Department of Small Business Development

slide1. Department of Small Business Development Performance Report
Q2 2016/17

2016 1<br>
slide2. 2 Background and Purpose
Corporate Governance
Performance Report
Human Resources Report
Financial Information
Audit Report & action Plan
Recommendations
SEDA Report
SEFA Report Presentation Outline<br>
slide3. The Report represents an overview of the activities of the department in line with the Public Finance Management Act 1 of 1999, Treasury Regulations and the Framework for SP & APP;

The Report reflects
progress made on the implementation of performance indicators and targets set in respect of Quarter 2 (Q2) in the 2016/17 Annual Performance Plan (APP);

Variances and reasons for variance;

Key challenges faced by the department in implementing the mandate;

Planned actions to mitigate implementation challenges; and

Recommendations 3 Background & Purpose<br>
slide4. 4 Governance & Compliance<br>
slide5. 5 Governance & Compliance<br>
slide6. 6 Compliance & Accountability Compliance Statement: The Department strived to comply with all the relevant provisions of the PFMA, Treasury Regulations, and the Framework for Annual Performance Reporting:
05/08/2016 – The Department lodged the 2016/17 Quarter 1 performance report with the Department of Planning, Monitoring and Evaluation (DPME) on 5 August 2016.
This delay was as a result of prolonged clarity-seeking discussions regarding the reporting of mainstreaming targets that the Department is implementing through the 2016/17 APP in order to measure the impact of the SMME and Cooperatives financial and non-financial interventions towards women, youth, rural and township areas.
Accountability to the Executive Authority and Parliament:
02/08/2016 – The Department lodged the 2016/17 Quarter 1 performance report with the Executive Authority on 2 August 2016. (Reasons for delay above);
08/09/2016 – Presented the 2016/17 Quarter 1 performance report to the Audit Committee;
14/09/2016 – Presented the 2016/17 Quarter 1 performance report to the Portfolio Committee on Small Business Development in Parliament;
23/09/2016 – Audit Committee annual meeting with the Executive Authority;
30/09/2016 – Tabled the maiden 2015/16 Annual Report in Parliament.<br>
slide7. 7 Performance Information<br>
slide8. Mandate, Strategic goals and objectives 8 The department is mandated to lead an integrated approach to the promotion and development of small businesses and cooperatives through a focus on the economic and legislative drivers that stimulate entrepreneurship to contribute to radical economic transformation.<br>
slide9. Performance Statement:
The department has 38 Performance Indicators and is reporting against 39 Quarterly Milestones 9 Q2 Performance Executive Summary<br>
slide10. 10 Year-to-date overall performance (%)<br>
slide11. 11 Q2 Performance Summary Programme 1, which is comprised mainly of Administration and Executive Support functions, performed substantially, achieving 64.3% or 9 of its 14 planned quarterly targets; and has spent 37.2% of its budget by 30 September 2016
Programme 2 achieved 100% of its 11 quarterly targets. The Policy and Research Branch is by far the best performing Branch in the Department to-date, and has spent 23.6% of its budget to-date as result of the delay in finalising research studies (2016 Annual Review) and because two of the studies are being funded by DPME
During Q2, Programme 3 performed substantially achieving 64.3% or 9 of its 14 quarterly milestones, and spent 48.1% of its budget to-date. Contradicts the 37.2% in 1 and 2 above.<br>
slide12. 12 Performance Highlights Change Management Project (Tshanduko): The proposed structure had been consulted with Principals, the entire staff compliment and labour. It is complex and sensitive process which proceeded in an amicable manner and with industrial peace.
Women in SMS Positions: The commitment to recruitment capable women into SMS positions is steadfast. During the Quarter under review the number increased from 50% to 53.5%
Internal Control: The Internal Audit function has a full staff compliment enabling the execution of all planned audits. The reports have been very instructive pointing to faults which would otherwise be in the blind-spot, could result in material audit findings and which can be corrected
CFO: An invoice tracking template has been developed and the relevant team members trained on how to use and monitor to ensure compliance. This should eliminate delays in processing payments.<br>
