAfrica, was awarded Top Black Businessman of the Year at the Metropolitan Oliver Empowerment Awards

• FleetAfrica awarded South Africa’s No 1 Empowered Transport Company at the Metropolitan Oliver Empowerment Awards

• Stevie Award: Peter Mountford received the World Conglomerate of the Year CEO Honoree Award

• Received the Energex formal award for Customer Service

• Volvo Dealer of the Year and Volvo Aftermarket Dealer of the Year

2012*Corporate actions• Odd-lot offer successfully

completed, reducing total number of shareholders by 27%

• Share consolidation of 10 Super Group shares of 10 cents per share into 1 Super Group share of 100 cents per share

• Successfully unwound the Financing and Credit Facility Agreements with 21 lenders entered into in 2009

• Entered into new Facility Agreements with two primary lenders for general banking requirements

• Acquired Haulcon (now SG Bulk), a specialised bulk dry powder and liquids distribution business, effective 1 July 2011

• Acquired the Chrysler, Jeep and Dodge East Rand dealership

Awards• Supply Chain: Nominated for

Mercedes-Benz SA Top 100 Suppliers

• SG Convenience: Shell Supplier of the Year

• FleetAfrica awarded the Best Established Black Business of the Year by BBQ

• SG Fleet was a finalist in the Energex Supplier Quality Awards

• Chrysler Jeep Dodge Dealer of the Year

• Landrover East Rand Westbank Regional Dealer of the Year

4


2013*Corporate actions• Implementation of the B-BBEE Staff

Empowerment Scheme effective 1 October 2012

• Maiden dividend, totalling R2.2 million, was paid to 3 214 employee beneficiaries of the B-BBEE Staff Empowerment Scheme during March 2013

• Repurchased 3.57 million shares totalling 1.13% of the issued share capital

• Acquired a 50.1% controlling interest in Digistics, a multi-temperature procurement and food distribution business in the QSR industry effective 1 October 2012

• Effective 1 March 2013, acquired a 75% interest in Safika Oosthuizens, a logistics services company that provides hauling of dry bulk goods such as coal, chrome and “run of mine minerals” in tipper trucks

Awards• FleetAfrica won three awards from

the PMR Institute for Excellence

• SG Fleet was a finalist in the Energex Supplier Quality Awards

2014*Corporate actions• Issued and listed

DMTN programme with the first tranche totalling R471 million at the end of October 2013

• Effective 1 March 2014, SG Convenience acquired R&H Liquor Distributors

• SG Fleet listed on the Australian Securities Exchange on 4 March 2014

• Effective 1 May 2014, Super Group acquired a 50.1% interest in GWM South Africa – its debut into vehicle distributorship

• During the year Super Group repurchased 2 635 791 shares at an average share price of R25.05 for R66 million (0.8% of issued share capital)

Awards• At the CFO South African 2014

Awards, Colin Brown, Super Group’s CFO, was the CFO Winner in two of the categories, namely:

– Finance Transformation; and

– Strategy Execution

• North West Nissan won Nissan Medium Used Car Manager of the Year and Parts Salesman of the Year

• Cresta Auto GM won Honours at GMSA Dealer Awards

• Auto Baltic East Rand

– Volvo Cars South Africa Sales Dealer of the Year 2013

• Land Rover East Rand

– Land Rover Financial Services Dealer of the Year

• UD Trucks NWT won Parts Manager of the Year, Financial Manager of the Year and Driver Trainer of the Year

2015*Corporate actions • Effective 1 July 2014, Super Group

acquired a 75% interest in Phola Coaches, a business providing passenger transport solutions for the mining, power generation and construction sectors

• Effective 1 December 2014, Super Group acquired 100% of Allen Ford (UK), a franchised motor dealership, for a consideration of R614 million (funded in Pounds Sterling)

• Acquired the businesses of Biggest SA Trading and Ice House Liquor Merchants on 1 December 2014 and 1 April 2015, respectively

• Dealerships SA acquired:

– a Land Rover and Volvo dealership in Nelspruit, Mpumalanga; and

– a Tommy Martin GM dealership in Roodepoort, Gauteng.

• Dealerships SA also opened:

– a Mazda dealership in the East Rand;

– a Hino Trucks dealership in Isando; and

– a Suzuki dealership in Midrand.

2016*Corporate actions• Super Group acquired a 75%

interest in SG IN tIME, a German niche logistics group, effective 2 November 2015

• SG Fleet acquired 100% of NLC, a novated lease and consumer finance company, effective 30 November 2015

• To part fund the SG IN tIME acquisition, Super Group concluded a fully underwritten Rights Offer raising R900 million on 12 October 2015

• An Accelerated Bookbuild was undertaken on 10 December 2015, raising R360 million to bolster the Group’s financial position

• The GWM Southern Africa business was sold in May 2016

• On 30 June 2016, the business of Micor was sold to SG Agility, a new joint venture between Super Group (55%) and Agility (45%)

Awards• ACQ Global Awards South African

Game Changer of the Year – Peter Mountford

• Various Dealerships SA awards listed in the Operational review

2017*Corporate actions• SG Fleet acquired Fleet Hire, a

provider of contract hire, salary sacrifice, short-term rental and fleet management services in the UK, for a consideration of GBP19.6 million effective 4 August 2016

• Dealerships SA acquired nine Western Cape dealerships for R418 million and a strategic property for R200 million effective 1 September 2016

* For the year eneded 30 June

5


Ove

rvie

w o

f Sup

er G

roup

Super Group business model

SUPPLY CHAIN Supply Chain Africa

Dealerships SA

FLEET SOLUTIONS

DEALERSHIPS

A market leader in fleet solutions within Southern Africa• Government• Corporates

TransporationSG FREIGHT (INCL SG BULK)This is a freight, bulk dry powder and liquids distribution business. SG Freight provides a national primary haulage service across the country with deliveries also being made into Botswana, Namibia and Mozambique

SG COALProvides the hauling of dry bulk goods such as coal, chrome and “run of mine minerals” in tipper trucks

PHOLA COACHESA business providing passenger transport solutions for the educational, mining, power generation and construction industries

AFRICAN LOGISTICSProvides long distance, cross-border transport, clearing and forwarding, third-party distribution and transport brokerage in sub-Saharan Africa

51%

75%

Warehousing and distributionSG CONSUMERThe distribution of FMCG and Staple Foods from the manufacturers to wholesalers and retailers in South AfricaSUPER PARK WAREHOUSESuper Group’s bespoke warehouse facility in Johannesburg with three distribution centres

SG CONVENIENCEThe largest national SA distributor in the convenience distribution market segment, distributing to over 23 000 outlets (forecourts, hospitals, hotels, etc.)

