The global steel industry is responsible for 7% of the global greenhouse gas emissions and stands in front of big challenges when it comes to reducing emissions. With the Paris agreement as a basis and the recent legislations and propositions regarding emission reduction and mitigation targets, the industry as a whole is in need of clear and structured frameworks for conducting comprehensive mitigation targets and extensive action plans in their strategic sustainability planning. By analyzing how strategic sustainability planning in the global steel industry is currently used, a thorough literature study has been conducted regarding the current state of action. Further, a compilation of different strategic planning frameworks have been made to see how different frameworks could be summarized in relation to the Corporate Sustainability Reporting Directive (CSRD) in order to establish an exhaustive approach to climate action in the steel industry. By implementing such frameworks together with a backcasting method based on a modified mPB process called strategic sustainability planning process (SSPP) in this study, a proposed outline of a climate action plan could be made based on a case study on the steel manufacturer Ovako Sweden AB in Hällefors. A mitigation LEAP model could be conducted by integrating the backcasting method in the LEAP model and evaluated based on four constructed mitigation scenarios and the compilation of frameworks. Further End-of-Pipe technologies could be evaluated based on the results from the LEAP model and literature findings.  Based on the findings, it becomes clear that a uniting of several strategic planning frameworks is needed in order to cover the entire spectrum of functions in strategic planning of mitigation action. Further, the results highlight the importance and dependence of adapting to policy and technological advancement in the steel industry, and that few but rather substantial investments can play a big role in the transition to green production. In the case for Ovakos production site in Hällefors, the change of the ear-marked electricity contract played a big role in scope 2 emissions, where a decrease of about 68% was made by phasing out the use of fossil fuels. Based on the methodology and depending on the scenario, a reduction of production related emissions by 97% could be achieved. Further, the use of end-of-pipe technologies, emission mitigation is obtained as well as a potential for circular economy initiatives based on the residual products accomplished by the technologies. / Den globala stålindustrin är ansvarig för 7% av de globala växthusgasutsläppen och står inför stora utmaningar vad gäller att minska deras utsläpp. Med Parisavtalet som fundament, och de senaste lagstiftningarna och propositionerna rörande utsläppsminskning och åtgärdsplaner för reduktion, är branschen som helhet i behov av tydliga och strukturerade ramverk för att genomföra omfattande reduktionsmål och omfattande åtgärdsplaner i sin strategiska hållbarhetsplanering. Genom att analysera hur strategisk hållbarhetsplanering i den globala stålindustrin för närvarande används, har en grundlig litteraturstudie genomförts kopplat till den nuvarande statusen av åtgärder. Dessutom har en sammanställning av olika strategiska ramverk verkställts för att se hur olika ramverk skulle kunna sammanfattas i förhållande till CSRD. Detta för att etablera ett heltäckande tillvägagångssätt för klimatåtgärder inom stålindustrin. Genom att tillsammans med en backcasting metod baserad på mPB, som i denna studie kallas för process för strategisk hållbarhetsplanering (SSPP), kunde en föreslagen struktur för en klimatåtgärdsplan göras baserad på en fallstudie om ståltillverkaren Ovako Sweden AB i Hällefors. En utsläppsreduktionsmodell i LEAP kunde genomföras genom att integrera backcastingen i LEAP-modellen och utvärderas baserat på fyra konstruerade framtidsscenarier och sammanställningen av ramverk. Vidare kunde slutbehandlingstekniker (end-of-pipe technologies) baserade på resultaten från LEAP- modellen och litteraturstudien utvärderas.  Baserat på resultaten framgår det att en förening av flera strategiska planeringsramar behövs för att täcka hela spektrumet av funktioner i strategisk planering av åtgärder för utsläppsminskning. Vidare belyser resultaten vikten och beroendet av att anpassasig till politiska och tekniska framsteg inom stålindustrin, och att få men betydande investeringar kan spela en stor roll i övergången till grön produktion. I fallet med Ovakos produktionsanläggning i Hällefors spelade förändringen av den öronmärkta elavtalet en stor roll för minskningen av scope 2-utsläpp, där en minskning med 68% gjordes genom att avveckla användningen av fossila bränslen i elavtalet. Baserat på metoden och beroende på scenario, kunde en minskning av produktionsrelaterade utsläpp med 97% uppnås. Vidare uppnås utsläppsminskning med användning av slutbehandlingstekniker och cirkulära ekonomiinitiativ baserade på de restprodukter som uppnås genom de teknikerna.