slide13. 13 Performance Highlights The Department in partnership with the Department of Economic Development Mpumalanga successfully hosted the International Cooperatives Day Conference.
The event was held on the 1st and 2nd of July 2016 at Mbombela Sstadium in Mpumalanga Province.
The International Cooperative Day is celebrated universally by countries which support development and participation of cooperatives in their economy.
The national stakeholder consultation on the review of the on the National Small Business Act 1996 (Act Number 102 of 1996) was held on 22 September 2016
Attended by: Minister and her advisors, the Director-General, Statistics - SA, the European Union, industry chambers and associations.
The 2005 Integrated Strategy on Entrepreneurship and Enterprise Development was included in the National Evaluation Programme
This creates an opportunity to assess the effectiveness and efficiency of the implementation of the strategy during the period 2005 and 2014.<br>
slide14. 14 Performance Highlights Research agenda topics identified
the small enterprise eco-system and
the potential revision of the small business definition as articulated within the National Small Business Act.
The Department also developed a Mainstreaming Framework,
Pilot framework with the Informal Traders Upliftment Programme (ITUP) programme, which emerged from the National Informal Business Strategy.
The International Relations Unit held stakeholder consultations with:
Department of Agriculture, Forestry and Fisheries (DAFF),
Department of Tourism, Department of Science and Technology (DST),
Department of Trade and Industry (the dti), Department of Energy,
Department of International relations and Cooperation (DIRCO),
South African Revenue Services (SARS).
Consultations were also held with the National Association of Manufacturers of South Africa (NAAMSA), Cosmetic Export Council of South Africa (CECOSA) and the Steel and Tube Export Association of South Africa.<br>
slide15. 15 Performance Highlights Programme 3 reported against the mainstreaming targets as follows:<br>
slide16. 16 Performance Under-achievements Vacancy Rate: Corrected and aligned the anomalies between PERSAL and HR systems, by abolishing certain and creating other posts. Once approved, it will immediately reduce the vacancy rate. Confident that the 10% target will be achieved by year-end
Risk Management: Despite two Risk Management Training workshops in Q1 and enlisting professional support from, risk maturity remains very low. Hence officials did not appreciate that RMC meetings are non-negotiable
Enterprise Incubation Programme (EIP) has supported 0 incubators to date – the Q2 2016/17 target was 2 incubators supported. Unlikely to achieve the target by year-end
CIS supported 104 vs 115 cooperatives as a result of the uptake of claims submitted has been low due to slow service providers response;
BBSDP supported 149 vs 160 SMMEs as a result of a combination of few cancelled projects due to non-performance and slow uptake of claims received from SP.
Informal and Micro Enterprise Development Programme (IMEDP), trained 1059 vs 2000 informal businesses/beneficiaries. Some targeted beneficiaries could not reach the training facilities due to poor planning on the part of the department<br>
slide17. 17 Human Resources Report<br>
slide18. 18 Vacancy Rate Vacancy rate at 17.2% in Q2 2016/17
2 DDG posts vacant
23 funded posts created
Department expects to have a lower (10%) vacancy rate by end of 2016/17 Financial Year
Women in SMS target over –achieved (53.5%)
The department is committed to gender equality and an excellent pool of women candidates applied for recent positions.
People with Disability – one new disclosure was registered during the quarter under review
Department achieved 2.6% vs 2% target<br>
slide19. 19 Organisational Report Interim structure up to September 2016, permanent proposed structure on approval phase with the Department of Public Service and Administration (DPSA).
As it is, the department has 2 vacant Deputy Director-General positions – with two members of senior management acting in the positions.
All the Branches have indicated the under-resourced environment in which they function.
Remedial measures: employing contract workers and interns in order to relieve the under-capacity that currently exists and that could negatively impact on the department’s achievement of the set deliverables.

