AIDC Development Centre SOC Ltd Annual … 2015-16 APP...AIDC Development Centre SOC Ltd Annual...
Transcript of AIDC Development Centre SOC Ltd Annual … 2015-16 APP...AIDC Development Centre SOC Ltd Annual...
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AIDC Development Centre SOC Ltd
Annual Performance Plan
2015 to 2018
March 2015
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OFFICIAL SIGN OFF
It is hereby certified that this Annual Performance Plan (APP) of the Automotive Industry
Development Centre SOC Ltd, for 2015/2016 fiscal year with the three-year Medium Term
Expenditure Framework (MTEF) forecast:
Was developed by the management of the AIDC under the guidance of its Shareholder GGDA,
its Board, as well as the AIDC Board;
Takes into account all the relevant policies, legislation and other mandates for which the Gauteng
Growth and Development Agency is responsible and to which the AIDC as an Subsidiary is
subordinate to, and
Accurately reflects the strategic goals and objectives which are aligned to those of the Gauteng
Growth and Development Agency and which the AIDC will endeavour to achieve over the period
2014/15 to 2017/18.
Approved by the Board on 10 March 2015 with the removal of the three of the operational KPIs
under Annexure A.
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TABLE OF CONTENTS
PART A: STRATEGIC OVERVIEW 5
1. MANDATE 5
2. VISION 5
3. MISSION 5
4. VALUES 5
5. STRATEGIC OUTCOME ORIENTED GOALS 6
6. SOUTH AFRICA’S 2015 SITUATIONAL ANALYSIS IN BRIEF 9
6.1 South Africa in General 9
6.2 Gauteng in general 10
6.3 The Automotive Sector 11
6.4 The Gauteng Automotive Learning Centre in context 13
6.5 Township development as an additional focus Area 17
7. PERFORMANCE DELIVERY ENVIRONMENT 18
8. The AIDC’s “Big Idea” projects to be pursued over the next 5-10 years: 23
8.1 Township vehicle disassembly plants/shops (Township Project); 23
8.2 Second hand tyre re-use accreditation centres (Township project); 23
8.3 SADC automotive component export initiative; 24
8.4 Expansion of the ASP to complete phases 3 to 5 24
8.5 A 2nd
Incubator at Ford, as well as engaging other OEMs with similar concepts; 24
8.6 Electric vehicle value chain 25
9. ORGANISATIONAL ENVIRONMENT 25
10. Monitoring System 28
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11. Risk Management Process and Challenges 28
12. The detailed budget as contained under Appendix C. 29
13. Annual and Quarterly Operational/functional Targets for 2015/16 and Outer Financial years 29
PART B: PROGRAMME AND SUB-PROGRAMME PLANS 30
14. AIDC Programme Strategic Objective Annual Targets for 2015/18 and alignment 30
PART C: LINKS TO OTHER PLANS 41
15. Links to the long-term infrastructure and other capital plans and external projects. There are
basically two major infrastructure projects in the scope of the AIDC. These are: 41
16. External projects of the AIDC for 2015/16 are as follows – key deliverables are set out under in the
ensuing tables for each, namely: 41
Appendix A – AIDC Corporate Scorecard KPI Matrix - APP 72
Appendix B: AIDC Organisational Organograms (Company / personnel confidential).
Appendix C: AIDC Budget for 2015 and outer years (Company and commercial confidential).
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PART A: STRATEGIC OVERVIEW
1. MANDATE
The AIDC is the dedicated developmental agency of the Gauteng Growth and Development
Agency (GGDA) in relation to the specific industrial, infrastructure and training needs required by
the automotive and allied sector - in particular those based in the Gauteng province. The AIDC is
thus tasked by GGDA with special developmental type projects aimed at enhancing and possibly
expanding the automotive and allied-related sector with a focus on enterprise development; also in
the support of government‟s aims at BBBEE SMME development and the radical transformation of
various townships. The AIDC otherwise explores other developmental projects, external to the
objectives of the GGDA in support of the AIDC‟s own business development processes. These
include projects related to the transport and energy sectors, as well the development of the
Tshwane Auto City.
2. VISION
The Vision of the AIDC is:
To be the leading implementation agency delivering creative, efficient, best practice and value
based solutions in support of government’s programmes related to the automotive and allied
sectors.
3. MISSION
The Mission of the AIDC, in pursuit of its Vision, is to provide innovative customised solutions:
To develop the automotive manufacturing sector to globally competitive standards of excellence
through a world-class value proposition which enables effective and sustainable socio-economic
growth.
4. VALUES
The AIDC‟s staff aligns their behaviour to the shared values as listed below, these values support,
and is informed by the organisations Vision and Mission:
Respect for others;
Teamwork;
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Open and honest two-way communication
Encouraging a learning culture;
On-time, on-brief, on-budget;
Client-centred;
Integrity and Ethics above all.
5. STRATEGIC OUTCOME ORIENTED GOALS
The AIDC‟s APP is aligned with both National developmental objectives and the Strategic Outcome
Oriented Goals of the GGDA derived from those of the DED, which are informed by the national
and provincial political and socio-economic imperatives for the 5th term of government by the ruling
party.
In relation to the new „Blue Economy‟ philosophy, the AIDC‟s business and projects to a large
extent underwrite the aims and objective of the latter, as follows:
• Clustered activities: Incubation Centres (ICs) at Ford and Nissan, the Winterveld Enterprise
Hub (WEH), the Gauteng Automotive Learning Centre (GALC), the Automotive Supplier Park
(ASP) as related to the concepts of fast delivery (Just-in-time(JIT)), solar use prospects;
• Recycling: new township concepts as related to tyres and vehicles (with numerous
derivative recycling prospects);
• Innovative: ICs, WEH, GALC, Efficiency Improvement – as related to innovative
interventions in the auto sector and townships;
• Create local production: 80%+ BEE spent, ICs, ASP – as related to increasing local
production;
• Circulate cash in local communities: WEH and body shop mentoring (to follow: tyre,
vehicle and several other auto-related concepts);
• Multiple income streams: MTEF, Jobs Fund, CoT, Siemens, Transnet, DTI (TBC - access
to FDI, development aid funding and skills funds);
• Business plans: AIDC, ASP, ICF, WEH, GALC = sustainable, off-takes, economically
viable, lesser dependence on MTEF.
The following table provides an in context summary of the aforementioned statement of alignment:
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5.1 Strategic outcome related goals that predicate cross alignment of the AIDC’s mandate and related activities in relation to only those most relevant National and Provincial objectives (to note – this table is not a cross-matrix alignment of each of the stated policy objectives – under par 4.2 an alignment explanation is provided in relation to each policy section): National Development Plan
(NPD) August 2012 2014-2019 MTSF Industrial Policy Action Plan (IPAP - 2014/15-2016/17) and the
Gauteng Industrial Policy Framework (GIPF) G2055 and Gauteng City
Region Alignment with Gauteng
Provincial Pillars
GGDA’s alignment with the DED 2014-2019
Strategic Plan
Increasing exports Outcome 4: Decent employment through inclusive economic growth
Sector strategies Decent employment through inclusive economic growth
Pillar 1: Radical economic transformation
Gauteng‟s economy radically transformed
Pillar 2: Decisive spatial transformation
Investing in Infrastructure to facilitate economic activity that is conducive to growth and job creation
Outcome 5: A skilled and capable workforce to support an inclusive growth path
Strategic infrastructure investment;
Skilled and capable workforce to support an inclusive growth path
Pillar 3: Accelerated social transformation
Gauteng‟s economy re-industrialised
Lowering the cost of doing business,
Outcome 6: An efficient, competitive and responsive economic infrastructure network
Special economic zones An efficient, competent and responsive economic infrastructure network
Pillar 4: Transformation of the state and governance
Establish and maintain strategic economic infrastructure
Matching unemployed people to jobs
Outcome 7: Vibrant, equitable and sustainable rural communities
SMME support Vibrant, equitable, sustainable rural community
Pillar 5: Modernisation of the Public Service
GGDA capacitated to deliver and implement efficiently and effectively on programmes such as: The move towards a greener future – green economy; knowledge based economy and creative industries; Building on the GCR through effective intergovernmental cooperation; Overseeing the Gauteng catalytic infrastructure investment programme Entrenching Gauteng‟s gateway to Africa by strengthening its competitive and comparative advantages; Building of a developmental state through a professional, skilled, ethical and accountable public service.
Providing a tax subsidy to businesses to reduce the cost of hiring people
Outcome 10: Environmental assessment and natural resources that are well protected and continually enhanced
Trade and investment facilitation Protects that enhance our environmental assets and natural resources
Pillar 6: Modernisation of the economy
Rewarding the setting up of new businesses including partnering with companies
Outcome 11: Create a better South Africa and contribute to a better and safer Africa and the World, and
Reducing the cost of doing business in Gauteng 2009 (implementation framework);
Modernisation of the public service - An efficient, effective and development oriented public service.
Pillar 7: Modernisation of Human Settlements and urban development
Reducing the cost of regulatory compliance – especially for small and medium sized firms
Outcome 12: An efficient, effective and development oriented public service
Gauteng BBBEEE strategy Pillar 8: Modernisation of the Public Transport Infrastructure
Supporting small business through better coordination of relevant agencies, development finance institutions, and public and private incubators
Gauteng Green Economy Strategy
Pillar 9: Re-industrialisation of Gauteng province
Building an expanded skills base through better education and vocational training
Gauteng Tooling Initiative
Pillar 10: Taking the lead in Africa's new industrial revolution Stronger articulation between macro and micro-economic policies
Industrial financing channeled to real economic sectors
Leveraging public and private procurement to raise domestic production and employment in a range of sectors, including alignment of BBBEE an industrial policy objectives and influence of private procurement
Developmental trade policies which deploy trade measures in a selected and strategic manner, including tariffs; enforcement and standards, quality assurance; and metrology measures
Competition and regulation policies that lower costs for productive investments and for poor and working class households
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5.1 Strategic outcome related goals that predicate cross alignment of the AIDC’s mandate and related activities in relation to only those most relevant National and Provincial objectives (to note – this table is not a cross-matrix alignment of each of the stated policy objectives – under par 4.2 an alignment explanation is provided in relation to each policy section): National Development Plan
(NPD) August 2012 2014-2019 MTSF Industrial Policy Action Plan (IPAP - 2014/15-2016/17) and the
Gauteng Industrial Policy Framework (GIPF) G2055 and Gauteng City
Region Alignment with Gauteng
Provincial Pillars
GGDA’s alignment with the DED 2014-2019
Strategic Plan
Skills and innovation policies that are aligned to the sector priorities
5.2 A brief synopsis of the most relevant aspects as related to the AIDC’s mandate, projects and operational activities in context with the above: The AIDC has a dedicated Enterprise Development Department, Skills Development and Training, Special Programmes, Operations and Government Incentives Support Department. All these through various project and other interventions contributes to the above objectives, or otherwise support and/or participate in them.
The AIDC directly contribute to job creation, skills development, as well as deploying various efficiency improvement projects across the auto sector manufacturers. The AIDC maintains very high standards of corporate governance standards with clean unqualified audits.
The AIDC‟s mandate focuses in particular on developmental support for the automotive and allied sector, with skills development and efficiency improvement projects. The ASP as an auto manufacturing hubs serves the surrounding OEMs thus contributing to a reduction in cost and improved competitiveness.
The AIDC directly contribute to job creation, skills development, SMME and BBBE development and improving townships – for 2015/16 the AIDC will implement an additional 4. The AIDC has a dedicated SHEQMAN process in place that operates across all its various sites. The AIDC has developed and is maintaining and operating the ASP, Rosslyn, the IC at Ford, the Learning Centre at Rosslyn and the Winterveld Enterprise Hub. The AIDC will during 2016/17 complete another auto incubation centre at Nissan with up to 8 SMMEE/BEE. The AIDC will also be engaged in the establishment and development of various township hubs. The AIDC maintains very high standards of corporate governance with clean unqualified audits.
