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PRESENTATION TO PORTFOLIO COMMITTEE ON MINERALS & ENERGY ON 2 MARCH 2005

PRESENTATION TO PORTFOLIO COMMITTEE ON MINERALS & ENERGY ON 2 MARCH 2005. INTRODUCTION. THE CORPORATE PLAN Captures CEF’s strategic objectives for the next 4 years Is robust and shows that CEF will be sustainable into the future Is produced with input from both the executive and management

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PRESENTATION TO PORTFOLIO COMMITTEE ON MINERALS & ENERGY ON 2 MARCH 2005

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  1. PRESENTATION TO PORTFOLIO COMMITTEE ON MINERALS & ENERGYON 2 MARCH 2005

  2. INTRODUCTION THE CORPORATE PLAN • Captures CEF’s strategic objectives for the next 4 years • Is robust and shows that CEF will be sustainable into the future • Is produced with input from both the executive and management - Tony Manning Workshop - Performance Management Workshop

  3. THE STRATEGY • The strategy was developed by management at a workshop facilitated by Tony Manning and attended by management in October 2004. • The outcome of this workshop indicated 3 critical focus areas for CEF to succeed into the future. - Identify and invest in PROJECTS - Ensure adequate PROCESSES are put in place to manage and monitor CEF’s business - Nurture, identify and work with PARTNERS that will complement CEF’s business and enable success in achieving it’s goals.

  4. CEF Value Plan • Identify high-potential commercial & developmental opportunities • Market/technology knowledge • Market CEF • Contact strategy • Introductory presentations • Idea development • Ongoing relationship • Project development • Build resources & capabilities • Develop marketing strategy PROJECTS CEF manages defined energy interests for the SA government and invite and support the development of new energy entities PROCESSES PARTNERS • Effective identification • Screening method (credibility, competence) • Relationship management • Contact plan • Delivery • Development strategy • Clear contracts • Resources & support (Govt. influence, skills, etc) • Robust reporting • New opportunity selection • Develop screening method • Clear priorities • Resource application • Know what’s needed • Best for the job • Management • Effective controls (progress, risk, finance, audit, etc) • Governance • Leverage synergies

  5. VALUES • Urgency/Speed • Simplicity • Candour • Integrity

  6. OPERATING PRINCIPLES • Sustainability • Socio-economic and environmental benefits to be considered in conjunction with financial returns • Balance between developmental and commercial • All funding without State guarantees • Support services to be of a very high standard - Finance - Internal Audit - Secretariat - Human Resources - Legal - Facilities - IT

  7. BUSINESS STANDARDS • Compliance with legislation • Good corporate governance • Policies and procedures • BEE • Code of ethics

  8. CEF (PTY) LTD • Two main functions: - INVESTMENT in energy sector - SUPPORT to group companies and third parties

  9. EDC SKILLS Three new positions have been budgeted for in EDC: - Marketing and Business Analyst - Project officer - development - Project officer - commercial

  10. EDC PROJECTS 2005/2006

  11. EDC PROJECTS 2005/2006

  12. SUPPORT STAFF • CEF has a support staff which caters for the services it provides • Services offered: - Financial management - Secretariat - Internal audit - Human resources - Legal - Facilities - IT • Entities to which services are provided: - CEF - OPCSA - Solar cookers - EDC - NORAD - Solar heaters - PASA - iGas - Mine Health & Safety - Equalisation Fund - Dormant Companies

  13. SUPPORT STAFF (contd) With current expansion plans, additional support staff have been provided for: • Financial Accountant - Increased project activity via EDC - Management of iGas investment - OPCSA expansion plans • Secretarial Assistant • Internal Auditor • Procurement Officer

  14. 2004 REVIEW • Better year from a group perspective - PetroSA sorted out plant issues - PetroSA feedstock plans in place - High crude prices - Investment in Rompco via iGas • Stabilising top management structure • Repayment of fixed portion of foreign debt to take advantage of strong rand and to create significant future savings • Designation of PASA as agent in terms of MRPDA • Support of new CEF Board • Significant progress on viability of Torbanite project • Robust plan for EDC in place

  15. CEF ORGANOGRAM * These companies will be incorporated during the plan period.

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