2024 Annual Report

The Cape Peninsula University of Technology (CPUT) is the largest higher education institution in the Western Cape. This vibrant, multi-campus entity is the academic partner of choice for more than 35,000 culturally diverse students across its six faculties focused on Applied Sciences, Business and Management Sciences, Education, Informatics and Design, Engineering and the Built Environment, and Health and Wellness Sciences.

The second largest university of technology in South Africa, CPUT positions itself as a smart university, shaping the future of higher education on the African continent and beyond. Our Strategic Plan, Vision 2030, was influenced by 4IR, AI, and a proliferation of education technological developments and opportunities, as well as the National Development Plan and the United Nations’ adopted Sustainable Development Goals. It is geared towards building One Smart CPUT – with the focus on “oneness” and “smartness”

General

Information

Registered address

Cape Peninsula University of Technology

PO Box 1906

Bellville, 7535

Tel. +27 (0)21 959 6911

Physical address

Cape Peninsula University of Technology

Administration Building, Symphony Way Bellville South, 7530

Website address www.cput.ac.za

Bankers ABSA

Auditors

External auditors

Deloitte & Touche

The Ridge, 6 Marina Road

Portswood District, V&A Waterfront

Cape Town, 8000

Tel. +27 (0)21 427 5300

Internal auditors

BDO Advisory Services (Pty) Ltd

6th Floor, 119–123 Hertzog Boulevard, Foreshore

Cape Town, 8001

PO Box 2275

Cape Town, 8000

Tel. +27 (0)21 417 8800 www.bdo.co.za

Attorneys

Adriaans Attorneys

17th Floor, 2 Long Street

Cape Town, 8001

Tel. +27 (0)21 801 5240

Bisset Boehmke McBlain

4th Floor, 45 Buitengracht Street

Cape Town, 8001

Tel. +27 (0)21 441 9800

BCHC Attorneys

Unit G04, The Gatehouse

Century Way

Century City, 7441

Tel. +27 (0)21 418 2196

Cheadle Thompson & Haysom Incorporated

Ground Floor, Kildare House, The Oval 1 Oakdale Road

Newlands, 7700

Tel: +27 (0)21 418 2278

Fairbridges Wertheim Becker

22nd Floor, Portside Building 5 Buitengracht Street

Cape Town, 8001

Tel. +27 (0)21 405 7300

GSM Law

Block A, Silverwood Steenberg Office Park

Tokai, 7945

Tel. +27 (0)21 702 7763

Norton Rose Fulbright Incorporated

9th Floor, 117 on Strand 117 Strand Street

Cape Town, 8001

Tel. +27 (0)21 405 1200

TNK Attorneys

1st Floor, Beadica House 12 Protea Road

Claremont, 7725

Tel. +27 (0)21 712 9851

Walkers

9th Floor, The Terraces 34 Bree Street

Cape Town, 8001

Tel. +27 (0)21 464 1400

1.1 Report of the Chairperson of Council Section 1: Institutional Governance

It is a pleasure to deliver this Annual Report in my capacity as the Council Chairperson of the Cape Peninsula University of Technology (CPUT). Consistent leadership of both Council and the Executive Management of the University has been key to ensuring that the Institution continues its course to greatness. Competent and coherent leadership enable some 36,000 students, who have selected CPUT as their academic partner, to graduate on time, with a qualification that is impactful, and will help our graduates shape a better world for all.

My mandate is clear – to lead the Council with integrity: “As a public university, we will rise above vested interests and serve the broad and urgent needs of South African society, by preparing ethical and competent graduates with resilience and problemsolving abilities, who contribute to sustainable development in a rapidly changing country and world”.

The Deputy Chairperson, Mr Dumisani Gumbi, and I have been serving in our positions on the CPUT Council since 2022. We are fortunate to have good executive leadership, and we commend the Vice-Chancellor, Prof Chris Nhlapo, and his Executive Team for always prioritising good governance, and placing the people of CPUT at the centre of all decision making. As Council, we nurture and support these talented leaders, while ensuring that even more tangible improvements can be made to the good governance of the Institution.

Good governance starts with Council; our members serve without financial reward, often through challenging circumstances. I am grateful for their commitment, diligence, and perseverance. Under my stewardship, Council will continue to remain compliant with the statutes that govern the Institution at all times. This happens by ensuring that:

1. The University complies with governance prescripts;

2. All the committees of Council follow their mandates in a clear and consistent way, without personal interest; and

3. Through impeccable record keeping, all decisions are mandated and within our authority.

Our actions are always guided by the CPUT Vision, Mission, and Values.

Vision

CPUT is Africa’s leading Smart University of Technology, globally renowned for innovation, with graduates that shape a better world for humanity.

Mission

CPUT transforms its students, through world-class researchers who inspire knowledge production and innovation that is cutting edge.

Core values

CPUT agrees to Oneness and Smartness by:

• Embracing a culture of ethics and integrity;

• Seeking kindness, and showing compassion for the well-being of all staff, students, and stakeholders of CPUT;

• Embracing restoration, and addressing any issues of discrimination;

• Embracing unity and diversity;

• Showing passion, and always searching for better ways of doing things;

• Taking accountability, and accepting responsibility; and

• Being technologically astute.

CPUT is one of the most respected universities of technology in South Africa and across the continent. It is imperative that we all safeguard its reputation, and ensure that the Institution continues to serve the people of South Africa long after our tenures have concluded. Council will play its role, and I believe that all the stakeholders have the best interests of CPUT at heart. Consequently, we will all rise to the occasion, and do whatever we can to achieve the Oneness and Smartness to which we all aspire.

Chairperson of Council Dr LF Platzky

2024 List of Council Members, Including Meeting Attendance

1.3 2024 Members of Council

Chairperson

Dr LF Platzky * 1 October 2022 – 30 September 2026

Ministerial Appointee

Deputy Chairperson

Mr D Gumbi * 1 October 2022 – 30 September 2026

Council Appointee

Ministerial Appointees

Ms N Dondashe * 1 October 2022 – 30 September 2026

Dr WL Mapena 1 October 2022 – 30 September 2026

Mr S Maharaj 1 October 2022 – 30 September 2026

Mr S Faku * 1 October 2022 – 30 September 2026

Convocation Representative

Mr L Socikwa 20 February 2023 – 30 September 2026

Council Appointees

Ms L Groenewald * 1 October 2022 – 30 September 2026

Ms A Vabaza-Mvandaba 1 October 2022 – 30 September 2026

Mr S Matiwane * 1 October 2022 – 30 September 2026

Organised Labour Representative

Mr S Fisa 1 December 2023 – 30 September 2026

City of Cape Town Appointee

Cllr IP McMahon 27 September 2024 – 30 September 2026

Business Representative

Mr PM Cullinan 1 October 2022 – 30 September 2026

Provincial Government Appointee

Mr BK Schreuder 1 October 2022 – 30 September 2026

Executive Management

Prof NS Nhlapo Related to term of office (As VC) Vice-Chancellor

Prof R Balkaran Related to term of office (As DVC) Deputy Vice-Chancellor: Learning & Teaching

Senate Representatives

Prof P Green With effect from 26 March 2022 (Term renewed with effect from 1 October 2022) (Resigned on 31 July 2024)

Prof AK Raji 1 October 2022 – 30 September 2026

Prof T Ngqondi With effect from 11 December 2024

Academic Employee Representative

Dr S Krishnamurthy With effect from 30 October 2023

Non-Academic Employee Representative

Mr C Mashwanyela 1 October 2022 – 30 September 2026

Student Representative

Committee Representatives

Mr P Saki Related to term as SRC President

Mr T Masonganye Related to term as SRC Secretary

Ms S Notshikila ** With effect from December 2023 (Term ended 13 August 2024)

Mr L Mngqundaniso ** With effect from December 2023 (Term ended 13 August 2024)

Mr T Zondi With effect from 7 September 2024 (Term ended 31 October 2024)

Mr T Masonganye With effect from 7 September 2024 (Term ended 31 October 2024)

Executive Management in Attendance

Dr P Phaho (Deputy Vice-Chancellor: Research, Technology Innovation, and Partnerships) (Resigned with effect from 31 August 2024)

Prof R Balkaran (Deputy Vice-Chancellor: Learning and Teaching) (Appointed as acting Deputy Vice-Chancellor: Research, Technology Innovation, and Partnerships with effect from 7 September 2024)

Prof G Mayende (Deputy Vice-Chancellor: Operations) (Retired with effect from 31 December 2024)

Mr SS Mokoena (Registrar & Secretary of Council)

Mr P Du Plessis (Executive Director: Finance) (Retired with effect from 30 June 2024)

Mr M Daca (Executive Director: Finance) (With effect from 1 June 2024)

Ms N Tyolwana (Dean of Students)

Prof HR Hay-Swemmer (Executive Director: Office of the Vice-Chancellor)

* The Council member is serving a second term of office.

Chairperson of Council Registrar

Dr LF Platzky Dr PP Masala

1.4 Vice-Chancellor’s

Report on Management and Administration

As we reflect on 2024, we find ourselves at a pivotal moment in the evolution of the Cape Peninsula University of Technology (CPUT). Our journey over the past year has led to remarkable progress, underscored by our unwavering commitment to excellence in administration and academic management. As a 21st-century university, we increasingly embrace the technological advancements that are shaping the future of higher education. Simultaneously, we continue to recognise the essential roles of human connection, leadership, and collaboration – soft skills that are central to any institution’s success.

In 2024, we focus on automated processes to streamline operations, minimise human errors, and enable staff to concentrate on impactful tasks, such as building community at CPUT. We recognise that technology enhances (not replaces) the human element; thereby improving efficiency and responsiveness to student and staff needs. Our investment in data informatics empowers us to make informed, data-driven decisions, optimising resources, and enhancing personalised service for our community.

As we embrace these advancements, our dream of becoming the best university of technology in Africa, and one that is globally recognised for its innovation, remains unwavering. We continuously push the boundaries of what is possible, ensuring our students possess the skills and knowledge necessary to thrive in an increasingly complex world. Through cutting-edge research, industry partnerships, and a forward-thinking approach to education, we position CPUT as a leader in technological innovation.

However, we recognise that even as we embrace the future, we must never lose sight of the importance of nurturing an innovative, agile, compassionate workforce. Any institution’s success is ultimately built on the strength of its people. In 2024, we focused on creating a culture of continuous learning, collaboration, and empowerment, ensuring that every member of the CPUT family is equipped to contribute meaningfully to our shared vision.

As we look to the future, we remain committed to building a university that is not only technologically advanced, but also deeply rooted in the values of inclusivity, excellence, and unity. Our journey is far from over, and with the dedication of our staff, the brilliance of our students, and the support of our partners, I am confident that we will continue to reach new heights. Together, we will continue to innovate, lead, and build a university that stands as a beacon of excellence and inspiration.

Vice-Chancellor

Prof NS Nhlapo

The Registrar’s Division is pivotal in providing essential strategic support services in higher education. Its core functions ensure the efficient administration of academic processes, institutional governance, legal advisory services, and records management, all of which contribute to the University's overall success.

Academic Administration

Academic Administration serves as a key enabler in managing the student’s academic life cycle, from admission to graduation. In alignment with the CPUT Vision 2030 strategic objectives, the Division successfully implemented an online application system, achieving nearly 100% electronic submissions. The total number of applications has grown significantly from 2018 to 2024, and Academic Administration has effectively managed this increase through technological advancements that streamline business processes, and automate selection decisions. However, system performance remains an area for continuous improvement, with a risk mitigation strategy to enhance academic administration processes' efficiency and security.

In 2024, graduation ceremonies were held in both summer and autumn, with 8,374 graduates conferred. Notably, during the 2024 Autumn Graduation, Desiree Ellis was awarded an Honorary Doctorate in Sports Management in recognition of her exceptional contributions to women’s football, and her efforts to promote women’s sports on national and international platforms.

Institutional Governance

As Secretary to the Council and other governance structures, the Registrar provides guidance and advisory support to ensure adherence to sound governance principles, including accountability, transparency, participation, responsiveness, and efficiency. The Registrar also promotes ethical conduct and integrity within the university community and beyond, reinforcing the link between sound governance and moral behaviour.

Legal Services

The Legal Services Department, which is part of the Registrar’s Division, offers legal advisory services to University Management, academic and support service departments, and, upon request, the Council and its committees. Furthermore, the Department provides litigation support and contract vetting services, ensuring legal compliance and effective risk management throughout the Institution.

Records and Archives Management

The Records and Archives Management Department plays a crucial role in maintaining the organisation, preservation, and accessibility of institutional records. This Function is integral to safeguarding the University s policies, history, and key administrative documents, ensuring compliance with archival standards and regulatory requirements.

Registrar Dr PP Masala

Statement on governance

The Council of the Cape Peninsula University of Technology (CPUT) (herein after referred to as “the Council”) is regulated in terms of the provisions in the Higher Education Act, 1997 (Act No. 101 of 1997) and the CPUT Statute (Government Gazette No. 46382, Notice No. 1039 of 20 May 2022).

“The Council governs the University subject to the Higher Education Act and the Statute and has general control of its affairs and functions and has fiduciary responsibilities to the University, and must promote and act in the best interest of the University.”

The Council subscribes to good governance practices and principles that are imperative to the success of the University, and to protect and advance the interests of the staff and students. Through the exercise of ethical and effective leadership, it aims to achieve the following governance outcomes, as contemplated in the King IV report.

The Higher Education Act, the CPUT Statute, and the regulations made in terms thereof, set out the objects and powers of the Council, and contain specific provisions relating to the composition, powers and functioning of the Council, Senate, committees, faculty boards, Institutional Forum, Student Representative Council, and Convocation.

Council and committees of Council

1. Council

The Council shall assume ultimate accountability for the performance and affairs of the University, and shall in so doing effectively represent and promote the interests of the stakeholders. Council shall refrain from becoming involved with operational matters of the University, which matters are dealt with by Management, led by the Vice-Chancellor and Principal, who retains the responsibility of the day-to-day operational running of the University, for which s/he will account fully to the Council.

The Council must exercise control and remain accountable through effective leadership, enterprise, integrity, and good judgment in directing the University to achieve continuing sustainability and prosperity.

Composition of the Council

The University shall have a unitary Council, which is the highest decision-making authority in the University

A member of Council must:

• Be a person with knowledge and experience relevant to the objectives and governance of the University;

• Participate in the deliberations in the best interest of the University; and

• Have no conflict of interest with the University.

O nly candidates who are in good standing, and who have sufficient time to effectively fulfill the role of a Council member will be considered for appointment to the Council

At least 60% of the members of Council must be external/ non-executive members. The demographics of South Africa, including gender, race, youth and disability, shall be considered in relation to the composition of the Council.

The offices of the Chairperson of the Council and the Vice-Chancellor and Principal shall be separate. There shall at all times be a clearly defined division of responsibilities in both offices to ensure a balance of authority and power.

Figure 1: The governance outcomes to which Council subscribes

Figure 2: The composition of the CPUT Council

The members of the Council shall be expected to:

• Act in good faith and in the best interest of the University;

• Take reasonably diligent steps to become informed about matters for decision;

• Acquire a working knowledge and understanding of the University’s business, and the laws, regulations, and customs (if any) that govern the activities of the business;

• Have the ability to make sound business decisions and recommendations;

• Continuously develop their competence to lead effectively;

• Exercise judgment independently; and

• Exercise stewardship at all times, and uphold the highest degree of ethics in all forms of conduct.

The appointment procedure adopted by the Council for appointments to Council shall be formal and transparent.

Council members shall monitor the social responsibilities of the Council, and promulgate policies consistent with the University’s legitimate interests and good business practices, and in so doing shall:

Promote fair and equitable employment practices

Be sensitive and conscious to gender interests and concerns

Promote and be sensitive to the preservation and protection of the natural environment

Promote and protect the rights of vulnerable groups; enhance and promote the rights and participation of communities they serve

Promote quality student educational life

The Chairperson, in consultation with the Secretary of Council, will draw up an annual calendar of meetings, with an outline of the cyclical business to be considered at each meeting, and to present this for approval by the full Council. The list of Council and Council committee meetings, including the composition of each committee, length of service of each member, as well as their respective attendance at those meetings, is attached on pages 5–9 of this Report.

Clause 34 of the CPUT Statute provides that:

(3) The Council may delegate or assign certain of its powers and functions to:

(a) a committee;

(b) a member of Council; or

(c) any office bearer of CPUT – except those functions specified in sub-paragraph (5).

(5) The Council may not delegate or assign any of the following powers and functions:

(a ) The appointment of the vice-chancellor or of any deputy vice-chancellor;

(b) The approval of the annual operating and capital expenditure budgets;

(c) The adoption of the annual financial statements and annual report;

(d) The determination of the fees to be paid by students;

(e) The making, approval, or amendment of the Statute;

(f) The approval of a loan or an overdraft, as contemplated in Clause 34.6.1.2 of the Statute;

(g) The decision to embark on the construction of a permanent building or other immovable infrastructural development, as contemplated in Clause 34.6.1.2 of the Statute;

(h) The purchase of immovable property, or entering into a long-term lease of immovable property, as contemplated in Clause 34.6.1.3 of the Statute; or

(i) The establishment or disestablishment of faculties or departments.

In addition, the Council may not delegate:

i) The appointment of the internal and external auditors;

ii) The approval of the annual audited, consolidated financial statements of the University on the recommendation of the Finance Committee and the Audit and Risk Oversight Committee of Council;

iii) The adoption of the Institutional Operating Plan, and the consolidated annual budget;

iv) The remuneration of any member of the Executive Management;

v) The adoption of any mechanism and/or process to monitor the performance of any member of the Executive Management;

vi) The conclusion of contracts involving real rights in immovable property;

vii) Any variation in borrowing powers of CPUT; and

viii) Approval of all financial policies.

Figure 3

2. Council committees

The Council is authorised to establish committees, in which Council members shall play an important role to assist it in the execution of its duties, powers, and authorities. The Council may appoint persons who are not members of Council to those committees. Council shall delegate to each of the committees established, such authority as is required to enable those committees the ability to fulfil their respective functions.

Executive Committee of Council (EXCO)

Remuneration Committee (REMCO)

Information Technology Governance Committee (ITGC) of Council

Student Services Committee (SSC)

Physical Planning Committee (PPC) of Council

Governance and Ethics Committee (GEC)

Audit and Risk Oversight Committee (AROC) of Council

Finance Committee (FinCom) of Council

Human Resources Committee of Council (HRCC)

Each committee shall have formal terms of reference, which shall be approved by the Council.

The information below provides an outline of the roles and responsibilities of each of the committees of Council, as well as the matters dealt with and discharged by such committee, during the year under review:

Executive Committee of Council (EXCO)

EXCO is established in terms of Clause 46 read with Clause 47 of the CPUT Statute.

Composition

Chairperson of Council (Chair of the Committee)

Deputy Chairperson of Council

Chairpersons of Council committees

Vice-Chancellor (ex officio)

Key focus areas

• Support the Council in the governance of the University;

• Conduct matters, generally deemed to be of an urgent nature, as is necessary between meetings of Council;

• Conduct specific matters, and with such authority, as is delegated to it by the Council;

• Consider the Council Committee reports to integrate, aggregate, and streamline the Committee reports for the benefit of Council;

• Prepare overall short- to long-term planning, policy, and direction of the University; and

• Monitor the overall performance of the University

Figure 4: Committees of Council

Council

Governance and Ethics Committee (GEC)

The GEC is a standing committee of Council, and as such, reports to Council on all matters relating to governance and ethics policies, practices, processes, and guidelines.

Composition

3 External members of Council

2 External committee members

1 Internal member of Council Vice-Chancellor (ex officio)

Key focus areas

• Governance;

• Council and Council committee membership;

• Council code of conduct and conflict of interest;

• Training and development;

• Social and ethics;

• Advancement, marketing and communication; and

• Compliance.

Audit and Risk Oversight Committee (AROC) of Council

AROC is responsible for matters relating to audit and risk oversight, and makes recommendations to Council on these matters.

Composition

2 External members of Council

2 External committee members

Key focus areas

• Internal and External Audit;

• Risk management oversight and internal controls;

• IT governance;

• Fraud and litigation; and

• Compliance with laws and regulations.

Finance Committee (FinCom) of Council

The Committee ensures acceptable financial accounting systems, financial and investment performance, strategic commercial activities, long-term infrastructure development, and financial sustainability.

Composition

3 External members of Council

2 External committee members

1 Internal member of Council Vice-Chancellor (ex officio)

Human Resources Committee of Council

Key focus areas

• Financial systems and procedures;

• Investment management;

• Remuneration Strategy;

• Asset management;

• Financial analytical skills; and

• Procurement and supply chain.

The Committee advises Council on human resource and related matters; monitors and evaluates the implementation of the HR Strategy, policies and practices; and ensures the University adopts a strategic human resource management approach, that is aligned to its business strategy.

Composition

3 External members of Council

2 External committee members

1 Internal member of Council Vice-Chancellor (ex officio)

Key focus areas

• Human Capital administration;

• Organisational strategy;

• Talent management;

• Leadership development; and

• Employment relations (labour).

Physical Planning Committee (PPC) of Council

The PPC advises Council on the matching of its physical assets and associated service delivery objectives in support of the goals and priorities of the University’s strategic and operational plans in the areas of research, learning and teaching, international collaboration, and community engagement.

Composition

External members of Council

2 External committee members

1 Internal member of Council Vice-Chancellor (ex officio)

Student Services Committee

Key focus areas

• Property and infrastructure investment;

• Project planning;

• Risk management/ protection services;

• Property and infrastructure development; and

• Resource management and planning.

The Student Services Committee advises Council on policy in respect of student services; monitors and oversees the provision of non-academic services to students; and monitors the promotion of a safe, conducive, and academically stimulating life and learning environment.

Composition

3 External members of Council

2 External committee members

2 Internal members of Council Vice-Chancellor (ex officio)

Key focus areas

• Student governance;

• Project planning;

• Sports management; and

• Student wellness.

Information Technology Governance Committee (ITGC) of Council

The ITGC ensures governance of the University strategic asset of IT and its related risks. It ensures IT sustains and extends the University’s strategies and objectives. ITGC also ensures an effective IT governance framework to enable the organisation to deliver value from IT, whilst optimising value for money, and managing risk.

Composition

3 External members of Council

2 External committee members

1 Internal member of Council Vice-Chancellor (ex officio)

1 External IT specialist

Remuneration

Committee (REMCO)

Key focus areas

• IT governance;

• IT technology;

• IT compliance and IT risk;

• Project management; and

• IT legal framework.

REMCO ensures fair and responsible remuneration of senior managers, payment of honoraria and other incidental expenses to Council members, and monitors and evaluates the implementation of the remuneration policies and practices.

Composition

3 External members of Council

2 External committee members

Statement of Conflict Management

Key focus areas

• Remuneration and Benefits Strategy;

• Financial systems and procedures;

• General human resources and project management;

• Financial analytical skills; and

• Business environment knowledge.

Council has not mandated any specific Committee to deal with conflict management and resolution within the University. Council previously decided to source external, independent mediators or arbitrators through a Council-approved process whenever there was a need to resolve any dispute, or manage conflict that threatens the governance, management, and operations of the University; as well as to manage and resolve disputes arising within the University in a constructive, transparent, fair, and effective way for all involved. All matters referred to the Council for consideration must go through the internal due processes and channels first, and should be group-specific matters, i.e., not individual cases. The decision or resolutions of the Committee would be final, and would be tabled at Council for information in a summary form.

Code of Conduct for Council and Members of Council

The Code of Conduct for Council and Members of Council guides Council in its workings, as well as the conduct of individual Council members as they carry out their duties.