The AIDC‟s mandate stretches across Pillars 1; 2; 4; 5; 6; 9 and 10 with various projects implemented and managed. The AIDC otherwise responds to market failures in instances where existing processes fail to achieve the desired results.
The AIDC is a Schedule 3C PFMA State Owned Company (SOC) that resorts under the Gauteng Growth and Development Agency SOC Ltd (GGDA) that falls under the Department of Economic Development (DED) of the Gauteng Province (GP). The AIDC is a developmental agency that focuses primarily on the automotive and allied sectors. At a secondary level, the transport and energy sectors are also assisted with supplier development and skills development and training. Both these sectors play a critical role in the output of the auto and allied sector.
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6. SOUTH AFRICA’S 2015 SITUATIONAL ANALYSIS IN BRIEF
6.1 South Africa in General
In December 2014, the International Monetary Fund (IMF), which expects the South
African economy to grow by only 2.1% in 2015, warns that even this “lacklustre”
outlook carries considerable downside risks, with the country‟s high current account
deficit “reflecting persistent competitiveness problems, soft terms of trade, supply
bottlenecks and subdued external demand”. The IMF said that, although weak trading-
partners‟ growth contributed to the slowing of the economy in recent years, “binding
structural constraints”, such as protracted strikes and electricity shortages, have been
increasingly important factors. Slowly easing infrastructure constraints and stronger
external demand are expected to raise growth to 2.75% in 2016–19 but not enough to
lower unemployment significantly,” the IMF warned.
It also noted that, despite 26% real effective exchange rate depreciation since 2010,
the current account deficit remained high, at 5.8% of GDP in 2013. In light of the risks
facing the outlook and the reduced policy space available to government, the IMF
directors called for decisive structural reforms to unblock supply-side constraints, lift
growth, and rebalance the economy towards exports and investments.
The on-going infrastructure projects were welcomed along with moves to encourage
greater private sector participation and promote small business.
But the IMF also recommended that high priority be given to enhancing productivity
and competitiveness by accelerating product and labour market reforms, reducing skills
mismatches, and normalising industrial relations.1
Due to a considerable lower economic growth anticipated for 2015, there is a general
assumption that the passenger vehicle market will experience a contraction as well.
Locally produced vehicles are expected to increase in price by 4% versus the imported
ones with an 8% increase.2
1http://www.engineeringnews.co.za/article/imf-highlights-sas-persistent-competitiveness-problems-as-growth-outlook-is-
cut-2014-12-11/rep_id:3182 2http://www.engineeringnews.co.za/article/domestic-vehicle-sales-to-remain-weak-in-2015-2015-01-08/rep_id:3182
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Eskom‟s potential load shedding and power outages also do not bodes well for
manufacturing output and it is anticipated by SEIFSA that South Africa could be
shedding some 23% in production in the metals and engineering sectors, which will
inevitably impact on the auto sector as well.3
6.2 Gauteng in general
Gauteng continues to be regarded as the financial and economic hub of South Africa,
contributing 34% of South Africa‟s total GDP. In terms of the continent, Gauteng
continues to be a leading economic contributor to the Southern African region and is
recognised as a key gateway for doing business with the rest of Africa.
Despite this, the Gauteng economy is also characterised by deep structural problems.
These include high levels of marginalisation and exclusion from the mainstream
economy, high unemployment rates, low skills levels, high poverty levels and high
levels of inequality. The global recession has highlighted the vulnerability of Gauteng‟s
economy to external changes and shocks and the need to strengthen its resilience and
sustainability.
The GPG is mindful of the contradictions and challenges faced by the Gauteng
economy. Therefore, its approach to radically transforming and re-industrialising its
economy includes addressing the economy‟s structural imbalances and inequality
such as:
The visible gap between rich and poor in the province and high levels of income
inequality,
High incidence of youth unemployment,
The low Minimum Living Level (MLL) of approximately half the province‟s
population,
The low and insufficient skills base to meet the demands of a growing economy,
Providing energy security for business and household use,
Removing obstacles to doing business in Gauteng, with a special focus on
obstacles to the existence, growth and sustainability of the SMME and Co-
operative sectors,
Ensuring the economic profile reflects the demographic profile of the Province,
3
SEIFSA warning. http://www.engineeringnews.co.za/article/electricity-disruptions-threaten-manufacturing-output-seifsa-2015-01-13/rep_id:3182
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Spatial distortions and legacies of apartheid in respect of economic opportunities
and activities, and
Strategic infrastructure investment to boost and sustain high levels of economic
activity.
Premier David Makhura in his State of the Province Address on 23 February 2015,
stressed the importance of a collaborative effort to transform, modernise and re-
industrialise Gauteng into a seamless integrated City Region, as a leading economy in
Africa. The Premier, however, acknowledged the various challenges posed by the
many structural economy and socio-economic problems, which requires a radical
transformation process. One of the mega interventions that will be supported included
the Northern development corridor around CoT as the Nation‟s Capital City and
automotive hub. The auto sector had been offered continued support, through the
AIDC‟s interventions, which include SMME development, and the establishment of a
freight and logistics hub, as well as township hubs (such as the Winterveld Enterprise
Hub).
6.3 The Automotive Sector
The automotive industry remains a major contributor to the GDP - close to 7%. It is
one of the most important manufacturing sectors in the Gauteng economy and a
primary exporter of manufactured goods – around 10%. It is also a major contributor to
jobs, skills and socio-economic development. In terms of national industrial
development goals and objectives, the dti wants to grow the automotive sector over
the next 10 to 20 years to double its output, although recent economic projections
indicate that such aspirations may be over optimistic. The AIDC will nevertheless
continue with its collective efficiency improvement programme that addresses these
needs across some 100 companies over the next 5 years. A concerted effort will have
to be made to keep on improving the component manufacturing base‟s international
competitiveness. South Africa not only faces Brazil, India and China as the biggest
international threats in the auto sector, but several African countries that are aspiring
to establish automotive manufacturing capabilities (one example is Nigeria).
A Provincial strategy for the development of the automotive sector remains a key
requirement to guide and inform investment opportunities and further development-
related decisions for this sector. The AIDC‟s focus, therefore, remains on the
automotive and allied sector with a particular bias to provide facilitation and assistance
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to the various OEMs and the Tier 1, 2 and 3 suppliers. The AIDC‟s focus will be
expanded over the next five years to include allied auto sector activities with regard to
the further growth anticipated in the local production of, for example, busses, heavy
and medium commercial vehicles, utility vehicles for local government use, as well as
construction and mining machinery and equipment.
Another key focus area is the Automotive Supplier Park in Rosslyn (ASP). For
example, due to a lack of funding support to further develop the ASP, it cannot be
optimally developed to cater for future demand as a result of growth in the automotive
sector. The ASP remains largely reactive to requests for space or expansion by the
industry. A value proposition initiative was launched in 2013 and a pipeline of potential
investors was developed. A total investment of around R1, 5bn to R2bn is needed for
the ASP‟s further development in order to create a commercially viable entity that
could be fully privatised in the next 5-10 years. The objective is to attract at least one
more OEM to Gauteng (the Automotive Supplier park (ASP) specifically) over the next
two years, this is critically dependant of provision of bulk infrastructure in phases 3 to
5.
Gauteng is competing with the coastal region provinces for the automotive industry. As
there is no seaport, Gauteng remains at a disadvantage with regards to production
costs that could be achieved due to the rising cost of logistics. On a positive side, the
location of Gauteng presents opportunities for accessing the African market, the
general level of infrastructure and support services within Gauteng province is also an
advantage. These opportunities, however, have not been properly captured as value
propositions yet.
The AIDC will furthermore implement various interventions that are directly supporting
the Government‟s „integrated approach to SMME and co-operative development‟
programme, especially creating new (start-up) Black entrants into the auto
manufacturing sector. These are for example the existing Incubator centre at Ford,
with an additional one at Nissan in the making. These kinds of interventions also
include certain Township areas where specific automotive-related activities can be
successfully established to revitalise the township economies.
Jobs placement, albeit one of the AIDC‟s objectives remains a challenge, market
forces and the low economic growth forecasts will undermine employment
opportunities in this highly mechanised sector. Global sourcing practices and the
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relatively low levels of local content further exacerbate the challenge. The automotive
and allied sector is also prone to industrial action. The Department of Trade and
Industry, in August 2014, indicated that new vehicle sales declined by 1.4% year-on-
year to 55 722 vehicles in August. This brings the decline in new vehicle sales in the
year to date to 4.3% year-on-year, although NAAMSA is predicting a positive growth in
sales.
Further investments into the automotive industry are directly promoted by the dti at
national level, through the new Automotive Production Development Programme
(APDP) that succeeded the Motor Industry Development Programme (MIDP) in
January 2012. It uses an Automotive Investment Scheme (AIS) rebate system to
attract further investments resulting in the phasing out of the Productive Asset
Allowance (PAA) claims which will cease on 31 March 2015.
Some key automotive data specific to the Gauteng Province:
Home to 5 vehicle assemblers all in the Tshwane region (BMW, Nissan, Ford, Tata
(M&HCV) and IVECO (M&HCV), while Mazda will commence with separate
operations from Ford within the next 12 months;;
180 component suppliers of the 350 national = 51%;
9,8m vehicles in the country = 40% in GP;
Gauteng accounts for 36% of national vehicle sales;
Investment by industry over the past 3 years: R 7.0bn;
Investment planned over the next 24 months : R3.5bn;
All OEM‟s have head-offices in Gauteng;
Africa exports – 70% from Gauteng based automotive companies;
Number of vehicles produced in Tshwane: 160 000 units (Rosslyn) + 85 000 units
(Silverton) = 245 000 units.
6.4 The Gauteng Automotive Learning Centre in context
The automotive industry currently does not have a specialised Skills Development and
Training institution that caters for and addresses their skills gaps as identified in the
annual Sector Skills Plan (SSP) developed by the merSETA. The Learning Centre has
been established with the sole purpose of servicing and addressing the skills shortage
in the Automotive Industry, while offering a Total Quality Management Programme
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(TQM) which will address the needs of the full value chain involved with the production
& distribution of the vehicle. The vision for this programme is to provide holistic training
programmes that will that address the skills needs of all industry stakeholders. The
Learning Centre‟s operating model is based on the following: First it was
establishment with the Jobs Fund grant against DED match funding, in
collaboration with Nissan that made a building available for this purposes.
Secondly the Learning Centre will be partly funded from Opex and training
budget allocations whilst all its courses will be offered against payment and the
renting out of training facilities – both classrooms (theoretical) and practical
technical (i.e. the multi-functional simulator facility). Income so earned will be
used for paying professional teachers and maintaining the facility. The business
model aims to get the Learning Centre self-sustainable in three years. Nissan
will in the first couple of years be a primary customer.
The Learning Centre will work in collaboration with all relevant training institutions to
address the skills shortage in the country to benefit the following industry segments,
namely:
Original Equipment Manufacturers (OEM‟s) i.e. vehicle assemblers
Automotive Components Manufacturing (Tier 1 – 3)
Dealer networks and after-market services
Informal body and mechanical repairs sector
One of the core pillars of the Learning centre business plan is building strategic
relationships. This means that the Learning Centre will engage with both private and
public Skills Development and Training services providers and build a support network.
The Learning Centre is an accredited merSeta institution for technical skill
development and training, focusing on the needs of the auto sector in particular. The
development of a country is premised, amongst others on its ability to create a
sustainable intellectual knowledge base that can assimilate information, acquire skills
and utilises technology in order to build and enhance the industrial, economic and
socio-economic base of a country.
The AIDC will furthermore keep on expanding the skills pool of trained young people
who will become more employable. The Automotive sector requires purpose designed
training and skills development programmes that are offered to young people through
a skills pipeline approach. The AIDC‟s Gauteng Automotive Learning Centre will focus
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on this requirement in addition to looking at all training streams required by industry,
science, technology, engineering, maths („STEM‟ skills) will be a key priority. In
addition to STEM skills, the scarce and critical skill gaps in the auto sector will be
addressed through various training interventions.
