MANAGEMENT

Marketing and Communications Strategy will assist in guiding the Marketing Department activities to ensure that the CAV brand gains much needed exposure in the marketplace that will restore confidence.

These activities are aligned to the objectives of the Conference and Event Management Strategy which include:

• Support Business Development and growth of the CAV through participation at targeted

Conferences and Events; • Promote the CAV as a strategi location and investment destination of choice to investors/ tenants in the Aerospace, Defence and Advanced Manufacturing Sectors through targeted Communication Activities; and • Instil excellence in business and resource management of the CAV.

11.4. PROGRAMME 4: INDUSTRIAL PARK DEVELOPMENT & OPERATIONS MANAGEMENT

11.4.1. Purpose

The purpose is to provide the organisation with industrial park development, construction, operations’ management and performance oversight:

The sub-programmes that fall under this programme include the following:

• Landside Development (short, medium and longer term); and • Airside Development (longer term)

11.4.2. Description of the Programme

11.4.2.1. Landside Development (Short, Medium and Long term)

This programme covers the Bulk Earthwork and Infrastructure, Bulk Utility services and Infrastructure work, township establishment process as well as development and construction of buildings on CAV Landside.

11.4.2.2. Airside Development (Long Term)

The strategic focus under this programme will be explore offsite airside access, such as GIDZ, Wonderboom in parallel to the ongoing discussions with AFB Wtklf. The objective is to have airside access to cater for potential tenants who require airside access.

PROGRAMME 1: ADMINISTRATION

Strategic Goal: Lead and monitor organisational performance Goal Statement: Optimise organisational performance through the establishment of strategic direction, compliance monitoring and evaluation.

Strategic Objectives Performance Indicator

Baseline target Medium Term Targets 2020/21 2021/22 2022/23 2023/24 Strategy Planning, Monitoring and Evaluation

Establishment and Implementation of Strategic Direction for the organisation Annual Performance Plan approved by the Board and submitted to the dtic as per statutory time frames Annual Performance Plan for 2021/22 approved by the Board and submitted to the dtic: Q4 2020/21 Annual Performance Plan for 2022/23 approved by the Board and submitted to the dtic: Q4 2021/22 Annual Performance Plan for 2023/24 approved by the Board and submitted to the dtic: Q4 2022/23 Annual Performance Plan for 2024/25 approved by the Board and submitted to the dtic: Q4 2023/24

Strategic Goal: Good governance and efficient administration Goal statement: To foster good governance within CAV through ethical behaviour, socially responsible environment, transparent financial management, adequate and appropriate legal and HR support.

2023/24

2022/23

Medium Term Targets 2021/22

Baseline target 2020/21

Performance Indicator

Strategic Objectives Governance & Legal Services Number of documents reviewed and approved by the Board. Q4 2023/24 The documents are: 1. Board charter 2. Audit and Risk Committee

Number of documents

Number of documents

1* Board Charter and

reviewed and approved by the Board. Q4 2022/23 The documents are: 1. Board charter

reviewed and approved by the Board. Q4 2021/22 The documents are: 1. Board charter

2* Terms of References Annual review and approval for (1) Audit & Risk Committee, (2) HR & Remuneration Committee by the Board: Q4 2020/21 2. Audit and Risk Committee 2. Audit and Risk Committee

Number of governance documents reviewed and approved by the Board on an annual basis. The documents are: 1. Board charter 2. Audit and Risk Committee Terms of Reference

Terms of Reference

Terms of Reference

Terms of Reference 3. Human Resources and Remuneration Terms of Reference

3. Human Resources and Remuneration Terms of Reference

3. Human Resources and Remuneration Terms of Reference

3. Human Resources and Remuneration Terms of Reference

Build capacity to deliver good governance and effective administration Number of reports submitted to relevant authorities in

Number of reports submitted to relevant authorities in

Number of reports submitted to relevant authorities in line with the timeframes

line with the timeframes

line with the timeframes

prescribed by PFMA: A&R Committee, Board and the dtic

prescribed by PFMA: A&R Committee, Board and the dtic

prescribed by PFMA: A&R Committee, Board and the dtic

5* reports (quarterly reports and annual report) in line with the timeframes prescribed by PFMA submitted to relevant authorities: A&R Committee, Board and the dtic.

Number of reports submitted to relevant authorities in line with the timeframes prescribed by PFMA: A&R Committee, Board and the dtic The reports are: 1. 4* Quarterly reports (Submitted within 30 days after the quarter ended). 2. 1* Annual report for 2022/23: Q2 2023/24

The reports are: 1. 4* Quarterly reports (Submitted within 30 days after the quarter ended). 2. 1* Annual report for 2021/22: Q2 2022/23

The reports are: 1. 4* Quarterly reports (Submitted within 30 days after the quarter ended). 2. 1* Annual report for 2020/21: Q2 2021/22

4* Quarterly reports within 30 days after the quarter ended to relevant authorities. 1* Annual report for the period 2019/20 to relevant authorities: Q2 2020/21

The reports are: 1. 4* Quarterly report (Submitted within 30 days after the quarter ended) 2. Annual report (Q2)

Number of reports (quarterly CAV reports and annual report) submitted to relevant authorities in line with the timeframes prescribed by PFMA: A&R Committee, Board and the dtic 75% of the procurement spend to black participants (Level 4 or higher) as reported to the CEO: Q4 2023/24.