The purpose of the Code is not intended to inhibit the actions of a member of Council, but to ensure that where there is a conflict between any such actions and the best interests of the University, the interests of the University will take precedence. It furthermore provides a member of Council with a set of principles as to what is regarded as appropriate conduct by a Council member in performing their functions and duties.

This Code should be seen as a means of ensuring self-regulation by a member of Council, and as an instrument for taking action with regard to inappropriate conduct on the part of a member of Council.

In exercising their powers and performing their functions, Council members must at all times:

i. Serve the interests of the University and its staff, students and the public at large with the highest degree of integrity, objectivity, equity, fairness and ethics, as befitting persons appointed to such office;

ii. Enhance the public image of the University, as well as interpret the community to the University; and iii. Support the Vice-Chancellor in his or her fulfillment of objectives and policies of the Council.

The following are some of the fundamental principles covered in the Code:

• Democratic governance;

• Accountability;

• Transparency;

• Respect for the rights of others;

• Objectivity;

• Cooperative governance;

• Collective responsibility;

• Fiduciary responsibility;

• Confidentiality;

• Independence and integrity; and

• Respect for the privacy of the personal affairs of members of Council.

Conflict of interest: Policy, principles, and rules application to Council members

Council approved a Conflict of Interest Policy that applies to all Council and Council committee members, that regulates the declaration of conflict of interest by Council members, concerning potential and real conflicts of interest, in the conduct of University affairs.

Chairperson of Council Registrar

Dr LF Platzky Dr PP Masala

In recent years, the Cape Peninsula University of Technology (CPUT) has made significant strides in promoting environmental, social, and governance (ESG) practices, which are integral to our mission, and essential for our future.

Environmental stewardship

In our pursuit of sustainability, CPUT has implemented various initiatives to reduce our carbon footprint and enhance environmental stewardship. We have introduced energy-efficient technologies across our campuses, invested in renewable energy sources, and actively engaged in waste reduction programmes. Our commitment to green practices has improved operational efficiency, and fostered a culture of environmental awareness among students and staff.

Social responsibility

Socially, CPUT is dedicated to fostering an inclusive and supportive community. We have strengthened our outreach programmes by partnering with local organisations to enhance educational opportunities for underrepresented groups. Our commitment to diversity and inclusion reflects our understanding that social equity is essential to sustainable development. We strive to create an environment where everyone feels valued and empowered to contribute to our shared goals. Our vision, One Smart CPUT, is a testament to our commitment.

Governance and financial health

From a governance perspective, the CPUT Council is dedicated to transparency and ethical leadership. Strong frameworks have been established to ensure accountability and best practice in institutional governance. These initiatives have positioned us well in terms of financial stability, enabling us to allocate resources effectively toward sustainability initiatives. Our financial status empowers investment in innovative projects that enhance our educational offerings and campus infrastructure, while ensuring long-term viability.

Chairperson of Council

Dr LF Platzky

Transformation remains an impediment within higher education, and in certain instances, it might be perceived as an insurmountable challenge. As per the mandate of the Higher Education Act, Institutional Forums support the transformation agenda. Different views and perspectives are held by different stakeholders on transformation within the higher education sector. CPUT stimulates robust engagements on transformation issues on various platforms, like the Institutional Forum (IF) and University Employment Equity Forums (UEEF).

All IF meetings were conducted online so that members residing outside of the province were afforded the opportunity to attend remotely. In certain instances, however, a quorum was not reached.

IF meetings 2024

• 28 February: During this meeting, Mr Clement Matasane (now Dr) was elected as the Deputy Chairperson of IF, after Mr Soso Fisa’s term expired as the representative from Convocation. The Registrar presented the amended statute pertaining to the composition of IF, specifically on the issue of union representation, where it was advocated that only internally recognised unions would be part of IF.

• 30 April: Right from the inception of this meeting, there was anticipation that due to the public holiday, the meeting would be compromised due to staff taking leave.

• 7 August: The Registrar reported that he had indicated to Council that IF will only provide advice to Council on matters deemed necessary to advise Council on, as per its Statutory mandate. IF is therefore not obliged to submit a report at every sitting of the Council.

• 10 October: Unfortunately, the last meeting of the year was inquorate. The Chairperson and the Registrar undertook to urgently liaise with the various entities to ascertain the rationale for not attending meetings.

Special IF meetings 2024

• 13 March: Recommendation to Council; appointment of the Executive Director: Finance

• 18 September: Approval of adverts for senior positions, including Deputy Vice-Chancellor (DVC): Operations; DVC: Research, Technology Innovation, and Partnerships; Registrar; Dean: Faculty of Business and Management Sciences

• 13 November: IF engagement with Chairperson of Council; Dr Laurine Platsky scheduled an online engagement with IF

• 21 November: IF recommendation to Council; appointment of Dean: Faculty of Health and Wellness Sciences

The Chairperson of the Council, through the Registrar’s Office, organised a meeting with members of IF to discuss pertinent issues at the Institution. This type of engagement presents an opportunity for open communications, and to consolidate the relationship between the two entities; a true reflection of working together for the greater good of CPUT.

The departure of Dr Chief Mabizela from the Department of Higher Education and Training (DHET) created a vacuum; it is becoming a daunting challenge to liaise with members of DHET in terms of support at institutional level. In 2018, a call was made to establish a forum of Institutional Forum chairpersons; however, this initiative never gained momentum, nor practical implementation. It is felt that perhaps DHET should prioritise revising this undertaking as a matter of urgency. It is of paramount importance that DHET build collegial relationships with Institutional Forums to provide support and assistance to various entities at institutional level.

Staff and student safety remains a critical challenge. IF, on various occasions, stressed its importance, especially around the student accommodation impasse that has the potential to spiral out of control if not adequately resolved. IF is obligated to advance an institutional culture of tolerance, and cultivates a conducive environment for learning and teaching. We are committed to CPUT’s core values, and trust that all avenues will be explored to ensure that the safety of the CPUT community is prioritised at all costs.

Chairperson: Institutional Forum

Mr A Moses

As mandated by the University Statute, the Cape Peninsula University of Technology (CPUT) Convocation plays a critical role in the Institution’s governance and development. It fosters strong relationships between the University and external stakeholders, ensuring the continued advancement of the current student community, and the broader alum network.

In 2024, CPUT Convocation remained committed to its strategic objectives: enhancing its brand; supporting student development through mentorship; and fostering strong connections with strategic partners, stakeholders, and the broader CPUT community. Key Convocation activities for the year included:

Student leadership incubation

Collaboration with the Division of Student Affairs (DSA) and other key university stakeholders was actively maintained. Several impactful programmes were launched, including the inauguration of the Student Parliament, the Former Student Leaders’ Homecoming (which is set to become an annual event), and the promotion of the Dry Campus Initiative, along with related awareness campaigns.

One Residence, One Garden initiative

The Convocation played a crucial role in establishing food gardens within student residences. These gardens aim to promote sustainable practices, enhance food security, foster community engagement, and support student mental well-being. They possess significant potential for driving positive change within institutional residences.

National Dialogue of Convocations in South Africa

CPUT Convocation participated in the inaugural National Dialogue of Convocations in July 2024. This gathering addressed critical issues affecting the higher education sector, including the urgent challenge of student and graduate debt. A key outcome was the proposal to establish a voluntary association of Convocations to enhance their collective contribution to higher education.

Entrepreneurship development and innovation

CPUT, in collaboration with several universities, established the Business Incubation Web Association (BIWA) to promote entrepreneurship and research commercialisation. BIWA aims to drive innovation, incubation, and economic development in South Africa and beyond. In October 2024, BIWA hosted its inaugural international conference on business innovation and incubation, marking a significant milestone in the development of entrepreneurship.

New Convocation Constitution

A constitutional review was required to align the Convocation Constitution with the revised University Statute and proposed amendments from members. A Constitutional Summit was convened to engage members regarding the draft Constitution, which was then approved at the Convocation Annual General Meeting (AGM), and subsequently endorsed by the University Council.

Governance

Convocation remains actively involved in key University governance structures, such as the Council, the Institutional Forum, and the Naming Committee. Additionally, it participates as an observer in important committees, like the Council Committee on Senior Appointments, and the Honorary Degree Award Committee. In 2024, Convocation successfully held its AGM, while the Convocation Executive Committee (Convex), which is responsible for operational oversight, conducted its quarterly meetings, as scheduled

Convocation President

Mr L Socikwa

2.1 Report on the Annual Performance Plan 2024

This report presents an analysis of the Cape Peninsula University of Technology’s (CPUT) performance regarding the targets set in its Annual Performance Plan (APP) for 2024, as submitted to the Department of Higher Education and Training (DHET) in December 2023. According to DHET’s Implementation Manual for Reporting by Public Higher Education Institutions, the University’s performance assessment report should reference the “key performance indicators and targets as stated in the Annual Performance Plan” (Government Gazette, No. 37726, 9 June 2014)

Most targets outlined in the APP can also be found in the University’s Student Enrolment Plan for 2020–2025, submitted in 2019. The approved Mid-term Review of the Enrolment Plan was used to develop the 2024 APP. As a result, compared to previous years, some targets have changed for the remainder of the Enrolment Plan 2023–2025.

The numbers for 2024, presented in the following tables, are based on the second Higher Education Management Information System (HEMIS) submission, and provisional unaudited HEMIS data as of March 2025. The final HEMIS submission to DHET, to be concluded at the end of July 2025, will be the official record of the University’s data.

The layout of the tables, as presented below, is based on the templates provided by DHET. The tables provide the 2024 targets and actuals, with comparative data for 2022 and 2023. The tables also offer a three-year trend analysis of access and success in enrolment planning.

A. Access

It must be noted that the KPI’s listed for Access are aligned with Strategic Goal 2: Becoming the leading UoT in smart teaching and learning and being on the forefront of creating smart learning environments that will provide excellent and relevant content and learning experiences for all CPUT students

Analysis and notes for A1–A6: Access category

Based on the data presented in the above table, CPUT has recorded an increase in its overall student headcount enrolments from 33,762 in 2022, to 36,075 in 2024 (based on the provisional unaudited data). The recorded increase in student enrolments is in line with the University’s strategic objective of increasing access to higher education.

The above data analysis aims to assess CPUT’s performance in terms of access for the 2024 academic year, compared to the targets set in the Enrolment Plan 2023–2025. The APP typically includes targets that allow for widening access across various sub-categories, such as headcount enrolments, enrolments by major field of study, and demographic profiles. Nevertheless, some trends may include unplanned targets, such as the enrolment of occasional students, which do not have specific targets established during the planning phase.

The following provides a synopsis of the overall analysis of access by sub-categories:

A1: According to the data, the overall student headcount enrolment target for CPUT in 2024 was 36,604, and the Institution was below the target by 1,4%, with an actual student headcount enrolment of 36,075. Based on the provisional data, the overall student headcount enrolments were within the enrolment threshold of ±2% in 2024, even though they were below the target by 1,4%. This represents a 6,8% improvement, compared to 2022 actuals, and suggests a significant improvement in actual enrolments over the three years under analysis.

A2: The data indicates that CPUT has not met its 2024 target for the First-Time Entering Undergraduates sub-category. The target for this sub-category was 8,969, and the Institution was below the target by 3,7%.

A3: Based on the data, the Foundation First-Time Entering Undergraduates sub-category at CPUT was below the target by 19,5% in 2024.

A4: According to the data, the Headcount Enrolments Total UG category met and exceeded the target by 1,3% in 2024, while the Headcount Enrolments Total PG category was below target by 26,2%. The data also shows a decline in enrolment of occasional students from 126 in 2022 to 101 in 2024.

A5: In terms of Enrolments by Major Field of Study, within the Science, Engineering, Technology (SET) sub-category, the University met and exceeded its target in 2024 by 3,5%; with actual enrolments of 17,648 against a target of 17,053. This is an improvement compared to previous years.

For the Business/Management sub-category, the second-largest major field of study, contributing 28,2% of the overall headcount enrolment, the University was below target by 16,3%, with actual enrolments of 10,171 against a target of 12,156.

The Education sub-category met and exceeded the target by 20,7% in 2024, with actual enrolments of 5,121 against a target of 4,242.

The Other Humanities sub-category met the set target, and exceeded the overall enrolment by 0,6%.

Lastly, the Distance Education enrolment was below target by 27,8%, with actual enrolments of 265 against a target of 367.

A6: The final category for access pertains to the demographic profile of enrolled students. This category reveals different enrolment trends. According to the data, there was an increase in the percentage of African students, from 74,5% in 2022 to 79,9% in 2024. The latter was above target by 5,8 percentage points. Conversely, the percentage of Coloured, Indian, and White students was below target by 4, 0,1 and 1,8 percentage points, respectively, in 2024. The enrolment of female students increased from 58,0% in 2022 to 59,0% in 2024. The latter was above target by 3,2 percentage points.

Success

Key Performance Indicator

It must be noted that the KPI’s listed for Success are aligned with Strategic Goal 2: Becoming the leading UoT in smart teaching and learning and being on the forefront of creating smart learning environments that will provide excellent and relevant content and learning experiences for all CPUT students

Analysis and notes for B1–B7: Success category

The table above shows that CPUT’s success rate has remained stable over the past three years (2022–2024), recording improvements in certain areas, and under-performance in others.

The sub-categories of this indicator are broken down as follows:

B1: The number of Undergraduate Graduates has increased increased from 7,103 in 2022 to 7,224 in 2024 (provisional data). However, the University was below target by 12,0% in 2024.

B2: The UG Degree Credit Success Rate indicator measures the percentage of credits that UG students have completed towards their degree programmes. The University recorded animprovement from 77,9% in 2022 to 84,2% in 2024. However, the University was below target by 0,8 percentage points in 2024.

B3: The number of Postgraduate Graduates has increased from 543 in 2022 to 1,150 in 2024 (provisional data). However, the University was below target by 32,9% in 2024.

B4: The University recorded an improvement in the PG Degree Credit Success Rate from 90,8% in 2022 to 115,3% in 2024. It must be noted that for PG success rate calculations, the HEMIS factor is used as the enrolled factor, and the research factor is used as the completed factor (FTE degree credits). Therefore, a success rate of more than 100% in some instances is possible, as the HEMIS factor depends on how long the students take to complete their degrees.

B5: In the Overall Degree Credit Success Rate category, the Institution recorded an improvement from 78,3% in 2022 to 85,9% in 2024. The University met and exceeded the target in 2024 by 8,2 percentage points

B6: Overall, the success rate by the major fields of study recorded an improvement between 2022 and 2024.

The Science, Engineering, and Technology (SET) sub-category improved its success rate from 76,8% in 2022 to 85,1% in 2024. The University met and exceeded the target by 3,1 percentage points in 2024.

On the other hand, the Business/Management sub-category improved its success rate from 73,7% in 2022 to 82,5% in 2024. The University was below the target by 0,5 percentage points in 2024.

The highest success rate among all faculties was in Education, at 95,6%. However, the University was below the target set by 0,4 percentage points in 2024.

Lastly, the Other Humanities sub-category improved its success rate from 81,0% in 2022 to 86,8% in 2024. The University was below the target by 1,2 percentage points in 2024.

B7: Overall, Undergraduate Output by Scare Skills recorded an improvement between 2022 and 2024.

The Engineering sub-category improved number of graduates from 970 in 2022 to 1,180 in 2024. The University was below the target by 33,1% in 2024.

The Life and Physical Sciences sub-category improved its number of graduates from 345 in 2022 to 407 in 2024. The University was below the target by 36,0% in 2024.

The Animal Science sub-category improved its number of graduates from 2 in 2022 to 5 in 2024.

The Human Health sub-category recorded an improvement in its number of graduates from 542 in 2022 to 452 in 2024. The University was above the target by 5,6% in 2024.

The Teacher Education sub-category improved its number of graduates from 878 in 2022, to 898 in 2024. The University was below the target by 2,9% in 2024.

C. Efficiency

It must be noted that the KPI’s listed for Efficiency are aligned with Strategic Goal 3: To increase CPUT’s trans/multi and interdisciplinary focus on Mode 2 and 3 knowledge production through strategic research initiatives to develop smart technology-driven solutions

Analysis and notes for C1–C6: Efficiency category

This category evaluates the performance of professional staff in terms of efficiency in instruction and research. It is divided into four subcategories: Headcount of Permanent I/R Staff, Percentage of Staff with Doctoral and Master’s Degrees, Number of New Generation of Academics Programme (nGAP) Staff, and Ratio of Full-Time Equivalent (FTE) Students to FTE I/R Staff.

According to the table above, the Institution’s actual performance on Efficiency of the Instruction/Research Professional Staff has been uneven.

The analysis per sub-category is as follows:

C1: The Headcount of Permanent I/R Staff was recorded at 813 in 2024, which was below the target by 12,7%.

C2: The FTE Instruction/Research Staff sub-category was recorded at 785.598 in 2024, which was below the target by 35,4%.

C3: The Percentage of Staff with Doctoral Degrees sub-category recorded an improvement from 33,9% in 2022 to 38,3% in 2024. However, the University was below the target by 1,6 percentage points in 2024.

C4: The Percentage of Staff with Master’s Degrees sub-category was recorded at 47,7%, which was above the 2024 target by 10,0 percentage points.

C5: The Number of nGAP Staff sub-category recorded an improvement from 22 in 2022 to 25 in 2024. However, the University was below the target by 32,4% in 2024.

C6: The Ratio of FTE Students to FTE I/R Staff sub-category was recorded at 27.3 in 2024, which deviates from the target by 3.1 points.

Key Performance Indicator

D. Research Output

It must be noted that the KPI’s listed for Research are aligned with the Strategic Goal 3: To increase CPUT’s trans/multi and interdisciplinary focus on Mode 2 and 3 knowledge production through strategic research initiatives to develop smart technology-driven solutions

Analysis and notes for D1–D3: Research category

The category of research output encompasses various aspects of academic performance, namely research output, Master’s Graduates achievement, and unweighted Doctoral Graduates performance.

D1: The Publication Units increased from 341.260 in 2022 to 348,720 in 2024. However, the University was below the target by 30,3% in 2024.

D2: The data for Publication Units per Permanent I/R Staff recorded an increase from 0.42 in 2022 to 0.43 in 2024.

D3: The data for Master’s Graduates achievement and unweighted Doctoral Graduates performance was recorded at 137 and 41, respectively, for 2024.

Chairperson of Council Vice-Chancellor

Dr LF Platzky

Prof NS Nhlapo

2.2 Senate Report

As South Africa’s only university of technology (UoT) in the Western Cape, the Cape Peninsula University of Technology (CPUT) remains steadfast in its commitment to academic excellence, technological innovation, and societal impact. This integrated report reflects on our progress, milestones, and achievements in learning, teaching, and research, underscoring our role as a leading institution that shapes futures and instils hope.

Advancing learning and teaching

During 2024, CPUT set benchmarks in higher education, while consistently achieving commendable success, throughput, and graduation rates. Our student-centred approach to learning and teaching ensures that graduates are equipped with relevant skills and competencies, fostering high employability rates across various industries. We embrace digital transformation and innovative pedagogical strategies, integrating cutting-edge technologies and entrepreneurship education to prepare students for the rapidly evolving global economy. Additionally, the University remains dedicated to expanding access and inclusivity, attracting more students who seek quality education that aligns with industry demands.

Research with impact

CPUT is committed to producing research that drives societal and economic transformation. Our focus on applied research and technological advancements has solidified our reputation as a leader in biotechnology, satellite technology, biomedical sciences, engineering, hospitality, education, economic management, allied health, and wellness. Research at CPUT contributes to academic discourse, and addresses pressing real-world challenges, reinforcing our role as a UoT that fosters innovation and practical solutions. Our academic staff continuously enhance their qualifications, particularly at the doctoral level, further strengthening the Institution’s research capacity and intellectual capital.

Fostering innovation and entrepreneurship

As an institution at the forefront of technological advancement, CPUT embraces emerging digital tools and entrepreneurial thinking to create new opportunities for students and staff. We provide an ecosystem that nurtures innovation through strategic industry partnerships and incubation initiatives, encouraging students to develop solutions that contribute to economic growth and social progress. Our graduates emerge as job seekers and creators, equipped with the expertise to lead in various sectors.

A vision for the future

CPUT’s commitment to “Creating Futures” is evident in our continuous efforts to evolve as a dynamic, responsive, and impactful institution. As we reflect on the past year’s achievements, we reaffirm our dedication to academic excellence, cutting-edge research, and the holistic development of our students. With an ever-growing emphasis on employability, technological advancements, and entrepreneurship, CPUT remains a beacon of hope, shaping the leaders and innovators of tomorrow.

RESEARCH AND INNOVATION

CPUT’s research landscape continues to expand, with increased investment in high-impact projects, interdisciplinary collaborations, and industry partnerships. The University has established research chairs, centres of excellence, and innovation hubs that foster knowledge creation and technological advancements. Strategic partnerships with government agencies, industry leaders, and international institutions further enhance our research output, ensuring that CPUT stays at the forefront of knowledge production.

Our Research Management Strategy aims to enhance institutional capacity, streamline funding mechanisms, and provide robust research support. By fostering a research-intensive culture, we are increasing publications in high-impact journals, securing competitive research grants, and translating findings into tangible societal benefits. The University’s postgraduate research programmes continue to attract scholars eager to contribute to pioneering discoveries, reinforcing CPUT’s reputation as a hub for cutting-edge research.

Research

grants

management and integrity

The Research Grants Management (RGM) Unit continued to provide essential support to CPUT staff and postgraduate students in securing and managing national research grants, including those from the National Research Foundation (NRF) and the University Capacity Development Grant (UCDG). Throughout 2024, the Unit streamlined pre- and post-award processes, ensuring efficient grant administration, compliance, and reporting.

The Research Capacity Development (RCD) Unit strengthened initiatives to equip researchers with essential skills. Key programmes included training in research publication, funding acquisition, postgraduate supervision, and mentorship for Black academic women. The Sisonke Supervision Mentorship Programme enhanced postgraduate supervision, while the CPUT Academic Research Group (CARG) fostered collaboration. The Unit also maintained the CPUT researcher database, supporting visibility and recognition through awards and nominations.

The Unit of Research Integrity (URI) upheld ethical research standards by overseeing training in responsible research conduct, ethical data management, and open access compliance. It supported research ethics committees, refined research integrity policies, and managed investigations of misconduct. Notable activities included the annual CPUT Research Ethics Day, and oversight of contracts and stipends for postdoctoral fellows. As the NRF Designated Authority, the URI facilitated the rating of applications and appeals, while processing site permission and ethics risk applications.

In 2024, these units collectively reinforced CPUT’s research ecosystem, advancing grant management, researcher development, and ethical research practices to sustain excellence and innovation.

Technology transfer at CPUT

CPUT remained committed to innovation and research commercialisation through its Commercialisation of Technology Innovations Policy, supporting licensing, start-ups, and spin-offs to enhance market uptake. Key achievements in 2024 included:

• Revenue growth: CPUT’s cumulative technology transfer revenue exceeded R10 million, with R2.4 million recovered in patent costs from licensees, reflecting strong IP management.

• Spin-off developments: Aonyx Holdings continued driving spin-off creation, launching four ventures – Aonyx Foods, Aequorea, Promerops, and Aonyx Venture Builder – whilst Promerops was deregistered.

• Governance and oversight: The Intellectual Property, Commercialisation, and Enterprises (ICE) Committee, comprising external experts, provided strategic guidance to the Technology Transfer Office, ensuring alignment with best practices.

CPUT’s structured approach to technology transfer accelerated the socio-economic impact of its research, fostering a knowledgedriven economy.

