G A C LASER INTERNATIONAL LOGISTICS (PTY) LTD
Logistics in Cape Town

Laser’s international partners GeoPost and GAC are leading international businesses and provide Laser with an extensive network linking more than 230 countries and territories worldwide. He has been a director of a number of public companies. Immediately prior to joining the Laser Group, Iain was based in Paris, France as the International Chief Operating Officer of GeoPost SA, the holding company of DPD. He was previously the Finance Director of Time Freight and is now the CEO of the division. Laser has a broad-based approach to empowerment as it is prescribed by legislation in terms of the Department of Trade and Industry BEE scorecards. Management continually assesses ways to address and improve on each of the criteria. Laser spends in excess of R3million per annum on corporate social responsibility and enterprise development programs aimed primarily at benefitting previously disadvantaged people. Laser offers formal development, training, skills transfer and upliftment practices, and supports and funds external education, development and accelerated learning programs, spending in excess of R4million per annum. The directors reaffirm their commitment to the principles of openness, integrity and accountability. The board of directors comprises seven directors, three of whom are non-executive. The board meets regularly to initiate, evaluate and monitor business matters which have an impact on the well-being of the group and its stakeholders. These include setting group strategy, determining policy and instituting control measures. The board takes final responsibility for acquisitions and disposals, approves annual budgets, capital expenditure and appraises proposals from the executive and remuneration committees. The daily management of the group’s affairs is delegated to the chief executive officer, who co-ordinates the implementation of the board policy. The board has appointed a remuneration committee whose chairman is a non-executive director. The committee makes recommendations to the board concerning matters such as general staff policy, remuneration, profit bonuses, executive remuneration, directors’ remuneration and fees, service contracts, share incentive schemes and group retirement funds. The group’s strategy is to ensure that remuneration matches individual contribution to group performance within the framework of market forces, while protecting shareholders’ interests and the group’s financial health. The group maintains systems of internal control which are designed to provide reasonable, but not absolute assurance as to the reliability of the annual financial reporting and to adequately safeguard, verify and maintain accountability for assets. Documented organisational structures and policies are in place. Controls are monitored throughout the group by management and employees. Corrective actions are taken to address control deficiencies and other opportunities for improving the systems as they are identified. The board provides oversight of the financial reporting process. The group is committed to equal opportunity employment and the development of all its employees. The group’s values commit employees to high standards of integrity, behaviour and ethics in dealing with stakeholders. The directors and senior employees are required to contractually commit and adhere to these standards in such a way as to carry on business only through fair commercial and competitive practices.