SG MOBILITYThe distribution of automotive spare parts for a number of OEMs in South Africa

DIGISTICSProcurement and food distribution business which currently distributes multi-temperature controlled product portfolios for McDonalds, KFC, King Pie and others

55%

FleetAfrica

The Dealerships business consists of franchised dealerships, based in the Gauteng, North West and Western Cape (effective 1 September 2016) Provinces.

6

Super Group is an integrated “mobility” business comprising three distinct divisions, namely Supply Chain, Fleet Solutions and Dealerships. The businesses focus on offering a comprehensive inter-related range of services, utilising connective technologies and state-of-the-art infrastructure.

BUSINESS UNITSuper Group’s percentage shareholding in the business as at 30 June 2016

Operational support between business units as-and-when required

Supply Chain Europe

SG Fleet

Dealerships UK

ALLEN FORD (UK)

Allen Ford is the second largest independently owned Ford franchise network in the UK, operating 13 franchised Ford motor dealerships and two franchised Kia dealerships in four of the key Ford franchise areas in England

A leading fleet services provider in Australia with operations in New Zealand and the UK• Government• Corporates

52%

Information and systems

NLC, acquired effective 30 November 2015, has been at the forefront of novated product development and consumer finance and has a similar business structure as SG Fleet

SG IN tIMESG IN tIME is headquartered in Germany with 17 operating branches across Germany, Sweden, Hungary, Romania, the Czech Republic and Poland. It operates in the niche logistics sector of time-critical delivery services across 18 countries in Europe. SG IN tIME provides Time-critical Delivery Services in predominantly Germany and Central Eastern Europe

Time-critical delivery services are emergency shipments utilised to prevent supply chain interruptions that require short-notice collection (60 to 90 minutes from order receipt); and specialised handling of shipments to the final destination

Customers are in the automotive, electronics, hazardous goods, life sciences, pharmaceutical, temperature controlled, emergency blood and medical service industries

International and local customised supply chain technologies, customer brokerage and forwardingVSC-SOLUTIONSImplements logistics and warehouse systems – international and local customers

SHERWOOD INTERNATIONALProvides outsourced procurement solutions in sub-Saharan Africa in the commodities, industrial, beverage and construction sectors

SG AGILITY (PREVIOUSLY MICOR)Freight forwarding and clearing agent of imports and exports and warehousing freight-in-transit

SUPER RENTRental of bakkies and trucks to South African customers as well as to SG Convenience

SG GATEWAY SERVICESOffers some of Super Group’s customers a one-stop solution regarding the distribution of their convenience products

SUPER GROUP BRANDSProvides an end-to-end and integrated brand solutions service that represents the brand in the retail market

Rental of trucks (peak season)

75%

55%

Operational support between business units

7

50.1%

Super Group Holdings (SGH)

International Operations (Bluefin)

80%

Ordinary

49.9%50.1%

20% Class B

52.2%

75%

Group structure

Supply Chain SA

African Logistics

Fleet Africa

Dealerships SA

IN tIME

Services(Mauritius)

SG Tsogo(SGTS)

Supply Chain

Europe (SG IN tIME)

SG Fleet

Dealerships UK

(Allen Ford)

SG TsogoEmpowerment

Trust

SG International Holdings Ltd

(UK)

8


Five-year financial history

For the year ended 30 June 2016 2015 2014 2013 2012

Profit informationRevenue R’m 25 949 19 818 14 297 11 718 10 205Operating profit (EBIT) R’m 1 952 1 501 1 345 1 134 930Operating profit (EBIT) margin % 7.5 7.6 9.4 9.7 9.1Profit after taxation R’m 1 259 1 040 938 816 595Headline earnings R’m 972 809 728 616 536Financial position Total assets R’m 22 798 15 291 12 171 10 557 7 993Total equity R’m 9 302 5 933 5 221 4 284 3 401Total liabilities R’m 13 496 9 358 6 950 6 273 4 592Net operating assets R’m 12 875 7 897 5 826 5 072 3 260Total gearing/(net cash) % 21.4 16.8 1.7 3.7 (12.6)Operating cash flow R’m 2 652 2 123 2 005 1 442 1 573Asset management Return on total assets % 9.8 10.9 11.8 12.2 12.0Return on equity % 15.6 17.4 18.7 19.4 18.4Normalised RNOA (after tax) % 15.5 18.1 19.4 22.2 19.2Shareholder ratios1 Basic EPS cents 296.6 264.4 249.2 220.0 172.4Basic HEPS cents 292.6 265.0 248.7 212.7 179.4Basic core HEPS cents 308.1 282.6 260.0 220.6 180.9Diluted EPS cents 291.3 258.2 241.9 211.7 167.4Diluted HEPS cents 287.3 258.8 241.4 204.7 174.1Diluted core HEPS cents 302.6 276.0 252.4 212.3 175.6Stock exchange statistics Market value per share – At year-end cents 3 935 3 153 3 045 2 315 1 524– Highest (year to 30 June) cents 4 450 3 801 3 071 2 699 1 571– Lowest (year to 30 June) cents 2 881 2 819 2 165 1 400 760Closing earnings yield % 7.5 8.4 8.2 9.2 11.8Closing PE ratio times 13.4 11.9 12.2 10.9 8.5Market capitalisation – close R’m 14 130 9 942 9 602 7 300 4 806Shares in issue less treasury shares ’000 346 671 298 839 297 039 289 415 289 195Weighted number of shares1 ’000 332 387 305 088 292 565 289 394 299 013Diluted weighted number of shares1 ’000 338 447 312 440 301 422 300 775 308 009

1 As a result of the Rights Offer undertaken in October 2015 and the Accelerated Bookbuild Offer in December 2015, the weighted and diluted weighted number of shares in issue for the prior comparable year had to be adjusted in terms of IAS 33.28, which resulted in the June 2015 EPS, HEPS and Core HEPS having to be restated.