When compiling this report, the audited data of CPUT’s research outputs was not yet available. However, the data for 2023 is shared, considering that university reports are retrospective.

Figure 1: CPUT research outputs: 2021–2023

Figure 2: CPUT Technology Innovation Profile grouped according to Technology Readiness Level (TRL).

CPUT remains committed to innovation and the commercialisation of research through its Commercialisation of Technology Innovations Policy. While traditional licensing routes exist, the Policy supports start-ups and spin-offs to maximise market uptake and economic impact

CPUT’s structured approach to technology transfer continues to accelerate the socio-economic impact of its research, fostering innovation, and contributing to a knowledge-driven economy.

The critical role of CPUT Libraries in the digital era: Our commitment to innovation and knowledge generation

In the rapidly evolving digital era, libraries remain central to knowledge generation, fostering academic excellence, and advancing research and innovation. The Cape Peninsula University of Technology (CPUT) Libraries has established itself as a leading academic library in Africa by continually adapting to the changing needs of students, faculty, and researchers. Through strategic investments in digital resources, state-of-the-art facilities, and innovative service delivery, CPUT Libraries plays a pivotal role in shaping the future of education and research.

Enhancing access to information and scholarly communication

CPUT Libraries is dedicated to expanding access to high-quality information resources through the integration of digital platforms, open-access initiatives, and electronic databases. These efforts enable students and faculty members to effortlessly retrieve and utilise essential academic materials, thereby enhancing the Institution’s research output and global impact. Furthermore, the Library actively promotes scholarly communication by supporting open-access publishing, digital repositories, and knowledge-sharing platforms.

Innovative spaces for collaboration and creativity

Recognising technology’s transformative potential, CPUT Libraries has developed modern, technology-rich learning environments designed to inspire creativity, collaboration, and critical thinking. With cutting-edge digital tools, multimedia resources, and interactive workspaces, the Library empowers users to engage with knowledge innovatively, preparing them for the demands of a knowledgedriven economy.

Strategic investments in human capital and technology

CPUT Libraries’ success is underpinned by its dedication to building a skilled workforce capable of navigating the complexities of the digital information landscape. Continuous professional development equips staff with the expertise to provide tailored research support, digital literacy training, and advanced information services. In parallel, adopting sustainable management practices and advanced information and communication technologies ensures the seamless delivery of library services, while enhancing user experience.

Empowering a globally connected academic community

CPUT Libraries plays a vital role in preparing students, faculty, and staff to thrive in an increasingly interconnected world by integrating modern digital solutions and user-centred services. The Library’s commitment to fostering digital literacy, research excellence, and knowledge accessibility aligns seamlessly with CPUT’s vision of being a leading African university of technology. As knowledge ecosystems evolve, CPUT Libraries remains at the forefront of academic library innovation, making meaningful contributions to education and research in Africa and beyond.

Fundani CHED and CIET

In 2024, the Fundani Centre for Higher Education Development (Fundani CHED) and the Centre for Innovative Educational Technology (CIET) advanced learning and teaching initiatives, reinforcing CPUT’s commitment to academic excellence. Through the UCDP collaborative project, they managed the Western Cape UPSET Hub, fostering articulation pathways between Technical and Vocational Education and Training (TVET) institutions and CPUT. Curriculum renewal efforts supported faculties in embedding graduate attributes and integrating Artificial Intelligence (AI) literacies, highlighted by the AI student practice guide and an AI certificate programme, in partnership with Microsoft, for academic staff. Targeted interventions enhanced teaching methods, digital skills, and inclusive learning; while initiatives like Curriculum Week and learning and teaching colloquia promoted collaboration. New Student Progress dashboards improved success monitoring, expanded academic advising, and increased student support. STEM education was strengthened through a Recess Bootcamp, tutorials, and partnerships with the Faculty of Engineering and the Built Environment. CIET successfully migrated over 8,000 courses to Blackboard Ultra, supporting 97,271 students, and training 222 staff; while also enhancing digital competencies, online assessment strategies, and AI integration in education – reaffirming CPUT’s dedication to innovation and student success.

Community engagement

To enhance community engagement at CPUT, the Centre for Community Engagement and Work Integrated Learning has created important documents: Community Engagement Policy, Guidelines Manual, Stakeholder Engagement Guidelines 2024, and Student Harassment Guidelines. CPUT received DAAD funding from 2024–2027 for the CESAR project on SDGs.

At a regional workshop held at the Namibia University of Science and Technology (NUST) from 15–21 September 2024, a transdisciplinary project model was developed for integrated collaboration across disciplines. Key partners included the City of Cape Town and Robben Island. CESAR benefits from the expertise of researchers and practitioners in civic engagement, social entrepreneurship, sustainable development, project management, urban planning, community sanitation, renewable energy, and engaged research.

There were 42 Service Learning projects registered in 2024. The Faculty of Health and Wellness Sciences remains the most community-engaged faculty.

Below is the SLCE Unit’s UCDG project on Transdisciplinary Civic Engagement projects and programmes (CESA) for 2024.

JUMPSTART: Study skills and academic support to 2nd Chance Matric Rewrite STEM learners with Mathematics, Life Sciences, and Physical Sciences during the Winter School recess period, 1–5 July 2024; with partners, BankSETA and CHIETA

SPARKLING NOVA: STEM Career and Youth Education at high schools and public government events – Mfuleni High School, 26 April 2024; Bulumko Secondary School, 19 July 2024; Coding and Robotics Hackathon, Bellville Campus, 17 August 2024; with partners, MCD, WCED, Department of Local Government – Community Development Workers’ Programme, and Department of Social Development, Western Cape Government

YOUNG HUMANITARIANS: Youth lifeskills programmes with school learners – Riverview Primary, Worcester, 17 August 2024; 2nd Chance Matric Rewrite learners, 13 September 2024; with partner, Camissa Solutions

COMMUNITY CONNECTORS: Reading and literacy Mandela Day library project at Belvue Primary School, Astra Special Education School, the Saartjie Baartman Centre for Women and Children’s Therapeutic Library, and the Community Library, Lavender Hill, 12 October 2024; with partners, Nadeson Consulting, CPUT Library, MCD, Reading Champions (Faculty of Applied Sciences)

SCIENCE DYNAMOS: Coding and Robotics Hackathon, Bellville Campus, 17 August 2024; National Science Week STEM demonstrations and talks, 2 and 4 October 2024, with Saxonsea High School, Atlantis, and Belhar Primary; with partners, WCED, Cape Town Science Centre, CPUT STEM Club, and Fundani CHED

The CESA Alumni undertook projects, as listed below:

• International Intercultural and Intergenerational Programme: 28 September 2024, Cape Town Hotel School;

• International Ubuntu Leaders Academy: 6–13 September 2024, Cape Town Hotel School, and Worcester;

• Interdisciplinary Community Engagement Student Academy: Health, Wellness and Environmental Awareness Project: 1–3 November 2024, West Coast;

• Global Student Conference on Community Engagement: 22–24 November 2024, hybrid for national and international delegates;

• Interdisciplinary Health and Wellness, Safety and Engineering Programme: 27 November–2 December 2024, Health Care Centre and Kwanonqaba Youth, Mossel Bay; and

• Social Investment Project: A collaboration between the Student Residence Financial Unit and the CE Unit which disburses “written off” furniture and various items to disaster relief and community-based organisations (Ongoing).

Figure 3: Service Learning projects registered in 2024

Faculty of Applied Sciences

Strategic direction

Student enrolments

The table below presents the student headcount enrolment per department in the Faculty of Applied Sciences (FAS) between 2022–2024.

FAS enrolment has steadily increased over the years. In 2022, the total headcount was 3,511 students. This number rose to 3,803 in 2023, and to 4,068 in 2024.

Agriculture saw significant growth among the departments, with enrolment increasing from 463 students in 2022, to 778 students in 2024. Biotechnology and Consumer Science also experienced an increase, from 505 students in 2022, to 552 students in 2024.

Pass rates

FAS pass rates have shown significant improvement. All departments reported a substantial improvement in the pass rate.

Throughput rates

The throughput rates (graduation in minimum time) for cohorts eligible to complete their qualifications by 2023 have fluctuated between 35% and 40%. This trend is typical of the higher education sector. Within the Faculty, there are no qualifications with consistently lower or higher throughput rates than others; however, there are differences from one cohort to another within qualifications.

Academic staff qualifications

The table below shows the percentage of permanent academic staff with doctoral qualifications by department from 2021–2024. Despite retirements and resignations, the rate has stayed at around 60% over the past three years, as staff continue completing their doctoral degrees.

Research publication units

The following table shows the research publication units the Faculty of Applied Sciences generated between 2019–2024. The data is based on the departmental contribution to the total of the Faculty. Please note that the research outputs for 2024 is still preliminary and unaudited.

Faculty of Business and Management Sciences

Strategic direction

Vision 2030 is more than just a strategic plan for the Faculty of Business and Management Sciences (FBMS); it is a commitment to creating a brighter future for our students, our institution, and society. The Faculty fully embraces this vision, understanding that our role extends beyond conventional teaching and research.

Student enrolments

The following table presents the student headcount enrolment per department in the Faculty between 2022–2024. FBMS has maintained steady growth over the past few years, as reflected in the following table.

Enrolment varied by programme, with declines in Financial Accounting and Taxation, but gains in Human Resource Management, Tourism, and Project Management. In 2023, 12 of the 15 PGDips launched after the South African Qualifications Authority’s (SAQA) late 2022 approval impacted enrolment targets. The Faculty noted improvements in later intakes, and continues discussing marketing, delivery mode, and assessments, considering these qualifications flagship programmes.

Pass rates

Pass rates have stabilised, declining 1,8% post-COVID (2021–2023), likely due to adjustments supporting student learning, including extra reassessments and new assessment types from SENEX. Different departments show varied pass rates annually, without a consistent trend. The Faculty has created academic and social support strategies, set to expand in the 2025 academic year.

Academic staff qualifications

The table below depicts the percentage of permanent academic staff with doctoral qualifications per department between 2021–2024. The results have been steady for the period under review. The Faculty interventions to support staff pursuing doctoral qualifications continue to produce positive results. However, the existing staff with doctoral qualifications adversely affects the strategy for expanding this trajectory.

Research publication units

The following table reports on the research publication units FBMS generated between 2019–2024. The data is based on the departmental contribution to the total faculty.

*Unverified by DHET

Research outputs have been consistent across the Faculty of Business and Management Sciences, showing strength.

Faculty of Education

The Faculty of Education (FEd) has consistently achieved high student success, and met enrolment targets. FEd focuses on increasing students specialising in STEM teaching, aligning with CPUT’s Strategic Plan to become One Smart CPUT. The Faculty’s goals are supported by the seven institutional focus areas in the Strategy.

Student enrolments

The table below presents the FEd student headcount enrolment per department between 2022–2024.

Enrolment in Education programmes, including Foundation Phase Studies and Senior Phase, saw slight growth.

Pass rates

Degree credit success rates are high, with FEd maintaining a pass rate between 75,5% and 96,6% in various departments since 2023. The Intermediate Phase Studies department was an outlier at 72,2%.

Throughput rates

The table shows the throughput rates per department in FEd for 2019–2024. These rates reflect the proportion of students graduating at the minimum time for the qualifications offered.

Academic staff qualifications

The table below depicts the percentage of permanent academic staff with doctoral qualifications per department from 2021–2024. Doctoral qualifications among academic staff showed a notable increase.

Research publication units The following table shows the Faculty of Education’s research publication units generated between 2019–2024. The data is based on the departmental contribution to the total of the Faculty. Please note that the research outputs for 2024 is still preliminary and unaudited.

Publication output highlights active research in foundational and postgraduate studies, which is crucial for educational advancement.

Faculty of Engineering and the Built Environment Strategic direction

The Faculty of Engineering and the Built Environment (FEBE) aims to lead in engineering and the built environment, advancing knowledge through science, technology, and innovation for society. It seeks to be self-sustaining, environmentally conscious, and recognised for excellence in teaching, research, and technology, with graduates who positively impact society.

Student enrolments

The following table shows the student headcount enrolments per department in FEBE from 2022–2024.

Pass rates

The table below shows the pass rates in FEBE at the departmental level from 2019–2024.

The FEBE pass rates have shown a steady increase post the pandemic years of 2019 and 2020 to 78%.

Throughput rates

The table below shows the throughput rates per department.

Academic staff qualifications

The following table shows the percentage of permanent academic staff with a doctoral degree by department for 2021–2024.

The proportion of staff with doctoral qualifications in the Faculty continues to gradually increase, from 31,67% in 2021 to 36% in 2024.

Research publication units

The following table shows the research publication units generated by FEBE by department for 2019–2024.

Faculty of Health and Wellness Sciences Strategic direction

The Faculty of Health and Wellness Sciences (FHWS) is committed to fostering an environment of innovation and excellence to take the lead in relevant health and wellness education, research, and innovation, in response to provincial, national, and global socio-economic imperatives.

Digital learning and assessment in 2024

In 2024, the Institution enhanced digital learning, teaching, and assessment through Learning Management Systems (LMS) and Blackboard (BB), fostering a blended environment for undergraduate and postgraduate students. Institutional policies supported multimodal teaching and assessment, with the Faculty Teaching and Learning Committee (FTLC) providing guidelines to optimise assessment practices, and align them with the Learning, Teaching, and Assessment (LTA) Policy (2022). Additionally, FHWS integrated CPUT graduate attributes and professional body requirements into curricula to strengthen problem-solving skills, social responsiveness, and technological readiness for the workforce.

Service-learning and Community Engagement initiatives in the Faculty reflect a comprehensive approach to stakeholder engagement, aligning with the University’s strategic goals of promoting health and well-being, advancing educational equity, fostering inclusivity and diversity, and addressing societal needs through collaborative partnerships.

Student enrolments

The table below presents the student headcount enrolment per department in FHWS between 2022–2024.

Student enrolment varied across programmes, notably declining in Dental and Wellness Sciences, while increasing in Emergency Medical, Ophthalmic, Medical Imaging, and Therapeutic Sciences. The drop in Dental Sciences stems from ongoing issues with the SADTC, leading to no intake for the Bachelor of Health Sciences (BHSc) in Dental Technology and ECP programmes for 2023 and 2024. The decline in Wellness Sciences resulted from de-registrations.

Pass rates

Pass rates remain stable, with a decline noted post-COVID (2021). All rates exceed 89%. Despite departmental differences, overall rates are reasonable.

Throughput rates

The table below shows the FHWS throughput rates from 2019–2024, indicating the percentage of students graduating on time. Results for 2024 are still preliminary and unaudited.

Academic staff qualifications

The table below shows the percentage of permanent academic staff with doctoral qualifications by department from 2021–2024. There has been some movement of staff to acting positions, some retirements of professors, and a few staff members leaving CPUT.

Research publication units

The Faculty has seen a slight upward trend in the number of publication units claimed in the past five years. This has emanated mainly from the Biomedical Sciences, Medical Imaging, and Therapeutic Sciences departments, and the Faculty Administration. The departments involved are the only ones with doctoral programmes, and have a higher proportion of staff with doctorates than other departments. Faculty Administration hosts several adjunct professors, and thus, their publications and those of the coordinators and deanery contribute to this number. The 2024 research publication units are still preliminary and unaudited.

Faculty of Informatics and Design Strategic direction

The Faculty of Informatics and Design (FID) has embraced its vision to be an inclusive faculty that utilises appropriate technologies within a collaborative, supportive, and transformative academic environment. It aims to be responsive and adaptive to local, national, continental, and global socio-economic and cultural contexts. This vision seeks to transform education by producing future-ready graduates prepared to contribute as employees and employers in national and international economies.

Student enrolments

The table below presents the FID student headcount enrolment per department between 2022–2024. The Faculty has improved progress in meeting the enrolment numbers for the past two years.

Student headcount enrolments

Pass rates

The Faculty pass rates vary between 74% and 89%, which is reasonable and within the acceptable average. However, the Faculty is working hard to improve.

Throughput rates

The table below shows the throughput rates per department for 2020–2024.

Academic staff qualifications

The table below shows the percentage of permanent academic staff with doctoral qualifications by department from 2021–2024.

Research publication units

The following table presents the FID research publication units from 2019–2024. The data reflects the departmental contribution to the Faculty's total. Please note that the research outputs for 2024 is still preliminary and unaudited.

Vice-Chancellor

Prof NS Nhlapo

2.3 Report on Internal Administrative/ Operational Structures and Financial Controls

Systems of internal controls and processes

Smart systems, including automated internal control systems, are considered a key enabler of CPUT’s Vision 2030. The University maintains a system of internal control to provide reasonable assurance regarding achieving its objectives. The internal control system is designed to enable effective and efficient operations, ensure the reliability of financial reporting, support overall compliance with relevant laws and regulations to prevent loss of resources and assets, and to reduce legal liability. Effective financial management and internal control systems ensure the accuracy of the University’s accounting records, and the integrity of the financial statements.

Management is responsible for establishing and maintaining adequate internal control systems. The internal control system is designed to provide reasonable assurance to the University and the Council regarding an operational environment that promotes safeguarding of the University’s assets, and presenting reliable financial and other relevant information. Internal control objectives include measures to ensure completeness, accuracy, and proper authorisation to documented organisational structures that set out the segregation of responsibilities, established policies and procedures, and a code of ethics.

There are inherent limitations to the effectiveness of any internal control system, including the possibility of human error, and the circumvention of controls. Accordingly, even an effective internal control system can only provide reasonable assurance concerning reporting financial information and safeguarding assets.

Computer and telecommunications services

The University applies modern technology solutions, such as cloud computing, virtualisation, storage redundancy, and managed backup applications in its data centres. These solutions are developed and implemented by defined and documented standards to achieve efficiency, effectiveness, reliability, and security. In utilising technology to transact with staff, students and third parties, controls are designed to minimise the risk of fraud and error. During 2024, CPUT continued to upgrade its information technology (IT) infrastructure and software suite to meet the demands of multimodal learning and a hybrid work environment. Simultaneously, IT security is reviewed and upgraded continuously to mitigate the increased cyber security risk. The Council’s Information Technology Governance Committee (ITGC) oversees the IT control environment, including implementation of the IT Strategy. A notable portion of the Internal Audit Plan has been assigned to IT governance, information security, and IT resilience since 2020.

Internal audit

Internal Audit monitored the adequacy and effectiveness of the internal control systems through the approved 2024 Internal Audit Plan. The Plan is developed annually, following a risk-based approach. The initial 2024 Internal Audit Plan was approved by the Audit and Risk Oversight Committee (AROC) and amended, with the approval of AROC, in response to emerging risks. Audit findings and recommendations are reported to Management and Council via AROC.

Management understands and supports the role of Internal Audit. Management is responsible for ensuring that audit findings and recommendations are addressed appropriately. Follow-up reviews are performed continuously to verify the implementation of agreed action plans in response to Internal Audit findings. Progress is reported to Executive Management and Council to ensure that actions are implemented timeously.

Internal Audit completed 26 assignments in 2024, with the central themes depicted in the figure below. The most significant themes for 2024 included Student Journey (27%) and Resilience and Growth (27%).

Combined assurance

CPUT adopted a combined assurance model to provide a coordinated approach to all university assurance activities. The model is designed to address the significant risks faced by CPUT, and to monitor the relationship between internal and external assurance providers. Combined assurance is the process of internal and external assurance providers working together and incorporating activities to reach the goal of integrating and aligning assurance processes so that Executive Management and governance bodies (Council and AROC) obtain a holistic view of the effectiveness of the University’s governance processes, risks and controls, to enable them to set priorities and take action.

CPUT has adopted a principles-based approach to combined assurance in order to provide flexibility. As such, Council, Executive Management, and assurance providers are not slotted into rigid lines or roles. The areas of responsibility for these role players are generally described as:

• Accountability by Council to stakeholders for oversight;

• Actions (including managing risk) by Management to achieve CPUT’s objectives; and

• Assurance and advice by an independent Internal Audit Function to provide insight, confidence, and encouragement for continuous improvement.

Statement of assessment of internal controls

Reports to AROC by both Internal and External Auditors indicate that there are some areas of control that are deemed to be partially adequate or ineffective. These matters are reported to Line Management for action; and implementation of corrective actions are monitored by Executive Management and AROC.

Statement by Audit and Risk Oversight Committee

The Audit and Risk Oversight Committee reviewed the Report on Internal Administrative/ Operational Structures and Financial Controls in the year under review at its meeting on 8 May 2025, which was quorate. The documentation for approval by the Committee was also circulated with the meeting agenda in advance, with due notice.

Chairperson of the Audit and Internal Audit Director Risk Oversight Committee Ms H Van Dyk Ms A Vabaza-Mvandaba

Figure 1: Internal audits 2024

As we reflect on the past year, I am pleased to report on the operational effectiveness of the Cape Peninsula University of Technology (CPUT). Our commitment to excellence in education, research, and community engagement directs our operational strategies and initiatives.

Operational efficiency and effectiveness

Operational management at CPUT has concentrated on boosting efficiency by implementing streamlined processes and systems. We have invested in modernising our administrative framework, which has enhanced communication, minimised redundancy, and enabled better decision-making. An emphasis on data-driven management practices has allowed for the effective monitoring of performance metrics, and the adjustment of strategies to meet our institutional goals.

Resource allocation and financial management

In alignment with our strategic priorities, prudent financial decisions have been made to ensure the sustainability of our programmes and initiatives. Our budgeting process emphasises transparency and accountability, allowing effective allocation of resources across various departments. Funding for key areas has been prioritised, such as research development, student support services, and infrastructure improvements, to enhance the overall educational experience.

Technology integration

Recognising the significance of technology in modern education, CPUT has enhanced the integration of digital tools and platforms throughout its operations. This includes improving online learning resources, implementing an upgraded student information system, and utilising data analytics to elevate academic and operational outcomes. These technological advancements have not only improved accessibility for our students, but have also streamlined our administrative functions.

Human resource development

Our commitment to human resource development remains a cornerstone of CPUT’s operational management strategy. Professional development programmes for staff and faculty are prioritised, fostering continuous learning and growth. Investing in our people enhances their ability to provide high-quality education and support services, ultimately benefiting our student population

Commitment to stakeholder engagement

CPUT acknowledges the importance of engaging with various stakeholders, including students, staff, industry partners, and the broader community. We have established regular communication channels to collect feedback, promote collaboration, and cultivate a sense of ownership among all stakeholders. This engagement is essential for understanding our community’s needs, and ensuring that our operational strategies align with their expectations. As we progress, we will continue to adapt and innovate in response to the evolving landscape of higher education.

Deputy Vice-Chancellor: Operations (Acting)

Mr J Corns

During 2024, the work of reimagining the workforce in a “technology-driven and inspired environment”, possessing appropriate skill sets, attitudes and ability to adjust to the notion of “One Smart CPUT” progressed. The Competency Framework Project, which is focused on defining the skills and behaviours that will better position CPUT towards the attainment of Vision 2030 and beyond, also gathered significant momentum. The Steering Committee, comprising a range of stakeholders, including organised labour, approved the project implementation plan. This plan included the establishment and training of a Change Network of 70 change champions from all organisational units within the University. The year ended with the following milestones being attained:

• Project briefings delivered to all faculties, departments, centres, and units;

• Semi-structured interview questionnaires compiled for visionary interviews and focus groups, for the identification of required competencies and assessment of competence levels; and

• Change readiness assessment conducted in November, amongst other initiatives, identified a need for further awareness sessions.

