INTERIM FINANCIAL RESULTSFOR THE SIX MONTHS ENDED 30 JUNE 2020
1
01 OVERVIEW 04 UNIVERSITY /
TERTIARY DIVISION
02 FINANCIAL
PERFORMANCE 05 RESOURCING
DIVISION
03 SCHOOLS DIVISION 06 PROSPECTS
CONTENTS
2 Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
OBSERVATIONS FROM THE PANDEMIC
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 20203
Speed, agility
and success
with which the
group
responded
Robust and
resilient
organisation
• Tertiary
• Schools
• Resourcing
Quality of our
people
THE MEASURE OF A BUSINESS IS
HOW IT RESPONDS TO A CHALLENGE OR CRISIS
RAPID RESPONSE TO COVID-19IMMEDIATE PRIORITIES WERE
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 20204
Health, safety and well-
being of all stakeholders
and all that entails
(international best
practice, government
directives and protocols)
Critical to continue
to deliver quality
academic instruction
and minimize the
impact on students
Pay specific attention
to the needs of
students and parents
during this disruptive
time including pastoral
care
Sustainability of the group
• Cash preservation
• Capex reduction
VALUE OF OUR PEOPLESOCIAL IMPACT
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 20205
Academic Excellence
At core of strategy
Intellectual Capital
Lies with our people and
teams
Financial Impact
Continue to pay employees
and contractors as far as
possible
Benefits
Evident in employee
motivation and
adaptability
Results
Evident in student
retention and joiners
Wellness
Programme
Manage anxiety and build
employee resilience
Schools
• Biggest challenge
• Standardised on Microsoft
platforms
• Consolidated Central
Academic Team
• Results: Rapid successful
transition
Tertiary
• Online capability in place
seamless transition
• Confident in ability to
continue and sustain quality
delivery
− LMS implemented since 2015
− Growing online offering
− Established digital campuses
− Successful blended learning
model
• Scale and scope of online
support
CONTINUED ACADEMIC DELIVERY
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 20206
Overview
• Trained and supported
+5 500 teachers and lecturers
to transition from face-to-face
delivery to online platforms
• Ability to continue academic
offering seamlessly
• Not a single academic day
lost
OVERVIEW
Mental, emotional and physical well-
being of students
and educational psychology support
to parents with coping mechanisms
COVID-19 IMPACT – STUDENT SUPPORT ADDRESSING THE NEEDS OF OUR STUDENTS AND PARENTS
7
Supported 5 386 families with
financial assistance – R37 million
Supplied ~8 000 students with data
support
Tertiary boot camps – virtual catch
up sessions
Rosebank College Graduate
Empowerment Programme placed
233 graduates during lockdown,
continued coaching sessions and
formed 32 new
employer relationships
24/7 service desk support 1000+ calls / week
Virtual interaction: graduation
ceremonies; open days and campus
tours; cultural, sport and social
activities; pastoral care
Student support improved attendance:
online 98% vs 95% in face-to-face
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
COVID-19
4 187 3 871
13 190 13 098
9 016 8 992
26 393 25 961
3%
1%
2%
2%
-11%
-2%
-2%
-3%
Fe
b 2
0
Jun
20
Fe
b 2
0
Jun
20
Fe
b 2
0
Jun
20
Fe
b 2
0
Jun
20
Leavers
Joiners
Pre-Primary Primary High Total
IMPACT ON SA SCHOOL STUDENT NUMBERS
8 Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
COVID-19
5 977 5 976
2%
-3%
Fe
b 2
0
Jun 2
0
Leavers
Joiners
Schools Africa
IMPACT ON SCHOOLS REST OF AFRICA
STUDENT NUMBERS
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 20209
* Statistically higher attrition rate than normal
COVID-19
44 97546 620
9%
-5%
Feb
20
Ju
n 2
0
Leavers
Joiners
Tertiary
TERTIARY STUDENT NUMBERS
10 Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
IMPACT ON STUDENT NUMBERS
32 370 31 937
44 975 46 620
77 345 78 557
2%
9%
6%
-3%
-5%
-4%
Feb
20
Ju
n 2
0
Feb
20
Ju
n 2
0
