History
The group’s history, since listing 39 years ago, illustrates the cycles in construction and the group’s resilience in several extremely volatile markets.
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Group Five enhances its Level 2 Broad Based Black Economic Empowerment (BBBEE) rating |
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The Group sells-off its Construction Materials business |
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Market conditions remain tough – the Group's core business (Construction) remains healthy |
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The Group continues to invest in renewable energy, its nuclear readiness and its geographic expansion |
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74% of the groups revenue is South Africa based and 21% is generated from the rest of Africa |
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An efficiency programme, "New Balls Please" is implemented to ensure proficiency |
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Group Five receives a Level 2 Broad Based Black Economic Empowerment (BBBEE) rating |
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The Group’s key safety ratio of disabling frequency rate (DIFR) continues improving |
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Market conditions remained tough but the Group generates cash and preserves margins |
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Construction order book moves from 24% to 30% over-border |
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The Group continues its trend with no environmental incidents |
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Number of employees trained in the year increases with an overall training spend of R37,9 million |
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Awarded the Best Reporting and Communications award by the Investment Analysts Society (IAS) |
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Group starts closing out Transnet's New Multi Products Pipeline Project |
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Intertoll Africa secures a new long-term operating contract in Zimbabwe |
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Engineering and Construction's power business executes an 800MW power contract |
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Operations in the Democratic Republic of Congo are consolidated |
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Group Five receives a Level 2 Broad Based Black Economic Empowerment (BBBEE) rating |
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The group delivers a 10% increase in operating profit and a margin of almost 8% against very tough market conditions |
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Successful delivery of a number of FIFA 2010 Soccer World Cup contracts |
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Durban Harbour port entrance widened and deepened |
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The group’s key safety ratio of disabling frequency rate (DIFR) continues improving |
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More than 15 000 training interventions, with a spend of over R30 million |
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Socio-economic development spend increases from R4,5 million to R7,9 million |
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The group becomes one of only seven companies that maintained Best Performer status for four years in a row on the JSE’s SRI index |
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Group Five delivers 36% revenue and 25% operating profit growth despite the turbulence that was a feature of its external markets |
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The Middle East order book loses R4 billion due to the global financial crisis, but is able to switch markets and substantially increase its order book in the local public sector |
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Group Five and its joint venture partners race against the clock to deliver contracts by the early 2010 deadline imposed by the FIFA Soccer World Cup |
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Following its membership of the Green Building Council of SA, the group forms a Green Committee and initiates ‘green’ policies into its businesses |
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In terms of its transformation initiatives the group improves its Construction Sector scorecard from a Level 5 to a Level 3 |
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Group Five successfully gains ISO 14001:2004 certification from Dekra GmbH |
| 2008 |
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The group’s secured order book is up by 76% to R8,5 billion |
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South African and over border revenue is split at 66:34 in line with the group’s strategy of a balanced product and geographic portfolio |
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Almost 6 000 people receive training during the year |
| 2007 |
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Mike Lomas retires and Mike Upton takes over as CEO |
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The group establishes the Construction Materials business |
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Infrastructure Development Services is re-positioned and renamed Investments and Concessions, comprising Infrastructure Concessions and Property Development Services |
| 2006 |
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The group re-evaluates each of its market areas with the focus on South Africa, the Middle East, Africa and Eastern Europe. It reassesses its core businesses and sells DPI, Vaal Sanitaryware, WSSA and its Saudi Arabian pipe business |
| 2005 – The group’s BEE transaction finalised, which led the way in its sector |
| 2004 – The group’s three-year restructuring process is completed |
| 2003 – Group Five secures work in the Middle East |
| 2002 – A three-year restructuring process commences to ensure continued growth |
| 2001 – The group further increases its over-border presence |
| 1998 – Group Five expands internationally |
| 1992 – Group Five enters manufacturing |
| 1989 – SM Goldstein merges with Group Five |
| 1985 – The group is taken over by Gencor and Malbak |
| 1984 – The group takes over construction in Darling & Hodgson |
| 1982 – Darling & Hodgson acquires 30% of Group Five |
| 1978 – Group Five Projects is formed |
| 1974 – Group Five, an amalgamation of five companies, lists on the JSE |
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