June2016

June2015

June2014

June2013

June2012

June2016

June2015

June2014

June2013

June2012

June2016

June2015

June2014

June2013

June2012

June2016

June2015

June2014

June2013

June2012

10 2

05 11 7

18

14 2

97

19 8

18

25 9

49

930

1 13

4

1 34

5 1 50

1

1 95

2

179.

4

212.

7

248.

7 265.

0 292.

6

4 80

6

7 30

0

9 60

2

9 94

2

14 1

30

10 2

05 11 7

18

14 2

97

19 8

18

25 9

49

930

1 13

4

1 34

5 1 50

1

1 95

2

179.

4

212.

7

248.

7 265.

0 292.

6

4 80

6

7 30

0

9 60

2

9 94

2

14 1

30

10 2

05 11 7

18

14 2

97

19 8

18

25 9

49

930

1 13

4

1 34

5 1 50

1

1 95

2

179.

4

212.

7

248.

7 265.

0 292.

6

4 80

6

7 30

0

9 60

2

9 94

2

14 1

30

10 2

05 11 7

18

14 2

97

19 8

18

25 9

49

930

1 13

4

1 34

5 1 50

1

1 95

2

179.

4

212.

7

248.

7 265.

0 292.

6

4 80

6

7 30

0

9 60

2

9 94

2

14 1

30

Revenue (R million)

Operating profit (R million)

HEPS (cents)

Market capitalisation (R million)

9


Ove

rvie

w o

f Sup

er G

roup

Material issues

BackgroundBased on the Group’s approach to managing a sustainable business, its strategic objectives, stakeholder engagement and risk management, the Group has identified material risks or issues that could potentially affect the business. The Group Risk Committee is responsible for the overall monitoring, assessing and mitigating of risks within Super Group. In addition, the Group ensures that sufficient insurance is in place.

The risk categoriesSuper Group classifies the risks that have a material impact on the Group into six strategic categories: Strategic, Human Resources, Financial, Operational, Compliance and IT.

The risk categories can be described as follows:

The risk identification processEach division is responsible for identifying, assessing and recording risks and monitoring procedures aimed at mitigating them. The Group Audit and Risk Officer facilitates risk sessions with each division and ensures that the risks identified have been correctly assessed. Risks are assessed based on the potential impact on the business, financial position and reputation. A scale of 1 to 5 is used where 1 is “Minor” and 5 “Catastrophic”. Risks are also assessed on the likelihood of the risk occurring after taking into account controls in place to mitigate them. A scale of 1 to 5 is used, where 1 is “Rare” and 5 is “Almost certain”. A risk rated 5 means the controls in place will not prevent the risk from occurring due to factors outside the Group’s control.

The GRMC sets out the risk policy detailing the objectives, scope, approach and roles and responsibilities. The GRMC meets three times a year and is chaired by a non-executive director. The membership of this committee comprises two non-executive directors, the CEO and CFO. The Group Audit and Risk Officer, the Group Legal Manager and the CIO are invited to the meeting.

The Board reviews the list of strategic and critical risks regularly as required by King III and also approves the risk tolerance of the Group.

StrategicThe Strategic risks consider the brand and reputation of the Group, the Group’s strategy, initiatives, communication and investor relations.

Human Resources

The Human Resources risks are associated with capacity requirements, employment of skills, compensation and benefits as well as the culture of the organisation.

FinancialThe Financial risks pertain to the accounting, reporting structures and tax of the Group.

OperationalOperational risks are associated with sales and marketing, customer service, production and delivery.

ComplianceCompliance risks are those that consider the adherence to and compliance with governance, legal and regulatory issues.

ITIT risks contemplate the application development, availability, continuity and the data integrity of the Group’s IT systems

10


Management and mitigation of major risks to the Group Risk

Context

Mitigating factors

Multinational relationships and a highly competitive local market hinder growth in Supply Chain

Multinational companies operating in South Africa use suppliers of services who are contracted on a global basis.

Continuous focus on customer service and service delivery at all levels.

The continual requirement from customers to cut costs.

Expanding the competitive product offerings to the market.Acquisition of businesses operating in targeted areas of the market that complement the Group’s existing offerings.

African socio-economic environment, including commodity cycles

Understanding the commodity and capital investment cycles.

Management in Zimbabwe closely monitors trends and cycles.Drive costs and revenue initiatives to support the achievement of financial targets.

Changing regulatory environment

Compliance with a wide range of regulatory requirements including licensing, consumer protection, new legislation and AARTO regulations.

The development of new revenue models.Specialist regulatory and Government relations consultants that understand the legislative and regulatory environment.The Group Company Secretary, who is also the Group’s Compliance Officer, is responsible for monitoring all changes to the legal and governance framework.

Revised B-BBEE Codes that were effective 1 May 2015

The B-BBEE Codes’ requirements in respect of procurement make the attainment of the Procurement Score very difficult in cases where a large portion of procurement is from multinationals, especially OEMs.

The Group is engaging with other companies who are similarly impacted to explore solutions to this problem.

Customer concentration

The Group faces intensive competition in all the markets in which it operates.

Continued efforts to achieve new business.

The ability to compete depends on the Group’s network, quality of service and the use of market leading technologies.

A wide range of services at competitive prices.Continued efforts to offer more value to customers.Continual development of IT-based logistics solutions to improve control and monitoring of the supply chain by its customers.

General political, economic and industry

Current economic conditions remain uncertain, different sectors of the economy are experiencing varying fortunes.

Where possible, the Group passes the cost of fuel price, toll fee and wage increases to the customers through generally accepted escalation arrangements.

Infrastructure projects in Southern Africa are not moving to the development stage as quickly as expected.

The Group maintains a conservative Balance Sheet and preserves its resources to meet the challenges of the economy and the industry.

Impact of labour unrest on the logistics industry and industries serviced by the Group.

The Group has a Human Resources function that manages labour force challenges.

Retention of critical management and skills

The skills shortage in South Africa makes it imperative for the Group to retain and develop key management and specialist skills.

The Group focuses on career development, fair reward and education and training to develop its people.The Group looks to promote from within and ensures that succession planning is implemented in all the business units.