Feb
20
Ju
n 2
0
Leavers
Joiners
Schools GroupTertiary
GROUP IMPACT ON STUDENT NUMBERS
11 Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
2%
Group
FINANCIALPERFORMANCE02
SOUND FINANCIAL PERFORMANCE
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202013
REVENUE
FREE
OPERATING
CASH FLOW
BEFORE CAPEX
NEPS
32%-2%13% 4%
OPERATING
PROFIT
CASH
GENERATED BY
OPERATING
ACTIVITIES
27%
CONTINUED GROWTH
1 572
1 929
2 175
2 499
2 829
H1 16 H1 17 H1 18 H1 19 H1 20
16%
293
344
404428
444
H1 16 H1 17 H1 18 H1 19 H1 20
11%
Group revenue(R’m)
Operating profit(R’m)
14 Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
4%13%
CAGR
ESTIMATED DIVISIONAL IMPACT OF COVID-19
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202015
R’m Schools –
South
Africa
Schools –
Rest of
Africa
Tertiary Resourcing –
South Africa
Resourcing
– Rest of
Africa
Total
Lost revenue (26.3) (19.5) (16.8) (25.7) - (88.3)
Cost savings related to lost revenue 10.9 6.1 3.6 5.5 - 26.1
Net effect of lost revenue (15.4) (13.4) (13.2) (20.2) - (62.2)
COVID-19 related costs (7.9) (2.3) (4.2) (0.3) (0.7) (15.4)
Doubtful debtors expense* (15.1) (9.1) (47.2) (0.6) (0/5) (72.5)
Other cost savings 12.1 1.2 8.4 5.3 - 27.0
Estimated impact on operating profit (26.3) (23.6) (56.2) (15.8) (1.2) (123.1)
* 80% of the increase in bad debts written-off and the provision for doubtful debtors is considered to be COVID-19 related
4%
32%17%
13%
2 917
H1 20excludingCOVID-19
impact
293
344
404428
444
H1 16 H1 17 H1 18 H1 19 H1 20
1 572
1 929
2 175
2 499
2 829
H1 16 H1 17 H1 18 H1 19 H1 20
567
H1 20excludingCOVID-19
impact
EXCLUDING COVID-19 IMPACT
16
Revenue(R’m)
Operating profit(R’m)
CONTINUE GROWTH
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
45%
-2%
57%
-2% 2%2020
41%
-1%
57%
1% 2%
2019
38%
4%42%
3%
13%2020
39%
4%41%
5%
11%
2019
Segmental revenuecontribution
June
Segmental operating profit contribution
June
SEGMENTAL OVERVIEW
17
Schools – South Africa Schools – Africa Tertiary Resourcing – South Africa Resourcing – Africa
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
CASH PRESERVATION
362424
555587 606610
785
890
999
1 268
H1 16 H1 17 H1 18 H1 19 H1 20
Cash generated from operations Cash from operations (after working capital)
20%
Cash flow generation
Cash preservation actions
HEALTHY LIQUIDITY MAINTAINED
18
• Curbing non-essential capex
− Capex expected to be
~R300m in FY2020
• Initiated cost savings in the
business without furloughing
our education employees
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
CAGR
610785
890999
1 268
-907 -919
-1 448
-1 805 -1 716
H1 16 H1 17 H1 18 H1 19 H1 20
R’m
Cashgenerated byoperationsNet borrowingsposition
CASH VS NET BORROWINGS POSITION
19
20%
Ratio =
Net Borrowing :
Cash
generation
1.5 1.2 1.6 1.8 1.4
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
BORROWINGS WELL WITHIN COVENANTS
Covenants
Net Borrowings: EBITDA
Banks: 3,5x
Internal: 3,0x
Actual: 2,1x
CAGR
0,0
14,4
24,8
43,9
78,9
15,7
0site
acquisition
3completion of campuses
of new schools
Student managementsystems
Additions to existingsites
Furniture,fittings, IT
and vehicles
Acquisitionof shares in Schole
R’m
Capex Projects
162.0
177.7
CAPEX AND ACQUISITIONS
20 Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
SUSTAINABLE CAPEX REDUCTION
DEBTORS’ PROVISION
74
165
H1 2019 H1 2020
Trade andother receivables
Credit losses as % of revenue
BELOW TARGET COLLECTIONS
21
R’m%
increase
Unaudited
30 June
2020
30 June
2019
Trade receivables 26% 865 686
Loss allowance 39% (437) (314)
428 372
Coverage of debtors'
balance51% 46%
• Collections in the period 8% higher than H1 2019,
but 5% below our target
• Approximately R1bn collected in H2 fees
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
3%
6%
SCHOOLS DIVISION03• Agility in offering continued quality education
through adapting modes of delivery
• Continuing to build scale in the rest of Africa