An overview of the roadmap to implementation is detailed in Table 1 below:

Visionary interviews

Focus groups

Compile competency framework

Approve competency framework

Upload to CPUT website

Training HR managers

As an enhancement of our employees’ technical capacity to deliver on strategic and operational objectives that contribute to CPUT’s Vision 2030, there was an increased focus on the whole being and total experience of the employee in 2024. Initiatives that channelled our focus included:

Growing our own timber: The 2023/2024 salary negotiations saw one of organised labour’s demands for a “promotions policy for administrative and support staff” evolving into a framework for providing career development and growth opportunities for internal staff. Through this collaborative effort between the Human Capital (HC) Department and organised labour, existing policies and processes that can be leveraged for the benefit of existing staff and internal candidates were identified. The implementation of the framework will see existing policies being optimised with the intention of identifying and positioning internal talent in a way that positions employees for growth opportunities that enable them to fulfil their career goals for a win-win talent solution for the University and its staff. This work will largely unfold during 2025.

The New Managers’ Development Programme (NMDP) tailored the content of topics that equip leaders to manage teams, while creating self-awareness.

Stay interviews: An insight that surfaced during 2024 was the missed or underutilised opportunity to identify the factors that contribute to staff retention and exit on a proactive basis. This resulted in the development of a Stay Interview that was approved for implementation by the Management Committee. The insights that will be gleaned from these interviews will provide Management with an understanding of what needs to be done to bolster employees’ intent to stay, and focus attention on proactive measures towards positioning CPUT as an employer of choice.

Employee lifestyle and wellness grew phenomenally during the period under review, with utilisation levels reaching a Total Engagement Rate (TER) of 80,10%, representing 790 employees during Q4 of 2024. This is significant when compared with what is evidenced during the preceding years between 2021–2024, as depicted in Table 2 below:

Table 1: Competency Framework Project implementation for 2025

Table 2: Total employee engagement on lifestyle and wellness programmes: 2021–2024

As CPUT traverses a VUCA (volatility, uncertainty, complexity and ambiguity) world in our economic, political, and social environments, coaching and change management competencies were identified as being key. These competencies have far-reaching impact on the support of changes that are constantly evolving and making demands on the professional and personal environments of our employees. As a result, the Learning and Development Centre of Excellence availed coaching training to a total of 153 employees, including line managers and Human Capital employees during 2024. Twenty-nine of these trainees received COMENSA credentials.

The recognition of the need for Change Management competence within the Institution resulted in the establishment of the Organisational Effectiveness and Change Management Function within Human Capital. A Manager was appointed, who will enable the institutional changes needed to attain Vision 2030, and will also be responsible for implementing programmes and initiatives that will anchor the development of change competence and resilience amongst all University staff. This will see staff across all levels being exposed to a basic understanding of the nature and evolution of change that will underpin the University’s values in how change is communicated, managed and implemented.

Key Organisational Effectiveness and Change Management initiatives in 2024:

• The People Management Forum was established during 2024. Once launched, the Forum will focus on deliberations and initiatives intended to enhance the employment experience for CPUT employees, by considering and engaging in:

o Topical and innovative Human Capital subjects, including “leading and best” Human Capital practice and trends, and how these can be customised for the benefit of CPUT’s people; and

o Ongoing reflection and feedback on “user” experiences of Human Capital service offerings by line management and staff.

• Human Capital information, metrics and trends reflecting the employee experience at CPUT;

• What is working, what is not working;

• Collaboration to consider, propose and initiate approaches and practices that will enhance the value proposition of CPUT as a “Preferred Employer” within the Sector; and

• Fostering a mutual understanding of institutional policies, procedures, legislation, trends, and best practice governing the employment relationship.

An important focus of the Organisational Effectiveness and Change Management Office is on rolling out Performance Leadership and Engagement processes that will see all employees engaged in performance leadership and engagement contracts, and development discussions intended to fulfil the Institution’s objectives, while creating avenues for meaningful career growth and exposure.

Workplace harmony continued to be a central focus for CPUT during 2024, with additional time and commitment offered to understanding what is important to both organised labour and Management on the journey towards a successful, people-centred University. In addition to Employment Relations Consultative Forum (ERCF) meetings, which continue to foster constructive engagement and enhance relationships and collaboration, the Deputy Vice-Chancellor: Operations invited Human Capital and organised labour to a facilitated “Ways of Working Together” workshop. The engagement was led by a Senior Commissioner over two days, culminating in a “Rules of Engagement” agreement. This workshop was a demonstration of the University’s intentionality in respect of workplace harmony. Further to this, ER Capacity Building was designed and delivered for the benefit of shop stewards, with a focus on grievances and disciplinary hearings.

Significant accomplishments in 2024:

• Approval of the Promotion of Academic Staff Policy; Appointment of Foreign Nationals Policy; and Fixed-Term Contract Appointments Policy;

• Approval of Persons with Disability Policy, through collaboration with HC, CDSIC, and DSA;

• Policy on the Employment of Family Members; and Talent Acquisition and Selection Policy and Procedure for Senior Management for Levels 1–4, prepared for March 2025 Council review;

• Formal Studies Rebate Policy; and Overtime and Standby Policy, prepared for April 2025 HRCC review;

• ER Policy, prepared and submitted to Legal Services for vetting;

• Progress made in respect of the set five-year EE Plan goals indicate that appointments have been in the designated groups, and shows an increase in the appointment of females at the Skilled Technical levels (Grades 8–11);

• HC and Learning and Development collaborated with other stakeholders to host a solemn Remembrance Day to honour the memory of late staff and students of CPUT at the Dome of Remembrance. This gathering served as a heartfelt tribute, fostering a sense of community and reflection among attendees.

The road ahead for Human Capital at CPUT requires “all hands on deck”, hence the focus during 2024 was on ensuring that the approved HC organisational structure is successfully recruited for and fully capacitated for service delivery, in line with Vision 2030.

The Human Capital Department is cognizant of the need to digitalise the HC infrastructure for increased levels of employee engagement and ownership through service delivery options that are availed through self-service interfaces. It is anticipated that 2025 will represent a period of significant development of policies, processes, and practices on a steep learning curve of simultaneous updating and digitising the results, which will significantly impact how employees interact with their personal data, information and Human Capital services. There will also be a focus on implementing tailored targeted interventions to support team alignment and effectiveness.

It is an exciting time to be a part of CPUT, and we look forward to making a contribution that will reveal and remind all that CPUT is indeed a “great place to work”.

Deputy Vice-Chancellor: Operations (Acting)

Mr J Corns

The Cape Peninsula University of Technology (CPUT) continues to prove its unwavering commitment to achieving the objectives outlined in the SMART CPUT Vision 2030 Strategy and Institutional Transformation Framework, premised on Smartness and Oneness, and anchor efforts to advance its transformation agenda. Throughout 2024, substantial progress towards advancing the transformation agenda was evident across the six faculties, departments, and various support centres, with focused transformative activities, initiatives, collaborations, and partnerships. The CPUT Transformation Framework applies a holistic approach to transformation, which cuts across learning and teaching, community engagement, research, technology innovation and partnerships, and student and staff experience. This holistic approach is anchored by the Higher Education Transformation Barometer Reporting Tool.

Three committees are key to the advancement of transformation at CPUT:

• The Institutional Transformation Forum (ITF), chaired by Prof Andile Mji;

• The Institutional Gender-Based Violence (IGBV) Committee, chaired by the Vice-Chancellor, Prof Chris Nhlapo; and

• The University Employment Equity Forum (UEEF), chaired by Prof Andile Mji.

The ITF and IGBV Committee are championed in the Centre for Diversity, Inclusivity and Social Change (CDISC); and the UEEF is championed in the Human Capital (HC) office. The following sections outline the 2024 key achievements reported, cutting across the three committees reporting.

Smart ICT workforce and environment, and smart learning and teaching environment

Faculties adopted hybrid teaching models, integrating face-to-face instruction with online platforms like Blackboard Ultra, Microsoft Teams, and WhatsApp to promote digital inclusivity and student engagement. Faculties enhanced curricula through transformative pedagogical practices and multilingual support, emphasising social responsiveness, diversity, and inclusivity. These initiatives bolstered social cohesion, promoted decolonisation, and provided students with practical, culturally relevant educational experiences.

For the Faculty of Applied Sciences, key highlights on these initiatives included the integration of indigenous knowledge systems, traditional recipes, and hands-on practical experiences, such as agricultural projects and service-learning collaborations. Regular workshops on coding and programming further supported pedagogical innovation and skills enhancement.

Student feedback facilitated through Fundani highlights increased pass rates for modules classified as high risk. The Extended Curriculum Programme (ECP) remains committed to supporting students enrolled in the ECP, providing additional time and resources to help students achieve academic success.

On 3 October 2024, the Department of Higher Education and Training (DHET) conducted a site visit (monitoring and evaluation meeting). The feedback from DHET was that the Institution was progressing well in Learning and Teaching, and Institutional Culture.

Smart research, technology innovation, and partnerships Faculties across CPUT actively pursued transformative research initiatives, significantly advancing research on food security, indigenous crop innovation, and community health. The Faculty of Applied Sciences fostered international collaborations with institutions such as Erasmus Brussels, FH Münster, Montana State, and University of Cape Town (UCT), notably involving service-learning projects like the Weskusmandjie initiative, aimed at empowering local fisherwomen. The Faculty of Education established advisory boards that guided research agendas addressing diversity, equity, gender-based violence, multilingualism, and disability, contributing significantly to social cohesion. The Community Engagement and Work Integrated Learning (CE & WIL) Unit launched the African Journal of Higher Education Community Engagement, emphasising ethical and participatory research practices.

The University actively fostered global academic engagements, finalising MoUs with international institutions, facilitating student and staff exchanges, internships, and collaborative research projects. Notable collaborations included partnerships with institutions in France, Belgium, and Germany, enhancing CPUT’s international profile and scholarly impact.

These robust local and international collaborations, partnerships, and research initiatives significantly enriched knowledge production, and supported emerging researchers and postgraduate students tremendously, positively advancing institutional transformation.

Smart engagement and strong links with stakeholders

The CE & WIL Unit developed impactful community-based projects, establishing strong community relations, and fostering mutual development. Regular stakeholder forums assisted with facilitating continuous alignment between educational outputs and industry expectations, enriching both curriculum and student employability.

Faculties and departments at CPUT actively fostered robust engagements with industry, governmental bodies, and local communities through numerous strategic collaborations. Initiatives included workshops, guest lectures, and interactive training sessions with industry experts, enhancing students’ practical skills and professional preparedness. Key activities featured environmental health training, and collaborative food industry partnerships, significantly enhancing student employability and curriculum relevance. The DC Norris and environmental health industry partnerships effectively bridged academia–industry gaps, preparing students for real-world challenges and opportunities.

Smart human capital and talent

In our efforts to advance the transformation of the staff profile through the work undertaken in faculties, units, and departments, significant progress was made in staff development, promoting equity and professional growth across faculties and departments. Fundani successfully completed two developmental sessions aimed at enhancing our nGAP skills and competencies. Staff also graduated and obtained PhDs. The University had a promotion call in 2024 for academic staff. The outcome of this process will be announced in 2025.

The Faculty of Applied Sciences introduced a structured work-sharing model, and comprehensive professional development and mentorship programmes, facilitating PhD study opportunities and teaching development initiatives. Fundani hosted TDP Workshops, focusing on advancing inclusive, transformative teaching practices.

The University submitted the 2023 Employment Equity Report to the Department of Employment and Labour, in accordance with Section 21 of the Employment Equity Act No. 55 of 1998, for the 1 October 2023 to 30 September 2024 reporting period. The staff profile reflects a shift in representation, with improvements in the designated groups (African, Coloured, Indian) at various levels. Table 1 shows that there is 55% representation of female and 45% male staff.

Out of 10 employees with disability (Table 2), 60% are females and 40% are males. None are represented at top management, senior management, and unskilled and defined decision-making category. 50% of the staff are represented in the skilled technical and academically qualified workers, junior management, supervisors, foremen, and superintendents category.

Smart student engagement and experience

Transformative student-centred approaches included digital feedback systems, mentorship, academic committees, and improved student academic experiences. Collectively, these strategic transformation approaches have contributed to CPUT’s commitment to transformation, demonstrating sustained progress toward V2030 One Smart CPUT. CDISC hosted critical conversations/dialogues series with students and staff, focusing on issues of gender, diversity, and social inclusion, with dedicated focus on gender diversity, among others. The Beyond the Classroom curriculum, offered by Fundani under the STAR Unit, focuses on enhancing student success and retention through targeted interventions across various sectors, including STEM, First-Year Experience (FYE), Tutor and Teaching Assistant Development, Academic Advising, and the ECP.

Faculties, departments, and centres extensively promoted student engagement through targeted initiatives designed to enhance student retention, holistic development, and academic success. Structured mentorship programmes provided tailored guidance, while digital feedback mechanisms ensured continuous improvement and responsiveness to student needs. Specialised academic committees across faculties regularly assessed academic progression, implemented retention strategies, and facilitated student success. The Division of Student Affairs (DSA) actively supported extracurricular and developmental programmes to enrich student experiences.

Table 1: Staff representation at all occupational levels

Table 2: Staff with disability

Deepening disability inclusivity at CPUT

There has been a commendable increase in the number of students with disabilities, from 325 students enrolled in 2023, to 490 students in 2024 (Figure 1). The Faculty of Engineering and the Built Environment saw an increased number of students with disability. The increase is attributed to greater awareness and marketing of CPUT’s Disability Unit. Outreach to schools with learners with disabilities, and a comprehensive first-year/orientation programme are major contributing factors to this upward curve. Of the 490 students, 47% were Africans, 32% Coloureds, 18% Whites, 2% Indians, and 1% others. Using a gendered lens, 53% were males and 47% females. No non-binary category information is kept by the University. Faculty of Applied Sciences

In 2023, 34 graduates with disabilities registered for postgraduate studies in 2024. The highlight in 2024 was a completely Blind student who graduated with an Advanced Diploma: Quality. The Disability Unit participated for the first time in the Western Cape Universities Parasport workshop, in collaboration with CPUT’s Sports, Arts and Culture department on 16 March 2024.

In line with the DHET Strategic Policy Framework on Disability for the PSET system, the Disability Unit, social workers, and healthcare providers work collaboratively to implement mental health and well-being initiatives, offering comprehensive support to students with disabilities, particularly those affected by GBV. To further enhance institutional capacity, the Disability Unit and Human Capital, supported by CDISC, led training initiatives aimed at equipping faculty and staff with skills to effectively support students with disabilities. The University has developed an institutional Persons with Disability Policy, and engagements with various stakeholders were held to facilitate socialising the Policy.

A 2024 study by Universities South Africa (USAf) on the situational analysis of Disability Units/Departments of USAf found CPUT to be “disability responsive”. A disability responsive university means, “there are efforts to actively address and accommodate the varied needs of persons with disabilities, focusing on equitable distribution of resources, rights, and opportunities. While proactive in acknowledging and supporting persons with disabilities, but not yet fully addressing the deeper systemic issues that contribute to ongoing inequality”. While this demonstrates positive progress in creating an inclusive CPUT, the University is working on getting accessible transport and facilities (more ramps, lifts, etc.). A greater utilisation of the digital space, and more advocacy on systemic barriers for people with disability will also assist immensely, as we strive to be “disability transformative”.

Towards a Gender-Based Violence Free Institution

CPUT remains dedicated to addressing gender-based violence (GBV) through strong institutional leadership, student- and staff-centred interventions, and strategic partnerships that foster accountability and social change. The Institutional Gender-Based Violence Committee (IGBVC) plays a central role in ensuring coordination, leadership, and accountability in GBV-related matters across the University. Complementing this, the Student Representative Council (SRC) actively participates in awareness campaigns, and collaborates with faculties to enhance information-sharing and student engagement on GBV issues.

Within the current reporting period, CDISC, in partnership with Pillar 6 of the IGBVC on Research and Information Management, hosted its first Crucial Conversation on 15 April 2024, themed “Voices and Spaces, Creating Inclusive Spaces”. The second Crucial Conversation was hosted on 12 September 2024, under the theme “Gender Diversity, Inclusion and Social Change”.

Figure 1: Students with disability registration by faculty

The DSA further strengthens support structures by implementing a 24-hour GBV emergency WhatsApp line, facilitating peer-to-peer engagement programmes, and running targeted GBV prevention campaigns. In our efforts to have a GBV-free environment, some faculties have incorporated GBV into several programmes, particularly in the Faculty of Business and Management Sciences, where it forms a mandatory component of the First-Year Experience programme. The Faculty of Informatics and Design fosters entrepreneurship and technology-driven gender equality through innovative, student-driven projects. The Faculty of Health and Wellness Sciences takes a proactive approach by hosting annual symposiums on GBV and gender diversity, while advocating for separate residence spaces for LGBTQIA+ students, ensuring a more inclusive and supportive campus environment. Through these faculty-specific efforts, CPUT continues to reinforce its commitment to transformation and social justice.

A Sexual and Gender-Based Violence Policy was developed, and consultations took place in 2024; and is in the process of finalisation.

Externally, CPUT has formed crucial partnerships with law enforcement agencies, non-governmental organisations, private organisations, government, and international organisations, such as the National Prosecuting Authority (NPA), Thuthuzela Care Centre, SAPS, UN Women, Momentum, Sonke Gender Justice, and Higher Health, to enable survivors to receive all-encompassing legal, psychological, and medical assistance, and providing capacity development on Sexual and Gender-Based and Psychological Safety.

Social inclusion events

Some faculties, departments, and various support centres hosted events individually and collaboratively, in celebration of social inclusion days, such as Africa Day, Women’s Day, Heritage Day, and more. CDISC championed institutional events, working collaboratively with various internal stakeholders – mainly the DSA, mandated with the student project; and Human Capital, with the staff mandate. Key events hosted include the online 2024 Africa Day Public Lecture, under the theme, “Cultural Diversity and Identity in African Higher Education Institutions” on 24 May 2024. The keynote address was delivered by Prof Lungisile Ntsebeza, Emeritus Professor and Senior Research Scholar in African Studies and Sociology at UCT.

On 6 August 2024, CDISC hosted a Women’s Day event on the Bellville Campus, themed “Accelerating Women’s Empowerment and Gender Equality: Commemorating the 2024 Women’s Month and Celebrating the SmartCPUTWomen”. Human Capital and the Advancement Department were collaborators on this event, which sought to celebrate the #SmartCPUTWomen for their contribution towards achieving CPUT’s Strategic Vision.

On 19 September 2024, CDISC, in collaboration with CPUT Library Services, participated in a Heritage Day event at the Bellville Campus Pool House. Themed “Unpacking Cultural Diversity”, the event was a vibrant celebration of the University’s cultural diversity, featuring lively discussions, an interactive drumming session, and a colourful fashion show that highlighted traditional attire from various cultures represented at CPUT.

While transformation is everyone’s responsibility, this work would not have been possible without key role players. Thus, CDISC in indebted to the ITF representatives for their commitment to the mandate of the ITF, in advancing Vision 2030. The same gratitude is extended to the IGBV Committee Pillar Leaders and members for their efforts and commitment towards the institutional zero tolerance approach to GBV.

Chairperson of Council Vice-Chancellor

Dr LF Platzky Prof NS Nhlapo

The Cape Peninsula University of Technology’s (CPUT) Audit and Risk Oversight Committee (AROC) operates independently, and is accountable to the Council. It does not perform management functions, which are the Vice-Chancellor’s and Senior Management’s responsibility. AROC members must avoid relationships that could affect their independent judgment. AROC’s objectives are detailed in Figure 1.

Provide Council with an independent assessment of the University’s financial position and accounting affairs, with the objective of providing further assurance of the quality and reliability of the financial information used by Council and contained in the documents approved by Council for issue on behalf of CPUT;

Ensure that CPUT has implemented an effective policy and plan for risk management that will enhance the University’s ability to achieve its strategic objectives;

Ensure that CPUT’s disclosure regarding risk is comprehensive, timely, and relevant.

Figure 1: The objectives of the Audit and Risk Oversight Committee (AROC Terms of Reference, reviewed February 2024)

The Committee operates per the approved Terms of Reference (ToRs) and may, following a Council-approved process, request information from Chairpersons of other Council committees, the Vice-Chancellor, Deputy Vice-Chancellors, Executive Directors, Officers, Secretariat, or other Assurance Providers.

Composition and attendance

In 2024, AROC had four members: three external Council members, and one independent external member. A vacancy was filled on 23 November 2024. Members possess expertise in business, auditing, legal, governance, IT, risk management, and financial services.

The Committee met quarterly, with all meetings quorate. External and Internal Auditors and relevant CPUT Executive Management members attended, ensuring oversight per the ToRs. Auditors had unrestricted access to the Committee.

(Resigned

Member of Council

External member

Chairperson

Present

Apology

Absent without an apology

Table 1: AROC meeting attendance 2024

The Audit and Risk Oversight Committee fulfilled its mandate in 2024, ensuring effective oversight of internal and external audit functions, risk management, compliance, and governance at Cape Peninsula University of Technology (CPUT). This report outlines the key activities undertaken by the Committee during the year.

T he Committee was crucial in overseeing the Internal Audit Function, ensuring its alignment with CPUT’s Vision 2030. Key activities included:

• Reviewing and approving the annual Internal Audit Plan and Budget;

• Monitoring and ensuring the independence of Internal Auditors;

• Overseeing the implementation of the Internal Audit Strategy;

• Evaluating findings from completed internal audits, and ensuring follow-up actions;

• Assessing risk management and corporate governance practices based on Internal Audit’s input; and

• Tracking the resolution of significant audit findings and reported progress on management actions.

External audit

In its role of overseeing the external audit process, AROC:

• Recommended the appointment of the External Auditor, and approved the terms of engagement and remuneration for the 2024 financial year;

• Monitored and reported on the independence of the External Auditors in the annual financial statements;

• Reviewed contracts for non-audit services rendered by the External Auditors; and

• Ensured follow-up on reportable irregularities identified during the external audit process.

Risk management and internal controls

As an integral part of CPUT’s risk management framework, AROC:

• Ensured continuous risk monitoring and appropriate risk responses by Management;

• Facilitated communication between Internal Audit and Management regarding risk issues;

• Reviewed and approved the CPUT Risk Management Policy, Framework, and Enterprise Risk Management Strategy, ensuring alignment with Vision 2030;

• Evaluated risk management disclosures for the Annual Report to ensure accuracy and relevance; and

• Provided oversight of financial reporting risks, internal financial controls, fraud risks, and general IT risks

Combined assurance

The Committee maintained a coordinated approach to assurance activities by applying a combined assurance model. This model, approved by the Committee and Council in 2021, ensured effective collaboration among internal and external assurance providers to address CPUT’s significant risks.

Information technology (IT) governance

Given the increasing importance of IT risks, AROC intensified its scrutiny of CPUT’s IT systems. The Director of Computer and Telecommunications Services (CTS) presented quarterly reports to the Committee, covering:

• Progress on resolving internal and external audit findings;

• IT strategic and operational risks, including cybersecurity threats; and

• IT resilience and disaster recovery planning.

Fraud and litigation

AROC received and reviewed reports on fraud cases and forensic investigations. It assessed Management’s response and compliance with legislation regarding fraud incidents, including efforts to recover misappropriated assets.

Additionally, the Committee monitored litigation cases that posed financial or reputational risks to CPUT, and reviewed Management’s mitigation strategies.

Compliance with laws and regulations

The Committee ensured CPUT’s adherence to applicable laws and regulations. Management provided regular compliance reports, and both Internal and External Auditors offered independent assurance based on their audit coverage plans.