The Steel Merchant offers a service of stocking and distributing steel products and value added services throughout Africa. The company is the largest steel merchant in Africa employing over 5500 employees. The South African government implemented the Employment Equity Act, No 55, (1998) and Broad-Based Black Economic Act, No 53, (2003) to readdress the discrimination of the past and create fair opportunities for Previously Disadvantaged Individuals (PDI) in the workplace. The Steel Merchant's business environment is severely affected by these legislations and is required to comply with the provisions of the Act or will receive fines and penalties. Since the Acts inception the merchant continues to struggle in recruiting and retaining PDIs in professionally qualified and management positions. The organization has experienced strategic drift by falling from a Black Economic Empowerment (BEE) Procurement Recognition/Status Level of 5 down to level 6. The research identified various factors within the organization that are hindering its overall ability to adapt and progress in terms of Employment Equity (EE) and BEE. The study is focused on identifying the internal and external barriers that prevent the effective implementation of BEE and EE strategies in order to recruit and retain previously disadvantaged professionals at the Steel Merchant. The Research Objectives are: • To evaluate the effect of organizational culture and climate on the implementation of Employment Equity, Affirmative Action (AA) and BEE Strategies • To analyze the importance of Human Resource Management (HRM) in the development of recruitment and retention strategies of previously disadvantaged professionals • To investigate the differences in gender and race leadership qualities and behavior • To identify and assess the barriers in implementing employment equity recruitment and retention strategies • To determine how government legislation will influence the Steel Organizations' competitiveness internationally Internal secondary data was used to analyze the Merchant's Human Resource Management, EE and BEE performance. External secondary data from the South African government departments was used to analyze the legislative Acts and how the company performs compared to the industry standards. A quantitative research approach was followed in the investigation. A questionnaire was developed using closed-ended questions to obtain information related to the respondent's demographical background as well as their opinion on each objective. The questionnaire was distributed by email to 1 00 employees and weighted according to racial group (Black, White, Coloured and Asian) and gender (Male and Female). The method allowed the researcher to receive and analyze the information quickly at no financial cost. Descriptive statistics were used to interpret the results and describe the behaviour of each racial and gender group contained in the sample. The data methods used were: • Percentages • The mean, mode and median • Standard Deviation The conclusions from the sample were used to generalize about the steel merchant population whilst research from recognized academics was utilized to authenticate and substantiate the research findings improving the accuracy and reliability of the research. The results of the study identified the following factors have contributed to the merchant's inability to recruit and retain PDI at professionally qualified and management levels: • The Steel Merchant has a white male dominated organizational culture and ineffective HRM strategies • Black shareholders have contributed little towards previously disadvantaged development creating resentment by employees • Employment Equity, Black Economic Empowerment and Affirmative action has created racial divides, a lack of trust and will negatively influence the company's competitiveness internationally. The research identified various problems that hinder the implementation of EE and BEE policy at the steel merchant which makes it difficult to recruit and retain talented PDI. The following recommendations have been made to minimize resistance and integrate EE and BEE policies to improve recruitment and retention in the organization: • Define and communicate the BEE/EE vision and strategy • Delayer hierarchal levels • National Culture Training • Implement Performance Management Systems • lncentivize Knowledge Sharing • Re-evaluate the recruitment policies • Train, develop and mentor PDI • Develop career paths and succession plans • Create a leadership development program • Create a shared understanding of EE • Address white fears through empowerment • Black shareholders should be actively involved with the development of PO employees • Harness African culture to succeed internationally. EE and BEE is obligatory and will inevitably influence the company's performance. The Steel Merchant has the resources and capabilities to eliminate resistance and implement effective HRM strategies to recruit and retain talented POl in professional and management positions. By achieving this objective, the company's Broad Based Black Employment Equity (BBBEE) rating will advance resulting in a sustainable competitive advantage and more business opportunities in the future. / Graduate School of Business Leadership / M.B.A.