• Benefits of restructuring and rationalisation
153159
172 175
198
H1 16 H1 17 H1 18 H1 19 H1 20
739814
945985
1 072
H1 16 H1 17 H1 18 H1 19 H1 20
1 098
H1 20excludingCOVID-19
impact
10%
225
H1 20excludingCOVID-19
impact
7%
EXCLUDING COVID-19 IMPACT
23
Revenue(R’m)
Operating profit(R’m)
SCHOOLS SA
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
CAGR
9% 13%
11% 28%
39%18%
39%
127
H1 20excludingCOVID-19
impact
29 31
47
92
108
H1 16 H1 17 H1 18 H1 19 H1 20
1213
8
-5
-9
H1 16 H1 17 H1 18 H1 19 H1 20
15
H1 20excludingCOVID-19
impact
EXCLUDING COVID-19 IMPACT
24
Revenue(R’m)
Operating profit(R’m)
SCHOOLS REST OF AFRICA
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
CAGR
GIS
GIS
GIS
& C
IS
GIS
& C
IS, M
akin
i
Ma
kin
iim
pa
ct
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202025
20,7%
19,6%
18,2%
17,8%
18,8%
H1 16 H1 17 H1 18 H1 19 H1 20
20,5%
H1 20 excludingCOVID-19 impact
SCHOOLS SA OPERATING MARGINEXCLUDING COVID-19 IMPACT
Operating margin
(%)
PORTFOLIO OF CLEARLY DEFINED BRANDSMEANINGFUL MARKET SEGMENTS
Modern,Progressive,
Academic focus
Traditional, holistic, Christian
based
Early childhood
development
Online/ home schooling
Mid-feeAcademic assisted and
support
PORTFOLIO OF CLEARLY DEFINED BRANDS
HISTORIC WORK DONE
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202027
Acquired:Summit College
Opened:FoundersHill PP&P
2016Acquired:
Glenwood
House
Elkanah
House
2017Acquired:
Makini schools
Opened:Crawford International School Kenya
The Bridge
Copperleaf High
Rebranded:
Summit → Pinnacle College Kyalami,
Kathstan → Pinnacle Rynfield
Founders Hill & Copperleaf → Pinnacle Colleges
2018Closed:
Trinityhouse Palm Lakes High
Abbotts Century City
Junior Colleges Tiny Town
2019Opened:
Trinityhouse
Glenvista
Pinnacle College Linden
Pinnacle College Waterfall
Reposition:
Maragon Ruimsig→
Crawford International
Merged:
JC Sandton & Crawford
Village → Crawford
International Bryanston
Closed:
Trinityhouse Palm Lakes
Trinityhouse North-Riding
2020Open:
Evolve
Reposition:
Pinnacle
College
Olympus
Pinnacle
College
Mooikloof
2020
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202028
Closed: Trinityhouse Palm Lakes High
Closed: Abbotts College Century City
Closed: Junior College Tiny Town
2018
2020
Opened: Pinnacle College Waterfall
2019
2017
&P
2016
2015
Opened: The Bridge
Opened: Copperleaf High
Rebranded: • Summit to Pinnacle College Kyalami
• Kathstan to Pinnacle College Rynfield
• Founders Hill to Pinnacle College Founders Hill
• Copperleaf to Pinnacle College Copperleaf
Acquired: Makini schools
Opened: Crawford International School Kenya
Open: Evolve
Opened: Trinityhouse Glenvista
Closed: • Trinityhouse Palm Lakes
• Trinityhouse North-Riding
Opened: Pinnacle College Linden
Rebranded:• Maragon Ruimsig as
Crawford International
• JC Sandton and Crawford Village as Crawford International Bryanston
PORTFOLIO OF CLEARLY DEFINED BRANDSCONTINUE TO ENHANCE BRAND VALUE PROPOSITION
Progressive/ modern
Online / home-
schooling
Early childhood
developmentMid-fee
Academic assisted and
support
Traditional/ holistic/
Christian based
• Trinityhouse
• MaragonAbbotts College Junior Colleges
• Crawford International
• Centurus Colleges
Acquired: Summit College
Opened: Founders Hill PP&P
Acquired: • Glenwood House
• Elkanah House
Acquired: Greenwood Bay College
Opened: • Founders Hill High
• Copperleaf College PP
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202029
ONLINE MARKET LANDSCAPE
Estimated size of the market segment
200 000
Long-term goal
10% of market segment
20 000 students
Target: Evolve
1.5% of market segment
3 000 students
At least 7 offerings currently in this space
• Trend-setting curriculum mapping system
developed at MIT
• Tailored learning experience
‒ Forward looking subjects
‒ Machine learning
• Strong focus on foundational, social and
emotional learning skills
