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Parliamentary Briefing Portfolio Committee on Trade and Industry 16 April 2013

Parliamentary Briefing Portfolio Committee on Trade and Industry 16 April 2013. Our rich history. Standardization activities in South Africa date back to early 1900s SABS was formally established in 1945 From the start SABS offered:. Development of National Standards Testing

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Parliamentary Briefing Portfolio Committee on Trade and Industry 16 April 2013

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  1. Parliamentary BriefingPortfolio Committee on Trade and Industry16 April 2013

  2. Our rich history • Standardization activities in South Africa date back to early 1900s • SABS was formally established in 1945 • From the start SABS offered: • Development of National Standards • Testing • Certification (SABS Mark) • Regulatory function (Compulsory specs) • Training & Advisory services • Later – Design Promotion

  3. Legislative Mandate • The SABS is the national standardisation institution in South Africa, mandated by the Standards Act, No. 8 of 2008, to: • Develop, promote and maintain South African National Standards (SANS) • Promote quality in connection with commodities, products and services • Render conformity assessment services and assist in matters connected therewith.

  4. Our services

  5. Our services

  6. Our services Government Procurement Agricultural Products Consumer Safety Medical devices & medicines

  7. The journey so far…. Grow & fix at the same time 2011 Aspirational growth 13% per annum 2011 Situational analysis 2010 • R1 Billion entity by March 2016 • Major losses in Mining and Minerals due to rumours of M&M cluster closure • Strategy to “stop the bleeding” and address operational challenges • Regulator samples went to other laboratories and SABS laboratories were underutilized • Growth strategy was based on establishing strategic long term relations with companies, SOCs and Gov departments – pipeline projects • Focus on fixing, operating and growing at the same time – LIMS, CRM, ITC & cluster leadership • Joined the SABS family that was aware of its challenges and calling for change and improved leadership • Cross sectional team identified “the mess” and designed an ideal SABS • Ideal SABS needed renewed infrastructure, updated equipment and upgraded skills base

  8. What we have achieved • Double-digit growth (15%) from 2011/12 to 2012/13 • Average above-inflation growth of 8.5% per annum for two years from 2010/11 to 2012/13 15%

  9. Strategic Objectives 2013/14 – 2015/16 1 Increase the use of standardization services by broadening the geographic footprint as well as the scope of services offered

  10. Strategic Objectives 2013/14 – 2015/16 2 Put the customer at the forefront of everything we do

  11. Strategic Objectives 2013/14 – 2015/16 3 Improve the operational performance of the SABS to enable delivery of quality outputs for customers and the South African Economy

  12. Strategic Objectives 2013/14 – 2015/16 4 Develop and retain a competent workforce that is aligned with the organisation’s mandate.

  13. KEY STRATEGIC FOCUS FOR 2013/14 Intensify economic impact of standardisation through : • Implementing and operating the ‘Local Content Verification Services’ on entities that are awarded government tenders that are subject to local content requirements • Implementing and operating the set-top box testing facility • Strengthening the delivery of standards, testing and certification schemes in industries such as Green, Agro and Automotive, that are IPAP priorities

  14. KEY STRATEGIC FOCUS FOR 2013/14 Laboratory Improvement Plan to establish world class laboratories whose revenue is sufficient to meet all overheads through: • Completing the implementation of Laboratory Information Management Systems and Mission-Directed Work Teams designed to improve efficiency/turnaround time • Implementing the equipment upgrade plan that is aligned to the detailed equipment age analysis as well to requirements that include full testing of compulsory specifications • Implementing the outcomes of the competency analysis in the laboratories by increasing business development and technical capacity as well as retraining existing technical pool • Completing all remedial work on the new laboratory building and get them to full operation

  15. KEY STRATEGIC FOCUS FOR 2013/14 Laboratory Improvement Plan to establish world class laboratories whose revenue is sufficient to meet all overheads through: • Addressing the impact of the implementation of the NRCS Act on the SABS Mark – R999 repeal • Completing the implementation of e-committees to widen access of participation to representatives that are not located in Gauteng • Increasing the number of SMMEs that will benefit from the Design Institute • Engaging Effectively with key industry associations with a view of offering market-relevant standardisation solutions

  16. Contribution to IPAP

  17. Group Financials

  18. KEY RISKS

  19. Thank You

  20. Delegation Name Title Contact Dr. Boni Mehlomakulu Chief Executive Officer 012 428 6025 Ms. Elis Lefteris Chief Financial Officer 012 428 6354 Ms. Tumi Mphahlele Group Manager: Strategy 012 428 6678 & Reporting

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