Key AIDC objective
number: Activity Output Outcome Impact
4.Scarce and critical
skill development
Establish an
accredited Gauteng
Automotive Learning
Centre in Rosslyn.
Develop a curricula
that addresses the
scarce and critical skill
of the auto and allied
sector
All training and skill
development and
mentorship
programmes form part
of the accredited
curricula of the
Learning Centre
To train, up-skill and
mentor some 1595
students, trainees and
mentees per annum
An increased pool of
skilled and trained
people that can be
absorb by the
anticipated expansion of
the autos sector‟s
manufacturing output as
a consequence of the
various other
programmes deployed in
parallel.
The AIDC had been
involved in critical skills
development since the
mid-2000s and this is a
continuous rolling
programme. A dedicated
Gauteng Automotive
Learning Centre had
been established in
2014 and will be fully
operational as from 1
April 2015.
A readily available
skilled worked force
that can attend to
the manufacturing
and production
needs and
demands of and
expanded auto
sector. The readily
availability of a
skilled work force
dramatically
improve on
manufacturers‟
start-up and output
as there is a much
shorter on-the-job
learning curve
involved.
The Learning Centre‟s curriculum consists of the following dedicated training and skills
development interventions/programmes. Some of the training programmes are multi-year
while others are presented as short courses. There is also a focus on skills development for
township citizens in basic literacy and numeracy. Especially considering the township
revitalisation drive that would require substantive local ownership business operating
models.
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The skills development and training programmes of the AIDC‟s learning Centre is thus in
direct support of Pillars 1, 2, 6 and 9. For example:
Pillar 1: Radical economic transformation SMME development, Technical Skills Enhancement, Township
Automotive Hubs
Pillar 2: Decisive spatial transformation Township Automotive Hubs, Gauteng Automotive Learning Centre
Pillar 6: Modernisation of the economy World class, state-of-the-art equipment at the Learning Centre and
Township Hubs (e.g. Winterveld)
Pillar 9: Re-industrialisation of Gauteng province Fully equipped Learning Centre to feed skilled workforce into the
automotive industry
The curriculum, at the moment covers the following (quantitative data under par 19.3
of the business plan):
a) Training into Township Transformation and Re- industrialisation, consisting of:
Concept for Townships Public Private Partnership with big business. Townships
Manufacturing Management Development Training; Townships competitiveness &
green economy workshops and training; Townships readiness assessment for
manufacturing and auto related services, glass fit, tyres repair, exhaust repair etc.
Township interventions on competitiveness and environmental projects including
auto products recycling like tyres, oil, scrap etc.
b) Training into SME Programmes, consisting of the following: Total Productive
Maintenance; Rapid Process Improvement; Lean Manufacturing; Cleaner Production;
Quality Management Systems and Continuous Improvement.
c) Supervisor training (in auto production/manufacturing):
d) Mentorship training that entails the following: Remove, replace and align body
panels; Understand the body construction safety features of a vehicle; Knowledge of
body repair; Perform basic welding. Joining; Identify the various types of paints,
primers, material and their uses; Maintain spray painting equipment; Perform basic
spray painting; Perform masking and de-masking on a vehicle;
Perform surface preparation on a body panel; Business Management Qualification
(UNISA).
e) Accredited technical training (including artisans) that includes the following:
Understanding Basic programmable logic controllers (PLC's); Install and program
basic programmable logic controllers (PLC's); Fault find and repair programmable
Logic controllers (PLC's); Install and programme advanced industrial programmable
logic controllers (PLC's); Workplace Safety; Basic Hand and skills usage of tools;
Electrical Artisans, Automotive Component Manufacturing and assembly. Technical
training skills programme that consist of: Electrical Artisans, Pneumatics, Hydraulics,
Robotics, Autotronics, Mechatronics, PLC, CNC and welding.
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f) Non-technical training to support industrial development value chain (Soft skills
and ABET training) consisting of: Time Management; Self-Management; Supervisor
Development programme; Policy and Procedure course Refresher Course, Basic
Budgeting, HIV AIDS testing and counselling, Basic Computer Skills, Communication
and Literacy skills.
g) Simulator training (both Ford and Nissan) consisting of: Induction of the Simulator ;
Health and Safety; Basic Hand and tooling skills programme ; Vehicle Welding ;
Vehicle Spray Painting; Vehicle Trim Assembly
6.5 Township development as an additional focus Area
In his State of the Province Address (SOPA) on 27 June 2014 and on 23 February
2015, Gauteng Premier, Mr David Makhura stressed the need to revitalize the
township economy by supporting the development of township enterprises,
cooperatives and Small, Medium and Micro Enterprises (SMMEs). He asserted that
township entrepreneurs are capable of producing goods and services to satisfy the
demand of the populations in the townships and sell excess to other provinces as well
as cross-border markets, provided they are supported across the value chain of
enterprise development. The proposed target set for the next five years is in the region
of 65 township hubs; this is however subject to further revision.
It is against this background that the Gauteng Provincial government has called for
paradigm shift in how to grow the economy and focus public spending to decent job
opportunities through enterprise support across the public sector goods and services
value chain. The key theme for the next five years is „transformation, modernisation
and re-industrialisation (TMR).‟
The Gauteng Township Economy Revitalisation falls within the provincial pillars of
Radical Economic Transformation, Decisive Spatial Transformation Modernisation of
the Economy and Re-industrialisation. Whilst the government has done a lot to ensure
that townships become liveable and vibrant economic centres to its residents, little was
done to re-invigorate the entrepreneurial spirit of township economies. Low levels of
entrepreneurial activities hold innovation back and the poor rate of survival of small
medium and micro enterprises is due to a combination of factors, including lack of
access to commercial finance, high interest rates, poor value proposition and under-
developed skills. The highly concentrated market structure dominated by established
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businesses tends to be associated with lower output, employment and higher prices in
the affected sector.
For the township economy to thrive, there will be a need for the government and its
agencies to consolidate the support as envisaged in many policies and strategies,
review those that have become obsolete in supporting entrepreneurship and regulate
with the view to make sure that township enterprises are more competitive, are able to
enter new markets (not choked by the monopoly barriers to entry) and ease the cost of
doing business through streamlined administrative burden.
Although the AIDC‟s Winterveld Auto Hub is cited as one model for duplication across
various other townships, there are numerous automotive related innovative and
entrepreneurial types of projects that stand an equally good chance of being set-up as
township enterprise models, with various configurations of business and ownership
models possible.
However, it is fully recognised that the systems of entrepreneur identification should be
improved so that the resources of the state are used to support the genuine
entrepreneurs as opposed to opportunistic ones. The culture of entrepreneurship must
be nurtured and encouraged from an early age, and a call is being made to ensure that
entrepreneurship is embedded in school curriculums. Furthermore, the SMME support
organisations should partner with SETAs and institutions of higher learning to design
programmes that capacitate and support SMMEs from infancy. Pioneer business
people and business associations should be brought on-board to assist with the
mentoring and coaching of emerging entrepreneurs, to impart their lifetime
experiences – this requires a network of public and private support structures in
collaboration with township communities in order to make it a viable concept.
7. PERFORMANCE DELIVERY ENVIRONMENT
7.1 This APP has been aligned, as much as is practically possible, with the DED‟s
Strategic Objectives to which the GGDA is aligned, as well as the AIDC insofar as
these aspects are relevant to its mandate. The AIDC‟s three to five year Key
Objectives are as set out hereunder.
7.2 According to the performance monitoring process prescribed by National Treasury,
performance information needs to be structured in such a manner that clearly shows
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how the AIDC uses available resources to deliver on its mandate. In this respect
National treasury prescribes a process where the following terms are used:
Inputs: all the resources that contribute to the production and delivery of outputs.
Inputs are "what we use to do the work". They include finances, personnel,
equipment and buildings.
Activities: the processes or actions that use a range of inputs to produce the
desired outputs and ultimately outcomes. In essence, activities describe "what we
do".
Outputs: the final products, or goods and services produced for delivery. Outputs
may be defined as "what we produce or deliver".
Outcomes: the medium-term results for specific beneficiaries that are the
consequence of achieving specific outputs. Outcomes should relate clearly to an
institution's strategic goals and objectives set out in its plans. Outcomes are "what
we wish to achieve", and
Impacts: the results of achieving specific outcomes, such as reducing poverty and
creating jobs.
7.3 The AIDC applies the “SMART” principle for selecting performance targets, i.e.:
Specific: the nature and the required level of performance can be clearly
identified
Measurable: the required performance can be measured
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Achievable: the target is realistic given existing capacity
Relevant: the required performance is linked to the achievement of a goal
Time-bound: the time period or deadline for delivery is specified.
7.4 The following table therefore captures the key objectives of the AIDC in relation to the
above from inception through to anticipated impacts. Specific performance indicators
are detailed and elaborated on in Parts B and C, as well as in the Corporate Scorecard
under Appendix A.
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7.4.1 The impact of the key objectives being pursued by the AIDC in the interests of further developing the automotive and allied sector – with a primary focus on Gauteng:
Key objective number: Activity Output Outcome Impact
1. Providing support to key stakeholders in industrial strategy development.
Support strategy development; Support policy development; National and Provincial alignment; Growth nodes identified; Secure government and provincial buy-in.
Provide support towards a provincial industrial development policy with clearly defined aims, goals and objectives related to the expansion of the auto sector in GP primarily and nationally at a secondary level – this objective is linked to objective number 8.
A redefined government incentive scheme that would attract additional OEMs with a resultant expansion of T1-5 activities. Target date: 2016
Gauteng becomes the preferred automotive hub in South Africa with resultant increase in FDI/DDI, increased manufacturing, higher levels of local content, exports and jobs.
2. Infrastructure development for expansion/growth.
Developing of attractive value propositions to attract FDI/DDI; Key focus is expanding the ASP, Rosslyn to its fullest potential; Development the 5th world auto city north of Pta – Tshwane Auto City (TAC).
Identified potential investors that can be influenced through a well-structured and argued value propositions with supporting economic impact assessments.
At least R1, 5 billion in investment secured for the ASP‟s further development. A pipeline of investors/developers identified and contracted for the development of the TAC. This initiative commenced in 2012 and spans a 50 year development horizon.
Increased levels of manufacturing, supported with a well skilled pool of workers. Increased levels of job (thousands). Increased levels of socio-economic upliftment thus reducing poverty and redistribution of wealth.
3. Supplier Competiveness Improvement.
The rolling out of various improvement projects in the Tier 1,2, and 3 supply chain that include: Total productive maintenance (TPM); Rapid Improvement Processes (RIP); Lean Manufacturing (LM); Continuous Improvement Programmes (CIP); Cleaner Production (CP).
22 automotive companies assisted on an annual basis.
The respective interventions achieve a collective of 10% efficiency in production. This programme commenced in 2009 and is a based on a continuous interventions programme, benchmarked against international best practices (e.g. UNIDO).
This process enables Tier 1, 2 and 3 suppliers to be more competitive and thus be able to attract more business and thus expanding production that leads to increased levels of job creation.
4. Scarce and critical skill development.
Establish an accredited Gauteng Automotive Learning Centre in Rosslyn; Develop a curricula that addresses the scarce and critical skill of the auto and allied sector; All training and skill development and mentorship programmes form part of the accredited curricula of the Learning Centre.
To train, up-skill and mentor some 1595 students, trainees and mentees per annum.
An increased pool of skilled and trained people that can be absorb by the anticipated expansion of the autos sector‟s manufacturing output as a consequence of the various other programmes deployed in parallel. The AIDC had been involved in critical skills development since the mid-2000s and this is a continuous rolling programme. A dedicated Gauteng Automotive Learning Centre had been established in 2014 and will be fully operational as from 1 April 2015.
A readily available skilled worked force that can attend to the manufacturing and production needs and demands of and expanded auto sector. The readily availability of a skilled work force dramatically improve on manufacturers‟ start-up and output as there is a much shorter on-the-job learning curve involved.
5. Township development. To identify automotive related activities suitable for deployment and Operationalisation in Townships.
The Winterveld Enterprise Hub for body shop repairers is already operational. Ten more township hubs will be developed over the next three years.