‒ Home schooling market will change with WFH:
• Estimated 233 000 in 2017 in Home Schooling in SA
‒ More market players entering during COVID-19
‒ Each scholar is a potential online customer –
Affordability in SA the limiting factor
EVOLVE ONLINE SCHOOLTAPPING INTO THE HOME-SCHOOLING MARKET
30 Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
* Evolve online school opening 2021 ** Figures are End Feb 2020
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202031
Trinityhouse
• Underperforming schools close end 2020:
− Trinityhouse North Riding
− Trinityhouse Palm Lakes
OUR CURRENT SCHOOL BRANDSENHANCING BRAND VALUE POSITION
31
Repositioning and merging
• Meaningful positioning that has a
sustainable market proposition.
• Continued improvement on
operational effectiveness and
efficiencies
• 2021 fee assessments:
0% increase
Maragon Brand - impaired
• Crawford International Maragon Ruimsig
now Crawford International Ruimsig –
successful rebranding
• Remaining Maragon schools to be
integrated with other better-defined
brands
SCHOOLS IN THE REST OF AFRICA
Crawford
International School
• Continue to offer and successfully
completed academic year
• E-learning success: 98% students
engaged
• Increase in enrolments due to quality
academic offering and superior online
delivery
• Cambridge international system
‒ Inaugural class IGSE exams: excellent results
‒ First IGCSE exams: excellent results,
average 4.2 A’s per student – 3x full house A’s
• Significant reduction in losses as we
move through the J-Curve
Makini
Schools
• Kenyan government - scrapping of
academic year severely impacted the
national Kenyan curriculum schools
• Designed alternative e-learning
curriculum to support students
• Parallel: Cambridge international
curriculum – effective September 2020
• Managing costs
• Employees impacted by salary
reductions
Kenya Botswana
WE REMAIN CONFIDENT IN THE REST OF AFRICA INVESTMENTS
32
Gaborone
International School
• Continue to perform well
• Swift and seamless online adoption
• Increase in enrolments due to quality
academic offering and superior online
delivery
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
UNIVERSITY/ TERTIARYDIVISION
04• The IIE SA’s leading “private university”
• Established flexible offering and delivery methods
• Resilient performance
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202034
IIE
Ed
uc
ati
on
Facultyof
Co
mm
erc
eFaculty
of
Info
rm
ati
on
&
Co
mm
un
icati
on
Te
ch
no
log
y
Facultyof
La
w
Facultyof
So
cia
l S
cie
nc
es
Facultyof
Hu
ma
nit
ies
Facultyof
En
gin
ee
rin
g
Facultyof
• IIE is SA’s leading “private university”
• Central academic body: 15-year
track record of Academic leadership
• 33 Campuses
• Division has 197 accredited courses from
undergraduate programmes to Masters degrees
• Most of our qualifications registered and accredited
for face-to-face and distance
• Multi-channel modes of delivery: full-time
or part-time, distance (online) and blended learning
• Almost 45 000 full qualification students
• Benchmark against highest local and international
standards
* Stats as at end Feb 2020
TERTIARY DIVISIONTERTIARY DIVISION OVERVIEW
26%20%
RESILIENT PERFORMANCE
14% 3%
16% 26%
1 204
H1 20excludingCOVID-19
impact
308
H1 20excludingCOVID-19
impact
581
778
868
1 038
1 187
H1 16 H1 17 H1 18 H1 19 H1 20
100
157
204
245 252
H1 16 H1 17 H1 18 H1 19 H1 20
35
Revenue(R’m)
Operating profit(R’m)
UNIVERSITY / TERTIARY
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
CAGR
25,6%
27,5%
H1 20(excl. COVID-19 & MSA)
17,3%
20,2%
23,5% 23,6%
21,2%
24,7%
22,8%
H1 16 H1 17 H1 18 H1 19 H1 20
UNIVERSITY / TERTIARY
36 Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
IMPACTED BY IIE MSA INTEGRATION
Operating margin
(%)
Excl IIE MSA
-8%
11%
62 98
701
1 479
2 219
3 457
3 983
4 254
2014 2015 2016 2017 2018 2019 2020 30 June 2020
* End Feb YoY
GROWTH IN IIE ONLINE DISTANCE STUDENTS
