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STRATEGIC DIRECTION

STRATEGIC DIRECTION. 1 - CSM. LM20020604. MISSION A holding company with interests in various transport, logistics and other related businesses, that focuses on value chain management of goods, people and information. VISION

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STRATEGIC DIRECTION

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  1. STRATEGIC DIRECTION 1 - CSM LM20020604

  2. MISSION A holding company with interests in various transport, logistics and other related businesses, that focuses on value chain management of goods, people and information VISION Transnet is a transformed holding company that enables its Businesses to be world class, lead their competitors, facilitate competitive trade and positively touch the lives of all South Africans TRANSNET STRATEGY AND OBJECTIVES • VALUES • Respect the individual • Manage operations in a manner that ensures the safety of all • Support economic development and activity • Encapsulate Business probity with a strong focus on ethical conduct • Enhance the value of frugality • Be customer obsessed • Support innovativeness 2 - CSM LM20020604

  3. TRANSNET STRATEGY AND OBJECTIVES • BUSINESS FOCUS • Market leadership in logistics solution provision • Leveraging the property portfolio for maximum return • Substantial market share in information technology and telecommunications provision • STRATEGIC INTENT • Manage and develop profitable, self sustaining businesses in a select range of portfolios • STRATEGIC OBJECTIVES • Increase financial value • Ensure a high degree of safety standards • Provide the Shareholder with appropriate dividends • Develop and maintain an advanced business competence • Enhance human capital development • Financial • Learning and Growth • Customer • Internal BUSINESS ACTIONS AND PERFORMANCE TARGETS (BSC) 3 - CSM LM20020604

  4. TRANSNET STRATEGY AND OBJECTIVES • CRITICAL SUCCESS FACTORS • Identify: • Business portfolios that Transnet want to participate in • Capital requirements and prioritisation • Funding capacity and gaps • Capacity gaps in business processes • Potential investment partners • Retention of restructuring proceeds • STRATEGIC ACTIONS • Prioritise funding capacity • Gain Shareholder approval on business portfolios • Formulate line of communication between Shareholder and company • Gain sound capital to structure the business • Continues transformation of businesses 4 - CSM LM20020604

  5. TRANSNET STRATEGY AND OBJECTIVES Shareholder Expectations • Good Corporate Governance • Restructuring support • Infrastructure development • Enhance Shareholder value • Continues transformation • Black Economic Empowerment • Employment Equity • Social and Economic development 5 - CSM LM20020604

  6. TRANSNET OBJECTIVES, ACTIONS AND PERFORMANCE MEASUREMENTS (2002-2003) FINANCIAL OBJECTIVES 6 - CSM LM20020604

  7. TRANSNET OBJECTIVES, ACTIONS AND PERFORMANCE MEASUREMENTS (2002-2003) CUSTOMER OBJECTIVES 7 - CSM LM20020604

  8. TRANSNET OBJECTIVES, ACTIONS AND PERFORMANCE MEASUREMENTS (2002-2003) INTERNAL OBJECTIVES 8 - CSM LM20020604

  9. TRANSNET OBJECTIVES, ACTIONS AND PERFORMANCE MEASUREMENTS (2002-2003) LEARNING & GROWTH OBJECTIVES 9 - CSM LM20020604

  10. TRANSNET MIGRATION PATH 1997 Shared vision Establishment of Divisional Boards Executive Directors END STATE 1996 110 000 employees 1996 New Executive Management 1993 Independent Businesses Units 1988 Deregulation 1998 Moving South Africa 1989 Legal Succession Act 1990 Transnet Ltd related businesses 1981 South African Transport Services (SATS) Commercialisation 2007 Holding company Business Focus Key Issues Leadership requirements 2001 86100 employees Business Portfolio Management of Strategic Investments Group Financial control Building portfolio management skills • 2001 • PFMA • Shareholder compact Group Strategic control • Improved control + monitoring • Enable Business Units Building independence and capacity Group Managerial control • Transnet Strategic Direction • Focus from Shareholder • Restructuring (NFA) • Transformation Lead business transformation and performance 1996 National Transport Policy 1991 160 000 employees Group Operational control • M.U.P • Turn Strategy Develop Business thinking 1991 M.U.P Corporatisation Decentra-lised profit centre divisions • Incorporated under Companies Act • BOD appointed 1987 230 000 employees Highly centralised functional structure Department of Government Follow prescribed pattern Development of infrastructure 1910 SAR&H single business 1910 52 595 employees 10 - CSM LM20020604

  11. TRANSNET EMPLOYEE AND SOCIAL ENVIRONMENT Transnet Foundation Trust Human Resources Transnet Housing Transmed Fund Pension Fund SUBSIDIARIES Autopax (Pty) Ltd 100% V&A Waterfront (Pty) Ltd 100% Southern African Airline Holdings (Pty) Ltd 100% Marine Data Systems (Pty) Ltd 80% Apron Services (Pty) Ltd 100% Transwerk Perway (Pty) Ltd 35% Transwerk Foundries (Pty) Ltd 100% Protekon (Pty) Ltd 100% Transure Ltd 100% S.A Airways (Pty) Ltd 95% DIVISIONS B2B Africa Holdings (Pty) Ltd 100% Viamax (Pty) Ltd 100% Air Chefs (Pty) Ltd 51% Fleetcall (Pty) Ltd 50% Arivia.kom (Pty) Ltd 32% 11 - CSM LM20020604

  12. TRANSNET GROUP BEE SPEND Rm 12 - CSM LM20020604

  13. TRANSNET FOUNDATION CSI SPEND Rm 13 - CSM LM20020604

  14. TRANSNET FOUNDATION CSI SPEND PER PORTFOLIO (MARCH 2002) 14 - CSM LM20020604

  15. TRANSNET GROUP EMPLOYEMENT EQUITY Black Managers – Middle Management (109-610) % 15 - CSM LM20020604

  16. TRANSNET GROUP EMPLOYEMENT EQUITY Female Managers – Middle Management (109-610) % 16 - CSM LM20020604

  17. TRANSNET GROUP EMPLOYEMENT EQUITY Black Managers - Senior Management (104-106) % 17 - CSM LM20020604

  18. TRANSNET GROUP EMPLOYEMENT EQUITY Female Managers - Senior Management (104-106) % 18 - CSM LM20020604

  19. TRANSNET GROUP EMPLOYEMENT EQUITY Black Managers – Executive Management (102-103) % 19 - CSM LM20020604

  20. TRANSNET GROUP EMPLOYEMENT EQUITY Female Managers – Executive Management (102-103) % 20 - CSM LM20020604

  21. TRANSNET GROUP TRAINING SPEND Rm 21 - CSM LM20020604

  22. TRANSNET GROUP Employees per Business Unit – April 2002 22 - CSM LM20020604

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