Page 77 - DUT Annual Report 2024

The University has a Risk Committee that serves as the centre of expertise which Council refers to on matters pertaining to enterprise risk management (ERM).
Measures to Deepen Risk Culture
Positive attitude towards risk
One of the key pointers to a mature risk culture within an organisation is how positive the organisation’s team is towards ERM. In the context of the DUT, a positive outlook was demonstrated through the extent to which the leadership team identified opportunities compared to risks. As illustrated in the table below:
 The 44% proportion seen in the table is also illustrative of the reality that the ENVISION2030 journey has reached the
Upended phase.
 For66%ofthe12StrategicObjectives,therewasatleastoneopportunityidentifiedasworthpursuing.Thisdirectlylinks
with the concepts of creativity, innovation, divergent thinking and entrepreneurship as espoused by the University.
Annual declaration of interest
The response of the University community was even higher during the 2024 declaration of interest window period, with at least 98% of staff responding, compared to 93% the previous year. This indicates that the University community has embraced ERM as an integral aspect of operational activities and delivery of the institutional strategy. It also serves as a pointer to higher awareness levels in relation to the conflict of interest policy and pertinent risks that it seeks to address.
Tone at the top
Depictive of a centre that continues to hold, the tone at the top played out through various means. For instance, although the number of whistleblowing cases has seen a steady decline, where incidents reported have proven to be founded, the individuals concerned have been subjected to consequence management in line with institutional policies.
Sadly, there were a few incidents that played out at oversight structure level, threatening the stability of the University and its brand image. These incidents served to highlight the relevance of the DUT’s 2022 international risk conference theme: Reshaping the Quality of Conversations, Deepening the Sense of Accountability, in Re-tilting the Socioeconomic Landscape.
Learning organisation posture
Demonstrative of the University community’s inclination towards a learning organisation posture, added emphasis was placed on the tracking of emerging risks. In this context there was consideration of how the international and local landscapes were reshaping, and what this meant to the University’s opportunities and risks profile.
Insurance measures
The DUT’s asset insurance continues to be guided by appropriate policies and procedures through utilisation of credible insurance company brands. Among the prioritised risks are fire-related perils, undue institutional disruption, accidental damage to property/assets, employer’s liability, public liability, and theft of property, including money.
MR ZAKHELE GUMEDE MR SIKHUTHALI NYANGINTSIMBI
Chairperson: Risk Committee Chief Risk Officer
Strategic Objectives
SO1
SO2
SO3
SO4
SO5
SO6
SO7
SO8
SO9
SO10
SO11
SO12
TOTAL
Risks
3
2
1
1
4
3
3
3
2
2
0
2
26 (56%)
Opportunities
1
0
3
3
0
0
7
0
1
2
1
2
20 (44%)
DUT ANNUAL REPORT 2024
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