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202037
56%50%111%615%58%
since March
7%
HIGHER EDUCATION FULL-TIME QUALIFICATIONS
15%
15 898 15 937
16 880
Feb 19 Feb 20 30 June 2020
* End Feb YoY
OXBRIDGE ACADEMY ENROLMENTSVOCATIONAL AND OTHER STUDY PROGRAMMES
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202038
6%
Rolling enrolment cycle – any time of year
RESOURCINGDIVISION05• Remains profitable despite tough SA market
• Good performance in the rest of Africa
• Dual focus on permanent and contract placements
20%
26%
20
H1 20excludingCOVID-19
impact
9
18
20
13
3
H1 16 H1 17 H1 18 H1 19 H1 20
224
309 321
387
464
H1 16 H1 17 H1 18 H1 19 H1 20
490
H1 20excludingCOVID-19
impact
MITIGATING ACTIONS TO MINIMISE LOSS
40
Revenue(R’m)
Operating profit(R’m)
RESOURCING
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
RESOURCING DIVISION
• Hiring activity came to a standstill
Mitigating actions:
• Reduce costs
• Adjusted our consultant vs support staff ratio
• Salary cuts, temporary layoffs and retrenchments
• Cuts were implemented across the board on a
graduated basis to lesson impact on lower
earning level employees
• Negotiated rental discounts and deferments and
large supplier contracts
• Geographic expansion strategy prevails
• Good opportunities
• Active business development to expand African
profit base
• Dual focus on permanent and contractor
placements contributed to sustainability locally
and the rest of Africa
South Africa market – severely impacted
Rest of Africa
REMAINS PROFITABLE DUE TO A GOOD PERFORMANCE IN THE REST OF AFRICA
41 Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
PROSPECTS06
42
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202043
Re-assess the delivery model
and introduce more online and blended
learning options
Rosebank College well-positioned to grow online
offering – the rest of Africa
2021 uncertainties:
• Public school calendar delayed
• Lead generation access to matriculantsand scholars
IMPACT GOING FORWARD
Innovative digital marketing and
advertising – virtual open days
& virtual tours
Continue to improveacademic delivery
models and student support
Oxbridge electronic portal enabled
broadening the reach into Zambia, Kenya and Ghana
Vega short courses
pivot online only
OUTLOOKUNCERTAINTY REMAINS
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202044
The pandemic has provided strong evidence of the robustness of our business
Remain cautious - economy will remain weak
Healthy brands servicing meaningful
market segments
Agile capable business with outstanding
value proposition
Underpinned by an academic body with
substance and gravitas
Continued streamlining of processes to drive
further effectiveness and efficiencies
Sound strategy that developed relevant
organisational structures with opportunity to
extract further value
Capability to provide quality education through
any mode of delivery
Strong balance sheet, sustainable cost and
capital expenditure containment
THANK YOU
45
Questions
46
• Schools offering:
‒ 109 schools, 55 campuses
• Tertiary offering:
− 7 faculties
− 197 accredited qualifications
• Portfolio of schools to meet a variety of markets
− Opportunity for internationalisation for our brands
• World class teaching and learning practices
• Sound investment in enabling technologies
• Central academic team: centralised high efficiency enables cost-effective product development &
centralised quality control
• Multiple modes of delivery:
− Face to face; Online; Hybrid: Blended; Distance
LEADER IN PRIVATE EDUCATION
47 Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
IT INVESTMENT PAYS OFF
Preparedness:
• Invested in IT’s vision of a digital future
since 2014
• When COVID-19 struck, we were ready
• Ensured virtual learning, remote working,
business continuity & sustainability
Agility:
• Able to scale technologies to match
