Investor Relations

Investor Relations

Track a leader in smart transportation
SENS announcements
Company circulars and announcements
SENS Content: 

Shareholder's diary and dividends
Coming up investor related dates and dividends
Event 
Financial Year End
Date 
28 February
Event 
Interim Results
Date 
31 October 2018
Event 
Interim Dividend Payment
Date 
10 December 2018
Event 
Annual Results
Date 
24 April 2018
Event 
Notice of AGM
Date 
29 June 2018
Event 
AGM
Date 
31 July 2018
Event 
Final Dividend Payment
Date 
To be advised
Financial overview
Company performance and standing at a glance

Year

Subscribers

Revenue *

Subscription Revenue *

EBITDA *

EPS **

2018
751,380
1,324,000
1,166,000
652,000
100
2017
600,610
1,140,000
979,000
523,000
85
2016
502,894
1,005,00
842,000
463,000
81
2015
430,386
835,000
702,000
361,000
64
2014
348,231
633,000
467,000
296,000
Investor contacts

For all investor related queries please email: investorrelations@cartrack.com

Board of Directors
ISAIAS JOSE CALISTO (ZAK)
GLOBAL CEO AND FOUNDER
Zak is the founder of Cartrack and global CEO. Zak has an impressive entrepreneurial history with over 24 years’ of experience in the telematics industry. Having founded and operated a number of businesses, Zak has a wide range of technical and operational knowledge relating to business models and information technology.
MORNÉ GRUNDLINGH
CFO
Morné is a qualified Chartered Accountant and a member of the South African Institute of Chartered Accountants (SAICA) and the Institute of Chartered Accountants in England and Wales (ICAEW). He holds a BComm (Hons) degree from the University of Johannesburg and a M.Sc. (Accounting and Finance) from Birmingham City University. After finishing his training in 2000 at Deloitte, Morné worked at Blackrock and Barclays in the London and Singapore offices. Morné initially joined Cartrack in February 2017 as CFO for the Asia Pacific region.
DAVID BROWN
INDEPENDENT NON-EXECUTIVE CHAIRMAN
David holds a BComm degree from the University of South Africa and an MBA from the University of Cape Town. In addition, he attended the Management Development Programme at the School of Business Leadership, and the Advanced Management Programme at Harvard Business School in the USA. He spent 30 years with the Standard Bank Group, where he held various senior positions, including managing director of Stanbic Bank Botswana, managing director of Stanbic Bank Zambia, managing director of Stannic Asset Finance and managing director of Standard Bank’s Commercial Banking division.
THEBE IKALAFENG
INDEPENDENT NON-EXECUTIVE DIRECTOR
Thebe holds BSc (Business Administration) and MBA degrees from Marquette University in the USA and has completed executive development courses in finance at Wits and Harvard Business School. A chartered marketer (CM(SA)), he has held various marketing positions in the USA and Africa. He is the founder and managing director of Brand Leadership Group, deputy chairman of South African Tourism and non-executive director of Mercantile Bank and WWF South Africa.
KIM WHITE
INDEPENDENT NON-EXECUTIVE DIRECTOR
Kim is a qualified Chartered Accountant and Registered Auditor. Kim has over 15 years of experience in the accounting and auditing sector servicing a wide variety of industries. She holds a postgraduate certificate in advanced taxation and a postgraduate certificate in international taxation, as well as being a certified financial planner and a master tax practitioner (SA). Kim is a registered member of SAICA, a member of the South African Institute of Tax Professionals and is registered with the Regulatory Board of Auditors (IRBA).
SHARODA RAPETI
INDEPENDENT NON-EXECUTIVE DIRECTOR
Sharoda has a National Higher Diploma: Electronic Engineering, a Masters in Business Administration and over 30 years strategic and operational experience in the Telecommunications-, Media- and Technology Industries. She was a director at Deloitte Africa where she established the TMT advisory services practice for Deloitte Africa. She was also the Smart Cities Leader and Digital Payments Leader for Deloitte Africa. Sharoda has extensive non-executive director experience in the Built Environment and in banking where she served as South Africa’s first female Vice President of the Engineering Council of South Africa and as non-executive director on the board of Mercantile Bank.
ANNAMÈ DE VILLIERS
COMPANY SECRETARY
Annamè holds a BProc and a LLB degree as well as a postgraduate diploma in corporate law. She is an admitted attorney in South Africa and specialises in regulatory compliance and corporate governance with specific emphasis on the application of the Companies Act, JSE Rules and Listings Requirements and related global best practices. She has held various positions in the financial services industry including acting as company secretary for two JSE-listed entities.
Corporate Governance