75% of the procurement spend to black participants (Level 4 or higher) as reported to the CEO: Q4 2022/23.

75% of the procurement spend to black participants (Level 4 or higher) as reported to the CEO: Q4 2021/22.

75% of the procurement spend to black participants (Level 4 or higher) as reported to the CEO: Q4 2020/21.

Financial Management Percentage achievement of B-BBEE procurement target as reported to the CEO on an annual basis.

Ensure Sound financial management and compliance.

75% management action plans for Internal Audit & External Audit findings implemented by management as reported to the A&RC: Q3 2023/24 & Q4 2023/24.

75% management action plans for Internal Audit & External Audit findings implemented by management as reported to the A&RC: Q3 2022/23 & Q4 2022/23.

75% management action plans for Internal Audit & External Audit findings implemented by management as reported to the A&RC: Q3 2021/22 & Q4 2021/22.

75% management action plans for Internal Audit & External Audit findings implemented by management as reported to the A&RC: Q3 2020/21 & Q4 2020/21.

Percentage of management action plans for Internal Audit & External Audit findings implemented by management as reported to the A&RC on a biannual basis. Clean audit outcome

Clean audit outcome

Clean audit outcome Clean audit outcome achieved

Achieve clean audit achieved on annual achieved on annual financial achieved on annual financial

on annual financial statement outcome on annual financial financial statement for 2022/23 financial year. Q2 2023/24

statement for 2021/22 financial year. Q2 2022/23

statement for 2020/21 financial year. Q2 2021/22

for 2019/20 financial year. Q2 2020/21.

statements. Human Resources Management Number of Human Resources documents

Number of Human Resources documents

Number of Human Resources documents

reviewed and approved by the Board/ HR & Remco or the CEO in line with

reviewed and approved by the Board/ HR & Remco or the CEO in line with the

reviewed and approved by the Board/ HR & Remco or the CEO in line with the

the delegation of authority (DoA) on an annual basis:

delegation of authority (DoA) on an annual basis:

delegation of authority (DoA) on an annual basis:

1* Human Resources strategy and plan for 2021/22 recommended by HR & Remuneration Committee

Number of Human Resources documents reviewed and approved by the Board/ HR & Remco

and approved by Board: Q4 2020/21

or the CEO in line with the delegation of authority (DoA) on an annual basis:

Build Capacity to deliver Operational Excellence. The documents are: 1. HR strategic plan. Q4 2023/24 2. HR Policy manual, Q2 2023/24

The documents are: 1. HR strategic plan. Q4 2022/23 2. HR Policy manual, Q2 2022/23

The documents are: 1. HR strategic plan. Q4 2021/22 2. HR Policy manual, Q3 2021/22 ICT Master Plan reviewed by management and approved by the Board: Q4 2022/23

ICT Master Plan approved by the Board: Q4 2021/22 4* Risk management reports submitted to the Board on a quarterly basis

4* Risk management reports submitted to the Board on a

4* Risk management reports submitted to the Board on a quarterly basis

quarterly basis

The documents are: 1. HR strategic plan 2. HR Policy manual Information and Technology Management ICT Master Plan established & reviewed by management and approved by the Board on a biennial basis

Harness the use of technology for effective and efficient operations. 4* Risk management reports submitted to the Board on a quarterly basis

Number of risk management reports submitted in line with the approved risk management strategy to the Board on a quarterly basis

Risk Management Efficient integrated risk management system

PROGRAMME 3: BUSINESS DEVELOPMENT

Strategic Goal: Investment management to attract and retain tenants. Goal Statement: To provide effective and efficient business development activities to support the sustainability of the CAV and to contribute towards the development of the aerospace and defence industry supply chain by focusing on the CAV’s value proposition, alternative funding tion. options, cluster programme development, stakeholder management and investment management including tenant acquisition and reten

2023/24

2022/23

Medium Term Targets 2021/22 Two Pre-Lease Agreements potential tenants: Q4 2023/24

One Pre-Lease Agreement signed with potential tenant: Q4 2022/23 100% conversion of Pre- Lease Agreements to Lease Agreements. Q3 2023/24 -

Establishment of a Business case to formulate a business strategy to ascertain alternative business models including airside access for submission to the Board: Q3 2021/22

Baseline target 2020/21

Performance Indicator

Strategic Objectives Tenant acquisition and retention Number of Pre-Lease Agreements signed with potential tenants on an yearly basis

Establishment of an efficient business development strategy and plan 100% conversion of Pre- Lease Agreements to Lease Agreements on an annual basis. Establishment of a Business case to formulate a business strategy to ascertain alternative business models including airside access for submission to the Board: Q3 2021/22