Ten township hubs operationalised and over time brought to an enterprise self-sustainability level managed and operated by the respective Township communities. By 2018 the AIDC will be operating and managing eleven township hubs.
Radical transformation of the Townships, creating industrial and productive activities that would create jobs and improve socio-economic conditions.
6. Incubation Programmes.
Create, establish, operate and maintain automotive incubation centres in collaboration with respective OEMs; Negotiating multi-party off-take agreements;
One automotive incubation centre established and operated at Ford Silverton with 6 BEE SMME owners with a work force of around 200 with 4 off-take agreements. A second incubation centre at Nissan
Trained business entrepreneurs that learned about production processes and the manufacturing of automotive parts, as well as how to runs such a business from a business owner perspective, including HR and payroll as well as OHS leave the incubation programme
New Black owned business entrepreneurs enter the traditionally white (and often foreign) owned and operated automotive manufacturing sector at component and retail levels.
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7.4.1 The impact of the key objectives being pursued by the AIDC in the interests of further developing the automotive and allied sector – with a primary focus on Gauteng:
Key objective number: Activity Output Outcome Impact
Identifying, selecting and contracting BBBEE SMMME entrepreneurs; Train and mentor these entrepreneurs to become self-sustainable business operators providing manufactured goods to the Tier 1 and OEMs; Employ operators and shop floor stewards.
Rosslyn with up to 8 BEE SMME owners with an anticipated work force of 200-300 (off-take agreements will only be signed towards 2016/17).
after 4-5years and start running their own businesses. The IC at Ford commenced operations in 2012 with the first 2 incubatees ready for graduation by Dec.‟15, with 2 replacement incubatees appointed. The Incubation Centre at Nissan will only be operational by 2017/18.
7. Implementation of SHEQMAN in response to green development.
Establish a formal SHEQMAN process for all the AIDC sites; Establish and contract security services at the AIDC Sites.
A SHEQMAN plan for ASP, ICF, GALC. ICN, WEH and all four new township hubs4. Establish and manage security services contracts for all AIDC sites
Full compliance to OHS and SHE legislation Proper security at all sites. Full implementation as from 1 April 2015 – thereafter continuously maintained and upgraded.
Improve health and safety standards and as a result a reduction of IOD incidents, waste management contributing to less pollution and proper security services reduces the prospects of loss of government own assets due to theft and or vandalism.
8. Automotive export development support.
Develop an extensive an export promotion support strategy in collaboration with NAAMSA, NAACAM, the Automotive Export Council and the DTI sector desks. Establish bilateral trade agreements with identified selective African States in collaboration with the DTI and Foreign Relations – targeting Nigeria in particular.
An approved export promotion plan that details the roles and responsibilities of all parties as well as addressing expectations.
Commence increased export activities into SADC and later expanding in into wider Africa. Implementation planning and strategy will commence in 2015. The feasibility of this planned objective will be tested against the needs and expectations of the auto sector.
Increased manufacturing output as a result, earning of forex, increased local content production, increased job and socio-economic conditions. GP becomes the automotive export hub into Africa.
9. Facilitate job creation.
Pro-actively search job placement opportunities, especially for the students, trainees and mentees from the Learning Centre.
Effect job placements of around 240 per annum.
More people absorbed in the productive sector with permanent jobs. Job creation initiatives already commenced years ago and will continue as on-going/rolling objectives.
General improvement of socio –economic conditions, poverty reduction, improvement of quality of life.
10. Management a modern world class standard developmental government agency.
Maintains a value system accepted by all staff; Management commitment to excellence; Maintains a M&E and ERM system; Maintains a performance management system; Training and development of AIDC staff; Diversity training and change management action pursued pro-actively.
Business plan targets are cascaded right through the whole company. Ensuring KPI targets are met through diligent M&E, ERM and management review processes. Regular reporting to the EXEC and Manco of the AIDC, the Shareholder (GGDA) the ARC and the Board. Dedicated purposely designed training and skill development interventions.
Through this process the AIDC receives recognition for its management excellence. It participates in the BCTWF survey and receives a consistent above average score. Staff being put in a position to achieve above average performance score in order to be recognised through the performance bonus scheme for their individual contribution. The AIDC had over the years been awarded many accolades of excellence and will continue striving towards such recognitions.
The AIDC receives regular accolades from external entities recognising its performance of excellence. It regularly receives clean and unqualified audits. It regularly receives BCTW awards/recognitions.
4 ASP – Automotive Supplier park, Rosslyn; ICF – Incubation Centre at Ford; GALC – Gauteng Automotive Learning Centre; ICN – Incubation Centre at Nissan; WEH – Winterveld
Enterprise Hub
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8. The AIDC’s “Big Idea” projects to be pursued over the next 5-10 years:
In responding to the call for radical economic transformation, the following so-called „big idea‟
projects will be pursued for possible implementation by the AIDC, over the next five to ten
years, provided adequate funding, effective partnerships and political support at the highest
levels can be sourced. These were accepted by the GGDA Board planning session on 2
September 2014. All projects will undergo a detailed feasibility and sustainability assessment
before being considered for implementation. These are:
Progressively unpacking the Tshwane Automotive City (TAC) concept (done in collaboration
with the CoT), extracting certain elements in it in order of priority to start creating the critical
mass for the rest; this also includes the concept of transforming the Wonderboom Airport into
a freight hub for Gauteng. Incorporating the following:
Special Economic Zone Status;
Special package of incentives;
Recycling plant;
Wonderboom Airport conversion to freight hub;
Consolidation and Distribution Centre;
- Vehicles and containers.
SIP25 – integrating the east/west and north/south corridors;
Rail infrastructure upgrade;
Tshwane North – Economic “Zone of Choice”.
8.1 Township vehicle disassembly plants/shops (Township Project);
Vehicle disassembly is becoming increasingly popular world-wide:
New vehicles disassembled and exported based on various taxation benefits;
Used vehicles „delicately‟ disassembled to recycle/reuse components ;
Recycling of used motor oil, lubricants, filters, brake pads, shocks, etc.;
Extraction process of precious metals from used catalytic converters (e.g. platinum,
rhodium, etc.);
10-15 are proposed for roll-out in townships over the next 5 years.
8.2 Second hand tyre re-use accreditation centres (Township project);
Townships are inundated with „Used Tyres For Sale‟ entrepreneurs;
5 Strategic Infrastructure Projects
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The greatest impedance to the growth of these SMME‟s is the safety risk associated with
buying used tyres;
Mobile tyre safety verification units could be deployed across Gauteng to officially certify
these tyres via specific diagnostic equipment;
Tyres can be verified as street legal, in which case provides the consumer with quality
assurance, whilst non-compliant tyres can be scrapped, ensuring public safety and
improved marketability;
Possibility for 50 centres to be rolled out over the next 5 years.
8.3 SADC automotive component export initiative;
AIDC and TIRE joint project;
There are in excess of 350 component manufacturers in SA with almost 200 of them
residing in Gauteng;
There are also signs of budding automotive assemblers within the SADC region;
To this end, as a way to intercept the supply into their value chain, a component export
support programme should be facilitated with incentives and politically supported trade
agreements.
8.4 Expansion of the ASP to complete phases 3 to 5
The ASP has been approached by various investors expressing an interest to invest in
the Park.
Due to funding constraints, investment opportunities were lost
Large investments are immanent, which requires funding availability to complete the
balance of the ASP Phases 3 to 5.
8.5 A 2nd Incubator at Ford, as well as engaging other OEMs with similar concepts;
Due to the impact of the current incubator at Ford, replication of this model at an additional
site in Ford is being seen as a favourable solution.
Ford would like to outsource additional commodities to an incubator.
Discussions are already underway to explore these opportunities.
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8.6 Electric vehicle value chain
With the failed Joule EV commercialisation/investment in SA, one should not lose the IP
which was developed in the process.
Remnants of the Joule are currently dormant and could be reviewed for possible direction
as to the role SA could play in the global EV component supply value chain.
Specialist facilitation and R&D work needs to continue in order to position SA as a global
supplier.
9. ORGANISATIONAL ENVIRONMENT
The GGDA is a holding company that is registered as a Schedule 3C public entity. GGDA‟s
sole shareholder is the Gauteng Department of Economic Development. The GGDA
comprises four subsidiary agencies that it wholly owns, namely:
Automotive Industry Development Centre (AIDC),
Technology Innovation Hub (TIH),
Industrial Development Zone (IDZ),
ConHill and
Newtown Precinct.
These agencies, by virtue of its ownership by GGDA, are by default Schedule 3C public
entities. In terms of its governance arrangements, the GGDA is accountable to both the DED
and an independent board that has been established in terms of the Companies Act.
Similarly, boards have also been established for each of the subsidiaries to whom the latter
are likewise accountable.
Each of the GGDA agencies reports independently to their respective Boards.
9.1 The current structure of the AIDC is reflected in the following functional organogram (the
detailed organograms of the AIDC are under Annexure B6):
6 Due to the personal information contained in the organograms these are not for public consumption.
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CEO
B. Manilal
Executive Manager:
Operations
Vacant x1
Senior Manager: M&E,
Risks
J. van Dyk
Executive: Industry
Development
D. Moodley
Senior Manager:
Business Development
Vacant x1
(Acting Z. Jansen)
Senior Manager: Human
Resources
Vacant x1
(Acting M. Mhlungu)
-Projects Fin. Man.*
-SCM – Proc. Man.*
-Operations Fin. Man.*
-Opex & budget
-Ct/Dt
-Systems (ERP/BI)
-Payroll Man.*
-Supplier & Enterprise Dev.
Man.*
-Inc. Progr. Man.*
-SDT Man.*
-Spec. Prog. Man.*
-Incentives Schemes Man. *
-Automotive Hubs Man.*
-Learning Centre Man.*
-Facilities Man.*
-ICT Man.*
-SHEQMAN
-Tenant Relations
-Office Support
-Conf. Venue
-OPS Meeting
-BCM
-Strategic Planning
-Business Plan Co-
ordination
-ERM & RR
-Reporting
-Projects
-DBSA M&E
-Co. Performance
-Audit evidence
-Programmes Man. *
-Facilities and Infrastructure
Man. *
-Marketing and Events. *
-Stakeholder and
Relationships Management
-New business sourcing
-Concept development
-Alternative Funding
-Tenants Relations
-Corporate Identity
-Business Intelligence
-Delegations & Trade
Missions
-Training/Dev & Perf Man.*
-ER/EW Man.*
-HR Resourcing & Admin
Man. *
REPORTING ORGANOGRAM
CEO DIVISION
As at 01 April 2015
Executive Assistant to
CEO
S. Ascenso
Executive Liaison
Officer
L. Delport
Legal Manager
Vacant x1
Strategic Relations and
Communications
Manager
Vacant x
Corporate
Governance & Legal
Compliance Officer
Vacant x1
CFO
S. van der Merwe
9.2 In terms of this overall framework, each of the parties in the governance framework has certain
responsibilities. These are broadly captured in the table below:
Party Responsibility
GDED
Set the strategy that the GGDA and subsidiaries must align to
Provide budget and investment for execution of the strategy
Ensure sound governance and performance of the GGDA
GGDA Board
Perform the governance functions of a board
Quality assure strategy, management and governance of the GGDA
Support the GGDA to achieve its mandate
Subsidiary Boards
Perform the governance functions of a board
Quality assure strategy, management and governance of the subsidiary
Manage the accountability and performance of the subsidiary
Support the Subsidiary to achieve its mandate
GGDA holding Company
Manage the GGDA
Develop and implement group wide strategic management
Implement key initiatives in line with the GGDA strategy in respect of trade and investment, project management and business intelligence
Support the growth, development and success of the Subsidiaries
Subsidiaries
Manage the subsidiary
Develop and implement strategic management for the subsidiary
Implement the subsidiary strategy and manage performance
Support the growth, development and success of the Subsidiary
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9.3 The AIDC falls under GGDA‟s Programme 2:
9.3.1 The Table Below depicts the purpose of Programme 2, its sub-programmes and their
functions.