The long-term effect of Brexit on the UK and Eurozone economies

The uncertainty regarding the Brexit vote as to the timing of implementation and the renegotiation of trade agreements between the UK and Eurozone countries.

The Group will monitor developments closely.

High risk Medium risk Low risk

11


Ove

rvie

w o

f Sup

er G

roup

Opportunities for the Group

Acquisitions within the South African logistics sector• The logistics sector is fragmented and is undergoing consolidation creating opportunities

for acquisitions at reasonable multiples, in line with the Group’s strategy.• The Group focuses on well-run operations within its core sectors and those sectors that

have been identified as desirable.

New complementary business opportunities within Supply Chain• Securing of numerous beverage brand contracts during 2016.

International acquisition opportunities• With the acquisition of SG IN tIME, Super Group is appearing on the international investor

radar screen and receiving various acquisition proposals.

Growth in Fleet Solutions• In Australia, SG Fleet leverages its range of offerings to offer fleet management solutions

at competitive prices and excellent service.• Acquisition of NLC strengthened SG Fleet’s novated lease business in Australia and with

the acquisition of Fleet Hire in the UK, growing its geographical footprint.• FleetAfrica will continue to build on its experience in managing large fleets within the

public and private sectors.• FleetAfrica is also pursuing opportunities in East Africa.

Expanding the Group’s geographic footprint and vehicle brand representation• Super Group is constantly assessing dealerships in other Provinces and countries to

expand its geographic footprint. The acquisition of Mercedes-Benz Cape Town has added nine dealerships in the Western Cape Province - effective post June 2016.

• The Dealerships Division continues to evaluate dealerships that are up for sale.

The Group has a strong Balance Sheet• The Group’s Rights Offer raising R900 million to fund the SG IN tIME acquisition and the

Accelerated Bookbuild of R360 million have strengthened the Group’s Balance Sheet and is available to facilitate the Group’s growth strategy both organically and via future acquisitions in its core divisions.

Corporate governance and sustainability• To ensure compliance with corporate governance regulations.• Applying and promoting good sustainability practices.

12


Stakeholder engagement

As promoted by King III, inclusive stakeholder engagement is encouraged whereby the Board considers the legitimate interests and expectations of stakeholders on the basis that is in the best interests of the company, and not merely as an instrument to serve the interests of the shareholders.The Companies Act also requires a company to embrace engagement with its shareholders, employees, unions, communities and consumers. Super Group has an established Group Social and Ethics Committee that monitors and assists with stakeholder engagement.

Stakeholders are also considered when assessing the materiality of issues.

Super Group believes that open and transparent communication with stakeholders is important and uses many avenues to facilitate the engagement with its stakeholders on a regular and constructive manner. There are various internal functions within the Group to ensure that the needs and requirements of all stakeholders are addressed. Super Group has a dedicated Human Resources department, a Group Social and Ethics Committee and Investor Relations function to ensure that stakeholder engagement is executed.

One-on-one meetingsResults road shows

SENS announcementsPress releases

Site visitsIn-house publications

Team meetingsIntranet and internet

Tip-off line (Be Heard)Host functions and attend conferences

Participation in industry associationsAttend product launchesInteract with trade unionsCommunity participation

Shareholders, investors and media

JSE

Financial institutions

Customers and clients

The community

Employees

Suppliers

National, provincial and local government

Industry associations

Trade unions

For further detail on the specific engagement with each of the stakeholder categories, as well as determining materiality when assessing the risks associated with Super Group’s business, is contained in the Corporate Governance Report on the website.

13


Ove

rvie

w o

f Sup

er G

roup

Value-added Statement 14


39.6% Employees(2015: 38.0%)

3.9% Providers of equity capital(2015: 4.2%)

3.5% Providers of debt(2015: 2.6%)

11.6% Governments(2015: 14.4%)

41.4% Reinvested in the Group(2015: 40.8%)

A measure of the wealth created by Super Group, for various stakeholders, is the amount spent on the cost of goods and services provided, the remuneration paid to its employees, money paid to providers of equity and debt, taxes paid to Government and capital reinvested in the Group.

Year ended Year ended 30 June 2016 30 June 2015 R’000 % R’000 %

Revenue 25 949 004 19 817 915 Goods and services provided (18 891 447) (14 193 848)

Total wealth created 7 057 557 5 624 067

Allocated as follows: Employees 2 793 987 39.6 2 138 517 38.0Providers of equity capital 272 798 3.9 233 516 4.2Providers of debt 252 892 3.5 144 159 2.6Governments 816 645 11.6 809 856 14.4Reinvested in the Group 2 921 235 41.4 2 298 019 40.8

Total wealth distributed 7 057 557 100.0 5 624 067 100.0

Number of employees 9 539 8 579 Wealth created per employee 740 656 Wealth distributed per employee 293 249 Revenue per employee (note 1) 2 720 2 310

Note 1: The number of employees used for the Value-added Statement is at 30 June. For the year ended 30 June 2016 these included the number of employees for the SG IN tIME and NLC acquisitions.

15


Ove

rvie

w o

f Sup

er G

roup

Leadership

Executive DirectorsPETER MOUNTFORD (58)BCom, BAcc, HDip Tax, MBA, CA(SA) Chief Executive OfficerAppointed 29 July 2009

Peter is a qualified Chartered Accountant with an MBA from Warwick University. His business experience includes the role of Managing Director of SAB Diversified Beverages which included SAB’s Supply Chain Services and Logistics interests. He was previously the Managing Director of Super Group’s Logistics and Transport Division until June 2002, after which he joined Imperial Holdings Limited (Imperial). Over the six years to April 2008 he fulfilled the role of CEO of the Consumer Logistics Division at Imperial. He rejoined Super Group in May 2008 as Managing Director of the Supply Chain Division. Peter was appointed CEO on 29 July 2009. Peter is also a Director of the Road Freight Association.

COLIN BROWN (47)BCompt (Hons), MBL, CA(SA)Chief Financial OfficerAppointed 28 February 2010

Colin is a Chartered Accountant and has an MBL from the UNISA School of Business Leadership. Colin provided support services to the Group’s treasury activities from June 2009 to February 2010, and was subsequently appointed to the Board as CFO. Prior to that, Colin was CFO and a member of the Board of Celcom Group Limited, a business in the mobile phone industry and previously listed on the Alternative Exchange (AltX) of the JSE. Colin has also held the Financial Director position at EDS Africa Limited and Fujitsu Services South Africa, both multi-national companies in the IT services industry.

