GOBEYONDGOBEYOND

A Letter from
Our Chairman,

P. Arnaud Dalais

Dear Shareholder,

We focussed on what was within our control and continued to deliver operational excellence along with prudent and decisive cost management.

The past eighteen months have been challenging. However, we have all been given a great opportunity to relook and rethink how we operate and prepare our Group for the future.

As mentioned last year in our report, our immediate response to the pandemic was to ensure that our people were safe, cared for and equipped. Considerable focus was given to our portfolio and how to optimise operations to respond correctly to the headwinds experienced and brought about by COVID-19, not to mention the already changing trends experienced pre-COVID.

AN INTERVIEW
WITH OUR CEO,

Jean-pierre Dalais

Dear Shareholder,

We focussed on what was within our control and continued to deliver operational excellence along with prudent and decisive cost management.

The past eighteen months have been challenging. However, we have all been given a great opportunity to relook and rethink how we operate and prepare our Group for the future.

As mentioned last year in our report, our immediate response to the pandemic was to ensure that our people were safe, cared for and equipped. Considerable focus was given to our portfolio and how to optimise operations to respond correctly to the headwinds experienced and brought about by COVID-19, not to mention the already changing trends experienced pre-COVID.

Proxy vote

Notice of AGM

Postal vote

e-communication

CIEL AT A GLANCE

Key Figures

As at 30 June 2021

  • MUR 17.9 BN

    Group Consolidated Revenue
    MUR 21.0bn - 30 June 20202

  • MUR 2.7 BN

    EBITDA
    MUR 3.0bn - 30 June 20202

  • MUR 446 BN

    Group Profit after Tax 
    (MUR 2.2bn) - 30 June 20202

  • MUR 617 BN

    Profit Attributable to Owners of the Parent
    (MUR 1.7bn) - 30 June 20202

  • MUR 8.85 BN

    Group NAV per Share
    MUR 6.69 - 30 June 20202

  • MUR 84 BN

    Total Assets
    MUR 77bn - 30 June 2020

  • EBITDA Margin

    2022: XX.X%
    2021: 15.1%

  • PAT Margin

    2022: X.X% 
    2021: 2.5%

  • ROCE:

    2022: X.X%
    2021: 3.8%

    HOW WE DRIVE PERFORMANCE

    Insight from our Finance Director

    The financial year ended 30 June 2022 resulted in a remarkable financial performance across all our sectors of activities. The much-awaited rebound of our group activities post the pandemic led to a record year, both in terms of profit after tax and profit attributable reaching MUR 2.2 bn and MUR 1.3 bn, respectively. Earnings per Share reached MUR 0.77 which implies a current price to earnings ratio of 8.7.

    How we create
    value for Stakeholders

    CIEL knows that creating value cannot be limited to merely maximising today’s share price. Value creation starts with enabling genuine progress and instilling excellence throughout the organisation. Our value proposition is deeply rooted in the talent of our People and our wellbalanced geographic footprint and diversified portfolio.

    OUR INVESTMENT APPROACH

    Describes what we do.

    We build sustainable businesses around our purpose: For A World We Can All Feel Proud Of.

    Our key contribution is to invest in businesses that benefit from our capital and expertise. By succeeding in this, we will create long-term value for our clients, employees, partners, shareholders and society.

    OUR_INVESTMENT_APPROACH_SVG
    • Resources going into business model (inputs)
      • Capital allocation
      • Expertise
      • Diverse talent
      • Innovation
      • ESG strategies
    • Resources going into business model (inputs)
      • Capital allocation
      • Expertise
      • Diverse talent
      • Innovation
      • ESG strategies
    • Resources going into business model (inputs)
      • Capital allocation
      • Expertise
      • Diverse talent
      • Innovation
      • ESG strategies
    • Resources going into business model (inputs)
      • Capital allocation
      • Expertise
      • Diverse talent
      • Innovation
      • ESG strategies
    • Resources going into business model (inputs)
      • Capital allocation
      • Expertise
      • Diverse talent
      • Innovation
      • ESG strategies

      OUR GROUP STRATEGY

      Informs What We Do

      Key Capitals

      Financial Capital
      Manufactured Capital
      Social & Relationship Capital
      Intellectual Capital
      Human Capital
      Natural Capital

      Strategic Pillars

      • Enhance performance with focus on EBITDA generation

      • Asset Management Optimisation

      • Consolidate our presence in selective regional markets

      • Nurture talent development

      • Embrace sustainability for long term value creation

        OUR BUSINESS MODEL

        Describes How We Do It.

        CHART_SVG_1