increased demand
• Staff and students adopted technology to
work remotely
Solutions:
• Virtual learning using Microsoft Teams
• Connectivity: issued sim cards and reverse
billing
• Implementation of JIRA helpdesk software
improved customer focus and service delivery
• Decentralised internal and outsourced IT support
Student support tools:
• Effectively handled 3200 requests in last 3
months
• Scaled STASY and Blackboard
• MS Teams activity increased by 3151% in last
180 days
• 9522 MS Teams created
48 Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
Educational productivity
Optimise organisational
processes and structures
Rest of Africa
Growth in the rest of Africa
Customer focus
• Easy to interface with
• Understand and respond
to needs
• Deliver end-to-end
service to our customers
Academic excellence
• Teaching & learning
• Benchmarking performance
• Learning analytics
• International & employer
recognition
Growth
• Organic and acquisitive
• Channel
• Product
• Segment
• Geographic
RE
GU
LAT
ION
S
SOCIO-ECONOMIC ENVIRONMENT
RE
PU
TAT
ION
TRANSFORMATION
Human capital productivity
• Talent management
• Productivity benchmark
• High performance culture
Capital productivity
• Return on investment
• Optimise cost structures
Innovation
Data insights
Ris
k m
itig
ati
on Te
ch
no
log
y
Excellence through
specialisation
• Market focus
• Benchmarking: industry
& salary
• Data driven insights
STRATEGY PREVAILS REAPING THE REWARDS OF PAST STRATEGIC DECISIONS
49 Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 2020
Central academic team
ACADEMIC EXCELLENCE
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202050
Forefront of
international best
practice and
developments in
pedagogy
Evolving best practice in teaching
and learning - improve
progressive, streamlined and
effective – content and activities to
better support the student
development journey
Invested significantly
in ensuring future
focused education
and curricular
Teachers, lecturers and academic
teams share information and
resources. Several research
projects underway.
Focus on individual student
development through databased
learnings – no student left behind
CORE TO ADvTECH STRATEGY
AGILE DELIVERY
Robust | Resilient | Sustainable INTERIM FINANCIAL RESULTS for the six months ended 30 June 202051
Where the teaching takes place
How students are taught
Where ADvTECH uses this approach
In person
Contact / Face2face
Students on site attend class with educator
They are taught face to face in a room with the educator and peers.
Schools and tertiary
Blended
Classroom supplemented by online
Combination of face to face and online material presented on platforms like Blackboard (Learn) and MS Teams. The online is supportive and complementary and supplementary to the face to face.
Schools and tertiary
Hybrid
Classroom or online simultaneously –Student chooses
Combination of online material with traditional teaching strategies (Face to Face) happening in a class with some students while being broadcast to students not in the class.
Schools and tertiary since start of pandemic
Distance Only
Distance
No physical class attendance
Students are either engaged through technology or sent their learning material. Assessments are submitted.
Tertiary only until 2021 when first school begins.
Online
Interactive online only engagement – no static PDF
Online engagement between the educator and peers using technology. Sometimes includes synchronous (same time) lecturing but often asynchronous (student can engage when suits them).
Tertiary only until 2021 when first school begins
Pack &Post / Online
Materials delivered to student via post or online portal
Pre-prepared study material. Supplemented with digitally mediated support and engagement.
Oxbridge
EDUCATION THROUGH OUR STUDENT’S PREFERRED MODE OF DELIVERY
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