BUDGET PROGRAMME:2
PURPOSE SUB-
PROGRAMMES FUNCTIONS
Automotive Industry Development Centre (AIDC)
To develop the automotive manufacturing sector to globally competitive standards of excellence through a world-class value proposition which enables effective and sustainable socio-economic growth
Industry Development
Supplier and Enterprise Development Township Enterprise development Incubator Programmes SD&T (Skills, Development and Training – also ESDA) Learning Centre (with two simulator facilities) Special Programmes (including TAC) Industrial policy development support to key stakeholders Automotive export support into SADC/Africa
Operations
Facilities maintenance and improvement execution Facilities improvement planning ICT Management (also responsible for BCM – Business Continuity Management) SHEQMAN (Safety, Health, Environmental Quality Management System – all AIDC sites) Soft Services – AIDC office support Conference Venue at ASP
M&E and Risk
Strategic and operational planning coordination Business Plan Coordination Enterprise Risk Management & Risk Registers Operations risk management– across all projects and all sites Reporting – performance tracking Projects monitoring Jobs Fund reporting (e-portal) Oversee M&E of operational and performance effectiveness Performance audit evidence collection
Business Development
New Business Sourcing – business intelligence Alternative Funding Enterprise Business Analysis – including township concept development Marketing and events Tenants leases, relationships, and tenant pipeline Corporate Identity (CI)
Finance Operations Projects Procurement Payroll
Human Resources Recruitment and administration Employee wellness and relations Skills, development and training
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10. Monitoring System
The AIDC has a dedicated division responsible for the AIDC‟s business planning process that
culminates in the drafting of annual business and performance plans. The latter is done in
collaboration with all other AIDC departments and the Shareholder, as well as ensuring
alignment with the shareholder‟s agreement. Continuous monitoring and evaluation actions
are being undertaken to ensure excellent levels of compliance and performance reporting in
adherence to prescribed levels of corporate governance. Enterprise risk management forms
and integral part of this division‟s responsibilities and covers the identification and monitoring
of risks from the lower operational levels up to strategic level. Risk mitigation plans are
purposefully designed to mitigate risks to acceptable levels. Reporting occurs at various
intervals and levels – internally to the ARC and Board, the Shareholder or otherwise to the
Legislature and external stakeholders. Performance evidence is maintained throughout to
facilitate the AIDC‟s target for unqualified and clean audits.
11. Risk Management Process and Challenges
Guided by the group-wide Risk Management Policy, the AIDC‟s Monitoring, Evaluation and
Risk department, together with the management team (ManCo) under the chairmanship of the
CEO, is ultimately responsible to the Board‟s Audit and Risk Committee (ARC) for ensuring full
compliance with the GGDA Group risk management policy and the PFMA. The latter meets
monthly, or even more frequently as the need arises, to assess and review AIDC‟s risks and to
ensure that adequate risk mitigation actions are in place and/or that preventative or corrective
actions have been taken. This process is subject to continuous monitoring and evaluation. The
AIDC‟s strategic risk register is reviewed and approved by the Board on an annual basis
through a special Board risk workshop. The AIDC also regularly engages with the GGDA to
ensure alignment and oversight by the shareholder. Risks are managed from the lowest to the
highest level right through the company and reviewed monthly at organisational, departmental
and project levels.
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12. The detailed budget as contained under Appendix C.
The details of the AIDC‟s funding requirements in respect of opex, project and capex needs
are contained in this Appendix C. The bulk of the budget will be spent in the Northern Corridor
development of the Province7.
13. Annual and Quarterly Operational/functional Targets for 2015/16 and Outer Financial
years
Programme Performance Indicator Audited/Actual Performance Estimated
Performance Medium-Term Targets and Estimated
Budget
Per Strategic Objective 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
1 FINANCIAL ACCOUNTABILITY AND COMPLIANCE TO ALL PRESCRIBED FINANCIAL REGULATIONS AND GUIDELINES
1.1 Percentage of resolved AG audit findings
90% 98% 90% 100% 100% 100% 100%
1.2 Variance between budget & actual expenditure
3% 0,02% <5% <5% <5% <5% <5%
1.3 Percentage of invoices paid within 30 days
- - 96% 95% 95% 95% 95%
2 EMPLOYMENT EQUITY TARGETS IN RESPECT OF WOMEN AND PERSONS WITH DISABIITIES ACHIEVED OR SURPASSED
2.1 Percentage women in Senior Management Positions within GGDA
26% 37% 50% 50% 50% 50% 50%
2.2 Percentage people with Disabilities in GGDA employment
3% 2.50% 2.50% 3% 3.50% 4% 4.50%
2.3 Vacancy rate - 26% 18% 12% 8% 5% 2%
3 EFFECTIVE IMPLEMENTATION OF THE GPG BB BEE STRATEGY
3.1
% Compliance to BBBEE Preferential Procurement targets per annum
43% 69% 70% HDI: 80% HDI: 80% HDI: 80% HDI: 80%
17% 22% 25% Women: 30% Women:
30% Women:
30% Women:
30%
6% 10% 12% Youth: 10% Youth: 10% Youth: 10% Youth: 10%
0.12% 0.10% 0.11% PWD: 5% PWD: 5% PWD: 5% PWD: 5%
3.2 Percentage spend on local procurement8
- - - Local
Contracting: 75%
Local Contracting:
75%
Local Contracting:
75%
Local Contracting:
75%
7 Due to the company commercial information contained in Appendix C it is not open for public consumption
8 DTI has various levels of local content prescribed for various sectors. Local content is not the same as local contracting. South
Africa is far from being at 75% local content of all products and equipment.
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PART B: PROGRAMME AND SUB-PROGRAMME PLANS
14. AIDC Programme Strategic Objective Annual Targets for 2015/18 and alignment
14.1 Automotive Industry Development Centre (AIDC) contributes directly to the Strategic Goals –
these categories have been grouped per project under Appendix A.
14.2 The table under this paragraph explain the alignment in more detail.
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AIDC’s business plan alignment
DED Strategic Goals GGDA Strategic Goals
AIDC Strategic Objectives as detailed under par 7.4.1
AIDC related projects
Goal 1: Gauteng’s economy radically transformed.
DED Pillar 1 – Radical economic transformation; Pillar 6 = Modernisation of the economy; Pillar 9 – Re-industrialisation of GP.
Goal 1: Gauteng‟s economy radically transformed.
1. Develop support strategies for implementation of a dedicated Gauteng automotive industrial strategy and subsequent policy. 3. Supplier Competitiveness Improvement. 4. Develop scarce and critical skills and facilitate job placements. 5. Facilitate enterprise cluster development – radical transformation of Townships. 6. Establish and manage Black Economic Empowerment (BEE) incubator programmes.
Project AIDC 05 – AIDC Automotive Incubation Centre at Ford, Silverton. Project AIDC 43 - Winterveld Enterprise Hub. Project AIDC22/1 – Gauteng Automotive Learning Centre - a total of 1595 students (Across all projects–, Rosslyn, with the Ford (AIDC03) and Nissan Simulators (AIDC22/2) – Job placements. Project AIDC 22/3 – AIDC Automotive Incubation Centre at Nissan, Rosslyn. Project AIDC 36 - Efficiency Improvement programme with 22 companies and a 10% efficiency improvement target. Project AIDC 44/1 - Four new Township Hubs. The following are not on KPI - Appendix A: Siemens - Support critical infrastructure training for Eskom – via Siemens to train artisans and engineers for the various power stations under development.
Goal 2: Gauteng’s economy re-industrialised and modernised. DED Pillar 2 – Decisive spatial transformation; Pillar 6 = Modernisation of the economy; Pillar 9 – Re-industrialisation of GP; Pillar 10 – Taking the lead in Africa‟s new industrial revolution.
Goal 2: Gauteng‟s economy re-industrialised and modernised.
2. Infrastructure development for expansion/growth – ASP value propositions, EIAs and the TAC. 3. Supplier Competitiveness Improvement. 4. Develop scarce and critical skills and facilitate job placements. 7. Implementation of SHEQMAN in response to green development. 8. Automotive export development support.
Project AIDC 22/3 and 22/4 – Establish the AIDC Automotive Incubation Centre at Nissan, Rosslyn. The following are not on KPI - Appendix A: ASP, Rosslyn retains 95% occupancy. TAC – to develop the Tshwane Auto City in collaboration with CoT. Transnet - Support supplier development in transport sector. New initiative aimed at developing an industrial manufacturing strategy for GP, as well as developing an export promotion initiative to support the local automotive industry in GP to expand its export footprint into SADC (IGR).
Goal 3: GGDA capacitated to deliver and implement efficiently and effectively. DED Pillar 4 – Transformation of state and governance; Pillar 5 – Modernisation of the public service.
Goal 3: GGDA capacitated to deliver and implement efficiently and effectively.
7. Implementation of SHEQMAN in response to green development 10. Management of a modern world class standard developmental government agency, with lower levels of state funding dependencies.
Governance – checklists and audits; Quarterly reporting to ARC and Board; Monthly project review meetings and SHEQ reviews; Monthly Tender Committee meetings; Quarterly staff performance reviews, as well as staff performance contracts and PDPs aligned to mandate and deliverables of the AIDC; BEE spent. The following are not on KPI - Appendix A: BCTWF – annually. SHEQ reports – monthly. ERM – annual risk workshops, monthly reviews and reporting. Monthly reporting to shareholder (PoA, jobs, GEYODI). Monthly M&E Forum meetings. Monthly Project Review Meetings.
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14.3 The following tables reflect on the key strategic targets 2011-2018 – the APP for 2015/15 will primarily focus on those targets and
deliverables as listed in the tables below and the Performance Indicator Matrix under par 15:
Annual Targets
Audited/Actual Performance Estimated Performance
2014/15
Medium-Term Targets
2011/12 2012/13 2013/14 2015/16 2016/17 2017/18
1. Revitalised and modernised township economies reflecting radical transformation and reindustrialisation of Gauteng‟s economy
0 0 0 1 4 8 10
2 Facilitation of SMMEs, township enterprises and cooperatives participating in mainstream economic activities as part of radically transformed and reindustrialised Gauteng economy9*
6 6 6 6 6 6 14
3. Appropriately skilled human resource and business capacity that meet the needs of a radically transformed and re-industrialised Gauteng economy.
2629 2060 1495
1448 1595 1595 1595
3.1 Mentorship Programme
Total trained:
Staff members from 60 mentees received training as follows:
Business
Panel beating
Introduction to MS Word and MS excel.
UNISA training
UNISA: Basic admin and Business Plan;
UNISA: Entrepreneur Skills and Basic Finance; and
UNISA: Marketing and Business Skills
n/a. n/a.
119
62
26
19
12
60
60
60
60
3.2 Youth Reskilling
Total Apprentices in training:
Total trained per trade as follows:
Fitters
Boiler Makers
Welders
Diesel Mechanics
n/a. n/a.
56
14
11
10
14
45
12
11
9
13
3.3 BBBEE IC
Total Trained (non-accredited):
Total trained on each module:
Internal SHEQ Audit
Waste Management
Safety Training
HIV and AIDS
n/a. n/a.
150
24
16
20
46
115
115
9 *includes financial and non-financial support to SMMEs and Cooperatives as well as all Incubation and Training projects, as well as the breaking of monopolies – developing SMMEs as new
entrants into Auto sector – e.g. FMCSA and NSA
Page 33 of 78
Annual Targets
Audited/Actual Performance Estimated Performance
2014/15
Medium-Term Targets
2011/12 2012/13 2013/14 2015/16 2016/17 2017/18
Financial Management
ISO/TS Core Tools
44
115
3.4 Winterveld Auto-hub
Total Trained (non-accredited):
Total trained of each module:
Basic Spray Painter
Panel Beating
Financial Management
Basic Panel Beating
Body Spray Painting
n/a. n/a.