Priority: To finalise the approval of the permanent structure and to prioritise the implementation of the human resources plan.<br>
slide20. 20 Financial Performance Report<br>
slide21. 21 Expenditure of R313.15 mil vs R351.2 mil, Under-spending of R37.7 mil (10.7%);
Corrective action to address under spending:
Compensation of Employees: Most of the vacant positions were triggered and the department is working diligently to fill critical vacant posts. 
Goods and services: Managers were encouraged trigger the projected expenditure in line with their projections and the demand plan. The SLA between SITA and DSBD is being finalised (R3.6m).
Transfer payments:
 National Informal Business Upliftment Scheme (NIBUS) (R50 million): It is anticipated that funds will be disbursed during the 3rd quarter
BBSDP (R12.3 million): The DF Unit is making a concerted effort to reduce the variance which was standing at R22 million at the end of August 2016.  
CIS (R2 million): The DF Unit is making a concerted effort to reduce the variance which was standing at R9 million at the end of August 2016.
Enterprise Incubation programme (R10 million): 9 EIP applications have been received and site visits conducted, first meeting of the Adjudication Committee to be conducted as soon as the members have been appointed and subsequent approval of incubators. Financial Performance<br>
slide22. 22 Financial Performance<br>
slide23. 23 Performance ReportProgramme ONE<br>
slide24. 24 Performance Against APP 2016/17<br>
slide25. 25 Performance Against APP 2016/17<br>
slide26. 26 Performance Against APP 2016/17<br>
slide27. 27 Performance Against APP 2016/17<br>
slide28. 28 Performance Against APP 2016/17<br>
slide29. 29 Performance ReportProgramme TWO<br>
slide30. 30 Performance Against APP 2016/17<br>
slide31. 31 Performance Against APP 2016/17<br>
slide32. 32 Performance Against APP 2016/17<br>
slide33. 33 Performance Against APP 2016/17<br>
slide34. 34 Performance Against APP 2016/17<br>
slide35. 35 Performance ReportProgramme THREE<br>
slide36. 36 Performance Against APP 2016/17<br>
slide37. 37 Performance Against APP 2016/17<br>
slide38. 38 Performance Against APP 2016/17<br>
slide39. 39 Performance Against APP 2016/17<br>
slide40. 40 Performance Against APP 2016/17<br>
slide41. 41 Concluding Remarks and Recommendations<br>
slide42. The department started off on a good note, performance improved in Q1 compared to the previous year.

Even though the vacancy rate increased, new appointments were concluded during the period under review.

Tthe department commits to address areas of under-achievements.

It is recommended that the Portfolio committee notes the 2016/17 Q2 performance report of the Department. 42 Conclusion<br>
slide43. Seda SECOND QUARTER (JULY TO SEPTEMBER) PERFORMANCE 2016 REPORT

PRESENTATION TO THE PORTFOLIO COMMITTEE ON SMALL BUSINESS DEVELOPMENT

07 DECEMBER 2016<br>
slide44. Governance & Compliance
Performance Report
Human Resources Report
Financial Information
Audit Report & action Plan
Matters for the Attention of the Executive Authority
Recommendations Presentation Outline 44<br>
slide45. Governance & Compliance 45<br>
slide46. Governance & Compliance 46<br>
slide47. Compliance & Accountability 47 Compliance statement:

Submitted the Seda April to June 2016 Report to the Department of Small Business Development by end July2016.

Submitted the 1st Draft Annual Performance Plan 2017/18 – 2019/20 to the Department of Small Business Development by end August 2016.