Conclusion

After each AROC meeting, the Chairperson submitted a report to the Council detailing matters needing attention or approval. The Committee is confident that CPUT’s internal controls effectively met institutional objectives, were supported by robust risk management and a combined assurance approach, and identified corrective actions for enhancements.

AROC reviewed and recommended the following reports for Council approval as part of the 2024 Annual Report:

• Report on Internal Administrative/Operational Structures and Financial Controls; and

• Report on Assessment of Risk Exposure and Risk Management.

Accordingly, the Audit and Risk Oversight Committee recommends the approval of the 2024 Annual Report by the Council.

Chairperson of the Audit and Risk Oversight Committee

Ms A Vabaza-Mvandaba

3.2 Enterprise Risk Management Report

The University continued to strengthen its enterprise risk management (ERM) capabilities, and further align with the tenets of the King IV Report for Good Governance for South Africa, and other leading practice frameworks, codes, and standards. The CPUT Council provides a risk governance role, and has delegated risk management to Senior Management (or the University’s Management Committee).

ERM Strategy and Implementation Plan 2024

An overview of the main ERM initiatives planned and completed during the financial year 2024 is given below:

Planned action

3.2.1 Risk governance

Review of the Institutional Risk Management Policy per Policy Management Development Framework requirements

Review of the ERM Framework and Methodology per Policy Management Development Framework requirements

Review of Risk Appetite and Tolerance Limits

Update

The review was conducted. The Policy was signed off by the VC on 30 October 2024.

The review was performed, and the ERM Framework and Methodology was signed off by the VC on 30 October 2024.

The limits were reviewed (updated) during an Executive Management (EM) session on 21 August 2024. The limits were approved (ratified) by Council on 23 November 2024.

Status

Completed

Completed

Completed

Automation of the ERM and compliance processes

Optimisation of the Combined Assurance Framework, and operationalisation of the Institutional Combined Assurance Forum (ICAF)

Operationalisation of the Institutional Business Continuity Forum (IBCF)

Optimisation of the ACFE Fraud Risk Governance and Management Scorecard (ACFE FRGMS): A tool for Continuous Improvement

Collaborative arrangements with Combined Assurance (Risk) Champions

Implementation of the Continuous Improvement Report of the CPUT Risk Intelligence Maturity Evaluation Project

Actioning the recommendations in the Internal Audit CPUT ERM Review, IA Report number 30/ 2023

The Management Committee (ManCom) approved, in principle, the consolidation of Internal Audit, ERM, and Compliance software (systems) into a single automated enterprise, governance, risk, and compliance (eGRC) platform.

3 x ICAF sessions held during 2024; approved minutes in place

The Forum was launched by the Business Continuity and Disaster Recovery Function during October 2024.

An ACFE FRGMS Senior Management session was conducted on 30 August 2024.

Letters of appointment for new champions were signed off by the respective members of the Executive.

The tool was approved for implementation by the Audit and Risk Oversight Committee (AROC) for implementation from 2022.

The Gartner CPUT ERM review rating was 4± out of 5. Six of a total of 10 findings were closed during 2024.

97% complete; project envisaged to be completed by Q2 2025

Completed; ongoing

Completed and ongoing; 4 sessions are planned for each financial year

Completed; ongoing

Ongoing process

In progress; on track

In progress; on track

3.2.2 Risk assessment

2 x 6 monthly Support Service Divisional Risk Reviews

2 x 6 monthly Faculty Risk Reviews

1 x ACFE Fraud Risk Governance and Management Scorecard Senior Management session

Risk assessment session for the Strategy

1 x Institutional Risk Workshop

Completed as planned, with divisional risk reviews signed off by the respective members of the Executive.

Completed as planned, with divisional risk reviews signed off by the respective deans of faculties.

The session was conducted on 30 August 2024.

3.2.3 Risk quantification and aggregation

3.2.4 Risk monitoring and reporting

Implementation of at least three leading practice risk tools and techniques

3.2.5 Risk and control optimisation

Mapping of all Vision 2030 strategic goals with the institutional risk profile to determine coverage

Execution of planned quarterly risk governance reporting

Implementation of dynamic, continuous risk monitoring university-wide, based on the material risk criterion

ERM arrangements for business continuity management (BCM), including disaster recovery planning (DRP) risks

ERM arrangements for environmental, social, and governance (ESG) risks

3.2.6 Risk culture and awareness 1 x Risk awareness session (including fraud prevention, detection, and deterrence) for Senior and Middle Management

1 x Risk awareness session (including fraud prevention, detection, and deterrence) for University staff

Completed; ongoing

Completed; ongoing

Completed

The session was held on 29 August 2024. Completed

Workshop held on 1 November 2024, including EM/ManCom and selected Council members.

Tools in use at CPUT include bowtie methodology, scenario analysis and stress testing, financial ratio analysis, ACFE FRGMS, fraud risk assessment, dynamic hedging, value chain analysis, key risk indicators, dynamic, continuous risk monitoring and reporting, and combined assurance tactics.

Completed each year. All Vision 2030 strategic goals are mapped to one or more specific institutional risks.

All ERM quarterly reports were prepared and presented to * QARM, GEC, ITGC, and AROC of Council, per required timelines.

Completed each year, and ongoing

Completed

Completed; ongoing

3.2.7 Continuous improvement

Continuous exploration of automation initiatives to augment combined assurance, including data science, data governance, data mining, data analytics, and business intelligence capabilities

A 3-year BCM project roll-out plan has been developed for 2025–2027.

An ESG project plan has been developed for 2025.

Completed as planned

Completed as planned

A project for the automation of enterprise, governance, risk, and compliance (eGRC) initiatives was initiated in 2024

Completed; ongoing

Completed; ongoing

Completed; ongoing

Implementation will commence in 2025

Implementation will commence in 2025

Completed

Completed

97% complete; project envisaged to be completed by Q2 2025

*QARM = Quality Assurance and Risk Management Committee; GEC = Governance and Ethics Committee; ITGC = Information Technology Governance Committee; AROC = Audit and Risk Oversight Committee

Institutional Risk Profile 2024

The University performed its annual institutional risk assessment workshop on 1 November 2024, which comprised Senior Management and selected members of the Council and its committees. When risks are above the Council-approved risk tolerance limits, action plans are developed by the respective Management Committee (ManCom) members to reduce the residual ratings to within desired thresholds. The updated institutional risk profile is depicted below.

4 Providing an effective, end-toend university-wide security and protection, fleet management, health and safety service, may be compromised

7 Institutional Resilience: Integrated Business Continuity Management (BCM), including IT Disaster Recovery

of ICT systems and infrastructure with CPUT’s futurefocused teaching and learning requirements for V2030

The University strengthens its ERM capabilities to enhance assurance in achieving objectives. Future efforts will focus on risk technology investments in data science, data warehousing, analytics, predictive analytics, AI, generative AI, machine learning, robotics process automation, and smart programming options, like Python.

Head: Enterprise Risk Management Services; Director: Business Continuity and Disaster Recovery (Acting) Mr R Chibvongodze

1. An enabling environment for a smart integrated quality management and assurance ecosystem

Quality Management and Assurance Policy

The Quality Management and Assurance Policy (QMA Policy) was reviewed, and aligns with the Council on Higher Education’s (CHE) Quality Assurance Framework and CPUT’s Vision 2030 (V2030). This followed the approval of the five-year institutional Quality Management Strategy in 2023, through a rigorous process of internal stakeholder consultation. The Policy was approved by the University Council on 22 June 2024. The Quality Management Directorate (QMD) has been in the process of socialisation of the QMA Policy with all internal stakeholders.

Digital Quality Management System

In pursuit of a smart and transformative quality culture at CPUT, QMD is developing an integrated digital Quality Management System (QMS), in collaboration with CPUT’s CTS department, to improve its own business processes, and to contribute to the SMART CPUT concept embedded in V2030. This system will efficiently manage and analyse quality management and assurance data and information, which will assist in communication, and generating reports for management reporting, monitoring, and continuous quality improvement. This way of packaging quality information and reports will assist with reporting to CHE through the QAF MIS reporting tool.

Institutional Quality Forum

The Institutional Quality Forum (IQF) is a platform for reflexive engagements on quality management and assurance matters. It is comprised of assistant deans, heads of academic departments, directors of support units, and representatives of the Student Quality Desk (SQD) and QMD staff.

2. Assure quality, enhance accountability

A cyclical and reflective quality assurance system that will support students in attaining their qualifications was rolled out at the beginning of academic year 2024, in line with QMD’s three-year Qualification Review Plan. The system evaluates and provides evidence of the extent to which programmes are able to deliver a set of learning experiences. The Plan comprises both internal and external reviews, conducted in collaboration with professional bodies. Qualification reviews are necessary to ensure public confidence in the quality and integrity of the qualifications offered by an institution in terms of national and international quality standards. Qualification reviews involve a reflection of all activities within academic and support departments; best practices are identified, and improvement plans are implemented for the continual improvement of the academic project. Qualification reviews allow CPUT to evaluate introspectively the success of the curriculum, and use the findings to assess progress towards CPUT’s strategic objectives and V2030.

The qualification review schedule was developed in consultation with the faculties and departments, and approved by the Quality Assurance and Risk Management Committee (QARM) in January 2024. The quality review team nearly doubled the number of internal reviews conducted, in comparison to the previous year. The external quality reviews are evaluated by professional bodies, and the internal quality reviews are evaluated by external academic experts and industry peers in the respective fields. The quality reviews continuously assure the quality of academic qualifications, and enhance accountability. The reviews adopted a generative, reflexive, and contextually responsive way to continuously improve practise in a professional field.

Eleven internal, and seven external reviews were successfully conducted in 2024. All 11 internal review reports and some of the external review reports were received timeously. However, some external reviews reports were only received ten months to a year after the review, a practice that needs to improve. In general, most departments met the minimum evaluation criteria.

With internal reviews being virtual, some of the challenges experienced included poor Internet connection, thereby preventing optimal participation by panel members during the virtual site visit. It was difficult to appoint internal panellists, and industry partners and advisory board members did not always honour the invitations to participate in the qualification reviews. Some students had to be called into their interview sessions with the panel members. Challenges with some of the Heads of Department (HoDs) included delays in self-evaluation report (SER) submissions of the departmental SharePoint link and evidence files to QMD for the document checks session, resulting in the review team being put under pressure to complete reports in a limited time.

Challenges to external reviews included: Some professional bodies failed to communicate external review plans timeously, and QMD needs to know well in advance of a site visit; lack of cooperation with QMD; academic overreach in terms of some prescriptive and rigid recommendations, thereby limiting academic flexibility and innovation; demands on meeting unrealistic professional body expectations; solitary approach to decision-making; in some cases professional conduct and inexperience of members; and the South African Maritime Safety Authority’s ongoing lack of cooperation with CPUT poses a significant challenge for the review processes.

3.

Commitment to continuous quality improvement

At the core of the CPUT’s Quality Function is quality improvement planning. It is one of the key pillars of quality management undertaken to institutionalise a culture of quality, and to provide better quality than previously existed. Quality Improvement Plans emanate from quality review outcomes.

Institutional Audit QIP

CPUT received the Institutional Audit final report in May 2024. Out of four focus areas and 16 standards, ten standards were rated as functional, and six need substantial improvement. Overall, the Institution was rated as functional. CPUT was requested to develop an improvement plan to respond to the recommendations made in the final report. Improvement plan templates were sent to various responsible persons, to respond on how they plan to address the CHE recommendations. QMD provided support throughout the process. The final draft of the Institutional Audit Improvement Plan served at QARM in September 2024 for approval; and was submitted to CHE in October 2024.

Departmental Quality Improvement Plans

In consultation with the academic HoDs, Departmental Quality Improvement Plans (DQIPs) are developed, approved, validated, and monitored on a regular and continuous basis. During 2024, QMD continued to develop and validate the DQIPs to determine progress made in addressing findings; and closing items on the DQIPs, which signals increased functionality and maturity of quality management systems in the department.

From November 2023 to September 2024, the implementation, monitoring, and validation of DQIPs was conducted by QMD over two cycles. QMD conducted two DQIP HoD feedback workshops, which provided an opportunity for reflective engagement on the DQIP process, and highlighted areas for improvement.

Doctoral Review Quality Improvement Plan (Doc QIP)

The Quality Management Directorate, working closely with the Centre for Postgraduate Studies, submitted progress reports to CHE on 31 May 2024. By end 2024, no feedback had been received from CHE.

4. Reflexive engagements – engaged staff and students for sustained improvement of quality

The Quality Management Directorate made every effort to pave the way for students and staff to actively engage in the 2024 quality management system. In line with QMD’s five-year strategic plan, a comprehensive student and staff engagement plan was developed to help guide and steer the institutional engagement activities. Four objectives for institutional engagement encompassed four key areas:

1. Ensuring active and meaningful participation in quality assurance activities;

2. Creating opportunities for generative and reflexive engagements for sustained improvement of quality;

3. Monitoring and reporting on student and staff engagement to improve the quality of provision; and 4. Encouraging collaboration with other quality stakeholders on student and staff engagement.

QMD adopted collaborative approaches, participatory approaches, and reflexive approaches to further enhance institutional engagement. This report summarises student and staff engagement initiatives from January to October 2024, highlighting QMD’s commitment to a culture of quality.

STUDENT ENGAGEMENT

Collaborative engagement

In January 2024, the Quality Management Directorate collaborated by actively engaging in the Student Representative Council (SRC) induction programme. This proactive involvement served as a crucial step in ensuring a comprehensive understanding of QMD’s functions in advancing quality management. QMD not only promoted a culture of collaboration and inclusivity, but also underscored its dedication to partnering with students and other stakeholders to uphold quality standards. This strategic engagement aligns seamlessly with QMD’s objective of enhancing student involvement by actively participating in institutional initiatives.

Participative engagement

The institutional engagement portfolio was committed to engaging students in qualification review processes, offering them increased opportunities to actively participate. The engagement was facilitated through the independent student critical reflection process, and the development of departmental self-evaluation reports. Students offered insightful feedback through these reflections, which helped the department make improvements. Students were also given the opportunity to participate in qualification review interviews, providing them with a deeper understanding of how their qualifications are reviewed, and enabling them to engage with experts in their field. The following departments underwent qualification reviews, with students actively involved throughout the process: Retail Management; Entrepreneurship and Business Management; Analytical Chemistry; Marketing; Cape Town Hotel School; Food Technology; Wellness Sciences; Media and Communication Studies; Architectural and Interior Design (Interior Design Programme); Information Technology, and Applied Design.

In addition to these initiatives, a platform was established for students to engage with other institutional quality structures, such as the Institutional Quality Forum, Faculty Quality Forum, and the Student Quality Desk. Students were also given the opportunity to participate in the Senate Language Committee Workshop on 3 October 2024, where they could share their perspectives on the institutional Language Policy. Providing students with these platforms to actively participate in quality assurance activities has instilled a sense of confidence in the Institution and its commitment to student involvement.

Reflexive engagement

The QMD-established Student Quality Desk (SQD) served as a platform for reflexive engagement with students, and had quarterly reflexive sessions to deliberate and offer QMD guidance on quality from the students’ perspective. To equip the SQD for its quality reflexive duties in 2024, a capacity-building workshop was organised for 8 March 2024. Students from all six faculties attended the workshop, which provided insight into QMD operations, and expanded their understanding of quality in the context of higher education. This workshop played a pivotal role in preparing the SQD for its regular termly reflections.

Student engagement in trends in higher education QMD took measures to engage the SQD and keep its members informed of current conversations and trends in higher education. As part of these efforts, QMD attended the 2024 CHE Conference in Johannesburg from 28 February to 1 March 2024, along with one undergraduate and one postgraduate student.

The SQDs were sponsored by QMD to attend and actively participate in the Higher Education Quality Forum, co-organised by QMD and the University of South Africa (UNISA), held from 11–13 September 2024 at the Cape Town Hotel School, Granger Bay.

Challenges faced with student engagement

Students are only able to attend reflexive meetings after hours once they have completed their academic commitments. At present, there are no other feasible options to resolve this issue, as this time frame remains the most convenient for them.

STAFF ENGAGEMENT

Staff engagement in 2024 began on a positive note, building on the effective approach used during the identification of blue flag departments in the second DQIP validation in 2023. The head of the staff engagement portfolio proactively reached out to HoDs to initiate engagement with their staff members, resulting in positive responses.

All departments that were red flagged during the first validation cycle of 2024 were successfully engaged. Overall, 12 departments were engaged in 2024. Moreover, QMD has taken the initiative to establish a Staff Quality Desk to integrate the staff voice into the Institution’s quality management system. Nominations for the desk have been received from various departments, and it will be fully operational in 2025.

5. An institutionalised smart and transformative quality culture

The 2024 quality promotion activities have been running smoothly, with a comprehensive plan drawn to guide the year’s efforts in enhancing quality across the Institution. The plan, aligned with the Quality Management Directorate’s strategic and operational goals, integrated recommendations from various portfolios to ensure a cohesive approach to quality promotion throughout the year.

Highlights 2024

One of the highlights was the “Unlocking Excellence” workshops conducted for the Faculty of Business and Management Sciences and Faculty of Education. These workshops aimed to instil a culture of quality, focusing on continuous improvement and excellence in both faculties. QMD conducted successful Quality Management Practice Standards (QMPS) workshops across all faculties for the year. It is now actively assisting faculties in writing their own Faculty QMPS to align with institutional QMPS. Moreover, a dedicated workshop was held for the Centre for Professional and Personal Development (CPPD) and Fundani. The CPPD is finalising its QMPS.

An “Excellence in Quality” award framework has been developed to provide clear guidance for organising and executing the award ceremony effectively. This award aims to recognise and celebrate outstanding contributions to quality improvement across the Institution. QMD is diligently working toward hosting a successful award ceremony, which will serve as a key milestone in the ongoing efforts to instil a culture of quality at CPUT. The award is set to further motivate staff to embrace continuous improvement and excellence in their work.

The portfolio released three editions of the “QMD Chronicles” to the CPUT community. These publications aim to raise awareness about the crucial role QMD plays in ensuring that quality standards are met across the Institution. The department is in the process of acquiring quality promotional materials that will further aid in the ongoing campaign to embed a quality-conscious culture within the CPUT community. Through these initiatives, QMD continues to champion a transformative culture of quality.

The Higher Education Quality Assurance Forum (HEQAF), held from 11–13 September 2024, was a key event co-hosted by CPUT and UNISA. The forum brought together 124 participants, and explored themes such as quality transformation, leadership, and technology in higher education, leaving a lasting impact on the quality assurance community.

6. Knowledge management and scholarship of quality

The data and information generated from quality management and assurance activities, along with continuous learning and knowledge from relevant research, can be used to support quality, plan, and make decisions for improved quality. The Quality Management Directorate has continued to conduct quality roundtable sessions to stay abreast of legislative and governing mandates for quality. CPUT aims to promote a culture of scholarship by creating an environment where QMD staff and the CPUT community are encouraged to participate in scholarly activities, including critical analysis, literature review, and knowledge sharing, in order to enhance continuous professional learning and development, and promote knowledge exchange.

Vice-Chancellor

Prof NS Nhlapo

This report presents the progress, challenges, and key achievements of the Compliance Management Function (CMF) at the Cape Peninsula University of Technology (CPUT). Our core mission is to uphold high standards of ethics and compliance across the University. In 2024, CPUT made significant strides in enhancing its compliance framework through initiatives that included the launch of the Policy Library, completion of compliance assessments, and ethics and compliance training for over 700 staff members.

At CPUT, a robust Ethics and Compliance Programme is fundamental to our institutional identity, fostering transparency, accountability, and integrity. The CMF supports this effort by ensuring that the University adheres to national and international standards, while cultivating a culture of ethical behaviour across all stakeholders. The CMF is entrusted with the duty of coordinating, facilitating, and advocating for the implementation of a robust, university-wide Ethics and Compliance Programme. This mandate extends to ensuring the Vice-Chancellor (VC), Executive Management (EM), Management Committee (ManCom), and University Council are assured of the presence of effective controls and mechanisms, designed to pre-empt, uncover, and mitigate compliance risks.

We recognise the deep interest our diverse stakeholders hold in our commitment to compliance – a spectrum encompassing our dedicated employees, Council, service providers, regulatory authorities, the government, and most significantly, our students.

The compelling need for an ethical academic environment is amplified by the complexities faced in recent years; marked by student protests, and the revelation of historical misconduct. In response to these challenges, the CMF has embarked on a journey to enhance vigilance, consistency, and operational efficiency. Our multifaceted initiatives have culminated in a unified ethics and compliance vision, underscored by the following noteworthy achievements:

Compliance management overview

Our Ethics and Compliance Risk Programme is underpinned by a structured framework, comprising seven elements. These elements collectively function to prevent, detect, and discourage potential compliance risks throughout the University, thereby ensuring its ethical and legal integrity.

Figure 1. The seven elements of the CPUT Ethics and Compliance Programme

Policy status updates

As of October 2024, substantial progress has been made in the development and approval of policies (refer to the table below). The number of approved policies has grown to 69, marking a considerable increase from the 22 approved policies in 2023. In addition to this, 35 policies are currently under review, and ten policies are in the development phase. This represents a notable improvement in the comprehensiveness and effectiveness of our policy repository. With continued effort, we anticipate further strengthening the repository, ensuring that it becomes a robust and complete resource for policy governance.

Table 1: Status of policies

Policy Library implementation

In 2024, the Policy Library was officially launched, providing a centralised and easily accessible repository for all university policies. This repository is now available through the CPUT website homepage, ensuring that staff, students, and stakeholders have convenient access to the most up-to-date policies. By aligning with the Policy Development Framework, the Policy Library enhances transparency, promotes accountability, and fosters consistent policy application across the Institution.

Culture of ethics and compliance

Ethics and compliance training and awareness

In 2024, CPUT significantly expanded its ethics and compliance training efforts, reaching over 700 employees from various faculties. These training programmes were designed to heighten awareness of ethical standards, university policies, and compliance obligations. By fostering a greater understanding of these principles, the University seeks to embed a strong culture of ethics and compliance across all levels of the Institution.

Ethics Risk Assessment (ERA)

The Ethics Risk Assessment (ERA) has been rescheduled for 2025, following feedback from the Gartner Survey, and the outcomes of 2024 Ethics Awareness initiatives. This postponement allows for a more thorough and comprehensive assessment, which will be conducted by external experts. ERA aims to provide deeper insights into ethical risks and vulnerabilities within CPUT, ensuring that the University can proactively address potential challenges, and strengthen its ethical governance framework.

Compliance Obligation Register and risk assessments

The Compliance Obligation Register aims to document all legislation that impacts CPUT, and assess the risk levels of these regulations. The process has involved collaboration with Legal Services and Risk Management; and stakeholder consultations are ongoing.

Table 2: Compliance Obligation Register (2024)

Interface between Institutional Research (IR), compliance, and ethics

In 2024, the Compliance Manager was invited as a guest speaker at the prestigious Southern African Association for Institutional Research (SAAIR) & CODATA Conference, where a well-received paper titled, “ The Interface between Institutional Research (IR), Compliance, and Ethics” was presented. The presentation highlighted the critical role of aligning IR practices with ethical standards and regulatory compliance, underscoring the importance of integrating these disciplines to ensure responsible data management, decision-making, and governance. The paper garnered positive feedback from participants, reinforcing the growing recognition of the need for ethical and compliant IR practices within higher education institutions.

Assessing risk and ongoing compliance initiatives

Throughout 2024, CPUT maintained a proactive approach to risk assessment through continuous engagement with key compliance stakeholders. Regular meetings and consultations were instrumental in identifying and addressing potential risks. The University’s primary focus areas included data privacy, conflicts of interest, gifts, benefits, and hospitality, as well as whistleblowing protocols.

