| • |
Extend the cultural transformation
throughout the group |
| |
The Rebuilding Murray & Roberts strategy has
been widely communicated throughout the group and case studies have
been developed to show practical implementation of key elements of
the strategy. This process is strengthened by the new organisational
framework.
A programme of targeted leadership mentoring and personal coaching
has been introduced to assist key executives through the challenge
brought about by the significant strategic and transformation process
that has been imposed on group leadership and operating company management. |
| |
|
| • |
Establish targets that
stretch our performance |
| |
We have implemented a rigorous budgeting process
which involves testing all business plans against the Rebuilding Murray
& Roberts strategy, reviewing capital expenditure relative to
investment returns, re-visiting operations that are not meeting our
expectations and intervening where necessary. Corporate executives
are engaging intensively and on a regular basis with the operations
and operational management teams will be constantly reviewed to ensure
that they are able to deliver on target.
A series of corporate-driven intervention projects have been implemented
during the year to unlock the inherent potential in the group. Some
of these interventions will continue in 2002. |
| |
|
| • |
Embrace risk management
within our culture |
| |
Risk management has become a central driver of
performance culture and now forms a key element of business reporting
and conduct. |
| |
|
| • |
Enhance our business model
for leverage |
| |
The central market arena for Murray & Roberts
is defined by the intersection of two value chains,
the extraction, beneficiation and industrialisation of natural resources
and the construction economy. Our primary focus for value is world
class fulfilment of projects. |
