JSE-listed information and communications technology firm EOH’s continuing growth is the result of its perennial focus on skilled people, organisational capabilities and consistent corporate culture, says EOH CEO Asher Bohbot.

The company increased revenue by 39.4% and profits after tax by 37.7% during the interim period to January 31, 2015.

Management consistency supports stability and performance, which also results in good customer services, which is responsible for more than 73% of revenue. This is reinforced by EOH’s professional work ethic and culture, he says.

The company will grow its presence and services in Africa over the next decade to become a true Pan-African organisation.

The services it provides that are in demand in South Africa, as well as within the 31 African countries where it has a permanent presence, are similar to those organisations and governments throughout Africa require.

“EOH’s purpose is to bring technology, knowledge, skills and organisational ability critical to Africa’s development and growth, and we make money in the process owing to the demand for our solutions and services,” he notes.

“The group’s unswerving focus on knowledge within the organisation, skilled people and skills development to bolster in-house capability is its key strength, the main reason for the success of our services and the foundation of our growth.”

The devolution of responsibility and accountability to the lowest level possible means that about 1 000 people, out of the total of 9 000 EOH employees, have their own business units or departments to run and manage, Bohbot says.

“These people can fulfil their own aspirations and make a success of their operations, which are part of our operations. This philosophy has not changed and we hope it will not change in future,” he says.

Managers are retained in their various areas of speciality, reinforcing stability and enabling customer services standards to be reinforced over time across divisions by the executive team and the focus on consistent corporate culture.

“We try to keep internal politics to a minimum in EOH, which means that our people focus on the work they do and bolster the group through activities that they enjoy doing. Internal sharing of expertise between our people also provides a professional, developmental and fulfilling work environment.”

Bohbot encouraged businesses to participate in EOH’s job creation and skills development initiatives to support the development of the economy.

“The greatest obstacle to human advancement in Africa is not the economy. The economy is society and, by supporting skills development, as well as building skills internally and training people to pool talent to create solutions for public and private organisations, we will be able to achieve our purpose of adding value to Africa and the world.”

Interim results
EOH posted growth in profits after tax to R340-million. It boosted headline earnings per share by 26.4% from 230c a share to 290c a share. About 70% of growth was organic and about 30% the result of acquisitions, says EOH group financial director John King.

The company listed on the JSE in 1998 and its revenue grew from R188-million to R4.61-billion during comparable interim periods from 2005 to 2015, which is equal to growth of about 25.5 times. It grew headline earnings per share from 23c a share to 290c a share during the same decade in comparable interim periods, or by about 12.6 times.