From left to right: Mariam Cassim, Dr Enos Banda, Peter Mountford, Colin Brown, Valentine Chitalu, Phillip Vallet, John Newbury and David Rose

16


Non-executive DirectorsPHILLIP VALLET (70)BA, LLBChairman of the companyIndependent Non-executive DirectorAppointed 1999

Phillip qualified as a lawyer in 1971. He is the senior partner and CEO of Fluxmans Attorneys, specialising in corporate law. Phillip joined the Board in 1999. From April 2009 to 29 July 2009 he acted as interim CEO until the appointment of Peter Mountford to the position. Phillip retained certain executive functions relating to the corporate actions and disposals up to end August 2009. He assumed the position as Non-executive Chairman of the company effective 1 November 2009. Phillip is currently a Non-executive Director of several private companies.

JOHN NEWBURY (74)Independent Non-executive DirectorAppointed 1 November 2009

John is an experienced industrialist whose expertise has him serving on the boards of and chairing a number of listed and unlisted companies. Companies chaired by John include Tracker Connect (Pty) Ltd and MARC Group Limited. John’s business career spans five decades with a significant focus on the motor industry. He served as CEO of Nissan South Africa for 17 years, until retirement in 2000. John is a Non-executive Director at Dimension Data Holdings plc, Blue Bulls Company and National Airways Corporation (Pty) Ltd.

DAVID ROSE (74)BCom, BA, CA(SA), F.Inst. DirectorsIndependent Non-executive DirectorAppointed December 2008

David is a Chartered Accountant and an independent consultant. David is a Non-executive Director, Chairman of Super Group’s Audit Committee, Risk Committee and the Group’s Social and Ethics Committee. He is also Chairman of the Audit Committee of Primeserv Limited. He spent 41 years with Fisher Hoffman, a major national firm of Chartered Accountants. He became a partner of the firm in 1970 and was Managing Partner of the Johannesburg office as well as Chairman of the National Practice from 1991 to 1998. From 2002 to 2007 he served as CEO of International Financial Services (Pty) Ltd (now Stonehage Financial Services (Pty) Ltd).

VALENTINE CHITALU (52)ACCA (UK), M.Phil (UK)Independent Non-executive DirectorAppointed December 2008

Valentine is an entrepreneur in Zambia and Southern Africa, specialising in Private Equity and General Investments. In the early part of his career, he worked at KPMG London Office. Valentine was previously CEO at the Zambia Privatisation Agency where he was responsible for the divestiture of over 240 enterprises. He later worked for CDC Group Plc, both in London and Lusaka, and is currently a Non-executive Director of the CDC Group Plc; a Fund-of-Funds Group based in London. Valentine holds several other board positions in Zambia, Australia and the United Kingdom. He is currently Chairman of Zambian Breweries, MTN (Zambia) Limited and the Phatisa Group, a Pan African Private Equity Fund Manager. Valentine is a UK Qualified Accountant and holds a Masters Degree in Development Economics from Cambridge University in the United Kingdom.

MARIAM CASSIM (34)BCom (Hons), CA(SA), MBA (Cum Laude)Independent Non-executive DirectorAppointed 1 July 2015

Mariam Cassim was appointed as an Independent Non-executive Director with effect from 1 July 2015. Until recently Ms Cassim held a number of senior positions at Thebe Investment Corporation, and holds the position of Executive Head: Commercial at Telesure Investment Holdings. She has previously served as a Non-executive Director of Efficient Financial Holdings, Altech Netstar and Eskom Holdings SOC (Limited) where she served on the Audit, Risk and Remuneration Committees. A recipient of various academic awards, both local and international, Ms Cassim is a Chartered Accountant (SA) and was singled out by SAICA as a finalist in the 35-under-35 most outstanding young chartered accountants in the country. She has an MBA (cum laude) from the University of Cape Town’s Graduate School of Business.

DR ENOS BANDA (51)BA (Hons) Financial Accounting, LLM (distinction), Doctor of JurisprudenceIndependent Non-executive DirectorAppointed 1 July 2011

Enos Banda is a South African entrepreneur and investment banker who is founder and CEO of Freetel Capital (Pty) Ltd, an investment holding and advisory firm. He has served as Chairman of the South African National Electricity Regulator and Chairman of the Municipal Infrastructure Investment Unit of the South African Government. He was country head for global bank, Credit Suisse First Boston, and later, Head of sub-Saharan Africa for HSBC Corporate and Investment Bank. He has practised law in both the United States and in South Africa. He is admitted to the New York Law Bar and he is an Advocate of the Supreme Court of South Africa. He is a Senior Associate and Faculty Member of the University of Cambridge Institute on Sustainability Leadership and a member of the Board of the South Africa Washington Internship Programme. Enos has sat on a number of boards of listed and unlisted international and domestic companies.

Group Company SecretaryNIGEL REDFORD (62)BAcc, CA(SA)Group Company SecretaryAppointed 31 March 2010

Nigel is a Chartered Accountant. Nigel spent 10 years at Dimension Data and held a number of financial and operational positions within the Dimension Data Group. He has also held the Financial Director positions at High Performance Systems, Hewlett Packard South Africa, Technology Application Group (a division of Datakor) and Compusons. Nigel joined Super Group in April 2009, providing his services to the Group’s finance function to March 2010. He was subsequently appointed the Group Company Secretary for Super Group.

17


Ove

rvie

w o

f Sup

er G

roup

Chairman’s Statement

We remain confident that our strategy will ensure sustainable growth and profitability as the Group continues to explore investment opportunities internationally and in South Africa.

9 539Employees

1.9%of profit after tax spent on Economic Development in South Africa

42%Super Group’s market capitalisation increase since 1 July 2015

18


For more information, visit our webpage

IntroductionThe financial year ended 30 June 2016 was characterised by strategic acquisitions to expand the Group’s international footprint as well as corporate actions to support these acquisitions and bolster the Group’s financial position. Despite challenging economic conditions locally and abroad, the Group reported a commendable performance.