The Board is committed to good governance and endorses the principles of the King Code in both letter and spirit to ensure consistent practices throughout the Group, providing effective leadership that displays integrity, competence, responsibility, accountability, fairness and transparency in directing the business of the Company to create and maintain value. During this financial year the Board focused on the application of the King IV principles and is satisfied that these have been substantially applied. There will be continued focus on identifying and addressing any shortcomings in FY19. An overview of the steps taken by the Company to comply with the King Code.

GOVERNANCE STRUCTURES

The Group has a unitary Board structure comprising a majority of independent non-executive directors (including the Chairman). There are 5 directors in total, 3 of whom are non-executive, and 2 full-time salaried executive directors. The Board’s diversity policy was adopted during the prior reporting period and is reviewed annually. The size of the Board is appropriate given the nature and size of the business and the Board therefore has not set targets in relation to gender and ethnicity – this approach will be reviewed next year in accordance with the principles of the King Code. The roles of the Chairman and the Chief Executive Officer are separate and clearly defined. This division of responsibilities ensures a balance of authority and power. The range of skills, experience and backgrounds currently represented on the Board ensure robust decision-making processes and diversity of viewpoints, enhancing the effective governance of the Group with no individual director having unrestricted decision-making authority. A number of Board Committees assist the Board in fulfilling its mandate, and the roles and responsibilities of the respective committees are set out in their formal terms of reference. The terms of reference of the Board and the respective committees are reviewed annually to ensure that they remain relevant and are available on the Company’s website.

INTERNAL CONTROL SYSTEMS

While the Board has delegated its responsibility for risk management to the Audit and Risk Committee, the Board remains ultimately responsible for the governance of risk. The risk management framework defines Cartrack’s risk 45 management philosophy and encourages a risk-conscious business culture through agreed internal controls and commitment to mitigating actions.

Cartrack’s risk management framework implements a bottomup and top-down approach and has been reviewed to specifically consider the governance of risk to support the achievement of strategic objectives, including compliance and performance-related matters. To this end the identification and assessment of structural opportunities will be further explored to achieve a more complete risk response.

The Risk Management Plan ensures an effective system of risk identification, analysis, evaluation and treatment throughout the Group. Major risk categories have been identified as Financial Risk, Operational Risk, Business Risk and Legal & Regulatory risk. A dashboard of significant risks is compiled through the internal Risk Committee from risks identified by business. Individual risk ratings are determined by the probability and impact of each risk. Appropriate risk response planning is ascribed to each risk and mitigating actions are monitored. This report is regularly reviewed and interrogated by the Audit and Risk Committee. Opportunities will be approached in a similar manner.

A system of internal controls, designed to protect value and enable business growth in a sustainable manner, encompasses financial, operational, compliance and sustainability issues. This system includes a documented organisational structure and division of responsibility, clarity of accountability, established policies and procedures which are communicated throughout the Group, and the careful selection, training and development of people.

The Internal Audit function undertakes a programme of financial and operational audits and reviews, as agreed by the Audit and Risk Committee and covering all Group activities. The annual Internal Audit Plan is developed applying a risk-based approach and is reviewed and ultimately approved by the Board upon recommendation by the Audit and Risk Committee. It is revised regularly to ensure that it remains relevant to the key business priorities and changing risk environment.

 

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