Looking ahead, CPUT’s compliance efforts will concentrate on the centralisation of privacy oversight to ensure more streamlined governance in this critical area. The University aims to refine its compliance monitoring processes, enhancing the ability to detect and mitigate risks more efficiently, and ensuring alignment with regulatory obligations and best practices.

Conclusion and acknowledgments

The 2024 Ethics and Compliance Management Report reflects CPUT’s unwavering commitment to cultivating a culture of ethics, and ensuring strict adherence to both national and institutional regulations. This year’s achievements highlight significant strides in embedding compliance as a cornerstone of the University’s operations.

We extend our sincere gratitude to the Compliance Management Function for their leadership, the Combined Assurance Partners for their collaborative efforts, and the University Leadership for their steadfast support. Additionally, the invaluable contributions of our external partners, whose expertise and guidance have been instrumental in driving our progress, are acknowledged. Together, these efforts have helped CPUT strengthen its compliance framework, and move closer to its goal of achieving excellence in governance and ethical conduct

Vice-Chancellor Vice-Chancellor

Prof NS Nhlapo

Section 4: Finance

4.1 Annual Financial Review

The Institution’s financial reporting and preparation of financial statements is done in accordance with International Financial Reporting Standards (IFRS), as issued by the Independent Accounting Standards Board (IASB), as well as the Department of Higher Education and Training (DHET) reporting requirements for Higher Education Institutions.

The core income stream of the Institution, namely tuition and residence fees, has continued to increase in 2024. This is due to an increase of 8,68% in gross tuition fees from:

(a) The annual fee increase; the mix of programmes and the number of students enrolled; and

(b) An increase in the 2024 residence capacity from 13,445 to 15,528.

The annual subsidy increased by 2,4%, due to an increase in the subsidy factor applied by DHET.

The level of student debt for unfunded students continues to grow. The pattern of payments from unfunded students has not improved in 2024, resulting in a significant increase in the year-end balance. Whilst numerous options are being considered to address the student debt, there is no quick solution, given the current state of the economy and the growing indebtedness of families and communities. The debt settlement offer has continued to gain momentum, and this, coupled with the application of the financial debt clearance, should provide relief, but there will be no quick solution. Whilst the settlement offer has been extended by a further year, other options are being considered, namely:

1. Factoring of the debt; and

2. Use of collection service providers earlier in the collection process.

The growth of the student debt has resulted in the need to increase the provision for bad debts by R81m, based on the three-year cycle and the calculated recoverability rate.

The Institution continues to benefit from the regular payment for NSFASfunded students. Whilst the NSFAS payments benefit the cashflow, the erratic nature of payments, the reversal of funding decisions, and delays in funding decisions contribute to a degree of cashflow uncertainty, which CPUT has to manage monthly.

Backlog maintenance continues to be addressed as a priority, and has seen many projects being undertaken across all the campuses by utilising the recurrent income budget. This was achieved despite the marginal increase in the subsidy, and the stopping of the regular Infrastructure and Efficiency Grant.

The leased residential offering has been maintained in 2024, and this has been supplemented by an increase in the number of accredited residences. A delicate balance must be achieved with the provision of student accommodation, and a three-year strategy has been developed that links the annual enrolment target to the number of additional beds required. With CPUT meeting its enrolment target in 2024, this has provided a clearer picture for the adding of the different categories of student accommodation, namely: owned, leased, accredited, and private accommodation.

Management continues to set budget directives annually for the forthcoming budget year. This has become ever more challenging as the subsidy increases are reduced well below the Consumer Price Index due to the tight economic conditions experienced. CPUT will, however, endeavour to stay on track to deliver the Vision 2030 priority projects and the CPUT Strategy. The excessive level of the salary component of the budget (at 77%) remains a concern, as it is outside of the norms set by DHET.

A number of projects are being run to address this, namely:

1. Staff Establishment Project; and 2. Project Pegasus.

Sustainability ratio (Council-controlled reserves only) (Council-controlled reserves/ annual recurrent

Executive Director: Finance

Mr M Daca

Chairperson: Finance Committee

Mr B Schreuder

Key highlights

• The investments held by the University have performed well in 2024, resulting in growth from R1,912bn to R2,109bn.

• The work of the Investment Sub-committee has continued to be very effective, which resulted in the desired investment outcomes being achieved against a background of multiple financial challenges.

• Staffing appointments and the renewal of staff contracts are still posing a challenge. Whilst a moratorium on new appointments was introduced in late 2023, Human Capital will have to monitor the situation to reduce the cost of staffing, and to rebalance the staff numbers between academic and support staff.

• All contractual expenditure was met for the year.

• The cash flow management processes followed by the University have ensured that it remains financially stable, but there was a need to disinvest reserves to support the ongoing operations of R50m.

The Institution’s Management wishes to thank Council’s Finance, and Audit and Risk Oversight committees for their continued guidance and commitment in steering the Institution. Their contribution is considerable, and it is great to have their inputs.

A special word of thanks is also extended to the staff of the Finance Department for their selfless efforts and continued commitment to serving CPUT.

A selected list of financial ratios and extracts from the financials for the past years follows below:

4.2 Financial

Statements FOR THE YEAR ENDED 31 DECEMBER 2024

Statement of Responsibility for the Financial Statements

The Council is accountable for the integrity and fair presentation of the annual financial statements of the Cape Peninsula University of Technology.

The annual financial statements, presented on pages 95 to 134 of this Annual Report, have been prepared in accordance with International Financial Reporting Standards (IFRS), as issued by the Independent Accounting Standards Board (IASB), and the requirements of the Minister of Higher Education and Training as prescribed by the Higher Education Act, 1997 (Act No.101 of 1997, as amended), and include amounts based on judgments and estimates made by Management. The Council is also responsible for the University’s system of internal financial control. These are designed to provide reasonable, but not absolute, assurance as to the reliability of the annual financial statements. The Council also prepared other information as required to be included in this Annual Report, and is responsible for both its accuracy and consistency with the financial statements.

The “going concern” basis has been adopted in preparing the financial statements. Nothing has come to the attention of Council to indicate that any material breakdown in the functioning of the system, procedures and controls has occurred during the year under review. The Council also has no reason to believe that the Cape Peninsula University of Technology is not a “going concern” in the foreseeable future, based on forecasts and available cash resources. The viability of the Cape Peninsula University of Technology is supported by the content of the financial statements.

The financial statements have been audited by the independent accounting firm, Deloitte & Touche, which was given unrestricted access to all financial records and related data, including minutes of meetings of the Council and all its committees. The Council believes that all representations made to the independent auditors during their audit were valid and appropriate.

Approval of the Financial Statements

The annual financial statements on pages 95 to 134 were approved by the Council of the Cape Peninsula University of Technology on 21 June 2025, and are signed on its behalf by:

Chairperson of Council

Dr LF Platzky

Vice-Chancellor

Prof NS Nhlapo

Executive Director: Finance

Mr M Daca

STATEMENT OF FINANCIAL POSITION

OF COMPREHENSIVE INCOME for the year ended 31 December 2024

* Refer to Note 25 for restatement details

STATEMENT OF COMPREHENSIVE INCOME for the year ended 31 December 2024

* Refer to Note 25 for restatement details

STATEMENT OF CHANGES IN FUNDS

for the year ended 31 December 2024

* Refer to Note 25 for restatement details

STATEMENT OF CASH FLOWS

for the year ended 31 December 2024

* Refer to Note 25 for

Notes to the Financial Statements FOR THE YEAR ENDED

31 DECEMBER 2024

1. Basis of preparation and summary of material accounting policies

1.1 General information and basis of preparation

The University is autonomous and is a legal persona with full juristic capacity by its incorporation as a university (originally by an Act of the Union Parliament of 1916 when Parliament incorporated the South African College, and now in terms of the Higher Education Act, 1997 (the Act) and the Institutional Statute of the University published under that Act). This legislation places the governance of the University in the hands of a Council, provides for the Council’s composition and powers, and provides for the role and powers of the Senate, and the role and functions of the Institutional Forum.

Higher Education Act, 1997

“Higher education institution” means any institution that provides higher education on a full-time, part-time or distance basis and which is:

(a) Merged, established or deemed to be established as a public higher education institution under this Act;

(b) Declared as a public higher education institution under this Act; or

(c) Registered or provisionally registered as a private higher education institution under this Act.

The Cape Peninsula University of Technology (CPUT) was established on 1 January 2005 with the merger of the former Peninsula, and Cape Technikons, and is domiciled in South Africa. The University’s registered office is at the Administration Building, Symphony Way, Bellville South, 7530.

The financial statements of the University for the year ended 31 December 2024 were authorised for issue in accordance with a resolution of Council on 21 June 2025.

The principal activities of the University relate to teaching, research, and the provision of residential accommodation to students.

Statement of compliance

The financial statements of the Cape Peninsula University of Technology have been prepared in accordance with, and comply with, International Financial Reporting Standards (IFRS), as issued

by the Independent Accounting Standards Board (IASB) and, in the manner required by the Minister of Higher Education and Training in terms of S41 of the Higher Education Act 101, of 1997 (as amended).

Basis of preparation

The accounting policies set out below are consistent with those applied in the previous year, except as stated below. The financial statements have been prepared on a going concern and historical cost basis, except where stated otherwise (refer to accounting policies). The financial statements are presented in rands, and all amounts rounded to the nearest rand.

IFRS update of Standards and Interpretations in issue at 31 December 2024

Effective for annual periods beginning on or after 1 January 2024.

Classification of liabilities as current or non-current –Amendments to IAS 1

In January 2020, the Board issued amendments to paragraphs 69 to 76 of IAS 1 Presentation of Financial Statements to specify the requirements for classifying liabilities as current or non-current.

The amendments clarify:

• What is meant by a right to defer settlement;

• That a right to defer must exist at the end of the reporting period;

• That classification is unaffected by the likelihood that an entity will exercise its deferral right; and

• That only if an embedded derivative in a convertible liability is itself an equity instrument, would the terms of a liability not impact its classification.

The above will be taken into account for future periods in assessing the current and non-current split in presentation of the financials.

Amendment to IAS 7 − Statements of Cash flows: Suppliers’ Finance Arrangements

The Board decided to amend IAS 7 Statement of Cash Flows and IFRS 7 Financial Instruments: Disclosures to add disclosure requirements, and ‘signposts’ within existing disclosure requirements, that ask entities to provide qualitative and quantitative information about supplier finance arrangements.

Amendments to IFRS 16 - Lease liability in a sale and leaseback transaction

The IFRS Interpretations Committee received a submission about IFRS 16 Leases and a sale and leaseback transaction with variable payments that do not depend on an index or rate, and came to the conclusion (and the IASB agreed) that it would be beneficial to amend IFRS 16 to specify how a seller-lessee should apply the subsequent measurement requirements in IFRS 16 to the lease liability that arises in the sale and leaseback transaction.

The IASB published an exposure draft (ED) of a proposed clarifying amendment in November 2020, and has now issued final amendments to IFRS 16.

Lease Liability in a Sale and Leaseback (Amendments to IFRS 16) requires a seller-lessee to subsequently measure lease liabilities arising from a leaseback in a way that it does not recognise

any amount of the gain or loss that relates to the right of use it retains. The new requirements do not prevent a seller-lessee from recognising in profit or loss any gain or loss relating to the partial or full termination of a lease.

While the November 2020 ED had proposed that a seller-lessee initially measures the right-of-use asset and lease liability arising from a leaseback using the present value of expected lease payments at the commencement date, the final amendments do not prescribe specific measurement requirements for lease liabilities arising from a leaseback.

Management has performed a high-level impact assessment, and is not expecting any material changes.

Effective for annual periods beginning on or after 1 January 2026

IFRS 7 – Financial Instruments: Disclosure

IFRS requires certain disclosures to be presented by category of instrument based on IAS 39 measurement categories. Certain other disclosures are required by class of financial instrument. For those disclosures, an entity must group its financial instruments into classes on similar instruments, as appropriate to the nature of the information presented.

The two main categories of disclosure required by IFRS 7 are:

• Information about the significance of financial instruments; and

• Information about the nature and extent of risks arising from financial instruments.

Management has performed a high-level impact assessment, and is not expecting any material changes.

IFRS 9 – Financial Instruments

Many insurance companies have not yet applied IFRS 9 Financial Instruments and will first apply it at the same time they apply IFRS 17 Insurance Contracts. However, the two standards have different requirements for the comparative information that will be presented on initial application. IFRS 17 requires companies to present one restated comparative period. IFRS 9 permits but does not require restatement of comparative periods and prohibits companies from applying IFRS 9 to financial assets derecognised in the comparative period.

Some insurers have since raised concerns about the usefulness of the information that would be presented for financial assets in the comparative period on initial application of IFRS 17. They are of the view that such information would be misleading because it would include accounting mismatches that would essentially arise from the continued application of IAS 39 (i.e., would not represent economic mismatches), which would be very difficult to explain. These insurers asked the Board to allow them to present significantly improved information about financial instruments that would result from applying the classification requirements of IFRS 9 at the transition date of IFRS 17.

In July 2021, the IASB published proposed amendments to IFRS 17 to address these concerns and the amendments have now been finalised.

The main amendment in Initial Application of IFRS 17 and IFRS 9 –Comparative Information (Amendment to IFRS 17) is a narrow-scope

amendment to the transition requirements of IFRS 17 for entities that first apply IFRS 17 and IFRS 9 at the same time. The amendment regards financial assets for which comparative information is presented on initial application of IFRS 17 and IFRS 9, but where this information has not been restated for IFRS 9. Under the amendment, an entity is permitted to present comparative information about a financial asset as if the classification and measurement requirements of IFRS 9 had been applied to that financial asset before. The option is available on an instrument-by-instrument basis. In applying the classification overlay to a financial asset, an entity is not required to apply the impairment requirements of IFRS 9.

Management has performed a high-level impact assessment, and is not expecting any material changes.

Effective for annual periods beginning on or after 1 January 2027

IFRS 18 sets out overall requirements for the presentation and disclosure in financial statements. It requires an entity to present a complete set of financial statements at least annually, with comparative amounts for the preceding year.

IFRS 18 aims to improve financial reporting by:

• Requiring an entity to present two new defined subtotals in the Statement of Profit or Loss – operating profit, and profit before financing and income taxes;

• Requiring an entity to disclose management-defined performance measures – subtotals income and expenses specified by IFRS Accouting Standards that are used in public communications to communicate Management’s view of an aspect of an entity’s financial performance; and

• Adding new principles for aggregation and disaggregation of items. Management has performed a high-level impact assessment, and is not expecting any material changes.

1.2 Material accounting judgments and estimates Judgments

In the process of applying the University’s accounting policies, Management has made certain judgments, apart from those involving estimations, which have the most significant effect on the amounts recognised in the financial statements, as discussed below. Management assesses the University’s assets and liabilities based on the criteria at the reporting date to reach the appropriate conclusions in this regard.

Estimation uncertainty

The key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date, that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities, as well as the release of income with respect to these assets, within the next financial year, are set out below.

Student fees receivable

Management estimates the amounts that it expects to recover from outstanding balances based upon the age profile of the debts outstanding, payment trends experienced in both the current and prior years, and the levels of student registration and payments received from outstanding students post-year-end, as well as events potentially impacting the recoverability of fees receivable.

A provision for impairment is raised based on these estimates. The carrying value of student fees receivable at 31 December 2024 was R623 772 390 (2023: R550 778 722). Refer to Note 6.

Depreciation

At each reporting date, Management reviews the assets within property, plant and equipment to assess whether the useful lives and residual values applied to each asset category are appropriate. With the exception of motor vehicles, residual values have generally been assumed to be nil, as it is the University’s intention to fully consume assets through use. In determining the expected useful lives of individual assets, Management has considered the University’s historical patterns of usage, as well as future expected usage. The estimates for the expected useful lives of buildings have been based upon the nature and use of the buildings concerned, and the type of construction and materials used in construction. The carrying value of property, plant and equipment at 31 December 2024 was R2 152 287 477 (2023: R2 035 106 243). Refer to Note 2.1 for further details.

Right-of-use assets are depreciated on a straight-line basis over the shorter of the lease period and the useful life. The carrying value at 31 December 2024 was R1 421 093 489 (2023: R1 118 220 316).

Post-retirement medical aid benefit obligation

The University’s future obligation in respect of post-retirement medical aid contributions is actuarially valued based on the projected unit credit method. For the purpose of the valuation at 31 December 2024, key assumptions were made in respect of the discount rate, expected inflation on medical aid contributions, actual return on plan assets, expected age of retirements, and mortality rates. See Note 10.2 for details on these assumptions.

The carrying value of the post-retirement medical aid obligations at 31 December 2024 is a liability of R878 028 296 (2023: R789 343 215).

Pension fund obligation

The University provides for its obligations relating to conditional benefits in respect of certain employees who are members of the National Tertiary Retirement Fund. The University’s future obligation in respect of this pension fund obligation is actuarially valued based on the projected unit credit method. For the purpose of the valuation at 31 December 2024, key assumptions were made in respect of the discount rate, expected salary and pension fund increases, expected return on plan assets, expected age of retirements, and mortality rates. More details on these assumptions are provided in Note 10.3.

The carrying value of the obligation as at 31 December 2024 was R206 000 (2023: R359 000).

Lease liabilities

The University’s leases have renewal clauses. The University generally takes up renewal options, and thus all options have been taken into account in determining the lease term. The model of working with lessors is something that the University will continue to use into the future.

1.3 Segment information

Segmentation provided in the Statement of Comprehensive Income of these financial statements is in terms of the guidelines prescribed by the Department of Higher Education and Training (DHET), and is not required in terms of IFRS 8.

A segment is a recognised component of the University that is engaged in providing products or services that are subject to risks and returns different from those of other segments.

The operating businesses are managed separately, but fall under the oversight of the CPUT Executive leadership.

Council-controlled

The Council-controlled segment predominantly represents the teaching component of CPUT. Decision-making rights relating to income earned in this segment rests with Council.

Specifically-funded

activities restricted

The specifically-funded activities restricted consist mainly of research activity and bursary donations. Here, decision-making rights over income earned and related expenses rest with researchers. Council retains an oversight role with regard to ensuring that expenditure is in accordance with the mandate received from funders.

Student and staff housing

Student and staff housing relates to the provision of accommodation to students. The availability of this accommodation is a strategic initiative aimed at ensuring that students adopt CPUT as their preferred place of study.

Statement of changes in funds

The total comprehensive income generated in the Statement of Comprehensive Income segments is further allocated into additional funds within the Statement of Changes in Funds. Council-controlled funds are allocated between unrestricted funds and designated funds, whereby the Council sets aside specific funds for designated purposes. Transfers between these funds are an internal allocation by the University, and have no effect on income and expenses.

1.3.1 Accumulated funds

Council-controlled unrestricted funds reserve: This reserve predominantly represents the cumulative net surplus of the teaching component of CPUT. The net (loss)/surplus for the year for student and staff accommodation is included here as these are funded by Council-controlled unrestricted funds.

Specifically-restricted funds reserve: This reserve comprises the cumulative net surplus of specifically-funded activities.

1.4 Foreign currency translation

The financial statements are presented in rands, which is the University’s functional and presentation currency.

Transactions in foreign currencies are initially recorded in the exchange currency rate ruling at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies are retranslated at the rate of exchange ruling at the reporting date. All differences are taken to net surplus or loss in the year in which they arise.

Non-monetary items carried at cost are translated using the exchange rate at the date of the transaction, whilst assets carried at fair value are translated at the exchange rate when the fair value was determined. When a gain or loss on a non-monetary item is recognised directly in other comprehensive income, any exchange component of that gain or loss shall be recognised directly in other comprehensive income. Conversely, when a gain or loss on a non-monetary item is recognised directly in net surplus or loss, any exchange component of that gain or loss shall be recognised directly in net surplus or loss.

1.5 Revenue recognition

Revenue is measured at the fair value of the consideration received, or receivable, excluding discounts, rebates, and VAT. Revenue is recognised to the extent that it is probable that the economic benefits will flow to the University, and the revenue can be reliably measured. The following specific recognition criteria must be met before revenue is recognised:

State appropriations – Subsidies and grants

State subsidies and grants for general purposes are recognised in surplus or loss as revenue in the financial year in which they become receivable. Subsidies and grants for specific research purposes are recognised in surplus or loss as revenue in the financial period in which they become receivable to the University, in accordance with the relevant conditions of such grants and agreements. Such subsidies and grants are presented separately as revenue in surplus or loss. Subsidies and grants relating to specific expenses incurred by the University are not offset from the related expenses, but are presented separately as revenue in surplus or loss.

Government grants relating to assets

When a grant relates to an asset, under IAS 20, the fair value is credited to a deferred income account, and is released to income over the expected useful life of the relevant asset on a systematic basis.

Interest received

Revenue is recognised as interest accrues (using the effective interest method, that is the rate that discounts estimated future cash receipts through the expected life of the financial instrument to the net carrying amount of the financial asset).

Dividends

Dividends are recognised when the right to receive payment is established.

Private gifts and donations

Private gifts and donations, whether of cash or assets, are recognised as revenue in the period they are received or receivable only when the University obtains control of these funds, the right to receive it, or it is probable that the economic benefits comprising these funds will flow to the University, and the amount of the private gifts and donations can be measured reliably.

Private gifts and grants with restrictions or conditions attached are recognised as income if the restrictions and conditions are under the entity’s preview, and it is probable that these restrictions and conditions would be met. Alternatively, these funds are recognised as deferred income until the above criteria are fulfilled, or when the restrictions or conditions expire.

Income is recognised at the fair value of the private gifts and donations received or receivable. Private gifts and donations in the form of services are measured at the fair value of the services received, or the fair value of the asset enhancement resulting from the services. Fair value is the price that would be received to sell an asset, or paid to transfer a liability in an orderly transaction between market participants at the measurement date.

IFRS 15 revenue from contracts with customers

IFRS 15 establishes a comprehensive framework for determining whether, how much, and when revenue is recognised. Revenue from contracts with customers is recognised when control of the goods or services are transferred to the customer at an amount that reflects the consideration to which the University expects to be entitled in exchange for those goods or services.

Tuition

and residence fees

Tuition and residence fees charged are applicable to one academic and financial year, and are recognised in that year. The University has assessed that the students simultaneously receive and consume the benefits provided within the year, as such, revenue is recognised over time. Scholarships, bursaries, and other financial aid provided by the University to students for tuition and residence fees, are recognised as a reduction of fees. The University has to fulfil its performance obligation by way of providing lectures, study material, online videos, or consultations for students, as well as assessments and examinations.

Income from research contracts

Income from contracts for research activity is recognised over the duration of the associated research activity, as determined with reference to the stage of completion. Stage of completion is determined on a cost, i.e. cost or time-apportionment basis. Revenue from contracts for other activities is recognised when such activities occur.

Income from research contracts is recognised in accordance with IFRS 15. It is based on the principle that revenue is recognised when control of goods or services transfers to a customer.

A contract liability is recognised if a payment is received, or payment is due from the customer before the University has transferred the related goods or services. Contract liabilities are then only recognised as revenue once the University has performed under the contract.

Rendering of services

Various academic departments render a range of services to industry. Revenue from rendering of these services is recognised by reference to the stage of completion, determined on a cost- or time-apportionment basis, as appropriate for the services involved.

1.6 Retirement benefits

Defined contribution retirement plan

Employer contributions to the Cape Peninsula University of Technology Retirement Fund (previously known as the Cape Technikon Retirement Fund) are recognised as expenses, as the related service is provided.