The Steel Merchant offers a service of stocking and distributing steel products and value added services throughout Africa. The company is the largest steel merchant in Africa employing over 5500 employees. The South African government implemented the Employment Equity Act, No 55, (1998) and Broad-Based Black Economic Act, No 53, (2003) to readdress the discrimination of the past and create fair opportunities for Previously Disadvantaged Individuals (PDI) in the workplace. The Steel Merchant's business environment is severely affected by these legislations and is required to comply with the provisions of the Act or will receive fines and penalties. Since the Acts inception the merchant continues to struggle in recruiting and retaining PDIs in professionally qualified and management positions. The organization has experienced strategic drift by falling from a Black Economic Empowerment (BEE) Procurement Recognition/Status Level of 5 down to level 6. The research identified various factors within the organization that are hindering its overall ability to adapt and progress in terms of Employment Equity (EE) and BEE. The study is focused on identifying the internal and external barriers that prevent the effective implementation of BEE and EE strategies in order to recruit and retain previously disadvantaged professionals at the Steel Merchant. The Research Objectives are: • To evaluate the effect of organizational culture and climate on the implementation of Employment Equity, Affirmative Action (AA) and BEE Strategies • To analyze the importance of Human Resource Management (HRM) in the development of recruitment and retention strategies of previously disadvantaged professionals • To investigate the differences in gender and race leadership qualities and behavior • To identify and assess the barriers in implementing employment equity recruitment and retention strategies • To determine how government legislation will influence the Steel Organizations' competitiveness internationally Internal secondary data was used to analyze the Merchant's Human Resource Management, EE and BEE performance. External secondary data from the South African government departments was used to analyze the legislative Acts and how the company performs compared to the industry standards. A quantitative research approach was followed in the investigation. A questionnaire was developed using closed-ended questions to obtain information related to the respondent's demographical background as well as their opinion on each objective. The questionnaire was distributed by email to 1 00 employees and weighted according to racial group (Black, White, Coloured and Asian) and gender (Male and Female). The method allowed the researcher to receive and analyze the information quickly at no financial cost. Descriptive statistics were used to interpret the results and describe the behaviour of each racial and gender group contained in the sample. The data methods used were: • Percentages • The mean, mode and median • Standard Deviation The conclusions from the sample were used to generalize about the steel merchant population whilst research from recognized academics was utilized to authenticate and substantiate the research findings improving the accuracy and reliability of the research. The results of the study identified the following factors have contributed to the merchant's inability to recruit and retain PDI at professionally qualified and management levels: • The Steel Merchant has a white male dominated organizational culture and ineffective HRM strategies • Black shareholders have contributed little towards previously disadvantaged development creating resentment by employees • Employment Equity, Black Economic Empowerment and Affirmative action has created racial divides, a lack of trust and will negatively influence the company's competitiveness internationally. The research identified various problems that hinder the implementation of EE and BEE policy at the steel merchant which makes it difficult to recruit and retain talented PDI. The following recommendations have been made to minimize resistance and integrate EE and BEE policies to improve recruitment and retention in the organization: • Define and communicate the BEE/EE vision and strategy • Delayer hierarchal levels • National Culture Training • Implement Performance Management Systems • lncentivize Knowledge Sharing • Re-evaluate the recruitment policies • Train, develop and mentor PDI • Develop career paths and succession plans • Create a leadership development program • Create a shared understanding of EE • Address white fears through empowerment • Black shareholders should be actively involved with the development of PO employees • Harness African culture to succeed internationally. EE and BEE is obligatory and will inevitably influence the company's performance. The Steel Merchant has the resources and capabilities to eliminate resistance and implement effective HRM strategies to recruit and retain talented POl in professional and management positions. By achieving this objective, the company's Broad Based Black Employment Equity (BBBEE) rating will advance resulting in a sustainable competitive advantage and more business opportunities in the future. / Graduate School of Business Leadership / M.B.A.