120
120
120
120
63
63
63
3.5 Supplier Efficiency / Total Productive Maintenance
Total Trained on Total Productive Maintenance(non-accredited):
n/a. n/a. 178 from 18 companies
146
from 3 companies
3.6 IS014001
Total Trained on Quality Assurance (non-accredited): n/a. n/a. 16
3.7 T6 Simulator
Total Trained (non-accredited):
Modules:
Assemble Mechanical Components;
Fit and remove doors and panels to a body shell;
Select and Use Vehicle Equipment
Total from Ford
Total from FET‟s
n/a. n/a.
313
313
313
313
108
205
172
172
172
172
35
137
3.8 Gauteng Automotive Learning Centre
Total Trained:
Modules:
Basic Skills;
LSS Assigned worker;
Vital A&B,
Spray Painting;
Annual Objective Plan;
Presentation Skills;
First Aid Training
Workplace Transport Safety & Forklift
Fire Fighting
Effective Communication Skills
n/a. n/a.
543
543
543
543
536
536
536
536
536
536
536
536
Page 34 of 78
Annual Targets
Audited/Actual Performance Estimated Performance
2014/15
Medium-Term Targets
2011/12 2012/13 2013/14 2015/16 2016/17 2017/18
As from 1 April 2015 all technical and project related training activities are consolidated under the Learning Centre, as follows:
4.1
Training into Township Transformation and Re- industrialisation, consisting of:
Concept for Townships Public Private Partnership with big business
Townships Manufacturing Management Development Training
Townships competitiveness & green economy workshops and training
Townships readiness assessment for manufacturing and auto related services, glass fit, tyres repair, exhaust repair etc.
Township interventions on competitiveness and environmental projects including auto products recycling like tyres, oil, scrap etc.
30 30 30
4.2
Training into SME Programmes, consisting of the following:
Total Productive Maintenance
Rapid Process Improvement
Lean Manufacturing
Cleaner Production
Quality Management Systems
Continuous Improvement Programmes/processes (CIP)
160 160 160
4.3
Supervisor training (in auto production/manufacturing) 5 5 5
4.4
Mentorship training that entails the following:
Remove, replace and align body panels
Understand the body construction safety features of a vehicle
Knowledge of body repair
Perform basic welding. Joining
Identify the various types of paints, primers, material and their uses
Maintain spray painting equipment
Perform basic spray painting
Perform masking and de-masking on a vehicle Perform surface preparation on a body panel Business Management Qualification (UNISA)
140 140 140
4.5
Accredited technical training (including artisans) that includes the following:
Understanding Basic programmable logic controllers (PLC's),
Install and program basic programmable logic controllers (PLC's)
Fault find and repair programmable Logic controllers (PLC's)
Install and programme advanced industrial programmable logic controllers (PLC's)
Workplace Safety
Basic Hand and skills usage of tools
Electrical Artisans
Automotive Component Manufacturing and assembly
100 100 100
Page 35 of 78
Annual Targets
Audited/Actual Performance Estimated Performance
2014/15
Medium-Term Targets
2011/12 2012/13 2013/14 2015/16 2016/17 2017/18
4.6
Technical training skills programme that consist of:
Pneumatics,
Hydraulics,
Robotics,
Autotronics
Mechatronics
PLC
CNC
Welding
190 190 190
4.7
Non-technical training to support industrial Development value chain (Soft skills and ABET training10) consisting of:
Time Management
Self-Management
Supervisor Development programme
Policy and Procedure course Refresher Course, Basic Budgeting,
HIV AIDS testing and counselling
Basic Computer Skills
Communication and Literacy skills
510 510 510
4.8
Simulator training (both Ford and Nissan) consisting of:
Induction of the Simulator
Health and Safety
Basic Hand and tooling skills programme
Vehicle Welding
Vehicle Spray Painting
Vehicle Trim Assembly
460 460 460
10
Note: This training programme falls in the category of “low tech training increasing value chain”
Page 36 of 78
14.4 AIDC Annual Performance Plan (APP) Programme Performance Indicators and Annual Targets for 2015 to 2018 – for detail please refer to
Appendix A (Scorecard PI Matrix):
Programme Performance Indicator (Per Strategic Objective)
Audited/Actual Performance Estimated Performance 2014/15
Medium-Term Targets
2011/12 2012/13 2013/14 2015/16 2016/17 2017/18
1 Winterveld Enterprise Hub (WEH) sustained and managed
0 0
WEH Established WEH operational
WEH operational
10% Self-sustainability
WEH Operational
30% self-sustaining
WEH Operational
60% Self-sustaining
2
Number of Township Hubs/Sites identified and developed (exclusively automotive related)
0 0
Two concepts (desk top studies)
to be finished end 14/15 – end date
March 2015
4
subject to adequate funding being made
available
8 10
Page 37 of 78
3 Number of existing SMME‟s supported Note: Specific types of manufacturing companies where interventions are rolled out will be determined at project development stage in accordance with priority sub-sectors of GPG DED
4
Number of auto industry companies provided with on-site efficiency enhancement techniques to improve their productivity, quality and competitiveness, improvement average across all interventions is 10% efficiency improvements (from the established baseline)
28 20 31 20
Base line
22 SMME /SME companies in the auto sector signed up under the efficiency programmes as follows TPM = 5 RIP = 10 LM = 2 CP/CIP = 5 Improvement average across all interventions is 10% efficiency improvements (from the established baseline)
22 SMME/SME companies in the auto sector signed up under the efficiency programmes as follows TPM = 5 RIP = 10 LM = 2 CP/CIP = 5 Improvement average across all interventions is 10% efficiency improvements (from the established baseline)
22 SMME/SME companies in the auto sector signed up under the efficiency programmes as follows TPM = 5 RIP = 10 LM = 2 CP/CIP = 5 Improvement average across all interventions is 10% efficiency improvements (from the established baseline)
5
Number of BEE SMMEs incubated at the Incubation Centre at Nissan (including uptake agreements)
- - - -
The identification and shortlisting of candidates to incubate Up to 8 candidates. Draft legal incubation agreements.
Commence technical production training with up to 8 chosen candidates Skills development outcome based
Up to 8 Incubatees Commence production
6
Number of BEE SMMEs incubated at the Incubation Centre at Ford (including uptake agreements)
6 6
6
6 operating 2 graduating And 2 new BEE Incubatees recruited as replacements
6 operating 2 graduating And 2 new BEE Incubatees recruited as replacements
6 operating 1 graduating And 1 new BEE Incubatee recruited as replacements
7
Number of people trained at the Gauteng Automotive Learning Centre, Rosslyn (Details are as per the schedule under par 10.3)
0
0
543 900 in training – with 300
merSeta applications prepared
1595
With 15% job placement in various vocational
categories, linked to the curricula
1595
With 20% job placement in various vocational
categories, linked to the curricula
1595
.With 25% job placement in various vocational
categories, linked to the curricula
8 Learning Centre students placed in jobs N/A. N/A. N/A. N/A. 239 319 399
9 Maintain 95% occupancy at ASP 95% 95% 95% 95% 95% 95% 95%
Page 38 of 78
14.5 AIDC Programme Quarterly Targets for 2015/16
Programme Performance Indicator Reporting Responsibility
Reporting Period Annual Target Quarterly Target for 2015/16
1st 2nd 3rd 4th
1 2
Winterveld Enterprise Hub (WEH) sustained and managed
AIDC Quarterly
Operationalization 10% self-sustained at year end
WEH fully operational.
5 SMME operating
through the Hub
WEH fully operational.
5 SMME operating
through the Hub
Develop plan to secure additional
Gov. owned vehicles.
WEH fully operational.
5 SMME operating
through the Hub
Meeting Gov. entities to secure
off-take agr.
WEH fully operational
5 SMME operating through the Hub
External income
realised to achieve 10% self-
sustainability.
Number of sites identified and developed Identification Business model Infrastructure development commencement
AIDC Quarterly 4 Hubs Launched – subject to adequate funding being made available
4 Hubs sites identified and
concepts developed – identify „operators‟
Testing sustainability-
business model and plan and commence with infrastructure
refurbish-ment
Infrastructure refurbishment
continues 4 Hubs Launched
3
Number of auto industry companies provided with on-site efficiency enhancement techniques to improve their productivity, quality and competitiveness, improvement average across all interventions is 10% efficiency improvements (from the established baseline)
AIDC Quarterly
22 companies signed up under the efficiency programme and engaged with assistance through various types of efficiency improvement projects. Interventions completed and signed off. TPM = 5 RIP = 10 LM = 2 CP/CIP = 5 Improvement average across all interventions is 10% efficiency improvements (from the established baseline)
6 companies signed
up under the efficiency
programme and engaged with
assistance through various types of
efficiency improvement
projects
8 companies signed up under the efficiency
programme and engaged with
assistance through various types of
efficiency improvement
projects
8 companies signed
up under the efficiency
programme and engaged with
assistance through various types of
efficiency improvement
projects
Closing out efficiency
improvement projects for 15/16 with interventions
completed and signed off by 22
companies.
Page 39 of 78
4 Shortlisting of candidates to incubate at the Automotive Incubation Centre at Nissan.
- -
Up to 8 candidates identified and shortlisted for incubation.
Draft legal agreements for incubation compiled.
Commence discussions with
NSA with regards to possible products for
outsourcing.
Commence discussion with Tier
1 entities with regards to off-take
and incubation.
Develop criteria for incubatee selection
and place advertisements.
Interviews and selection process.
5 Number of BEE SMMEs incubated at the Incubation Centre at Ford
AIDC Quarterly
6 operating from the IC
- 4 production
-1 logistics
-1 canteen
With 2 graduated.
And 2 new BEE Incubatees recruited as replacements.
Production call-off dictated by Ford.
6
BEE SMME‟s operating from the
IC.
Production call-off dictated by Ford
6
BEE SMME‟s operating from the
IC.
Production call-off dictated by Ford
6
BEE SMME‟s operating from the
IC.
Production call-off dictated by Ford
6 operating from the IC;
Production call-off dictated by Ford.
With 2 graduated.
And 2 new BEE Incubatees recruited
as replacements
6
Number of people trained at or through the Gauteng Automotive Learning Centre in Rosslyn – consolidated curricula – all projects
AIDC Quarterly
1595 students, trainees and mentees will be at various stages of completing training, skills development, and mentoring in the following categories: 30 people - Training into Township Transformation and Re- industrialisation; 160 people - Training into SME Programmes; 100 people - Accredited technical training (including artisans); 5 people – Supervisor training; 140 people – Mentorship training; 190 people - Technical training skills programme; 510 people - Non-technical training to support industrial Development value chain (Soft skills and ABET training); 460 people - Simulator training (both Ford and Nissan).
190 students signed up and commence training, up-skilling
and mentoring
( A number of 25 students will be rolling over from
2014/15)
A further 510 students signed up
and commence training, up-skilling
and mentoring
A further 660 students signed up
and commence training, up-skilling
and mentoring
A further 235 students signed up
and commence training, up-skilling
and mentoring.
A total of 1595 at various stages of
either having completed or are busy completing
training, skills development, and
mentoring
Page 40 of 78
7 Job placement of 15% – Learning Centre students/trainees
239 students or trainees placed in jobs Prepare CVs.
Prepare for interviews.
Place adverts, lobbying with various auto sector entities
Prepare CVs.
Prepare for interviews.
Place adverts, lobbying with various auto sector entities
Prepare CVs.
Prepare for interviews.
Place adverts, lobbying with various auto sector entities
239 students or trainees placed in jobs
8 Maintain 95% occupancy at ASP
AIDC Year end 95% 95% 95% 95% 95%
9 Jobs Fund project: Nissan Incubation Centre
AIDC Monthly 50% Completion Foundations Steel frame structure Roofing completed Brickworks
completed
Page 41 of 78
PART C: LINKS TO OTHER PLANS
15. Links to the long-term infrastructure and other capital plans and external projects.
There are basically two major infrastructure projects in the scope of the AIDC. These
are:
15.1 Finding/sourcing between R1,5bn to R2bn to further develop the Automotive Supplier
Park in Rosslyn over the next 5 years;
15.2 Finding/sourcing around R50bn to fully develop the Tshwane Auto City over the next
50 years.
