Committed to Execution
Destination 2015 and the execution of our long-term business plan will not be without challenges and I want to assure all of our shareholders that we are up to the task. Superior's senior leadership team and I are fully committed to ensuring we execute in a timely and successful manner. Although the work will be arduous, the importance is simply too great. We can and will meet our objectives. We will do so by continuing to focus on execution of our initiatives, a central feature of which is holding those responsible for execution accountable across the entire organization. Accountability on our initiatives is the responsibility of our senior leadership team, and is based on the collective efforts of our whole organization. By providing our teams the appropriate leadership and sharing best practices across our entire organization, we are providing ourselves with the necessary framework and tools to ensure we meet our goal of becoming a best-in-class organization.
2013 Priorities
Our priorities for 2013 are as follows:
-- Superior will remain committed to executing on the initiatives that underpin Destination 2015;-- Superior will continue to focus on reducing the Company's total debt;-- Superior will continue to focus on improving asset productivity, inventory turnover and overall working capital management;-- Superior will continue to focus on streamlining processes and improving management information systems to facilitate improved day-to-day management decisions and cost reduction initiatives, including the implementation of the ADD IT system in the Canadian Propane operations and an integration of the IT systems in the Construction Products Distribution business;-- Superior will continue to work towards building a customer-centric culture; -- It is vital that we understand the true costs of serving our customers, so we can intelligently price our services, while at the same time differentiating our services to our customers, thereby providing us with a competitive advantage; and-- Superior will continue to assess talent to ensure the business has the right people in key positions to facilitate and lead the execution of Superior's short and long-term business plans. Accountability for execution will be a priority across the entire organization.
Conclusion
There is no doubt that 2013 will be a year of heavy lifting for Superior, but despite the challenges Superior is likely to encounter throughout this period, we will remain acutely focused on the execution of the initiatives underpinning Destination 2015. We will balance the need for timely execution of our long-term objectives with our awareness of the need to remain focused on the importance of our day-to-day operations.
By continuing to develop and build a cohesive leadership team we will develop and foster a culture of accountability and continuous improvement, which I view as the cornerstone of every best-in-class business. By achieving the goals of our business improvement initiatives, I am confident that we will complete our transformation into a best-in-class operator, realizing a range of operational and financial improvements over the short-term, medium-term and long-term.
Acknowledgements
Superior's success will ultimately be due to the hard work and dedication of our more than 4,500 employees. I would like to thank each of our employees for your commitment to your respective businesses. I look forward to working with all of Superior's employees as well as each of Superior's directors in the coming year. On behalf of the entire organization, I would like to thank our securityholders for your continued support and confidence in Superior.
