Repository logo
 

Faculty of Management Sciences

Permanent URI for this communityhttp://ir-dev.dut.ac.za/handle/10321/13

Browse

Subject: search.filters.subject.Strategic planning--South Africa

Search Results

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    Corporate social responsibility and corporate governance : implementation and challenges for companies listed on the Johannesburg securities exchange
    (2018-03) Anwana, Emem Otu; Reddy, Karunanidhi; Rampersad, Renitha
    This study presents an investigation into the relationship between corporate governance (CG) and corporate social responsibility (CSR). The study also aimed at investigating the legal challenges of compliance with CG and CSR legislation posed to listed companies in South Africa in CSR implementation. To achieve these objectives of the study, questionnaires were administered to the top 100 companies listed on the JSE. Structured interviews were also conducted with selected personnel from these companies. The study reviewed literature and theories within South Africa and internationally that were significant to CG and CSR. The study examined the CG and CSR legislation, codes and regulations in South Africa and highlighted the challenges associated with compliance with such legislation. The study further investigated the implications of the challenges encountered by listed companies in implementing CSR and CG, and consequently the impact this has on the socio-economic development of communities within the company’s operational environment. The study therefore sought to investigate the measures that South African listed companies were exploring to mitigate the challenges relating to CSR implementation in view of the fact that they are mandated in terms of legislation to comply with all regulatory provisions relating to CG and CSR. From the findings of this study, a Synergy, Inclusiveness and Socio-economic Development (SIS) conceptual model was produced. This model aimed to assist and guide CSR managers, directors and other officials in addressing the challenges of legal compliance, as well as to act as a guide in implementing strategic CSR that will positively impact on the socio- economic development of communities as well as the companies triple bottom line. Findings from the study revealed that the synergy between CG and CSR, top management involvement in CSR, stakeholder’s inclusiveness, as well as integrated reporting of company non-financial performance, are factors that stimulate CSR implementation in South Africa. The findings also revealed that legal compliance, although challenging, plays a crucial role in supporting CSR activities and corporate behaviour amongst South African listed companies. Based on these findings, the study developed a conceptual graphical representation to assist and guide CSR managers, company directors and other officials on strategies that may be applied to overcome challenges associated with legal compliance with CG and CSR legislation.
  • Thumbnail Image
    Item
    An investigation into the criteria for project success within Transnet
    (2006) Pillay, Renee
    Project Management is the wave of the future. This discipline and its evolution continues to be one of the principal means by which operational and strategic changes are managed in the enterprise. The importance of Project Management for organisational success will expand, rather than wane, in years to come. Projects, particularly large scale complex ones with multiple stakeholders, are failing at alarming rates despite a wide spectrum of efforts to solve the problem. The lack of meaningful results and outcomes is due, in part, to the fact that organizations tend to operate on a set of unproven assumptions concerning project objectives, business requirements, user expectations, motivations, agendas, schedules, costs and time frames. The management dilemma is that Transnet has committed R 65 billion to projects in the hope of developing its core businesses to that of world-class standards as a logistics service provider in South Africa. Transnet’s capital project division, Protekon, is responsible for managing the projects committed to this R 65bn capital expenditure. Transnet’s perception of Protekon’s failure to successfully deliver projects could result in appointments of external consultancies such as Hatch McDougal and Guba (HMG – an engineering consultant firm). Whereas, previously, Protekon was the monopoly service provider of engineering and project management skills within Transnet, Transnet’s sub-divisions appear to be utilizing outside consultancies more frequently. The reason for procuring engineering and consultancy services external to Transnet, among others, is the perception that Protekon is performing poorly in delivering successful projects. The outsourcing of work, fuelled by the negative perception of Protekon’s performance, directly impacts on the profitability of Protekon in the short to medium term. The objective of this dissertation was firstly to investigate the effect of Protekon’s involvement in Transnet’s project success; and secondly, to recommend strategies to improve the rate of project success, that could be applied within Transnet and Protekon.