Our strategy
Aveng reviews its strategy regularly to ensure it remains relevant and responsive to changes in the Group’s external environment. Aveng identified six levers as the drivers of future growth. The core operations renewed their strategies within the context of these levers.
Strong balance sheet
Aveng is an international business with a significant portion of the combined revenue of McConnell Dowell and Moolmans derived outside of South Africa.
Capital planning for future growth plans of the Group including M&A, working capital and Moolmans fleet renewal.
International listing to raise equity capital for growth whilst achieving improved value recognition for the assets.
Optimise debt facilities (tenure, pricing and repayment terms).
McConnell Dowell's specialist capabilities
McConnell Dowell is a growing organisation in buoyant markets and we continue to focus on margin enhancement and challenges in Southeast Asia.
Leverage specialist capabilities in marine, tunnelling and underground, pipelines, hydropower and dams and complex civil infrastructure.
Target the renewable and clean energy sectors, water and wastewater treatment, mining, etc.
Focus on complex projects in areas and economies providing high growth potential.
Prioritise margin improvement.
Moolmans plant optimisation and fleet renewal programme
Moolmans has attractive opportunities that allow for renewed investment and we remained focused on a fleet renewal strategy and growth of the work in hand.
A dedicated task team appointed to design and execute on a plant optimisation strategy.
Negotiations underway with OEMs to secure equipment and related finance.
A fleet renewal programme being implemented for both existing and new contracts.
Ensure Moolmans is operating the ideal mix of new and existing equipment to maximise return on investment.
People and systems
Digitalisation is about transitioning our business to make more extensive use of technologies and related processes and techniques that enable improved efficiencies, repeatability, transparency and predictability. Unlocking the full potential of digitalisation requires the orchestration of IT, Operational Technology (OT) and Digital Engineering (DE) by aligning strategies, roadmaps and resources.
Invest in people with programmes focused on growing skills, competencies and leadership.
Adapting our employee value proposition.
Manage succession planning across the business units.
New investment in technology and systems.
Digitalisation of processes.
Adopt new ways of working.
Continue to build core engineering capabilities.
ESG Framework
We align our values and sustainability goals with our purpose of providing a better life to improve economic, social and environmental outcomes for our stakeholders. Good governance underpins our ability to create sustainable value.
Environment
Carbon and the environment
- Reducing carbon
- Acting on climate change
- Minimising waste and pollution
- Embracing the circular economy
Social
Our community and people
- Keeping everyone safe
- Nurturing and developing our people
- Working with and for the community
- Embracing diversity and inclusion
Governance
Conduct and compliance
- Being open, honest and transparent
- Managing risk
- Being compliant
- Delivering what we promise