Defined contribution and defined benefit retirement plan

Employer contributions to the National Tertiary Retirement Fund (NTRF) are recognised as expenses, as the related service is provided.

The NTRF is a defined contribution fund, and members were transferred from the AIFPF (previous State Pension Fund) with conditional benefits that materialise once these conditions are met. In terms of the conditional retirement benefits, members’ benefits are equal to the actual value at date of retirement, provided that they are 60 years or older, and the employer is obliged to ensure that the conditional retirement benefit is effected, as referred in those members’ conditions of employment, and the contract between the Fund and the respective participating employers to fund any shortfall (difference between the Member Share account and actuarial value of the benefit) at retirement.

The costs incurred in respect of these pension fund obligations are charged as an expense, as the employee renders the service. The present value of the pension fund obligation is actuarially determined annually, using the projected unit credit method, in accordance with IAS 19 Employee Benefits. The liability is recognised at the reporting date.

When the calculation results in a potential asset, the recognised asset is limited to the present value of economic benefits available in the form of any future refunds from the plan, or reductions in future contributions to the plan. To calculate the present value of the economic benefits, consideration is given to any applicable minimum funding requirements.

Remeasurements of the net defined benefit liability, which comprise actuarial gains and losses, the return on plan assets (excluding interest), and the effect of the asset ceiling (if any, excluding interest), are immediately recognised in other comprehensive income (OCI). The Institution determines the net interest expense/(income) on the net defined benefit liability/(asset) for the period by applying the discount rate used to measure the conditional benefit obligation at the beginning of the annual period to the then net conditional benefit liability/(asset) during the period as a result of contributions and benefit payments. Net interest expense and other expenses related to defined benefit plans are recognised in surplus or loss.

When the benefits of a plan are changed, or when a plan is curtailed, the resulting change in benefit that relates to past service or the gain or loss on curtailment is recognised immediately in surplus or loss. The Institution recognises gains or losses on the settlement of a conditional benefit plan when the settlement occurs.

Post-retirement medical aid obligations

The Cape Peninsula University of Technology has an obligation to provide certain post-retirement medical aid benefits to its eligible employees and pensioners. The University is required to provide a defined amount of the medical aid contribution due. One of the University’s plans is funded with a plan asset.

Other staff members elected to take out individual retirement annuities, which will be used to fund their medical aid obligation upon retirement. The Institution provides these staff members with a monthly allowance to enable them to fund these individual retirement annuities.

The costs of providing post-retirement medical aid benefits are determined using the projected unit credit method.

When the calculation results in a potential asset, the recognised asset is limited to the present value of economic benefits available, in the form of any future refunds from the plan, or reductions in

future contributions to the plan. To calculate the present value of the economic benefits, consideration is given to any applicable minimum funding requirements. The net obligation is calculated separately for each plan, by estimating the amount of the future benefit that the employees have earned in the current and prior periods, discounting that amount, and deducting the fair value of any plan assets.

Remeasurements of the net defined benefit liability, which comprise actuarial gains and losses, the return on plan assets (excluding interest), and the effect of the asset ceiling (if any, excluding interest), are immediately recognised in OCI. The Institution determines the net interest expense/(income) on the net defined benefit liability/ (asset) for the period by applying the discount rate used to measure the defined benefit obligation at the beginning of the annual period to the then net defined benefit liability/(asset) during the period as a result of contributions and benefit payments. Net interest expense and other expenses related to defined benefit plans are recognised in surplus or loss.

When the benefits of a plan are changed, or when a plan is curtailed, the resulting change in benefit that relates to past service or the gain or loss on curtailment is recognised immediately in surplus or loss. The Institution recognises gains or losses on the settlement of a defined benefit plan when the settlement occurs.

1.7 Borrowing costs

Borrowing costs are accrued based on the effective interest rate. Borrowing costs that are directly attributable to the acquisition, construction, or production of an asset that necessarily takes a substantial period of time to get ready for its intended use or sale, are capitalised as part of the cost of that asset. All other borrowing costs are recognised as an expense.

1.8 Research costs

Research costs are expensed as incurred, and are included in other operating expenses.

1.9 Property, plant and equipment and right-of-use assets

Property, plant and equipment is initially recognised when it is probable that future economic benefits will flow to the University, and the cost of the item can be measured reliably. Property, plant and equipment is initially measured at cost. The cost of an asset comprises the purchase price and any costs directly attributable to bringing the asset to the location and condition necessary for it to operate as intended by Management.

Subsequently, property, plant and equipment is measured at cost less accumulated depreciation, and net of any accumulated impairment losses. Subsequent costs are included in the asset’s carrying amount, or are recognised as a separate asset, as appropriate, only when it is probable that future economic benefits will flow to the University, and the cost of the item can be measured reliably. Maintenance and repairs, which do not meet these criteria, are recognised in surplus or loss, as incurred. Donated items of property, plant and equipment are initially recognised at fair value of the asset received. Land is not depreciated, as it is deemed to have an indefinite life.

Property, plant and equipment is depreciated on a straightline basis estimated to write each asset down to its estimated residual value over the estimated useful lives of the assets, which range as follows:

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each reporting date.

If significant parts of an item of property, plant and equipment have different useful lives, then they are accounted for as separate items of property, plant and equipment.

Depreciation commences when an asset is available for use, i.e., when it is in the location and condition necessary for it to be capable of operating in the manner intended by Management. Depreciation ceases at the earlier date that the asset is either classified as held for sale, or the asset is derecognised.

An item of property, plant and equipment is derecognised upon disposal, or when no future economic benefits are expected from its use. Any gain or loss arising on derecognition of the asset (calculated as the difference between the net disposal proceeds, and the carrying amount of the asset) is included in surplus or loss in the year that the asset is derecognised.

1.10 Impairment of non-financial assets

The University assesses, at each reporting date, whether there is an indication that an asset may be impaired. If any such indication exists, the University makes an estimate of the asset’s recoverable amount.

An asset’s recoverable amount is the higher of an asset’s fair value, less costs to sell and its value in use. Value in use is the present value of future cash flows expected to be derived from an asset or cash generating unit. Where the carrying amount of an asset exceeds its recoverable amount, the asset is considered impaired, and is written down to its recoverable amount, and impairment losses recognised in surplus or loss.

An assessment is made at each reporting date as to whether there is any indication that previously recognised impairment losses may no longer exist, or may have decreased. If such indication exists, the recoverable amount is estimated. A previously recognised impairment loss is reversed only if there has been a change in the estimates used to determine the asset’s recoverable amount since the last impairment loss was recognised. If that is the case, the carrying amount of the asset is increased to its recoverable amount. That increased amount cannot exceed the carrying amount that would have

been determined, net of depreciation, had no impairment loss been recognised for the asset in prior years. Such reversal is recognised in net surplus.

After such a reversal, the depreciation charge is adjusted in future periods to allocate the asset’s revised carrying amount, less any residual value, on a systematic basis over its remaining useful life.

1.11 Financial assets

Classification and measurement

The classification of financial assets at initial recognition depends on the financial asset’s contractual cash flow characteristics, and the University’s business model for managing them. The University’s business model is to hold investments for capital appreciation, and therefore manages its investment portfolio on a fair value basis. The University initially measures financial assets at fair value, plus, in the case of a financial asset not at fair value through profit or loss (FVTPL), transaction costs. Trade receivables that do not contain a significant financing component, or for which the University has applied the practical expedient, are measured at the transaction price determined under IFRS 15.

For a financial asset to be classified and measured at amortised cost or fair value through other comprehensive income (FVOCI), it needs to give rise to cash flows that are ‘solely payments of principal and interest (SPPI)’ on the principal amount outstanding. This assessment is referred to as the SPPI test, and is performed at an instrument level.

The University’s model for managing financial assets refers to how it manages its financial assets to generate cash flows. The model determines whether cash flows will result from collecting contractual cash flows, selling the financial assets, or both.

Purchases or sales of financial assets that require delivery of assets within a time frame established by regulation or convention in the marketplace (regular way trades) are recognised on the trade date.

Financial assets at FVTPL

Financial assets at FVTPL include financial assets designated upon initial recognition at fair value through profit or loss, or financial assets mandatorily required to be measured at fair value. Financial assets with cash flows that are not SPPI, are classified and measured at FVTPL, irrespective of the business model.

Financial assets at FVTPL are carried in the Statement of Financial Position at fair value, with net changes in fair value recognised in the income statement.

The University’s business model is to measure and assess performance of its investments on fair value basis, and therefore has classified it as investments at fair value through profit or loss.

Financial assets at amortised costs (debt instruments)

The University measures financial assets at amortised costs if both the following conditions are met:

• The financial asset is held with the objective to hold the financial assets to collect contractual cash flows; and

• The contractual terms of the financial assets give rise, on specified dates, to cash flows that are solely payments of principal and interest on the principal amount outstanding.

Student receivables, trade receivables, and loans are held to collect contractual cash flows, and are expected to give rise to cash flows representing solely payments of principal and interest. The University analysed the contractual cash flow characteristics of those instruments, and concluded that they meet the criteria for amortised cost measurement under IFRS 9.

Financial assets at amortised cost are subsequently measured using the effective interest rate (EIR) method, and are subject to impairment. The University recognised an expected credit loss (ECL) on all financial assets measured at amortised cost. The University has applied the simplified approach when calculating the ECL for trade and other receivables and student fees receivable. Changes in economic factors, such as Consumer Price Index are taken into account when determining an ECL. The University makes use of a provision matrix to determine the expected credit losses on all receivables. The provision matrix is based on historic credit loss experience, adjusted for factors that are specific to the debtors, general economic conditions, and assessment of both the current and forecast direction of the conditions at the reporting date, including the time value of money, where appropriate. The ECL model takes the following details into account:

i. Is the student funded by a bursor, or self-funded?

ii. If self-funded, is there a payment plan currently in place to settle the outstanding debt?

iii. Has the student defaulted on the payment arrangement, i.e., missed a monthly payment?

If points (ii) and (iii) apply, the student is considered to be of a higher credit risk, and the full outstanding balance as at year-end has been impaired.

Gains and losses are recognised in profit or loss when the asset is derecognised, modified, or impaired. The University’s financial assets at amortised cost include trade receivables and student fees receivable.

1.12 Financial liabilities

Initial recognition and measurement

All financial liabilities are initially recognised at fair value, and subsequently measured at amortised cost, in the case of trade and other payables, loans and borrowings, net of directly attributive transaction costs.

Financial liabilities at amortised cost (loans and borrowings, and trade and other payables)

This is the category most relevant to the University. After initial recognition, interest-bearing loans and borrowings are subsequently measured at amortised cost using the EIR method. Gains and losses are recognised in profit or loss when the liabilities are derecognised, as well as through the EIR amortisation process.

Trade and other payables are subsequently measured at amortised cost.

Amortised cost is calculated by taking into account any discount or premium on acquisition and fees, or costs that are an integral part of the EIR. The EIR amortisation is included as finance costs on the Statement of Profit and Loss.

Derecognition

A financial liability is derecognised when the obligation under the liability is cancelled or expires. When an existing financial liability is replaced by another from the same lender on substantially different terms, or the terms of an existing liability are substantially modified, such an exchange or modification is treated as the derecognition of the original liability, and the recognition of a new liability. The difference in respect to carrying amounts is recognised in the Statement of Profit and Loss.

Financial assets and financial liabilities are offset, and the net amount is reported in the consolidated Statement of Financial Position if there is a currently enforceable legal right to offset the recognised amounts, and there is an intention to settle on a net basis, to realise the assets and settle the liabilities simultaneously. In 2021, the University offset a trade payable with a trade receivable to the value of RNil (2023: RNil).

1.13 Inventories

Inventories are measured at the lower of cost and net realisable value. Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs necessary to make the sale. Cost is determined on the weighted average method. The cost of inventories comprises of all costs of purchase, costs of conversion, and other costs incurred in bringing the inventories to their present location and condition.

1.14 Leases

The University assesses at contract inception whether a contract is, or contains, a lease; that is, if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration.

The University as a lessee

The University applies a single recognition and measurement approach for all leases, except for short-term leases and leases with low-value assets. The University recognises lease liabilities to make lease payments, and right-of-use assets representing the right to use the underlying assets.

i) Right-of-use assets

The University recognises right-of-use assets at the commencement date of the lease (i.e., the date the underlying asset is available for use). Right-of-use assets are measured at cost, less any accumulated depreciation and impairment losses, and adjusted for any remeasurement of lease liabilities. The cost of the right-of-use assets includes the amount of lease liabilities recognised, initial direct costs incurred, and lease payments made at or before the commencement date, less any lease incentives received. Refer to Note 2.2 for details.

Right-of-use assets are depreciated on a straight-line basis over the shorter of the lease period and the useful life of the asset, as follows:

Furniture and equipment

Buildings

3 to 4 years

3 to 4 years

3 to 8 years

If ownership of the lease asset transfers to the University at the end of the lease term, or the cost reflects the exercise of a purchase option, depreciation is calculated using the estimated useful life of the asset.

The right-of-use asset is subject to impairment.

ii) Lease liabilities

At the commencement date of the lease, the University recognises lease liabilities measured at the present value of the lease payments to be made over the lease term. The lease payments include fixed payments (including in-substance fixed payments), less any lease incentives receivables, variable lease payments that depend on an index or rate, and amounts expected to be paid under residual value guarantees. The lease payments also include the exercise price of a purchase option reasonably certain to be exercised by the University, and payments of penalties for terminating a lease, if the lease term reflects the University exercising the option to terminate. Variable lease payments that do not depend on an index or rate are recognised as expenses in the period in which the event or condition that triggers the payment occurs.

When calculating the present value of lease payments, the University uses its incremental borrowing rate at the lease commencement date, because the interest rate implicit in the lease is not readily determinable. After the commencement date, the amount of lease liabilities is increased to reflect the accretion on interest, and reduced for the lease payments made. In addition, the carrying amount of lease liabilities is remeasured if there are any modifications, a change in lease term, a change in lease payments, or change in the assessment of an option to purchase the underlying asset.

The University’s lease liabilities are included in the interestbearing loans and borrowings.

iii)

Short-term leases and low-value assets

The University applies the short-term lease recognition exemption to its short-term leases (i.e., those leases that have a lease term of 12 months or less from the commencement date, and do not contain a purchase option). It also applies the lease low-value assets recognition exemption to leases of office equipment that are considered to be low value. Lease payments on short-term lease and low-value assets are recognised as an expense on a straight-line basis over the lease term.

1.15 Other employee related liabilities

Short-term employee benefits

University staff members, in the case of death, qualify for different categories of benefits, depending on whether they were a member of the Pension or Provident Fund.

Other long-term employee benefits

Certain staff members of the two heritage institutions (Cape and Peninsula Technikons) qualify for certain post-retirement medical aid benefits (refer to Note 10.2) and pension fund benefits (refer to Note 10.3). In some cases, the Institution will contribute either 50%, 66,67%, or 100% of the medical aid contributions to an approved scheme upon retirement, whilst in the case of other qualifying members, the University is paying a monthly allowance to those staff members to enable them to purchase a

retirement annuity which they could utilise towards their medical aid contributions upon retirement. The cost pertaining to these benefits is expensed during the period. With regards to staff members of the NTRF who qualify for defined benefits upon retirement, the University pays the shortfall as calculated by the actuaries, into the members’ fund during the year of retirement. The related cost is expensed during that period.

Post-employment benefits

Accumulated leave provision

Qualifying staff members who were employed at the University prior to 1 January 2005, accrued leave at a rate of 12 days per annum, up to 31 December 2016. The accumulative leave was limited to 120 days. Upon termination of employment, the unutilised portion of this accumulative leave is paid to the staff member at the rate of pay prevailing on 31 December 2016.

Annual leave provision

Employees are allowed to utilise the balance of the annual leave entitlement that has accrued to them at the date of the Statement of Financial Position 31 December 2024 for 6 months after the reporting date. This benefit only vests with the employee in the year in which it accrues. A liability has been recognised, and provides for the additional amount that the University is expected to pay as a result of the unused entitlement that has accumulated as at 31 December 2024. The University has made the assumption that all staff will utilise the entitlement within the 6 months, and thus recognises this as a current liability.

1.16 Cash and cash equivalents

Cash and short-term deposits in the Statement of Financial Position comprise of cash at banks, cash on hand, and shortterm, highly liquid deposits with a maturity of 3 months or less, that are held for the purpose of meeting short-term cash commitments, and are readily convertible to a known amount of cash, and subject to an insignificant risk of change in value.

1.17 Provisions and contingencies

Provisions are recognised when the University has a present obligation (legal or constructive) as a result of a past event; it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation; and a reliable estimate can be made of the amount of the obligation. The expense relating to a provision is presented in the Statement of Profit or Loss.

1.18 Accumulated funds

Accumulated funds is divided into the following categories:

• Council-controlled funds

Comprises of income and funds that fall under the absolute discretion or control of the Council.

• Specifically-restricted funds

Comprises of income received, the use of which is legally beyond the control of Council. These funds have specific restrictions placed on them.

2. Property, plant and equipment

2.1 Property, plant and equipment

A register of land and buildings is available for inspection at the business address. The University is not permitted to dispose of, or otherwise alienate, its land and buildings without the pre-approval of the Minister of Higher Education and Training. The balance for land and buildings includes R56 687 428 (2023: R54 654 421) in respect of land. There were additions of R1 900 000 (2023: RNil) to the land balances in the current year.

2.2 Right-of-use assets

Right-of-use assets are recognised at cost, and depreciated over the term of the lease. Details relating to lease liabilities are found in Note 8.

3. Financial assets measured at fair value through profit and loss

Investments comprised investments in equities, interest-bearing bonds, unit trust, and money market deposits, which are all listed on recognised markets. Consequently, the only investment with fixed maturity dates are the interest-bearing bonds, disclosed in Note 18. There are no significant terms and conditions attached to the investments.

4. Inventory

No inventory was written off in the current year (2023: R2 477 250).

5. Accounts receivable and prepayments

Accounts receivable are non-interest bearing, and are generally on 30-day terms. Other receivables consist of interest accrued on short-term deposits, and other non-trade receivables.

Age analysis of accounts receivable

The age analysis below is based on the balances per Note 5, but excluding prepayments and VAT receivable. The age analysis is based on the date of invoice or the date the receivable was raised in the accounts, depending on the nature of the transaction, such as claims from Government. The impairment is based on an expected credit loss model, and takes into account all debtors that had a balance at year-end. Debtors to the value of R7 968 767 (2023: R8 021 279) were considered high credit risk, and were fully impaired.

Movements in the expected credit loss of accounts receivable were as follows:

6. Student fees receivable

Annual fees are payable in monthly instalments from February to November, at a rate of 10% of the fees. Semester fees are payable in monthly instalments, at a rate of 20% of the fees from February to June for first semester, and from July to November for second semester students, respectively.

When calculating the student debt provision, the University considers all forward-looking information available at the reporting date in respect of student debtors to be R1 185 388 485 (2023: R1 017 950 094). The remaining student balance of R623 772 391 (2023: R550 778 721) relates to student fees from currently registered and externally funded students, which are considered a low credit risk and have not been impaired.

Age analysis of student fees

The table below provides the age analysis of student fees receivable (before provisions), as at 31 December 2024. Due to the nature of its operations, the University only tracks outstanding fees on an academic year basis. All outstanding balances are past due.

Refer to Note 18 or the disclosure relating to the University’s exposure to credit risk.

Movements in the provision for impairment of student fees receivable were as follows:

7. Cash and cash equivalents

Cash at bank earns interest at floating rates based on daily bank deposit rates, whilst short-term deposits earn interest at a fixed rate. The fair value of cash and cash equivalents is R547 597 787 (2023: R569 155 757).

The University has a credit facility of R28 996 000 as at the financial year-end.

The University held R300 000 000 (2023: R430 000 000) on short-term bank deposits at year-end. These deposits are at market related fixed rates that mature within 3 months. They are classified as cash equivalents, as they are considered readily accessible prior to maturity. The interest rate of all short-term deposits held throughout the period was between (8,475%–9,15%) (2023: 7,263%–9,25%).

8. Interest-bearing borrowings

8.1 Interest-bearing borrowings

Financial institutions loans

First National Bank

A commercial property finance loan of R150 000 000 in respect of Cape Suites was registered at the Deeds Office on 28 October 2014. The facility was settled in November 2024 (2023: R18 294 786). The bond bears interest at prime rate less 1,50%, compounded monthly. The Cape Suites residence was pledged as security against this mortgage bond.

First National Bank

A property finance loan of R37 000 000 in respect of City Edge was registered at the Deeds Office on 22 July 2024. As at 31 December 2024, the balance outstanding on the facility was R26 285 515 (2023: RNil). The mortgage bond is for a 20-month period, and payments of R2 037 030 (2023: RNil) are due on the 1st of each month. The bond bears interest at prime rate less 0,80%, compounded monthly.

8.2 Lease liabilities

Lease liabilities

The University leases a number of buildings for student accommodation, with lease periods ranging between 2 to 7 years. The leases are treated as a lease liability, and the liability is valued based on the present value of future lease payments, which have been discounted using an incremental borrowing interest rate between 6,25%–10,90%.

The University leases buses for the transportation of students; as well as office equipment with lease periods of 3–4 years. The leases are treated as a lease liability, and the liability is valued based on the present value of future lease payments, which have been discounted using an incremental borrowing interest rate of 11,25%–11,50% respectively.

The lease liability increased by R749 745 063 (2023: R40 703 055) in the current year. Per IFRS 16, the interest on the additional lease liability will accrue on the balance at an incremental interest rate varying between (6,25%–11,50%) over the life of each lease. As at 31 December 2024, the lease liability is R1 709 684 033 (2023: R1 264 216 454), and the interest charged in respect of the liability in 2024 is R151 545 245 (2023: R101 971 702).

The leased premises will be used as student accommodation, provided that such use does not contravene any town planning conditions applicable in respect of the property, and for no other purpose without the prior consent from the landlord, which consent shall not be unreasonably withheld or delayed.

8.3 Changes in liabilities arising from financing activities

9. Finance costs

10. Other employee benefits

10.1 Employee leave liability

Accumulated leave: A provision is made for the estimated liability for accumulative leave as a result of services rendered by employees up to 31 December 2016. As the University is expecting to pay out the liability over more than one financial year, the long-term portion has been classified as non-current.

Annual leave: Employees are allowed to utilise the balance of the annual leave entitlement that has accrued to them at the date of the Statement of Financial Position at 31 December 2024 for 6 months after the reporting date. This benefit only vests with the employee in the year in which they accrue. A liability has been recognised, and provides for the additional amount that the University is expected to pay as a result of the unused entitlement that has accumulated as at 31 December 2024. The University has made the assumption that all staff will utilise the entitlement within the 6 months, and thus recognises this as a current liability.

10.2 Post-retirement medical aid obligation

The University operates defined benefit medical aid schemes for the benefit of permanent employees. Prior to the formation of the merged institution, both former technikons had separate contractual obligations to provide post-retirement medical benefits to qualifying employees. The obligation in respect of the former Peninsula Technikon is funded by a plan asset; whereas the obligation in respect of the former Cape Technikon is unfunded. Both obligations are actuarially valued and accounted for separately, as the University does not have the legal right to offset the plan assets in respect of the former Peninsula Technikon scheme against the liabilities that arise on the former Cape Technikon scheme.

An explanation of each individual scheme, and a reconciliation of the movement in the obligation in the scheme, are set out separately below.

Former Peninsula Technikon Scheme: In terms of employment contracts, post-retirement medical benefits are provided to certain employees who commenced employment at the former Peninsula Technikon prior to 1 January 1999, by subsidising the medical aid contributions of retired employees.

