Meanwhile, Transcentury reduced loss before tax by 12.9% to Ksh3.1 billion from Ksh3.6 billion with the loss after tax declining by 12.4%, from Ksh3.9 billion in 2018 to Ksh3.5 billion in the year under review.
Group CEO Ng’ang’a Njiinu said the aggressive topline growth despite scaling down in some of the businesses showed the capital re-allocation strategy and focus on key levers in the turnaround plan was bearing fruit.
The performance in both subsidiaries was underpinned by a robust order-book, successful debt re-profiling freeing up operating cashflows and innovative working capital financing.
The Group’s performance in the first half of 2020 was impacted by the effects of COVID-19 pandemic which disrupted demand and supply chains globally, resulting in a 21% decline in revenue as compared to the same period in 2019. On the other hand, the Group continued to deliver on its commitment to enhance efficiencies by recording a 20% savings in operating expenses in line with our strategic plan.
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“In the second half of 2020, our businesses however demonstrated resilience and responded with innovation as well as adopting to the changes in the market delivery pointing to very strong results,” Mr Njiinu added. “We saw a strong rebound in the second half of the year that will substantially reverse the impact of the pandemic on the first half of the year.”
For the last 4 years, TC has focused on a four (4) pronged turnaround plan that has aimed at delivering commercial opportunities, debt reprofiling to match cashflows, fundraising to unlock growth and accelerating execution of emerging opportunities.
The Group closed 2020 with a confirmed order book of Ksh14billion and, hence, the focus to raise funds and execute on orderbook. “Our focus now is on the fundraising pillar as we are comfortable that we have sufficiently prepared the business to receive funding,” added Mr. Njiinu.
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