16. External projects of the AIDC for 2015/16 are as follows – key deliverables are set out
under in the ensuing tables for each, namely:
16.1 Enterprise Development Department;
16.2 Skills Development and Training – Gauteng Automotive Learning Centre
16.3 ESDA - Siemens Project;
16.4 ASP Maintenance and Improvement Plan;
16.5 SHEQMAN plan;
16.6 ASP Tenant Pipeline plan;
16.7 ICT plan;
16.8 Business development and marketing plan.
Page 42 of 78
16.1 Enterprise Development Department:
No Activity Comment Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar
1
Transnet Supplier Development Programme, Value R1.9 mil over 22 months
Contract signed in January and started February 2014 for 22 months
Continue and finalise workshop 2
Continue and finalise workshop 2
Continue to train 3 Transnet Master trainers
Continue to train 3 Transnet Master trainers
Continue and finalise workshop 2
Continue to train additional 3 Transnet Master trainers
Continue to train additional 3 Transnet Master trainers
Continue to train additional 3 Transnet Master trainers
Programme wrap up and closure
Programme wrap up and closure
Programme sign off with Transnet
2 CoT Sector Supply Chain Mapping
Targets to be confirmed, final stages of finalising contract
TBC
3
HIDA Automotive Management Training in Japan, SA Auto companies subsidised 60% of costs to attend Management training in Japan
First pilot held in 2014/15 facilitated by the AIDC for the Industry and 20 participants attended and the 2015/16 programme will be a follow up and has been given a go ahead by HIDA.
Identify and select companies
Identify and select companies
Identify and select companies
Finalise administration with HIDA and participating companies
Finalise administration with HIDA and participating companies
Finalise administration with HIDA and participating companies
Industry training in Japan
Industry training in Japan
Programme review and feedback to Industry
Programme review and feedback to Industry
Close Programme
Initiate next programme for 2016/17
4 Nissan Thanks Programme
2014/15 programmes used as a pilot until Apr/May 2015
Planning and recruitment for next round of THaNKs
Planning and recruitment for next round of THaNKs
Planning and recruitment for next round of THaNKs
Planning and recruitment for next round of THaNKs
Mentoring and coaching of engineers on Focused Improvement of
Mentoring and coaching of engineers on Focused Improvement of
Mentoring and coaching of engineers on Focused Improvement of
Mentoring and coaching of engineers on Focused Improvement of
Mentoring and coaching of engineers on Focused Improvement of
Mentoring and coaching of engineers on Focused Improvement of
Mentoring and coaching of engineers on Focused Improvement of suppliers and reviews
5
SEDA MSP (Manufacturing Support Programme)
Targets to be confirmed, final stages of finalising contract
TBC
6
TASA/GTI (Supplier development of tool manufacturing companies)
Targets to be confirmed and new contract to be signed for 2015/16. Discussions have already started
Contracting Identify and select companies
Identify and select companies
Gap Assessment of companies
Gap Assessment of companies
Supplier development support & implementation
Supplier development support & implementation
Supplier development support & implementation
Supplier development support & implementation
Supplier development support & implementation
Supplier development support & implementation
Close Programme
Page 43 of 78
7
NCPC / NBI (Green Economy - Cleaner production programme)
Targets to be confirmed and new contract to be signed. Discussions have already started.
Contracting Identify and select companies
Identify and select companies
Gap Assessment of companies
Gap Assessment of companies
Supplier development support & implementation
Supplier development support & implementation
Supplier development support & implementation
Supplier development support & implementation
Supplier development support & implementation
Supplier development support & implementation
Close Programme
8
SGRIF (South Gauteng Region Innovation Forum)
SGFR co funded RPIW (Rapid Process Improvement Workshops) in 2013 and 2014. 2015/16 targets and contribution still need to be confirmed
9
NFTN (National Foundry Technology Network)
NFTN co funded RPIW (Rapid Process Improvement Workshop) for foundries in 2013 and 2014. 2015/16 targets and contribution still need to be confirmed
Page 44 of 78
16.2 Skills Development and Training - Gauteng Automotive Learning Centre - 15/16 Business plan training targets (all projects excluding AIDC internal training))
No. Programme Sub Programme Outcomes Number of people trained
Cumulative targets for 2015/16 which are linked to the specific training programme and/or intervention
April May June July Aug Sept Oct Nov Dec Jan Feb Mar
1
Training to Township Transformation and Re- industrialisation
1.1. Concept for Townships Public Private Partnership with big business
Develop concept document N/A Research Research Review Appr. Manco
Implement
1.2. Townships Manufacturing Management Development Training
Train and build manufacturing capacity for 50 existing and potential business people (black industrialists) on manufacturing business principles
20 0 0 0 0 10 10 10 20 20 20 20 20
1.3. Townships competitiveness & green economy workshops and training
Train build capacity for 20 existing and potential business people (black industrialists) on competitiveness & green economy principles
N/A
1.4. Townships readiness assessment for manufacturing and auto related services, glass fit, tyres repair, exhaust repair etc.
Assess 20 individuals/businesses to gauge manufacturing capability and automotive services related opportunities
N/A
1.5. Township interventions on competitiveness and environmental projects including auto products recycling like tyres, oil, scrap etc.
Conduct interventions based on gap assessments above for 5 individuals/businesses
10 0 0 0 0 0 0 10 10 10 10 10 10
Total: Training into Township Transformation and Re- industrialisation 30 0 0 0 0 10 10 20 30 30 30 30 30
Page 45 of 78
16.2 Skills Development and Training - Gauteng Automotive Learning Centre - 15/16 Business plan training targets (all projects excluding AIDC internal training))
No. Programme Sub Programme Outcomes Number of people trained
Cumulative targets for 2015/16 which are linked to the specific training programme and/or intervention
April May June July Aug Sept Oct Nov Dec Jan Feb Mar
2 Training of SME Programmes
2.1. Total Productive Maintenance
To enable companies to reduce operating costs within the province, become world class manufacturers and globally competitive as per Quality, Cost and Delivery measures at a specific area within the company and improve OEE (Overall Equipment Effectiveness) on average to above 60% at the selected areas per company.
80 0 0 10 10 30 30 50 50 50 70 80 80
2.2. Rapid Process Improvement
To enable companies to reduce operating costs within the province, become world class manufacturers and globally competitive as per Quality, Cost and Delivery measures at a specific area within the company
40 0 5 5 10 10 10 20 30 30 40 40 40
2.3. Lean Manufacturing
To enable companies to reduce operating costs within the province, become world class manufacturers and globally competitive as per Quality, Cost and Delivery measures at a specific area within the company
20 0 0 0 0 0 10 10 10 10 20 20 20
2.4. Cleaner Production
To enable companies to implement energy, water and waste saving methodologies, which is sustainable
15 0 5 5 5 5 10 10 15 15 15 15 15
Page 46 of 78
16.2 Skills Development and Training - Gauteng Automotive Learning Centre - 15/16 Business plan training targets (all projects excluding AIDC internal training))
No. Programme Sub Programme Outcomes Number of people trained
Cumulative targets for 2015/16 which are linked to the specific training programme and/or intervention
April May June July Aug Sept Oct Nov Dec Jan Feb Mar
2.5. Quality Management Systems
To enable automotive component suppliers to continue supplying to OEM's. This is a requirement for companies to be able to supply to OEM's.
5 0 0 0 0 0 0 0 0 0 5 5 5
Total: Training of SME Programmes
160 0 10 20 25 45 60 90 105 105 150 160 160
3 Total: Supervisor Training
5 0 0 0 0 0 0 5 5 5 5 5 5
4 Mentorship
4.1 Remove, replace and align body panels 4.2 Understand the body construction safety features of a vehicle 4.3 Knowledge of body repair 4.4 Perform basic welding. Joining 4.5 Identify the various types of paints, primers, material and their uses 4.6 Maintain spray painting equipment 4.7 Perform basic spray painting 4.8 Perform masking and de-masking on a vehicle 4.9 Perform surface preparation on a body panel 4.10 Business Management Qualification (UNISA)
Train entrepreneurs on any 1 (or more) of the following training programmes (4.1-4.10) and enhance their knowledge and skills in the automotive sector thus formalising their businesses:
140 0 0 0 20 40 60 80 100 100 100 140 140
Page 47 of 78
16.2 Skills Development and Training - Gauteng Automotive Learning Centre - 15/16 Business plan training targets (all projects excluding AIDC internal training))
No. Programme Sub Programme Outcomes Number of people trained
Cumulative targets for 2015/16 which are linked to the specific training programme and/or intervention
April May June July Aug Sept Oct Nov Dec Jan Feb Mar
5 Accredited Technical Training
5.1 Understanding Basic programmable logic controllers (PLC's), 5.2 Install and program basic programmable logic controllers (PLC's) 5.3 Fault find and repair programmable Logic controllers (PLC's) 5.4 Install and programme advanced industrial programmable logic controllers (PLC's) 5.5 Workplace Safety 5.6 Basic Hand and skills usage of tools 5.7 Electrical Artisans 5.8 Automotive Component Manufacturing and 5.9 Assembly
Train and build capacity on any 1 (or more) of the following training programmes (5.1 - 5.9) for the Automotive sector on merSETA accredited skills programmes and qualifications as follows:
100
Planning and curriculum alignment
Finalise curriculum alignment
Manco approves curriculum alignment
30 30 30 60 60 60 100 100 100
7 Technical Training Skills Programmes
7.1Pneumatics, 7.2Hydraulics, 7.3Robotics, 7.4Autotronics, 7.5Mechatronics, 7.6 PLC, 7.7CNC 7.8 and Welding
Offer automotive related skills programme on any 1 (or more) of the following (7.1 - 7.9) as per scarce and critical skills list.
190 0 0 0 40 50 60 80 100 120 140 160 190
Page 48 of 78
16.2 Skills Development and Training - Gauteng Automotive Learning Centre - 15/16 Business plan training targets (all projects excluding AIDC internal training))
No. Programme Sub Programme Outcomes Number of people trained
Cumulative targets for 2015/16 which are linked to the specific training programme and/or intervention
April May June July Aug Sept Oct Nov Dec Jan Feb Mar
8
Non-technical training to support industrial Development value chain (Soft skills and ABET training)
8.1 Time Management, 8.2 Self-Management, 8.3 Supervisor Development programme 8.4 Policy and Procedure course Refresher Course, 8.5 Basic Budgeting, 8.6 HIV AIDS testing and counselling 8.7 Basic Computer Skills 8.8 Communication and Literacy skills
Application of organizational specific training on any 1 (or more) of the following training programmes (8.1 - 8.9) to enhance the effectiveness and efficiency of personal development and support township revitalisation through ABET training programme in lieu of enhancing Industrial development.
510 0 20 50 100 150 200 250 300 350 350 450 510
9 Simulator Training
9.1 Induction of the Simulator 9.2 Health and Safety 9.3 Basic Hand and tooling skills programme 9.4 Vehicle Welding 9.5 Vehicle Spray Painting 9.6 Vehicle Trim Assembly
Expose School Learners, FET students and Industry Operators on any 1 (or more) of the following training programmes (9.1 - 9.6) to the Automotive Simulator environment to enhance their tertiary qualifications (FET), increase employability prospects as well as increase productivity.