Submitted the Annual Report 2015/16 to the DSBD by end August 2016

Accountability to the Executive Authority and Parliament:

Seda April to June 2016 Report presented to the Portfolio Committee for Small Business Development Plan on 7th September 2016.<br>
slide48. Performance Information 48<br>
slide49. 2016/17 Mandate, Strategic goals and objectives 49 The entity is mandated to develop, support and promote small enterprises to ensure their growth and sustainability in coordination and partnership with other role players.….<br>
slide50. 2016/17 Mandate, Strategic goals and objectives 50 The entity is mandated to develop, support and promote small enterprises to ensure their growth and sustainability in coordination and partnership with other role players.….<br>
slide51. Performance Statement 51 Seda’s performance information is structured in line with Seda’s approved Business Plan 2016/17. It gives information on performance against targeted indicators, both on outcome and output levels. Out of a total of 20 strategic indicators 12 quarterly targets were achieved, which is 60% achievement. Year to date target achieved on 14 of the targets. The performance against set strategic indicators and targets is tabulated in the following slides.<br>
slide52. Performance Statement 52<br>
slide53. Performance: Highlights 53 The organisation performed exceptionally well on the following indicators:

Enterprise Development
number of clients supported through the trade facilitation,
number of primary cooperatives established,
number of clients supported through BESD programme,
number of partnerships sourced for small business development
number of clients supported with systems implementation,
98% indicated that they are satisfied with the quality of Seda services,
73% of surveyed clients showed a 73% in their turnover,
53% of those surveyed reflected an increase in the number of people employed,

Seda Technology Programme
Through the Seda Technology programme 389 jobs were created

C:\Users\lnjenge\Documents\Seda Performance Table Q2.docx<br>
slide54. Performance: Under Achievements 54 The organisation performed below expectations on the following indicators:

Enterprise Development
Number of clients supported through the supplier development programme
Number of clients supported through BESD programme
Number of clients supported through the Gazelles programme
Development of branch resourcing framework
Value of service delivery costs covered by partners.

Seda Technology Programme
Number of clients incubated
Number of incubators supported through conformity assessment and product testing
Number of clients supported through technology transfer.<br>
slide55. Areas of Concern & Corrective Action 55 Number of clients supported through the supplier development programme
A number of partnerships are in the process of being finalized and this should address underperformance
Number of clients supported through BESD programme
Number of clients supported to date exceeds the annual target. The aim is to maintain the number of supported above 1,000.
Number of clients supported through the Gazelles programme
Diagnostic assessments done on the remaining 160 clients, and they are being invited to attend Master Classes.
Development of branch resourcing framework
Work studies on branch activities currently being done.
Value of service delivery costs covered by partners.
The funds will be realised as revenue once utilised in subsequent quarters.<br>
slide56. Areas of Concern & Corrective Action 56 Number of clients incubated
Discussions held with incubators on the stringent performance monitoring going forward.
Number of incubators supported through conformity assessment and product testing
Funds to be prioritised for this programme during the internal mid term budget review.
Number of clients supported through technology transfer.
Funds to be prioritised for this programme during the internal mid term budget review.<br>
slide57. Key Risks and Quarter 2 Mitigation Action 57<br>
slide58. Key Risks and Quarter 2 Mitigation Action 58<br>
slide59. Human Resources Report 59<br>
slide60. Staff Establishment Occupancy 60<br>
slide61. Staff Turnover 61 Please insert Logo<br>
slide62. Staff Turnover per Job Level 62<br>
slide63. Employee Relations 63 disciplinary hearings:

Nb: these excludes the warnings issued under incapacity below.

grievances:

three grievances were finalised.

ccma and labour court matters:( 3 x ccma)

two ccma cases finalized at the ccma both in favour of seda.
One ccma case pending with settlement discussion at an advanced stage.
there is no labour court case.<br>
slide64. Employee Relations 64 Incapacity

TWO INCAPACITY ENQUIRIES IN FREE STATE AND A FINAL WRITTEN AND WRITTEN WARNINGS WERE ISSUED RESPECTIVELY .

Bargaining forum meetings:

Management and organized labour had management labour consultation forum (mlcf) meeting held on the 12th September 2016 in which issues relation to conditions of employment and organisational policies were discussed.

