A
,
,MNN3701/101
10 ANNEXURE A: CASE SCENARIO (BOTH SEMESTERS)
Please read the following case scenario before attempting the assignments. This case
scenario applies to the assignments in both Semesters 1 and 2 of 2018.
Case Scenario: GoldMart Holdings – growing forward sustainably
GoldMart Holdings (GMH) Limited was established as a food grocer in Bloemfontein,
South Africa in 2005. Over the years, GMH has expanded to include a clothing department
and beauty department. GMH was born with sustainability as a key part of the GMH
business strategy and
“way of life” for the organisation and its stakeholders.
GMH has made sustainability a key part of its business strategy and a “way of life” by
integrating sustainability into all business and decision-making processes. The corporate
is committed to sustainability and does its best to play its role in adhering to and
achieving the goals and principles set out by the United Nations. The broad strategy
identified by GMH is labelled the GoldMart Awaken 2030 Project, which aims to harness
business and retail capabilities, to help meet the societal needs of South Africa going
forward. With sustainability at the centre of the GMH strategy, the corporate is working
towards becoming a carbon-neutral organisation. It aims to do this through new product
development and innovations that drive growth and through the continuous
improvement in quality and service for consumers, using environmentally friendly supply
chain and procurement principles, as well as through the creation of new jobs.
Corporate strategy
The strategic steering committee is responsible for the decisions and activities required
to make the GoldMart Awaken 2030 Project strategy a reality; this includes the integration
and application of various drivers necessary to ensure the success of the strategies and
the effective performance of GMH.
The GMH operations management department is directed by their corporate strategy.
The aims of their operations management include: continually striving to find methods to
minimise their impact on the environment; assuring the manufacturing of quality products
to reduce returns and avoidable additional processes; minimising any scrap or waste;
and continually looking for and finding innovative ways for responsibly disposing of any
by-products and waste.
, Performance objectives
At GMH, the executive directors ensure that they and their managers mobilise people,
and lead their teams across the business to achieve performance objectives that are
derived from the strategic objectives of the organisation; they ensure working conditions
are safe, humane, healthy and non-discriminatory, and that work-life balance, amongst
other needs, are addressed. This is well illustrated by looking at the example set by
Harold, the business manager responsible for GMH’s main warehouse, who portrays a
high concern for people and production. Harold believes achievement is attained by
employees who are motivated and who happily pursue the goals of the corporation. He
considers all employees to be individuals who can think for themselves and will do the
right thing. He believes that commitment, trust and respect are key elements that will
result in high employee satisfaction and production. He also believes that if this type of
environment is in place, GMH will be in a better position to administer citizenship rights.
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MNN3701/101
The executive directors believe in promoting inclusive and sustainable economic
growth, employment and decent work for all. One way of showing its care for society is by
investing in the project Alive Creations, which organises a mobile clinic to visit each of its
stores annually – providing specific vaccinations and healthcare to its employees, their
families and the entire community in which it operates. GMH further fosters contributions
to society in the form of philanthropy and active engagement in the well-being of their
communities. They endeavour to train and develop their staff to better understand the
responsibilities of their organisations in society. To ensure fair remuneration, a 15%
salary increase was awarded to all non-managerial operational staff, with the added
opportunity of receiving a yearly performance rewards.
The natural environment
GMH is sensitive to the world in which they operate, therefore they assess the impact
their organisation’s decisions and actions will have on the natural environment. GMH
aims to achieve production processes that are environmentally friendly, using “green”
technology wherever possible, and recycling material and saving energy. To ensure this,
GMH regularly assesses, throughout all their business activities, the amount of land that
,
,MNN3701/101
10 ANNEXURE A: CASE SCENARIO (BOTH SEMESTERS)
Please read the following case scenario before attempting the assignments. This case
scenario applies to the assignments in both Semesters 1 and 2 of 2018.
Case Scenario: GoldMart Holdings – growing forward sustainably
GoldMart Holdings (GMH) Limited was established as a food grocer in Bloemfontein,
South Africa in 2005. Over the years, GMH has expanded to include a clothing department
and beauty department. GMH was born with sustainability as a key part of the GMH
business strategy and
“way of life” for the organisation and its stakeholders.
GMH has made sustainability a key part of its business strategy and a “way of life” by
integrating sustainability into all business and decision-making processes. The corporate
is committed to sustainability and does its best to play its role in adhering to and
achieving the goals and principles set out by the United Nations. The broad strategy
identified by GMH is labelled the GoldMart Awaken 2030 Project, which aims to harness
business and retail capabilities, to help meet the societal needs of South Africa going
forward. With sustainability at the centre of the GMH strategy, the corporate is working
towards becoming a carbon-neutral organisation. It aims to do this through new product
development and innovations that drive growth and through the continuous
improvement in quality and service for consumers, using environmentally friendly supply
chain and procurement principles, as well as through the creation of new jobs.
Corporate strategy
The strategic steering committee is responsible for the decisions and activities required
to make the GoldMart Awaken 2030 Project strategy a reality; this includes the integration
and application of various drivers necessary to ensure the success of the strategies and
the effective performance of GMH.
The GMH operations management department is directed by their corporate strategy.
The aims of their operations management include: continually striving to find methods to
minimise their impact on the environment; assuring the manufacturing of quality products
to reduce returns and avoidable additional processes; minimising any scrap or waste;
and continually looking for and finding innovative ways for responsibly disposing of any
by-products and waste.
, Performance objectives
At GMH, the executive directors ensure that they and their managers mobilise people,
and lead their teams across the business to achieve performance objectives that are
derived from the strategic objectives of the organisation; they ensure working conditions
are safe, humane, healthy and non-discriminatory, and that work-life balance, amongst
other needs, are addressed. This is well illustrated by looking at the example set by
Harold, the business manager responsible for GMH’s main warehouse, who portrays a
high concern for people and production. Harold believes achievement is attained by
employees who are motivated and who happily pursue the goals of the corporation. He
considers all employees to be individuals who can think for themselves and will do the
right thing. He believes that commitment, trust and respect are key elements that will
result in high employee satisfaction and production. He also believes that if this type of
environment is in place, GMH will be in a better position to administer citizenship rights.
17
MNN3701/101
The executive directors believe in promoting inclusive and sustainable economic
growth, employment and decent work for all. One way of showing its care for society is by
investing in the project Alive Creations, which organises a mobile clinic to visit each of its
stores annually – providing specific vaccinations and healthcare to its employees, their
families and the entire community in which it operates. GMH further fosters contributions
to society in the form of philanthropy and active engagement in the well-being of their
communities. They endeavour to train and develop their staff to better understand the
responsibilities of their organisations in society. To ensure fair remuneration, a 15%
salary increase was awarded to all non-managerial operational staff, with the added
opportunity of receiving a yearly performance rewards.
The natural environment
GMH is sensitive to the world in which they operate, therefore they assess the impact
their organisation’s decisions and actions will have on the natural environment. GMH
aims to achieve production processes that are environmentally friendly, using “green”
technology wherever possible, and recycling material and saving energy. To ensure this,
GMH regularly assesses, throughout all their business activities, the amount of land that