The Group’s vision remains unchanged, namely to provide end-to-end supply chain solutions, fleet management and dealership services to customers in Africa, Australia, the United Kingdom, Europe and New Zealand and to be a leading transport logistics and mobility group in the countries in which it operates. The vision is being realised through strategic acquisitions and organic growth, helped by strong management, a healthy financial position and the cash generating ability of the Group.

Subsequent to year end, the acquisition of Fleet Hire by SG Fleet, effective 4 August 2016, and the acquisition of nine Western Cape motor dealerships and a strategic property from Sandown Motor Holdings (Pty) Ltd, effective 1 September 2016, is in line with Super Group’s stated strategy.

The trading environmentThe logistics industry, globally, has experienced pricing pressures and increased competition, compounded by lacklustre economic growth and socio-political turmoil. The major global concern remains the impact of the slowdown in China as the global economy is increasingly dependent on China to deliver economic growth and, more recently, Britain’s exit from the European Union.

The performance of the South African logistics and transport industry is closely linked to the prevailing state of the economy. As a result, economic factors, including interest rates, exchange rates and inflation have a significant impact on logistics cost as does political uncertainty. In the increasingly competitive environment, the Group’s focus on cost efficiencies remains. Across the globe new technologies are finding their way into logistics services in order to improve productivity and enhance service. Super Group continues to invest in the development of innovative systems.

The logistics and automotive industries, specifically in Germany, were negatively impacted by the performance of Volkswagen, one of Germany’s largest automotive manufacturers, following the emissions scandal in the United States of America.

The South African fleet management market continues to be largely dependent on decisions by governments, parastatals and large companies to outsource the management and maintenance of their vehicle fleets. The lead times in securing these contracts are lengthy, but once secured, the contracts are long-term. The market is driven by the need for operational efficiencies. FleetAfrica has demonstrated its capabilities by securing a number of contracts and its strong B-BBEE Contributor status ensures that it is well positioned when tendering for fleet management contracts.

19


Ove

rvie

w o

f Sup

er G

roup

In Australia, the economy picked up in the first quarter of 2016 with monetary easing continuing amidst record low interest rates and inflationary pressures. Business and consumer confidence improved over the reporting period, which resulted in a stable environment. The Australian fleet management market, including the novated lease segment, has experienced good growth.

NAAMSA continues to report sharp declines in new vehicle sales, reflective of the South African consumers being under pressure.

The United Kingdom dealership market has shown consistent growth during the year under review.

Governance and sustainabilitySuper Group remains committed to maintaining high standards of corporate governance. The Board and its committees continue to play an important role in enhancing good corporate governance and reviewing sustainable practices throughout the Group to ensure that compliance with King III and Reporting Standards set by SAICA, relating to corporate governance and sustainability, are followed and monitored. Our ongoing efforts around stakeholder engagement and maintaining transparency and open communication are critical to our long-term success. Our Corporate Governance and Sustainability Reports, available on the company’s website, set out our principles and policies in more detail. The Abridged Corporate Governance Report is on pages 47 and 48 and the Abridged Sustainability Report can be found on page 56.

Board changesThere were no changes to the Board during the financial year under review.

OutlookSouth African market conditions are expected to remain challenging and competitive with many industries remaining under pressure. Despite the subdued outlook for the country, the Group’s strategy is to explore interesting investment opportunities internationally and in South Africa to maintain the Group’s position as an innovative, integrated mobility solutions company.

The Australian economy, despite falling commodity prices, a slowdown in China and deterioration in international trade, has remained stable. The Australian market looks more resilient and the Group expects growth to reflect general GDP trends and a relatively healthy consumer demand. The novated lease market is also set to show good growth in the year ahead and SG Fleet will continue to leverage its strong competitive position to create quality product offerings and strengthen its customer relationships.

There were early signs pointing to a slowdown in the German economy, following a decline in growth in Q1 2016, however, the Eurozone markets rebounded in July 2016 following the Brexit-led sell-off towards the end of June 2016. GDP growth in Germany accelerated from 1.5% in Q1 to 3.1% at end of Q2. On the global front, most equity markets are now above or at pre-Brexit levels. The impact of the Brexit vote over the long-term on the EU’s economy, however, remains uncertain.

The UK’s decision to exit the EU has fuelled economic and political uncertainty in the country as well as in the Eurozone. The timeline of the formal exit process from the EU is still unclear and the new Prime Minister, Theresa May, appears committed to invoke Article 50, which will afford the country two years to negotiate its trade, business and political links with the EU. Adding to the uncertainty the UK is facing, Scotland is considering seeking a second independence referendum as early as next year if the UK’s new government begins the formal withdrawal process without Scotland’s consent. Developments in the UK will continue to be monitored by the Group.

AppreciationThe Super Group leadership team and all of our employees can be rightly proud of their efforts in contributing to the Group’s continued success under challenging circumstances and, on behalf of the Board, I would like to extend the Board’s appreciation to all of them.

To my fellow Board members, once again, your support has been most valuable, and I thank you for your insight and the time devoted to Super Group.

Phillip ValletChairman of the company19 September 2016

> continuedChairman’s Statement

20


21


Ove

rvie

w o

f Sup

er G

roup

Chief Executive Officer’s Report

Successfully integrating the business acquisitions made during the 2016 financial year as well as concluding, post 30 June 2016, two strategic acquisitions. These transactions cement Super Group’s position as a leading transport logistics and mobility group.

22%Five-year CAGR of HEPS

103%Offshore revenue growth for 2016

40%Five-year CAGR of market capitalisation

22


IntroductionSuper Group reported a solid set of final results for the year ended 30 June 2016. The majority of the existing businesses performed well. The results include Allen Ford’s (UK) results for the full year compared to seven months in the prior year, SG IN tIME’s (Supply Chain Europe’s) results for eight months and NLC’s, through SG Fleet, results for seven months. The final results for the Group are commendable given the continued challenges being faced by some of the Supply Chain Africa businesses, the weak Rand against all major currencies during the reporting period and the competitive business environment in the geographical locations in which the Group operates.