EMPLOYEE RELATIONS WORKSHOPS:

EMPLOYEE RELATIONS WORKSHOPS FOR MANAGERS ROLLED OUT TO ALL PROVINCES. THE FOCUS IS ON HOW TO CONDUCT PROPER DISCIPLINARY HEARING AND TO ADMINISTER DISCIPLINARY PRINCIPLES IN A FAIR AND CONSISTENT MANNER. LINE MANAGERS ARE TAKEN THROUGH THE REQUIRED PROCEDURAL AND SUBSTANTIVE ASPECTS PERTAINING TO DISCIPLINARY ACTION PRINCIPLES AS CONTAINED IN THE LABOUR RELATIONS ACT AND RELATED CODES OF GOOD PRACTICE. THE WORKSHOP TO BE DONE TO ENTIRE STAFF ALSO.<br>
slide65. 65 Financial Performance Information<br>
slide66. Financial Report 66 The total revenue budget for Seda for the 2016/17 financial year amounts to R750,89 million and the total expenditure budget amounts to R750,89 million.

The budget split per expenditure category is as follows:

The actual expenditure for the period 1 April to 30 September 2016 amounted to R 359,05 million resulting in a pro rata under spending of R 9,02 million (2.45%), against the pro-rata budget of R 368,07 million. Areas of under expenditure are advertising, internet charges, some projects that have been initiated but payment will be paid once milestones have been achieved.<br>
slide67. Expenditure Performance 67 Expenditure comparison previous periods to the period under review<br>
slide68. Portfolio spend per programme 68 Budget spent per programme year-to-date for the end of 2nd Quarter (Apr – Sep 2016)<br>
slide69. 69 Audit Report and Action Plan<br>
slide70. 70 C:\Users\lnjenge\Documents\STATUS OF AUDIT REPORTS.docx Status of Audit Reports/Action Plans<br>
slide71. 71 Matters for the attention
of Executive Authority<br>
slide72. 72 Ministerial Expectations for 2016/2017 Financial Year<br>
slide73. 73 Key matters for Executive Authority’s attention Funding for National Gazelles.

2. Timelines on the establishment of the Cooperatives Development Agency.

3. Clarity on creation of a DSBD/Seda/Sefa Call Centre.<br>
slide74. 74 Recommendations<br>
slide75. 75 That the Portfolio Committee on Small Business Development the Seda Second Quarter Report Recommendations<br>
slide76. Small Enterprise Finance Agency2nd Quarter Performance Report07 December 2016 DSBD Entities Meeting
25th October 2016<br>
slide77. Introduction The overall macro-economic environment is negatively impacting on the business performance of the SMME and Co-operative enterprise sector
The deteriorating financial conditions are putting a strain on South African business’ health, with small businesses in particular struggling to repay debt
The Experian Business Debt Index indicate that the average outstanding debtors’ days shot up to 63.65 in Quarter 2, from 57.96 in Quarter 1 of the current financial year.
Total loan book approvals and disbursement for the financial year, represents 38% and 62% of the respective annual targets.
The sefa internal control environment remains stable, with management increasing focussing on combating fraud activities, strengthening and expanding organisational human resources and pro-actively managing risk and compliance.
The second quarter organisational performance against pre-determine targets are as follows: 1<br>
slide78. sefa Loan book approvals 2 Loan Approvals in the 2nd quarter was R180 million. This represent a 68% achievement against the quarterly target. Under performance in the loan book approvals is a result of:
slowdown in the direct lending loan book (focus on improving the direct lending operating model)
changes in the wholesale approval criteria (focus on transformation in financial intermediary market and the cost of sefa’s wholesale loans for on-lending to intermediary institutions loans).
Macroeconomic factors (i.e. lower GDP; unemployment, etc.) which influence the investment activities and decisions of business.<br>
slide79. Total sefa Disbursements . 3 Quarter 2 disbursements are R245 and reflects an overachievement of 16% of the quarterly target. The overachievement in the disbursements is derived through the wholesale product channel (revolving loan facilities that is extended to intermediary institutions).<br>
slide80. Development Impact SMMEs financed and jobs facilitated

