Strategy scorecard

Scaw actively supports the development of local businesses with strong enterprise and supplier development partnerships in place. The company also regards the protection of the environment in our areas of operation as a priority.

KPI 1 Being globally competitive

How we intend to achieve this

  • Operational efficiencies
  • Cost reductions
  • Reducing wastage
  • Quality
  • Delivering to customers

How we did in FY16

  • Increased focus on cost and efficiencies as competitive pressures increase globally
  • Adapted costs with market conditions

Targets FY17

  • Increased efforts of improving efficiencies and additional focus on quality control
  • Enhancing internal systems to be more responsive to customer requirements

KPI 2 Portfolio alignment

How we intend to achieve this

  • Driving capacity expansions in core markets and cementing Scaw’s position
  • Seeking strategic upstream and downstream investments to protect the core
  • Focusing on exposure to higher margin products
  • Seeking portfolio optimisation

How we did in FY16

  • Commissioned expansionary projects in two of Scaw’s four business divisions
  • Further growth of sales and customer base in existing and new markets
  • Implemented the optimisation of Scaw’s business and operational processes ensuring sustainability in an increasingly competitive market environment

Targets FY17

  • Complete ramp up to full production of the new plants
  • Continue optimising product range by identifying and focusing on niche/attractive products
  • Focus on growing sales into other key markets

KPI 3 Acting responsibly

How we intend to achieve this

  • Maintaining an excellent safety record
  • Reducing our environmental impact
  • Improving the organisational culture of adherence to standards

How we did in FY16

  • Achieved a total recordable injury frequency rate below the target of 1,84
  • Provisional air emission licences converted to final licences
  • Signed off all baseline risk assessments
  • Reviewed most high-risk, task-based risk assessments
  • Identified alternatives to increase waste recycling and conducted R&D
  • Commenced recycling slag previously disposed of

Targets FY17

  • Continuing R&D on identified opportunities to recycle waste
  • Finalising review of all high-risk, task-based risk assessments
  • Continuing drive to increase compliance with Scaw Fatal Risk Standards

KPI 4 Unlocking people potential – Transforming our business

How we intend to achieve this

  • Improving the industrial relations climate
  • Transforming our businesses

How we did in FY16

  • Signed pacts with all business units
  • Embarking on an engagement process drive
  • Commenced launch of new company values to all employees

Targets FY17

  • Continue to focus on issues raised during the workers’ indabas
  • Review and align all procedural agreements across Scaw

KPI 5 Adding value beyond products

How we intend to achieve this

  • Understanding customer requirements and market opportunities
  • Offering more compelling products and services (technical service and features)
  • Prioritising product innovation and development

How we did in FY16

  • Doubled the AVE target
  • Maintained technical customer service levels at above market expectations
  • Assisted with customer support regarding B-BBEE initiatives

Targets FY17

  • Grow the Scaw brand by improving the advertising value equivalent (AVE) year-on-year
  • Host several customer open days at our operations, providing insight into capability and technical support infrastructure
  • Initiate development of customer service software applications
  • Increased attention to product development, focusing on enhancing technical properties (where applicable)
  • Focused R&D on new products
  • Maintain level 2 B-BBEE steel producer offering customers reciprocal BEE scoring on procurement spend
  • Maintain being the only accredited green steel manufacturer, providing customers benefit of contributing to Green Star SA rating on qualifying projects