Managing for value
As part of strengthening the group’s core capabilities to deliver on the new strategy, the role of the corporate centre has evolved to one of an active shareholder responsible for setting the agenda in managing the six capitals – intellectual; financial; manufactured; social and relationship; human and natural. We make trade-offs between these capitals during our strategic journey to ensure sustainable value creation for all our stakeholders. In the reporting period a great deal of focus was on driving corporate strategy – allocating resources, capital and talent across the group.
This active operating model ensures delivery on the strategy by driving performance, setting management agenda, managerial and planning cycle, defining group-level priorities and activities that are value enhancing to the enterprise as a whole, core to the managing for value principles.
The roles and functions are in the process of being recalibrated and capacity engendered in order to support and drive consistent strategic execution and delivery. The corporate centre functions include human capital, strategy and M&A, sustainability, internal audit, group secretarial, investor relations, corporate communications, corporate finance, treasury, taxation, risk management, insurance, legal, empowerment and transformation.
Divisional key performance indicators
|Operating loss (Rm)||(133)||(128)||(74)||(56)||(59)||(72)|
|Net operating assets/(liabilities) (Rm)||(1 159)||(1 709)||580||553||(1 739)||(2 262)|
|Petrol and diesel (ML)||0.01||0.01|
|Grid electricity (MWh)||620||553|
|Non-renewable energy (GJ)||2 735||2 127|
|GHG emissions (tCO e) (scope 1 and 2)||673||578|
|Water withdrawals^ (ML)||2||2|
Social and natural capitals for UK office are reported under Equipment Europe.