It has been an active year for the Group with the acquisition of a 75% equity interest in the German-based time-critical delivery services company, SG IN tIME, effective 2 November 2015, and SG Fleet’s acquisition of Australian-based NLC, effective 30 November 2015. Super Group raised R900 million to part fund the acquisition of SG IN tIME, through a Rights Offer, on 12 October 2015. In addition, the company raised R360 million through an Accelerated Bookbuild Offer on 10 December 2015 to strengthen the Group’s financial position post the acquisition of NLC by SG Fleet.

The acquisition of the interest in SG IN tIME has established a footprint for Super Group in Europe. In addition, the acquisition of NLC, through SG Fleet, has expanded SG Fleet’s novated lease business in Australia. Given that the Group’s strategy is to pursue geographic expansion within each of its three divisions, and to invest in specialised logistics niche businesses, we are confident that aforementioned criteria were well met by both these acquisitions.

As a result of the various acquisitions made over the past two years, the non-South African businesses contributed 42% and 60% to revenue and operating profit, respectively, for the year under review.

The various strategic acquisitions made during the year are referenced in more detail in the Group performance section.

Financial performanceGroup revenue increased by 30.9% to R25.9 billion (June 2015: R19.8 billion) mainly as a result of the commendable performances by FleetAfrica, SG Fleet and Dealerships as well as the inclusion of the results of Allen Ford (UK), SG IN tIME and NLC (through SG Fleet), for the periods previously mentioned.

Operating profit increased by 30.0% to R1 952 million (June 2015: R1 501 million), marginally below revenue growth, primarily despite a poor performance by SG Coal in the first half of the year.

23


Ove

rvie

w o

f Sup

er G

roup

The increase in net finance costs of 83.7% to R255 million (June 2015: R139 million) is attributable to the higher borrowings to fund the various acquisitions in Australia, Europe and the UK. The average interest rate paid on borrowings was 6.0% (June 2015: 6.7%) and the average interest rate earned on cash was 3.7% (June 2015: 4.8%).

Profit before taxation increased by 24.6% to R1 697 million (June 2015: R1 362 million). The effective tax rate increased to 25.8% (June 2015: 23.7%) as a result of the remaining historical assessed losses in South Africa being utilised and the increase in profits in territories that have higher corporate tax rates.

EPS and HEPS increased by 12.2% to 296.6 cents (June 2015: 264.4 cents) and 10.4% to 292.6 cents (June 2015: 265.0 cents), respectively. Core HEPS increased by 9.0% to 308.1 cents (June 2015: 282.6 cents). Core HEPS excludes acquisition costs, the once-off foreign exchange profit on the SG IN tIME forward foreign exchange contract, the amortisation of Purchase Price Allocation (PPA) intangibles and the B-BBEE related costs, after tax and non-controlling interests. As a result of the Rights Offer undertaken in October 2015 and the Accelerated Bookbuild Offer in December 2015, the weighted and diluted weighted number of shares in issue for the prior comparable year had to be adjusted in terms of IAS 33.28, which resulted in the June 2015 EPS, HEPS and Core HEPS having to be restated.

The increase in total assets of 49.1% to R22.8 billion (30 June 2015: R15.3 billion) is mainly as a result of the newly acquired assets of SG IN tIME and NLC during the year under review. The Group’s normalised Return on Net Operating Assets, after tax and excluding the effects of acquisitions during the period, was 15.5% (June 2015: 18.1%).

Super Group’s net debt position at 30 June 2016 increased by R993 million to R1 989 million, with R1 479 million debt attributable to SG Fleet largely for the NLC acquisition and R906 million debt attributable to the acquisition of SG IN tIME, Germany. The Rights Offer of R900 million in October 2015 was used to part fund the SG IN tIME acquisition and the Accelerated Bookbuild Offer of R360 million in December 2015 bolstered the Group’s capital structure following the acquisition of NLC by SG Fleet. The Group’s total gearing, as at 30 June 2016, was 21.4% (30 June 2015: 16.8%), having reduced from 31.9% as at 31 December 2015 as a result of the cash generated within the newly acquired businesses. The NAV per share increased by 30.7% for the year to 2 196.4 cents at 30 June 2016 (30 June 2015: 1 680.5 cents).

Operating cash flow increased by 24.9% for the year to R2 652 million (June 2015: R2 123 million) mainly due to the increase in EBITDA from the acquisitions, with a working capital cash inflow of R245 million (June 2015: R102 million outflow). As a result, cash generated from operations, after working capital, increased by a pleasing 43.4% to R2 897 million (June 2015: R2 021 million).

During the year a subsidiary of the company repurchased 30 871 shares, totalling 0.01% of the issued share capital, at an average share price of R32.62. The total consideration relating to these repurchases was R1 million.

We would rather re-invest the cash generated in our operations in acquisitions or repurchase shares and as a result, no dividend for the year ended 30 June 2016 has been declared.

Divisional reviewsRevenue contributions for the year to June 2016 reflect that the Dealerships Division now generates 53% (2015: 47%) of the Group’s revenue. The revenue contributions for the Supply Chain business segment was 36% (2015: 42%) with the Fleet Solutions segment stable at 11%.

The operating profit contributions from the Dealerships and Fleet Solutions operations increased by 3% to 20% (2015: 17%) and 4% to 50% (2015: 46%), respectively. The Supply Chain business contribution declined in comparison by 7% from 37% in 2015 to 30% in 2016.

The decline in revenue and operating profit contributions for the Supply Chain Division was mainly as a result of the poor results reported by SG Coal, due to a dramatic drop in deliveries to Eskom as well as SG IN tIME’s results being impacted by the decline in Volkswagen’s parts volumes due to the challenges faced by them following the scandal.

Revenue 30 June 2016

58%27%

8%6%

1%

Operating profit 30 June 2016

40%

9%

41%

5%5%

South Africa United KingdomAustralia EuropeAfrica and other

For a comprehensive overview of each division and business, refer to pages 28 to 46 of this Integrated Report.

Chief Executive Officer’s Report> continued

24


Subsequent eventsOn 17 May 2016 Super Group announced that it has concluded an agreement with Sandown Motor Holdings (Pty) Ltd (and Daimler AG and Mercedes-Benz South Africa Ltd as interested parties) to acquire its nine Western Cape motor dealerships and a strategic property. This transaction was approved by the Competition Commission subsequent to year end in July 2016 and was effective 1 September 2016. Dealerships SA’s strategy is to geographically expand its dealerships within South Africa and this acquisition has made it possible.