Most companies are competing in the diverse global markets, and competitive advantage through human capital is becoming very important. Employee development for high productivity and the use of effective tools to measure their performance are therefore paramount. One such tool is the 360-degree performance appraisal system. The study on the effectiveness of the 360-degree performance appraisal was conducted on a selected steel organisation. The primary objective of the research study was to determine whether the current 360-degree performance evaluation system the organisation uses is effective or whether there is a need to explore other employee evaluation and feedback systems across the industry to identify the best practice. Constructs that were measured are the impact of 360-degree appraisal on the employee motivation and performance, job satisfaction, the organisation‟s performance, succession planning as well as training and development. The findings showed that the 360-degree appraisal system is effective in most of these areas. The findings will also assist management with a better understanding of where the process has failed and what gaps need to be filled. The results concluded that there is no need to explore other performance appraisal systems; however, as recommended, the identified deficiencies in the current evaluation process need to be addressed. / MBA, North-West University, Potchefstroom Campus, 2015

Most companies are competing in the diverse global markets, and competitive advantage through human capital is becoming very important. Employee development for high productivity and the use of effective tools to measure their performance are therefore paramount. One such tool is the 360-degree performance appraisal system. The study on the effectiveness of the 360-degree performance appraisal was conducted on a selected steel organisation. The primary objective of the research study was to determine whether the current 360-degree performance evaluation system the organisation uses is effective or whether there is a need to explore other employee evaluation and feedback systems across the industry to identify the best practice. Constructs that were measured are the impact of 360-degree appraisal on the employee motivation and performance, job satisfaction, the organisation‟s performance, succession planning as well as training and development. The findings showed that the 360-degree appraisal system is effective in most of these areas. The findings will also assist management with a better understanding of where the process has failed and what gaps need to be filled. The results concluded that there is no need to explore other performance appraisal systems; however, as recommended, the identified deficiencies in the current evaluation process need to be addressed. / MBA, North-West University, Potchefstroom Campus, 2015

Thesis (MBA)--Stellenbosch University, 2000. / Iscor Mining is facing key challenges due to the intensification of international market competition, deteriorating commodity prices and escalating input costs. Its parastatal history and protected environment during the years of isolation, was not a conducive environment for the development of a high performance organisation. Iscor management recognised this challenge and embarked on a programme to kick-start improvement on all its operating units. This programme delivered on expectations, but signs of weaknesses in the organisation's ability to sustain the improvements were starting to emerge. The potential for further improvements were shown to be far more than anticipated, however the organisation was limited by cultural and leadership issues in its ability to turn the identified performance improvement potential into business results and shareholder value. The existing organisational capabilities were evaluated for its potential to unlock the identified value against a chosen management model, and the areas of biggest concerns identified were in leadership behaviour, business process design and organisation culture. The biggest gaps in organisational capabilities were shown to exist in areas of leadership, core business process design and organisational culture issues. Thirteen actions for change is proposed to close the identified gaps.