. 4<br>
slide81. Development Impact cont… 5 Year to date, support was provided to targeted groups as follows:<br>
slide82. Post Investment and Restructuring 9 The total loan portfolio at the end of the September 2016 was R1,3 billion comprising of R758 million direct lending loans and R630 million wholesale loan facilities to financial intermediaries. The total loan portfolio at risk is 48% (73% direct lending and 17% wholesale lending).
Portfolio at Risk is influenced by the performance of Direct Lending Book. As at September the cumulative collection rate was 3%, current on current collection rate 24% and the all in collection rate 43%. Management is currently engaged with the implementation of turnaround to increase the collection rate and pro-actively support sefa clients post loan disbursements. These measures include inter-alia:
Establishment of a Post Investment Workout and Restructuring Division
Management of Impairments (aggressive collections, electronic notification with regards to payments due, building closer relations with funded clients through site visits, debit order deductions, listing of defaulting clients’ in credit bureaus).
Establishment of an Investment Monitoring Committee (IMC) that monitors sefa’s loan investments on a monthly basis
Restructuring of loan, especially to those clients who are struggling with repayments
Introduction of a sefa mentorship panel to support clients whilst the sefa loan is active in the supported business.<br>
slide83. Human Capital Management (HCM) Enhancement of sefa employee skills base
Leadership Development initiatives continued through coaching for managers.
Focused initiatives on enhancement of sefa employee skills base further strengthened in;
due diligence, financial analysis, project management, and business acumen
Culture and value-based system
A framework for the implementation of the sefa Culture and Values has been designed and will be tabled to EXCO
Change Management Programs
Change Management and Work-force Transition interventions to support the PIM turnaround strategy were implemented in Q2. The following change interventions were implemented:
Sponsor Engagement
Communication regarding the new PIM Operating model
Competency Assessments
Workforce Transition 7 Employee wellbeing, and harmonised working environment
The atmosphere between the employees and sefa management is at its best and is continuously improving.<br>
slide84. Enterprise Risk Management (ERM) & Compliance Enterprise Risk Management 8 Risk assessments have been on going and will be completed for all sefa business units by the end of October 2016.
Quarterly ERM report was tabled at Enterprise Risk Committee (ERC) in August 2016. The report was well received and no material issues emanated from it.
Business Continuity Plans for Direct Lending and Wholesale Lending have been approved. Compliance Regulatory universe updated and Top 20 priority legislation identified
Organisational policies have been reviewed to ensure that they align to regulatory requirements. The enhancement of the FICA Internal Rules and review of the IT and Delinquency Policies have been reviewed.
The sefa and KCG governance structures on the level of compliance have been updated.
PFMA and PPPFA controls were set up business was work-shopped.<br>
slide85. Information Technology (IT) 9 In the quarter under review; IT has achieved the following:
Enhancement to the loan management system and key organisational business process automated - Direct lending survey created, DRM automation from Outlook done, and procurement workflow project started.
Critical systems uptime - The actual for Q2 is 99.5%. Active directory time problem resulted in 3 hours downtime;
Good governance - IT asset usage policy and IT strategy approved. The IT Governance Framework is currently under review as per best practices. ECT and IT SLA to be presented at OPSCO;
Good governance - IT strategy has been approved.
IT security breaches – There has not been any security breach identified
ITIL Implementation - Change system modified to cater for change meetings; 1 Change meeting held; Development, review of policies and procedures - Electronic Communication Policy and, SLA ready for approval
Back-end infrastructure Management – Research done, no viable solutions to implement currently, Testing Exchange 2016, Backup software and DR site;