SG Fleet announced the acquisition of Fleet Hire, a UK contract hire, salary sacrifice, short-term rental and fleet management provider, for a consideration of GBP19.6 million, effective August 2016. The acquisition provides SG Fleet with scale and profitable growth in the UK, and importantly, Fleet Hire establishes a platform for the company to build on and execute its strategic plans in this attractive market.

The JSE has granted a listing to Super Group on 9 September of its SPG002 senior unsecured notes, in terms of its DMTN Programme dated 22 October 2013. The value of the issue was R50 million, with the interest linked to the three-month JIBAR coupon rate and is payable quarterly. The maturity date of this issue is 9 September 2019.

Prospects and strategySuper Group’s position as an innovative, integrated mobility solutions company is compelling and the Group is committed to the growth of its core businesses, both organically and through strategic and focused acquisition opportunities, locally and internationally. The Group remains focused on unlocking stakeholder value and delivering sustainable earnings over the medium to long term.

Supply Chain Africa’s focus will remain in line with its stated strategy of pursuing selected opportunities in higher growth niche markets. The Group will focus strongly on retaining its existing client and customer base as well as securing new long-term contracts.

Supply Chain Europe has taken steps to mitigate the impact of the decline in the Volkswagen volumes and is exploring new business opportunities, particularly in the Southern and Eastern European environments.

FleetAfrica will continue the roll-out of the specialised fleet for the City of Tshwane and to explore and tender on new fleet management contract opportunities, both in South Africa and East Africa. Collaboration with SG Fleet in respect of product innovation and systems development could benefit this business.

SG Fleet’s focus will remain on securing meaningful contracts, both with Government and corporates. Product innovation and differentiated service propositions are being rolled out into the UK and New Zealand markets. The acquisition of Fleet Hire in the UK will give scale and a growth platform in this country.

The Dealerships SA business is anticipating difficult trading conditions to continue as consumers remain under pressure. The acquisition of the nine Western Cape dealerships expands the business’ geographical footprint and significantly improves the Group’s position across most vehicle categories.

Dealerships UK is expecting good growth in the new and second hand vehicle market in the UK. The influence of Brexit on the UK economy is still unknown and may affect the UK dealership market as all Ford vehicles are imported from Europe. At this stage we don’t expect it to have a significant impact on the Group. Allen Ford is also looking at existing and new brand expansion through the acquisition of additional dealerships.

AcknowledgementsI would like to thank all members of the Board and the Executive Committee for their guidance and support during, what has been a busy and challenging year.

To the Super Group team, thank you for your loyalty. The Group’s performance is reflective of your hard work and dedication. To our shareholders, customers, suppliers, advisers and business partners, thank you for your ongoing support.

Peter MountfordChief Executive Officer

19 September 2016

25


Ove

rvie

w o

f Sup

er G

roup

Philip Smith (52) Philip qualified as a Chartered Accountant in January 1990, after which he completed his compulsory military service. He joined Macsteel (Pty) Ltd from 1991 to 1995 where he gained valuable managerial experience. Philip was appointed by Super Group in 1996 to perform due diligence on the Motolink Group. In 2002, Philip became the Managing Director of the Supply Chain Management Division. In 2008 Philip assumed corporate responsibility for FeetAfrica.

BCom, BAcc and CA(SA) Executive Director of Super Group Trading Proprietary Limited

Kamogelo Mmutlana (43) After completing his Industrial Engineering degree, Kamogelo (Kamo) joined the

processing and distribution division of the South African Post Office (SAPO) and was quickly promoted as production manager of a mail centre. He held various managerial positions after leaving SAPO and in 2003, Kamo started his career in the automotive industry. He joined BMW SA (Pty) Ltd as a General Manager of Africa Sales and Government Affairs. In 2004 he was appointed as Commercial Director of FleetAfrica. In February 2008 Kamo was appointed CEO of FleetAfrica and in October 2009 appointed to the Super Group Exco.

BTech (Industrial Engineering), Management Advancement Programme, MAP (Wits Business School)

Chief Executive Officer FleetAfrica

Robbie Blau (48) Robbie practiced as a Commercial Lawyer at Werksmans Attorneys in South Africa

for five years. He then worked with the Operations Director of SAB for a year before founding Nucleus Corporate Finance in 1999. Robbie remained its Managing Director until he moved to Australia in July 2006. During his time at Nucleus, he became increasingly involved with Super Group, running a number of strategic projects for the Group. On emigrating to Australia in July 2006, he became CEO of SG Fleet.

BComm LLB (Cum Laude), HDip Tax Law

Chief Executive Officer SG Fleet

Graeme Watson (50) Graeme has more than 15 years’ senior management experience within the motor

industry, of which more than 10 years have been with Super Group Dealerships. He joined Hyundai Motor distributors in 1996, and thereafter spent a year with Primedia in 1999, with responsibility for the Mead and McGrouther Vehicle Dealers Valuation Guide. Graeme joined Super Group in March 2000 as Dealer Principal of the Group’s Mercedes-Benz dealership in Midrand. He was appointed as the Divisional Operations Executive in 2003, before becoming CEO of the Dealership Division in 2007.

Chief Executive Officer Dealerships

Torsten Prelle (52)Diplom-Kaufmann

Torsten Prelle, CEO of IN tIME, has held the managing director position since 2001, the year he joined IN tIME. He accelerated the IN tIME’s growth strategy by developing its network of branches. He initiated many measures which allowed IN tIME to realise consistent growth in sales while vigorously maintaining quality and efficiency driven by the IN tIME’s own logistics software. Torsten is focusing on the further setup of sustainable management structures and the development of IN tIME’s strategic direction. Before joining IN tIME Torsten worked for an accounting firm in Kassel, Germany from 1990 to 1996 and qualified as a tax advisor in 1996. From 1996 to 2001, Torsten worked as an independent tax consultant. Torsten graduated from the University of Gottingen with a degree in Business Studies.

Chief Executive Officer IN tIME

Divisional managementGroup performance


26

Documents

Overview of Super Groupsupergroup.co.za/...integrated_report/.../overview_of_super_group.pdf · Super Group is an integrated “mobility” business comprising three distinct divisions,