Thesis (MPhil)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: The study investigated the nature of a steel production process in South Africa. The Iron and Steel Corporation of South Africa (Iscor) was analysed within various theoretical approaches within the sociology of science and technology. Iscor follows the production processes that are based on a particular paradigm practiced throughout the world by steel-making organisations. The study aims to unlock this paradigm by using specific theoretical (ANT, SCOT and SSR) and disciplinary (MOT) approaches. Each approach provides a unique analytical dimension to the study: the influence of various human and non-human actors, the influence of social pressures, the historical evolution of the current practices and the management of risk. The study explores how Iscor adheres to mainstream scientific work. Hence there is a focus on endogeneous approaches - "processes of technological change and their outcomes are part of what has to be explained and understood" (Rip et ai, 1995). It is also noted that the technologies are derived from practical experiences and processes of scientific research. There is an ongoing attempt to formulate an understanding between technical and social content of steel-making processes because automated plant machinery continue to replace manual labour. Finally, the study investigates how dominant steel-making technologies within lscor's Vanderbijlpark (VP) and Saldanah Bay (SB) plants have evolved to achieve a position of stability. / AFRIKAANSE OPSOMMING: Die studie het oorsake van die staal produksie proses in Suid Afrika geondersoek. Die Yster en Staal Korperasie van Suid Afrika (Yskor) was geanaliseer binne die verskillende teoretiese benaderings in die sosiologie van wetenskap en tegnologie. Yskor volg 'n produksie wat gebaseer is op 'n spesifieke paradigm wat deur alle staal vervaardigde organisasie wereld wyd gepraktiseer word. Die studie beoog om hierdie paradigm te ontbloot, deur spesifieke teoretiese (ANT, SCOT and SSR) en disiplinere (MOT) benaderings te gebruik. Elk van hierdie benaderings sal 'n unieke analiese demensie voortbring aan die studie: die invloed van verskillende menslike en nie-menslike aspekte, die invloed van sosiale druk, die geskiedkundige evolusie van die huidige praktyke en die bestuur van risikos. Die studie ondersoek hoe Yskor riglyne volg in die wetenskaplike veld. AI te mits is daar 'n mikpunt op endogeniese benadering - "tegnologiese prosese verandering en die resultate wat deel vorm van hoe die proses verduidelik word en verstandbaar moet wees" (Rip et al, 1995). Dis is dus duidelik dat die tegnologie verkry word deur praktiese ondervinding en wetenskappe navorsing prosese. Daar is voortdurend pogings om die verwantskap tussen tegniese en die sosiale inhoud van die staal vervaardigings prosese te formuleer, deurdat auto-matiese mashienerie all deurgans oorneem van werkers. Laastens die studie ondersoek hoe die dominante staal vervaardigde tegnologie binne in Yskor Vanderbijlpark (VP) en Saldanha Baai (SB) verander het om 'n stabiele stands poort te verkry.

The dissertation is a biography of the industrialist and statesman Christian Lundeberg, a leading and stongly pronounced conservative actor in Swedish political life during the decades around1900, but nowadays almost forgotten. The purpose is to identify the main forces – convictions as well as external factors – behind his actions. He was very influential within  a range of important sectors, i.a. compulsory national service, repeated interventions to keep the iron ore of Norrland under Swedish ownership,  establishment of a regular conservative party and the decision on the vote to right (for men) in 1907. His most well-known action was as Swedish Prime Minister and head architect behind the peaceful dissolution in 1905 of the union with Norway. However for a long time biographies have not been regarded as ”real” scientific work within the concerned academic Swedish circles. For this reason the introductory chapter analyses these discussions  and  concludes that time now is ready for the genre to come in from the cold , enumerating six criteria regarded to be of paramount importance. These are being observed in the consecutive parts of the study. The following chapter studies the concept of paternalism as defined within Swedish professional circles, forming a background to the remaining parts of the dissertation. In their turn these present thorough reviews both of Lundeberg’s activities as a paternalistic foundry proprietor in the local family owned community of Forsbacka and of his contributions on the central political level. The final chapter summarizes the driving forces behind Lundeberg’s activities in stating that he was not an ultraconservative person, a priori opposing all progress.  Instead as the years passed he developed a clear readiness for compromise solutions. Three key concepts are said to be central to the understanding of his person: “Fatherland”, ”Responsibility” and “Duty”.  Throughout all his life he adhered to many of the paternalistic principles and values he learnt at an early age in Forsbacka. His present anonymity is explained  by the fact that he in a retrospective very often is considered as being defeated in a number of political convictions now regarded as important.