Application development - SMS/email client notification (90%) implemented
Corporate reporting and data warehouse - Data warehouse created. ERS/VIP data collected (75%) automated, Dashboard to be created from Q2 reports. CEO/PIMD report to be automated weekly.
Financial system enhancement - Debit order processing (Testing) Interest on arrears for statement tested. Decision Record (60%);
ECM adoption and integration to sefaLAS - Records Management (80%)<br>
slide86. Marketing & Communications & Internal Audit 9 Marketing & Communications
Implementation of sefa Customer Relationship Management (CRM) system: A Project committee comprising of role players across the different sefa divisions was established to implement CRM .Customer satisfaction: The Terms of Reference (TOR) for customer satisfaction survey have been developed. The first survey will be conducted in Q3.
Roadshows and outreach events: Internal Audit
Public Finance Management Act – Compliance Review
2016 Bonus Audit
2016 Salary Increase & Back-pay
Direct Lending
GABS Construction – (Ad-hoc : Forensic)
Tasotone (Pty Ltd – (Ad-hoc : Forensic)
Planet Image - (Ad-hoc : Forensic)<br>
slide87. Strategy and Reporting 10 Corporate Planning and Reporting
Rollout of the corporate plan into division
Submission of quarterly to reports to sefa’s reporting stakeholders
Quarter1 business review
Reports submitted to Department of Small Business Development, Industrial Development Corporation and Portfolio Committee on Small Business Development
Facilitation of the Exco Strategic Planning Session (Input process to the development of the 2017/18 Annual Plan.
Research and Management
Concluded research partnerships with the Universities of Free State, Stellenbosch, South Africa and North West
Started field research on the on the evaluation pilot supplier credit programme with Macsteel (Pty) Ltd. Conference Paper to be presented in November 2016.
Published 2 research briefs (GEM, 2016 Entrepreneurship Survey and Study on the impact of mentorship)
Finalised the Terms of Reference with the DSBD on the Review of Small Business and Co-operatives in South Africa
Ongoing updates of the sefa knowledge bank (Industry analysis to support investment officers with deal due-dilligence). Project Management Office
Project 1: Enterprise Content Management (Multi-year)
Implemented Share Point team collaboration site for the Strategy Department (document management and collaboration)
Documented & mapped the Research & PIM Operations AS-IS Processes.
Implemented SharePoint document site for the Management credit committee
Project 2: Documents & Records Management (DRM) Project (Multi-year)
Formal Document Record Management inspection competed
Records archiving completed
DRM collateral management process mapped and approved 
Updated file plan. Included reasons for changes to file plan after implementation – sent to National Archives and Records Service (NARS) of South Africa for review.
Developed a general disposal authority for SCM boxes
Project 3: sefa B-BBEE Project (Multi-year)
To ensure annual verification of sefa’s B-BBEE status
Project team established & briefed
B-BBEE planning workshop & presentation on B-BBEE codes & verification process completed
Project schedule developed
New Product Development
Completed MacSteel supplier credit pilot programme<br>
slide88. Legal Department & Company Secretariat 11 Legal Department
The legal department continue the sefa business with legal collections, contract drafting, labour realtions advice and litigation matters.
Complaints by clients to the Public Protector
Four complaints were lodged by clients and dismissed by the Public Protector
Company Secretariat
The Secretariat continues to provide secretarial support to BOD, BOD sub-committee and organisational operational sub-committees.
BOD Code of Conduct Policy was approved on 20 June 2016
Shareholder Compact - Approval by sefa Board has been completed. The SC has not yet been signed due certain information required by DSBD from IDC.
Changing of directors of subsidiary companies at CIPC in still a problem, we submitted an affidavit to CIPC requesting removal of old directors starting from Khula Institutional Support Service (KISS). We await a response.<br>
slide89. Balanced Scorecard 12<br>
slide90. 13 Balanced Scorecard<br>
slide91. Financial Performance<br>
slide92. 92 Thank You<br>