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AFROCENTRIC GROUP
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HOW WE CREATE VALUE
STRATEGY CONTINUED
PROMOTE TRANSFORMATION
AfroCentric was founded on the philosophy of transformation and empowerment. The Group’s reputation and brand are premised
on empowerment, and we have been awarded numerous tenders based on our transformation credentials. With a Level 2 B-BBEE
status at our main operating subsidiary, we remain committed to driving transformation as a key initiative. Empowerment attracts
and enables us to retain human capital that is aligned with the Group’s vision.
Key performance indicators
2017
2016
B-BBEE level achieved
2*
2
Enterprise development spend (R’m)
3.5
3.4
Socioeconomic development spend (R’m)
3.5
2.1
Supplier development spend (R’m)
7
4
* Our projected B-BBEE Level 2 will be verified in November 2017 by Empowerdex Proprietary Limited. The level is projected through the
Group’s quarterly reviews.
DIVERSIFY REVENUE SOURCES
The Group is constantly exploring opportunities to diversify its revenue sources, particularly in the non-health administration and
health risk management market. This is achieved through acquisitions and partnerships within the healthcare industry, and it
supports our ability to drive down the cost of healthcare through identifying areas to optimise between operations and create cost-
effective packages.
Key performance indicators
2017
2016
Non-health administration and health risk management-related revenue (%)
39
35
Pharmaceutical revenue (%)
28
23
DELIVER EXCEPTIONAL CLIENT SERVICE
There has been a definite shift in consumer behaviour, with a bigger focus on customer experience. Without the feedback from
customers, which is obtained through Voice of the Customer surveys, it would be very difficult to know early on how one could
improve and keep your customers. Voice of the Customer is also a fundamental foundation of the International Organisation for
Standardisation (“ISO”) process. It is a requirement to determine the health of your QMS (Quality Management System). Feedback
also feeds into improvement opportunities.
With Customer Experience Management (“CEM”), we use the customer feedback to align our processes to ensure an improved
experience for our customers, and employee feedback to improve employee engagement. If the employees who serve the
customers are happy, they will keep our customers happy. Continuous improvement is key in this process and we use RCA
(Root Cause Analysis) to determine causes and address gaps that affect our customers’ experience.
Key performance indicators
2017
2016
Voice of the customer survey (%)
85.31
86.20