CUT Annual Report 2015

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University. Following the Strategic Risk Assessment Workshop, an updated Strategic Risk Register was compiled. The management of the risks identified at the workshop is currently being integrated into the day-to-day activities of the University. Risk assessment and identification remain an on-going process within the university. These may be classified as “emerging risks” after the work of completing the risk register is done. Often these may go unnoticed as the leadership of the university focuses on mitigating risks on the register in their daily monitoring and execution of the university’s strategic plan. The University is putting in place mechanisms to capture emerging risks to bring to the attention of the university leadership for mitigation. Fraud risk management Any dishonesty, when detected, is taken seriously and dealt with on an ongoing basis. In response to the recommendations made in the 2015 internal audit report on the management of fraud, improvements to the Framework for Fraud Risk Management will continue in 2016. Risk categories Management is continuously developing and enhancing its risk and control procedures to improve the mechanics for identifying and monitoring risks. Some of the top ten risks faced by the University in 2015 include: • resources to implement strategies; • policies and procedures; and • curricula and qualifications. Institutional risks Political, social and economic risks: • CUT students joined other South African universities in the #Fees-must-fall campaign. Students demanded a 0% increase in student fees for 2016, to which the government agreed. Financial sustainability: • The implementation of the Resources Allocation Model was rolled out in 2014, and continued in 2015. Operational risks • Fraud and theft: Theft from lecture halls and offices was problematic. In most cases, force was not used to gain access to buildings/offices. The following measures are being implemented to curb theft: • mag touché devices are installed at all points and buildings; 48 CUT ANNUAL REPORT 2015
• hourly situation reports by security officers on site; • augmenting security personnel with the recruitment of new staff; • six new security officers were appointed, and 14 additional security personnel were requested for 2016; and • training of existing staff to commence once Human Resources has approved and consulted with service providers. • Human Resources: a revised Performance Management System was implemented in 2015. • Business continuity planning was piloted in the Resources and Operations Division in 2015. • Information integrity and reliability: The use of informants and secret agents is important in this regard. • Physical risks: Safe use of workplace machinery and other equipment. Financial risks • Financial instruments (interest-rate risk, credit risk, foreign-exchange risk, etc.). • Regulatory/statutory/legal risks: In terms of adhering to standard regulatory measures to prevent risks, the University was thus far not subjected to any legal costs in this regard. • Insurance risks: If proper safety measures are not implemented, these risks could cost the University dearly in terms of claims lodged by individuals. Conflict Management Management and the recognised unions at the University continued to engage via the appropriate structures, such as the Labour Relations Forum (LRF) and the Joint Bargaining Forum (JBF), to consult on and negotiate appropriate matters. The JBF negotiations for salary increments were agreed upon in December 2015, while matters of mutual concern (contained in a memorandum agreed upon as part of the wage agreements) will be finalised in the next year. The across-the-board increases in salary increment were implemented as from 1 January 2015, and the performance-based salary increment will be finalised as soon as the performance evaluations have been concluded and verified. Management and the recognised unions regularly engage on a range of matters, and the relationship between CUT and the unions remains open, robust and productive. The #Fees-must-fall campaign threatened the stability of all universities in South Africa, including CUT. In an attempt to manage conflict proactively, Management and the Students’ Representative Council (SRC) had several engagements to resolve matters such as, amongst others, the time lost during the student protests; the extension of examinations; the required initial minimum payment; the settlement of debt for those who owe the University money; and the outsourcing of services. Consensus was reached on a number of these matters. In order to compensate for the time lost during the student protests, which was deemed three days, the commencement of CUT’s examination period was deferred by three CUT ANNUAL REPORT 2015 49
Page 3: ISBN: 978-0-9946995-2-7
Page 6 and 7: CLUSTER Industrial Design, Communic
Page 8 and 9: CUT Leadership charter Excellent, q
Page 11 and 12: Management 2 15
Page 13 and 14: Message from the Vice-Chancellor an
Page 15 and 16: As part of the infrastructure devel
Page 17 and 18: Strategic set 3 | Partnerships, Ins
Page 19 and 20: ENHANCE THE FINANCES OF THE UNIVERS
Page 21 and 22: The Centre for Rapid Prototyping an
Page 23 and 24: REVIVE THE ALUMNI ASSOCIATION Perfo
Page 25 and 26: 90.00% 80.00% 70.00% 60.00% 50.00%
Page 27 and 28: PROMOTING ENROLMENTS IN SCIENCE, TE
Page 29 and 30: Related Services SETA (MerSETA), an
Page 31 and 32: GROWTH IN RESEARCH OUTPUTS PER ACAD
Page 33 and 34: A number of events were hosted that
Page 35 and 36: CUT’s Centre for Work-integrated
Page 37 and 38: ADVANCING INTERNATIONALISATION Perf
Page 39 and 40: Prof. Carlu van der Westhuizen, Dep
Page 41: In October 2015, the Unit for Susta
Page 44 and 45: GOVERNANCE AND STRATEGIC MANAGEMENT
Page 46 and 47: CUT at the end of June 2015, when h
Page 50 and 51: days, from Monday, 26 October 2015
Page 53 and 54: Council, Senate and Institutional F
Page 55 and 56: Standing committees of Council Sect
Page 57 and 58: of Executive and Senior Managers; t
Page 59 and 60: and also in how they understand the
Page 61: • The IF, at its meeting of 05 N
Page 64 and 65: CUT made outstanding progress in en
Page 66 and 67: CUT Students Faculty of Engineering
Page 68 and 69: Product Development Association of
Page 70 and 71: Faculty of Health and Environmental
Page 72 and 73: • Collaboration on pecan nut res
Page 74 and 75: • Ms L van Heerden, a Lecturer
Page 76 and 77: Faculty of Management Sciences Prof
Page 78 and 79: Significant Highlights • The Dep
Page 80 and 81: Month 1 st year 2 nd year 3 rd year
Page 82 and 83: • A Unit for Scholarship of Teac
Page 84 and 85: Research Development and Innovation
Page 86 and 87: In total, the Research and Developm
Page 88 and 89: In total, 15 joint research applica
Page 90 and 91: Centre for Rapid Prototyping and Ma
Page 92 and 93: Information services LIS provided i
Page 94 and 95: Statistics This section serves to h
Page 96 and 97: for the past three years (2013-2015
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Graduation rates Undergraduate and
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Institutional Advancement The Bloem
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will take place early in 2016. Furt
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CUT hosted a two-day innovation and
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Public lectures A series of public
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Partnerships between CUT and school
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On 24 June 2015, the Student Repres
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Financial Health of the University
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• Profitability ratio - The defi
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Statement of Comprehensive income f
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CUT Annual Report 2015

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