The iron and steel industry has become increasingly globalised. Market conditions are also changing and de-carbonisation of production is challenging. The objective of this thesis is to assess how energy efficiency and greenhouse gas emissions reductions can be promoted and effectively monitored in the steel industry. The thesis contributes with analyses based on the Malmquist Productivity Index for a top-down analysis of the energy efficiency of EU Member States’ iron and steel production, and Partial Least Squares regression for bottom-up assessments of different monitoring tools. The thesis also contributes with a scrap availability assessment module to enhance the energy system model ETSAP-TIAM. The first phase of the research showed that future production needs to shift towards innovative low-CO2 technologies even when all available recycled material is fully used. Techniques using carbon capture and storage (CCS) as well as hydrogen-based technologies can be expected to become economically viable under tightened climate policies. The second phase of the research showed that current indicators are insufficient. System boundaries of energy use and emissions data do not align with production statistics. Indicators based on energy use or emissions in relation to production in physical terms may be useful to track specific processes. However, current indicators fail to reflect the companies’ product mix. Enhanced energy and climate indicators that adjust for the product mix provide better estimates while failing to reflect the increasing globalisation. Effective monitoring of industrial transformation will be increasingly important as pressure from climate policy via global CO2-pricing is unlikely in the short term. Current or enhanced indicators do not fully capture industrial transformation and are not recommended. Future research should focus on defining indicators to estimate energy use and emissions along industrial value chains in climate policy contexts. / Järn- och stålindustrin har blivit alltmer globaliserad. Marknadsvillkoren förändras samtidigt som utfasningen av fossila bränslen är utmanande. Målet med den här avhandlingen är att bedöma hur energieffektivitet och växthusgasutsläppsminskningar kan främjas och effektivt utvärderas inom stålindustrin. Avhandlingen bidrar med analyser baserade Malmquists produktivitetsindex för att analysera energieffektivitet av EU:s medlemsstaters järn- och stålproduktion, och partiell minsta- kvadrat-regression för att bedöma olika utvärderingsmått. Avhandlingen bidrar även med en modul som bedömer skrottillgång för att förbättra energisystemmodellen ETSAP-TIAM. I en första fas visade forskningen att framtida produktion behöver ställas om mot innovativa teknologier med låga CO2-utsläpp även när allt tillgängligt återvunnet material används fullt ut. Tekniker som använder koldioxidinfångning och -lagring (CCS) samt vätebaserade teknologier kan förväntas bli ekonomiskt försvarbara under åtstramade klimatpolitiska styrmedel. I en andra fas visade forskningen att nuvarande indikatorer är otillräckliga. Systemgränser för energianvändnings- och växthusgasutsläppsdata stämmer inte överens med produktionsstatistik. Indikatorer utifrån energianvändning eller utsläpp i relation till fysisk produktion kan vara användbara för att följa upp specifika processer. Nuvarande indikatorer lyckas dock inte spegla företagens produktmix. Förbättrade energi- och klimatindikatorer som justerar för produktmixen ger bättre uppskattningar, men speglar inte branschens ökande globalisering. Effektiv utvärdering av industriell transformation blir alltmer viktig då påtryckning från klimatpolitiska styrmedel via global CO2-prissättning är kortsiktigt osannolik. Nuvarande eller förbättrade indikatorer fångar inte industriell transformation fullt ut och rekommenderas inte. Framtida forskning bör fokusera på att definiera indikatorer som uppskattar energianvändning och växthusgasutsläpp längs industriella värdekedjor. / <p>QC 20170428</p>

University of Macau / Faculty of Social Sciences and Humanities. / Department of Government and Public Administration