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CONCLUSION
Claims exceeded our projections, a factor which often emerges
when economies slow down. However, it is in times like this that
we remind ourselves of our purpose: to assist our members in
times of need and help them live the lives that they want to live.
PPS has evolved from a ‘graduation to retirement’ provider to
an end-to-end ‘graduation to grave’ financial partner to our
members. When members retire they are encouraged to invest
their profit share payouts into PPS products that will bolster
post-retirement income. Members who prudently re-invest
the cash will continue gaining from profit share through their
investments until they decide they need the cash.
THANKS
In my first full financial year as CEO I am privileged to have
the support of a strong and diverse board that understands
the business and is fully behind our updated strategy. Both
chairmen, Ebi Moolla of PPS Holdings Trust and Charles
Erasmus of the PPS Insurance board, have been inspiring
sources of support and of industry insights. There is a deep
mutual trust at board level.
The PPS management team and our staff members have
worked hard to pull PPS through a challenging year. The fruits
of their efforts are shown in our healthy results. I have the
deepest gratitude to all of them.
Management at PPS realise the importance of our culture.
People enjoying their workplace experiences provide better
service to members and stakeholders. We are developing
leadership throughout the business and empowering people
to take charge of their areas of expertise, building trust and
collaboration. In PPS, people don’t need titles to be leaders. I
am inspired by how our PPS people have committed so
energetically to our refreshed internal culture.
Izak Smit
Group CE
28 March 2018
PPS
INTEGRATED REPORT
2017
12