The University’s future obligation in respect of the post-retirement medical aid contributions is actuarially valued annually by independent, professional, qualified actuaries, using the projected unit credit method. The last valuation was performed as at 31 December 2024, and the principal actuarial assumptions used in the valuation were as follows:

With effect 1 May 2003, a group annuity policy was created, which meets the definition of a plan asset in terms of IAS19. The fair value of the plan asset at 31 December 2024 of R52 911 704 (2023: R52 967 785) has therefore been set off against the funding obligation.

and loss

Included in other comprehensive income (OCI)

Remeasurements loss/(gain): Actuarial loss/(gain) arising from:

Plan assets: Assets are held in a level annuity and SIM Absolute fund held with Sanlam, which has been set aside to fund the University’s post-employment health care liability.

This policy pays a level annuity until the deaths of the member and their spouse (if applicable). This annuity is increased annually, depending on the performance of a growth portfolio and the option that the member is on. Increases are not guaranteed.

The plan assets therefore meet the definition of a qualifying insurance policy, as per the accounting statement, and its fair value is deemed to be the present value of the contribution members’ liability, on the IAS 19 basis.

Sensitivity analysis: Reasonably possible changes at the reporting date to one of the relevant actuarial assumptions, holding other assumptions constant, would have affected the obligation by the amounts shown below:

1%

One

Contributions to the plan for 2025 are expected to amount to R17 686 000 (2024: R15 749 000).

Former Cape Technikon Scheme: The former Cape Technikon operated a post-retirement medical benefit scheme for retired and certain employees who joined the Institution prior to 1 January 2003.

The University’s future obligation in respect of the post-retirement medical aid contributions is actuarially valued annually by independent, professional, qualified actuaries, using the projected unit credit method. The last valuation was performed as at 31 December 2024, and the principal actuarial assumptions used in the valuations were as follows:

and loss

Included in other comprehensive income (OCI)

Remeasurements gain:

Actuarial loss/(gain) arising from:

Sensitivity analysis: Reasonably possible changes at the reporting date to one of the relevant actuarial assumptions, holding other assumptions constant, would have affected the obligation by the amounts shown below.

1%

Contributions to the plan for 2025 are expected to amount to R38 543 000 (2024: R31 945 000).

10.3 Pension fund obligation

10.3.1 Pension fund – Defined

contribution

Staff of the former Peninsula Technikon belong to the National Tertiary Retirement Fund (NTRF). This is a defined contribution scheme, with certain conditional benefits (see Note 10.3.2).

Staff of the former Cape Technikon belong to the Cape Peninsula University of Technology Retirement Fund (previously known as the Cape Technikon Retirement Fund). This is a defined contribution scheme.

10.3.2

Pension fund obligation

The NTRF is essentially a defined contribution fund with conditional benefits to employees transferred from the AIPF (State Pension Fund) and who have not since surrendered this benefit through an official buy out. At retirement age (60 years or older), the employee has a choice to retire with the fund balance, or the actuarial value of the fund according to AIPF formula. During 2003, Peninsula Technikon agreed with employees to fund any shortfall on the benefit on a pay-as-you-go basis. The actuarially calculated shortfall at 31 December 2024 amounted to R206 000 (2023: R359 000).

Actuarial assumptions: The following were the principal actuarial assumptions at the reporting date:

in other comprehensive income (OCI)

loss/(gain):

Sensitivity analysis: Reasonably possible changes at reporting date to one of the relevant actuarial assumptions, holding other assumptions constant, would have affected the obligation by the amounts shown below.

11. Accounts payable and accrued liabilities

12. State appropriations – Subsidies and grants

13. Revenue from contracts with customers

13.1

Revenue from contracts with customers

For the current year, there is no income from commercial research contracts that conclude post financial year-end.

13.2 Contract income liability

The University received contract income of R11 633 003 (2023: R3 886 877) for various research projects. No amounts regarding research projects have been deferred, as all the performance obligations stated in the contract were satisfied at the reporting date. As the University has an obligation in terms of the contract to satisfy these performance obligations on a specific date no later than 12 months after reporting date, the liability is considered to be current.

14. Interest received and dividends

15. Other operating expenses

16. Personnel costs

17. Deferred income

17.1 Government grants relating to assets

According to IAS 20, Government grants relating to assets shall be recognised as income over the period necessary to match them with the related costs which they are intended to compensate, on a systematic basis. The deferred revenue will be recognised as income on a systematic and rational basis over the useful life of the assets. Included in the deferred income below is also the Infrastructure and Efficiency Grant. The deferred revenue will be recognised as the maintenance expenditure is incurred.

Upon receipt of an earmarked grant from DHET, the University is instructed to hold the funds in an interest-bearing account. Should the University wish to utilise the interest earned on the unspent funds, it has to get permission from DHET, and the interest can only be used on the specific project for which permission is granted. The University will defer the interest until such time as permission is granted to use it.

17.2 Government Grants – Other

This relates to Government grants other than infrastructure, and according to IAS 20, Government grants relating to projects will be recognised as income over the period necessary to match them with the related costs which they are intended to compensate, on a systematic basis. These funds are released over two financial reporting periods. The deferred revenue will be recognised as income on a systematic and rational basis over the period of the project.

18. Financial risk management objectives and policies

The University’s principal financial instruments comprise investments, accounts receivable, student fees receivable, cash and shortterm deposits, interest-bearing borrowings, accounts payable, and accrued liabilities.

The University manages a substantial portfolio of investments, with a long-term view to growing the portfolio in order to provide financial stability and support for new initiatives of the University.

The main purpose of the interest-bearing loans and borrowings is to raise finance for the University’s capital building projects. The University has various other financial assets and liabilities, such as accounts and student fees receivable, and accounts payable, which arise directly from its operations.

The main risks arising from the University’s financial instruments are market risk, credit risk, and liquidity risk. Council, through its Finance Committee, reviews, and agrees on policies for managing each of these risks. These are summarised below:

Market risk: The risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. Market risk comprises three types of risk: price, currency, and interest rate risks. The University's exposure to market risk relates primarily to its investments and loans.

The University’s investments are managed by selected portfolio managers who operate under defined mandates, which are designed to limit the exposure of the University. The investment decisions made, and performances of these managers are closely monitored by the Finance Committee. This Committee comprises members of the University’s Council and executive management members with specific expertise relating to investments.

Interest rate risk: The risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest rates. The University’s interest-bearing borrowings are a combination of fixed and floating rates of interest. The University has a number of receivables where interest rates charged are linked to the prime rate.

The University did not charge any interest on student fees receivable for the current year (2023: RNil).

The University holds a substantial amount of interest-bearing investments and interest earning bank deposits. Interest risks relating to the University’s investments are managed by selected portfolio managers.

The following table demonstrates the sensitivity of the University’s financial assets and liabilities that are subject to interest rate risk to a reasonable change in market values, with all other variables constant. The effect of these are considered on a net basis.

* The net financial assets have been adjusted to include the money market deposits and interest-bearing bonds.

Price risk: The risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices (other than those arising from interest rate and currency risks). The University is exposed to price risk in respect of its investment portfolio. The University manages this risk through investing in a wide variety of assets.

The following table demonstrates the sensitivity of the University's financial assets that are subject to price risk to a reasonable change in market values, with all other variables constant.

Foreign currency risk: The University is exposed to foreign currency risk to the extent that it has accounts receivable and payable balances denominated in foreign currencies. The amount of such balances is negligible at year-end.

Credit risk: The risk that one party to a financial instrument will cause a financial loss for the other party by failing to discharge an obligation.

The University trades only with recognised, credit worthy third parties. In addition, receivable balances are monitored on an ongoing basis, with the result that the University’s exposure to bad debts, with the exception of student fees receivable, is not significant, and there is no significant concentration of credit risk at year-end. The maximum exposure is the carrying amount reflected in Notes 5, 6 and 7 (excluding prepayments and VAT receivable).

In respect of trade and other receivables, the debtors would be considered to be a higher risk if they have defaulted, i.e., not made payment within 30 days of invoice issued, and show any economical signs of not being able to settle the debt. Trade debtor to the value of R7 968 767 (2023: R8 012 279) was fully impaired.

With regards to student debtors, both tuition and residence fees are charged in the beginning of the academic year that coincides with the financial year, and students have to settle their tuition fees within that specific financial year. Any outstanding debt at year-end has been accessed using the Expected Credit Loss (ECL) model taking the following details into account:

i. Is the student funded by a bursor, or self-funded?

ii. If self-funded, is there a payment plan currently in place to settle the outstanding debt?

iii. Has the student defaulted on the payment arrangement, i.e., missed a monthly payment?

If points (ii) and (iii) apply, the student is considered to be of a higher credit risk, and the full outstanding balance as at year-end has been impaired. Student debtors to the value of R1 185 388 485 (2023: R1 017 950 094) were fully impaired.

Student debtors that have not had any movement in the 3 preceding years will be written off. Similarly, trade and other receivables that have not had any movement in the 12 months prior to year-end will also be written off.

All credit risk associated with student receivables is adequately provided for. The outstanding fees balance at year-end is as follows:

Provision for impairment of student debtors, illustrated as a percentage of gross student debtors’ balances outstanding at year-end:

With respect to credit risk arising from the other financial assets of the University, which comprise cash and cash equivalents, investment assets measured at FVTPL, the University’s exposure to credit risk arises from default of the counterparty, with a maximum exposure equal to the carrying amount of these instruments. The University only places cash and cash deposits with major financial institutions with good credit ratings.

The University considers financial assets which are neither past due, nor impaired, to be fully recoverable.

Fair values: Set out below is a comparison by category of carrying amounts and fair values of all of the University’s financial instruments.

The fair value of interest-bearing borrowings has been calculated by discounting the expected future cash flows at prevailing market interest rates. It should be noted that the fair value of fixed rate borrowings is impacted by the fact that these loans are subsidised by the State. (Refer to Note 8). The fair value of short-term financial assets and liabilities approximates their carrying values. The fair value of investments is based on quoted bid-market prices at the Statement of Financial Position date.

The following table reflects the fair values of financial instruments, including their levels in the fair value hierarchy. It does not include fair value information for financial instruments not measured at fair value if the carrying amount is a reasonable approximation of the fair value.

The University uses the following hierarchy for determining and disclosing the fair value of financial instruments by valuation technique:

Level 1: Quoted prices (unadjusted) in active markets for identical assets and liabilities.

Level 2: Consists of money market investments held with financial institutions. The fair value of these deposits is determined using a discounted cash flow valuation methodology based on market rates, reflecting time value of money, and counterparty risk. The fair value of the quoted notes and bonds are based on price quotations at the reporting date.

Level 3: Inputs for the asset or liability that are not based on observable market data (unobservable inputs).

Liquidity risk: The risk that an entity will encounter difficulty in meeting obligations associated with financial liabilities. The timing and nature of the University’s cash inflows and outflows are such that liquidity problems are unlikely to arise. The cashflow position is monitored by Management daily, and the University has access to funds through either its holding of short-term bank deposits, or the investment portfolio, in the event that any unforeseen events occur.

Capital management: The Institution’s policy is to sustain a healthy accumulated fund balance in order to maintain donor, creditor, and public confidence, as well as sustain future development of the Institution. Specifically-restricted funds are managed within the rules as agreed with the relevant funders. Management monitors the return on accumulated funds. There are no externally imposed requirements for the management of the accumulated funds.

The Institution monitors accumulated funds using a ratio of adjusted net debt to accumulated funds. For this purpose, net debt is defined as total liabilities, comprising interest-bearing loans, borrowings, and obligations under finance leases, less cash and cash equivalents.

The Institution’s objective is to keep the ratio below 2.00. The Institution’s adjusted net debt to accumulated funds ratio at 31 December was as follows:

The following table sets out the maturity profile of the University’s financial liabilities, based on contractual undiscounted payments.

The following table sets out the maturity profile of the University’s financial instruments, which are exposed to interest rate risk with the following categories:

19. Contingent assets, liabilities, and financial guarantees

Contingent assets for damages relating to security system agreement

CPUT instituted a claim for damages in the High Court in the amount of R12 374 672 plus interest and legal costs, with further claims in the alternative. The claim resulted from electronic security services not fully installed, or not installed to the required standard; fully maintained; or not maintained to the required standard.

20. Commitments

20.1 Capital commitments

Capital commitments, as listed below, relates to amounts formally designated for the acquisition, construction, and improvement of building projects.

It is intended that the University will fund these commitments from internal resources, investments, loans, and infrastructure grants.

20.2

Lease commitments

The expenses that relate to short-term leases reflected in profit and loss are as follows:

21. Remuneration of key Management

The following disclosure, as required by the Minister of Higher Education and Training, relates to compensation paid to members of the University’s Executive Management Team. Remuneration is based on cost of employment to the University. Compensation paid for other services performed within the University is reflected separately.

All of the above remuneration amounts are in respect of short-term employee benefits in terms of IAS 24, except:

1. Included in basic cost of employment is an amount of R4 627 539 (2023: R5 290 907) in respect of the employer’s contribution to retirement funds and group life schemes.

2. These amounts are in respect of post-retirement medical aid.

* Balances per the table are the remuneration received during the period, as indicated.

The lump sum payments in excess of R249 999 were paid in 2024 RNil (2023: RNil).

Reimbursement for travelling expenses and stipends of R541 250 (2023: R520 000) were paid to external Council members for attendance at meetings of Council and its sub-committees. External Council members receive a stipend of R1 500; Chairperson of sub-committees R1 750; and Chairperson of Council R2 000 per meeting.

The following table represents the disclosure required in terms of IAS 24, in respect of compensation of key Management.

22. Related party transactions

The related party relationships of the Cape Peninsula University of Technology in terms of IAS 24 are as follows:

• Key Management personnel, which comprises members of both Council and the University Executive Management Team (refer to Note 21); and

• The Department of Higher Education and Training (DHET) (refer to Notes 12 and 17).

Due to the nature of the University’s operations and the composition of its Council (being drawn from public and private sector organisations), it is likely that transactions will take place with organisations in which a member of Council may have an interest. These are conducted in accordance with the University’s procurement procedures.

During the current year, the University did not purchase any goods and services from companies in which a Council member or member of Senior Management has a major interest.

The following are significant related party balances, and transactions:

There are various terms and conditions in respect of subsidies and grants. These are available upon request.

23. Events after the reporting date

In October 2024, the Finance Committee approved a withdrawal from our long-term investments to the value of R150 000 000. In March 2025, an amount of R100 000 000 was withdrawn from the financial assets measured at fair value.

24. Going concern

The University has adequate financial resources to continue in operation for the foreseeable future, and accordingly, the financial statements have been prepared on a going concern basis. This basis presumes that funds will be available to finance future operations, and that the realisation of assets and settlement of liabilities, contingent obligation, and commitments, will occur in the ordinary course of business.

25. Prior period error adjustment

Right-of-use assets and lease liabilities

In 2022, four leases for student accommodation were renewed. These renewals were not taken into account in 2022. This has been corrected to comply with the relevant IFRS 16 standard.

The nature and effects of the change are explained in the following table:

2023

The lease agreement for student shuttles was finalised and signed in August 2024, but the effective date was August 2023. This was not taken into account in 2023. This has been corrected to comply with the relevant IFRS standard.

Reconciliation of net surplus to cash utilised in operations:

Financial risk management objectives and policies

The following table sets out the maturity profile of the University’s financial liabilities based on contractual undiscounted payments.

Abbreviations

4IR Fourth Industrial Revolution

ACFE Association of Certified Fraud Examiners

AGM Annual General Meeting

AI Artificial intelligence

APP Annual Performance Plan

APS Average Point Score

AROC Audit and Risk Oversight Committee (of Council)

AY Academic year

BCM Business Continuity Management

BTech Bachelor of Technology Degree

CDISC Centre for Diversity, Inclusivity and Social Change

CDU Curriculum Development Unit

CE & WIL

Community Engagement and Work Integrated Learning (Unit)

CE Community Engagement

CHE Council on Higher Education

CHEC Cape Higher Education Consortium

CIET Centre for Innovative Educational Technology

CMF Compliance Management Function

COMENSA Coaches and Mentors of South Africa

Convex Convocation Executive Committee

COVID Coronavirus

CPGS Centre for Postgraduate Studies

CPPD Centre for Professional and Personal Development

CPUT Cape Peninsula University of Technology

CTS Computer and Telecommunications Services

DHET Department of Higher Education and Training

DSA Division of Student Affairs

DU Disability Unit

DVC Deputy Vice-Chancellor

ECP Extended Curriculum Programme

EE Employment Equity

EEF Employment Equity Forum

EM Executive Management

ERM Enterprise Risk Management

ESG Environmental, social, and governance

EXCO Executive Committee (of Council)

FAS Faculty of Applied Sciences

FBMS Faculty of Business and Management Sciences

FEBE Faculty of Engineering and the Built Environment

FEd Faculty of Education

FET Further Education and Training

FHWS Faculty of Health and Wellness Sciences

FID Faculty of Informatics and Design

FinCom Finance Committee (of Council)

FRGMS Fraud Risk Governance and Management Scorecard

FTE Full-time equivalent

Fundani CHED Fundani Centre for Higher Education Development

FYE First Year Experience

GAs Graduate attributes

GBV Gender-based violence

GEC Governance and Ethics Committee

GET General Education and Training

GEWE Gender Equality and Women Empowerment

HC Human Capital

HE Higher Education

HEI Higher education institution

HEMIS Higher Education Management Information System

HEQAF Higher Education Quality Assurance Forum

HEQSF Higher Education Qualifications Sub-framework

HoD Head of Department

HR Human Resources

I/R Instruction/Research

IAS International Accounting Standards

IASB International Accounting Standards Board

IBCF Institutional Business Continuity Forum

ICAF Institutional Combined Assurance Forum

ICT Information and Communication Technology

IF Institutional Forum

IFRS International Financial Reporting Standards

InvCom Investment Committee (of Council)

IP Intellectual Property

IQF Institutional Quality Forum

ISO International Organization for Standardization

ISPC Institutional Strategic Planning Committee

IT Information technology

ITF Institutional Transformation Forum

ITGC Information Technology Governance Committee of Council

JFAC Joint Finance and Audit Committee

KPI Key performance indicator

L&T Learning & Teaching

LGBTQIA+ Lesbian, gay, bisexual, transgender, queer, intersex, asexual, plus

LMS Learner Management System

LTA Learning, Teaching and Assessment

ManCom Management Committee

MCD Marketing and Communication Department

MoA Memorandum of Agreement

MoU Memorandum of Understanding

NDP National Development Plan

NESP Nurturing Emerging Scholars Programme

nGAP New Generation of Academics Programme

NQF National Qualifications Framework

NRF National Research Foundation

NSFAS National Student Financial Aid Scheme

NTRF National Tertiary Retirement Fund

OHS Occupational health and safety

PG Postgraduate

PGDip Postgraduate diploma

PhD Doctor of Philosophy

POPIA Protection of Personal Information Act

PPC Physical Planning Committee of Council

PQM Programme and Qualification Mix

QARM Quality Assurance and Risk Management

QIP Quality Improvement Plan

QMA Quality Management and Assurance

QMD Quality Management Directorate

RDG Research Development Grant

RemCo Remuneration Committee

RO Retention Officer

RPL Recognition of Prior Learning

RTI Research, Technology and Innovation

RTIP Research, Technology Innovation, and Partnerships

SADC Southern African Development Community

SADTC South African Dental Technicians Council

SAQA South African Qualifications Authority

SARChI South African Research Chair Initiative

SARETEC South African Renewable Energy

SDGs Sustainable Development Goals

SenEx Senate Executive Committee

SETA Sector Education and Training Authority

SHE Safety, Health and Environment (Department)

SIP Strategic Initiatives and Partnerships (Directorate)

SL Service-learning

SLA Student Leadership Academy

SLCE Service Learning and Community Engagement (Units)

SLU Student Learning Unit

SoTL Scholarship of Teaching and Learning

SQD Student Quality Desk

SRC Student Representative Council

SSC Student Services Council

SSCSA Search and Selection Committee for Senior Appointments

STEM Science, Technology, Engineering, and Mathematics

STEMI Science, Technology, Engineering, Mathematics, and Innovation

SU Stellenbosch University

TDP Teaching Development Programme

TIA Technology Innovation Agency

ToRs Terms of Reference

TTO Technology Transfer Office

TVET Technical and Vocational Education and Training

UCDG University Capacity Development Grant

UCDP University Capacity Development Programme

UCT University of Cape Town

UG Undergraduate

UNISA University of South Africa

UPSET Unfurling Post School Education and Training

USAf Universities South Africa

USDP University Staff Doctoral Programme

UWC University of the Western Cape

V2030 Vision 2030 (Strategic Plan)

VAT Value Added Tax

VC Vice-Chancellor

WCED

WIL

ZAR

Western Cape Education Department

Work-integrated learning

South African Rand

CPUT Vision 2030: Seven focus areas:

• Smart ITC environment and ITC workforce;

• Smart Teaching and Learning and Learning Environments;

• Smart RTIP that is relevant and excellent in its knowledge production;

• Smart Human Capital and Talent;

• Smart Internationalisation;

• Smart engagement and strong links with quintuple helix partners; and

• Smart student engagement and learning experiences.

The emphasis on oneness is directed at creating one institutional culture, a sense of belonging, and an environment in which everyone strives towards the same goals, taking pride in who we are and how we conduct our “business” as a university. Oneness encourages working as teams; taking collective responsibility for our future; breaking down silos; working across departments, units, faculties, disciplines, and research focus areas – evident in a deep sense of caring about the wellness of others in the workplace, and the future of the University.

CPUT acknowledges the need for social justice, and therefore to be a generator and distributor of knowledge that enhances technological solutions to impact positively on communities and societies, enhancing life conditions, to develop entrepreneurial mindsets of students that can lead to employment and selfemployment. All this is directed at dealing with real South African socioeconomic, health, education, food security, environmental, climate, safety, public service delivery, and technological imperatives and challenges.

CPUT, as a living system, remains mindful of the rapidly changing external environment in which it has to continually reinvent itself to remain globally excellent, but also locally relevant, and highly innovative.

The Council and Management of the Cape Peninsula University of Technology (CPUT) are guided by the Strategic Plan 2030 Vision, Mission, and Values:

Vision

CPUT is Africa’s leading Smart University of Technology, globally renowned for innovation, with graduates that shape a better world for humanity

Mission

CPUT transforms its students, through world class researchers who inspire knowledge production and innovation that are cutting edge

Values

CPUT agrees to oneness and smartness by:

• Embracing a culture of Ethics and Integrity;

• Seeking Kindness and showing compassion (human heartedness) for the well-being of all our students, staff, stakeholders and the CPUT community, as expressed in ubuntu as a way of living;

• Embracing Restoration as we deal with the legacy of our past and as we redress issues of equality, gender-based violence, and any form of discrimination;

• Being a testimony of Unity (ubunye), whilst embracing diversity (ukungafani) in all its forms by being honest, transparent, credible and respectful;

• Showing Passion and demonstrating enthusiasm, devotion, intensity, tenacity and total commitment to everything that we undertake as a university of technology; delivering uncompromising quality service, and always searching for better ways of doing things;

• Taking Accountability and accepting responsibility for all our actions and the actions that we commit to;

• Being Technologically Astute and understanding, as staff members or students of CPUT who aspire to become technologically astute, that we will embrace and take ownership of and experiment with the possibilities technology offers. These attributes facilitate the novel application of modern technology, enabling the enhancement of productivity and efficiency, whilst always focusing on innovation that is centred on a better world.