460 50 100 120 160 240 280 320 380 400 420 440 460
Training targets 1595 50 130 190 375 565 700 905 1080 1170 1295 1485 1595
190 700 1170 1595
Job placement target of 15% - year-end target only as placements are dependent on successful completion of training - jobs placement highly dependent on need and demand that are influenced by commercial local and international market conditions
239
Page 49 of 78
16.2 Skills Development and Training - Gauteng Automotive Learning Centre - 15/16 Business plan training targets (all projects excluding AIDC internal training))
No. Programme Sub Programme Outcomes Number of people trained
Cumulative targets for 2015/16 which are linked to the specific training programme and/or intervention
April May June July Aug Sept Oct Nov Dec Jan Feb Mar
Process clarification notes as related to the business plan statement that: "The Learning Centre will have a merSeta accredited curricula:
a. How - By complying with the SETA Quality Management Systems required for a learning centre within the automotive sector. Development of policies governing all operations of the learning centre(i.e. Assessment policy, moderation
policy, , and ensuring compliance to all training sites i.e.: (Ford, WEH ) accredited ad host employers and the learning centre accredited as the main training site
b. When - Accreditation as per APP is 2014/15 Financial year (meaning approval by merSETA) to operate as an accredited centre
c. For what - Accreditation is based on the operations compliance to the QMS which has been submitted to merSETA, however curriculum will only be made available to us after the submission results by the accreditation committee, and we
have selected Automotive Sales qualification as our main accreditation qualification, and the rest of the Qualifications as per the attached curriculum list will be work in progress. The material obtained from the SETA will still need to be
aligned and content will still need to be developed by the then Standard generation body
d. How is the curricula designed and agreed to by auto sector - The Quality Council for Trades and Occupation (QCTO) process requires industry participation in conjunction with Qualification Development Practitioner to assess the
current qualification outcome and design he curriculum to be in line with industry requirements. Meaning, if a person is trained as a Welder the fundamentals and core modules will be a compulsory, Electives modules will be based on
industry specific requirements.
e. The accreditation confirmation allows us to have access to current qualifications form merSETA, however we still need to assess the relevance of the curriculum and involve experts and industry to update the curriculum, or establish an
accredited Gauteng Automotive Learning Centre in Rosslyn, or all training and skill development and mentorship programmes form part of the accredited curricula of the Learning Centre, or accredited technical training (including
artisans) that should include the following: CNC, PLC, Mechatronics, Autotronics, Spray painting and panel beating, including EDD material which is now in the process of being aligned to SETA/QCTO standards. Some of the programme
we will outsource where equipment is not available and required by industry.
Page 50 of 78
16.3 ESDA external project: SIEMENS Training Targets and Activities for 2015/16
No. Category Activity Comments Geographic Locations Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
1 Engineers Theoretical and practical training
Students remain at institutions/ universities of technology until completion. Training progress monitored through site visits to various campuses and continuous assessment of students examination performance against qualification. Student‟s graduation ceremony.
KwaZulu Natal and Gauteng
8 8 8 8 8 8 8 8 8 6 6 6
2 B-Techs
Workplace experience for previously qualified B-Tech students Students prepare and submit Reports to the Engineering Council of South Africa (ECSA).
Students remain at Host companies until completion. Students adhere to prescribed training programme developed by Project Managers and Host Company Mentors which is aligned to ECSA requirements for professional registration. Training progress monitored through monthly visits by Project Managers and assessments of reports approved by mentors. Students submit reports approved by mentors, AIDC ESDA, SIEMENS and ESKOM to ECSA. Students must be registered as professional technologists with ECSA.
Gauteng 5 5 5 5 4 3 3 3 3 3 3 3
3 Project Managers Workplace experience
Students remain at host companies until completion of training plan Students follow a training programme developed by Project Managers and host Mentors aligned to the Project Management Institute (PMI) requirements. Training progress monitored through monthly visits by Project Managers and assessments of reports approved by Mentors. Students to register with a professional body for PMs. The students would have completed an examination which is internationally accredited by PMI within the current financial year.
Gauteng 2 2 2 1 1 1 1 1 0 0 0 0
4 Technicians Theoretical and practical training. Practical training one (P1) Practical training two (P2)
Students remain at institutions/ Universities of Technology and/or Host companies for practical one (P1) and/or Practical two (P2). At host companies, students follow a training plan aligned to their university logbooks. Training progress monitored through monthly visits by Project Managers and assessments of reports approved by Mentors. Students submit final reports approved by mentor to the Universities of Technology
KwaZulu Natal and Gauteng 14 14 14 14 6 6 6 6 6 6 6 6
Page 51 of 78
16.3 ESDA external project: SIEMENS Training Targets and Activities for 2015/16
No. Category Activity Comments Geographic Locations Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
for P1 and/or P2 Students graduate after approval of reports.
5 Post graduate Technicians
Work Experience
Students are placed at host companies. Students follow a training plan developed by the mentors and Project Managers. Training progress monitored through monthly visits by Project Managers.
Gauteng 12 12 12 12 12 12 12 12 12 12 12 12
6 Apprentices
Phase 1 & 3 (Theoretical and workshop training) Phase 2 & 4 (on-job training) Phase 5 (Trade test preparation and testing)
Apprentices remain at the training centres for phase 1 & 3, and then placed at host companies for phase 2 & 4 for on-job training, prepare for trade test and phase 5 - trade test at training centres. All Apprentices follow a training plan aligned to SETA logbooks. Training progress monitored through monthly visits by Project Managers at training centres and companies and assessments of logbooks and progress reports approved by Mentors. Apprentices qualify as Artisan after Trade Test.
Gauteng 25 25 24 24 24 18 18 18 18 18 18 18
Page 52 of 78
16.4 Automotive Supplier Park - maintenance and improvement plan
No.
Planned Activity Total budget provision
Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16
Progress Progress Progress Progress Progress Progress Progress Progress Progress Progress Progress
1
ASP bus stops - for factory workers shuttle busses
500 000 Specification Procurement Appointment Construction commence 20%
Construction 50%
Construction 100%
2 ASP enhancement (stretched tent canopy) – canteen area and main hub roof top
1 000 000 Specification Procurement Appointment Construction commence 20%
Construction 50%
Construction 100%
3
LED security lights along the fence
250 000 Specification Procurement Appointment Construction commence 20%
Construction 50%
Construction 100%
4
Sports field - change rooms ablution
1 000 000 Specification Procurement Appointment Construction commence 20%
Construction 40%
Construction 60%
5
Lear's building - subdivision 2 300 000 Specification Procurement Appointment Construction commence 10%
Construction 20%
Construction 30%
Construction 40%
Construction 60%
Construction 75%
Construction 90%
Construction 100%
6
Building A6 - subdivision 1 100 000 Specification Procurement Appointment Construction commence 20%
Construction 40%
Construction 60%
Construction 100%
7
Mothersons factory - Parking 1 400 000 Appointment Construction commence 20%
Construction 40%
Construction 60%
Construction 80%
Construction 100%
8
Building roof maintenance 1 500 000 Specification Procurement Appointment Construction commence 20%
Construction 40%
Construction 100%
9
Roads - maintenance and repair and markings
250 000 Specification Procurement Appointment Construction commence 20%
Construction 40%
Construction 100%
10
Factory floor repairs 1 100 000 Specification Procurement Appointment Construction 10%
Construction 30%
Construction 40%
Construction 60%
Construction 75%
Construction 90%
11 Painting External (Central Hub, Main Entrance, Retail centre)
250 000 Specification Procurement Appointment Construction 10%
Construction 30%
Construction 40%
Construction 60%
Construction 75%
Construction 90%
Construction 100%
Page 53 of 78
16.5 AIDC’s SHEQMAN plan
No Activity Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
1 Automotive Supplier Park, Rosslyn
1.1
Fire protection & evacuation Check fire equipment and escape routes 1 1 1 1
1.2
Health survey Canteen health inspection 1 1 1 1 1
1.3
Food Safety inspection
Canteen
1.4
Security Risk review Review of site security threats 1 1
1.5
Prepare new tender New security provider to start in Nov 2016
1
1.6
Speed monitoring Monthly vehicle speed monitoring reported quarterly
1 1 1 1
1.7
SHE compliance Audit to monitor all sites compliance to the OHSACT and Regulations
1 1 1 1
1.8
Vehicle searches To conduct car searches to minimise theft and illegal goods.
1 1 1 1
1.9
SHE Committee Meetings To provide action plan and minutes. 1 1 1 1
1.10
Perimeter safety and security protection
Provide report of the functionality of electric fence.
1 1 1 1 1 1 1 1 1 1 1 1
1.11
CCTV Installation Replace current CCTV system and extent reach
1 1
1.12
New Shuttle Busses Procure 3 additional busses to increase capacity
1 1
2 Gauteng Automotive Learning Centre, Rosslyn
2.1
Fire protection & evacuation inspection
Check fire equipment and escape routes quarterly
1 1 1 1
2.2
Health survey Canteen health inspection 1 1 1 1 1
2.3
Food Safety inspection
Canteen
2.4
Security Risk review Review of site security threats 1 1
2.5
SHE compliance Audit to monitor all sites compliance to the OHSACT and Regulations
1 1 1 1
2.6
Vehicle searches To conduct car searches to minimise theft and illegal goods.
1 1 1 1
2.7
SHE Committee Meetings To provide action plan and minutes. 1 1 1 1
2.8
Perimeter safety and security protection
Provide report of the functionality of electric fence.
1 1 1 1 1 1 1 1 1 1 1 1
3 Winterveld Enterprise Hub
3.1 Fire protection & evacuation inspection
Check fire equipment and escape routes quarterly
1 1 1 1
Page 54 of 78
16.5 AIDC’s SHEQMAN plan
No Activity Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
3.2 Security Risk review Review of site security threats 1 1
3.3 SHE compliance Audit to monitor all sites compliance to
the OHSACT and Regulations 1 1 1 1
3.4 Vehicle searches To conduct car searches to minimise
theft and illegal goods. 1 1 1 1
3.5 SHE Committee Meetings To provide action plan and minutes. 1 1 1 1
3.6 Perimeter safety and security protection
Provide report of the functionality of electric fence.
1 1 1 1 1 1 1 1 1 1 1 1
4 AIDC Automotive Incubation Centre, Ford Silverton
4.1 Fire protection & evacuation inspection
Check fire equipment and escape routes quarterly
1 1 1 1
4.2 Health survey Canteen health inspection 1 1 1 1 1
4.3 Food Safety inspection
Canteen
4.4 SHE compliance Audit to monitor all sites compliance to
the OHSACT and Regulations 1 1 1 1
4.5 SHE Committee Meetings To provide action plan and minutes. 1 1 1 1
Page 55 of 78
16.6 ASP tenant occupancy and pipeline plan
Building Reference
Available Area in sqm
Leased Area in sqm
Vacant Space in sqm
Leased Area under notice
Notice Effective Date
Contract name Contract start date
Contract close date
Comments
Current Status Comments
Future Status
Building F1 (Central Office Hub)
348 348 0 0
MERSETA 01 April 2011 31 March 2016 Contract in place
Building F1 (Central Office Hub)
214 214 0 0
Microworks 01 November 2014 31 October 2016 Contract in place
Building F1 (Central Office Hub)
60 60 0 0
Schnellecke SA 01 December 2013 30 November 2016 Contract in place
Building F1 (Central Office Hub)
28 28 0 0
JFS Technology 01 February 2014 31 January 2017 Contract in place
Building F1 (Central Office Hub)
40 40 0 0
Shared Services Investment (Pty) Ltd
01 February 2014 31 January 2015 Contract in place Lease renewal signed by tenant
Building F1 (Central Office Hub)
48 48 0 0
Techtion cc 01 March 2013 28 February 2015 Contract in place Tenant negotiating possibility of leasing factory premises
Building F1 (Central Office Hub)
2 096 2 096 0 0
AIDC - owner occupied
Building F3 (Retail Centre)
112 112 0 0
GSRC Occusheq 01 February 2013 31 January 2015 Contract in place Lease renewal signed by tenant
Building F3 (Retail Centre)
220 0 220 0
Vacant (Ex-Express Personnel)
01 October 2012 31 October 2014 Lease term expired Space being marketed
Building F3 (Retail Centre)
139 139 0 0 1.Workmed Health & Safety Management System
01 May 2014 30 April 2015 Contract in place
Page 56 of 78
16.6 ASP tenant occupancy and pipeline plan
Building Reference
Available Area in sqm
Leased Area in sqm
Vacant Space in sqm
Leased Area under notice
Notice Effective Date
Contract name Contract start date
Contract close date
Comments
Current Status Comments
Future Status
Building F3 (Retail Centre)
8 8 0 0 2.ABSA Bank 01 April 2013 31 March 2018 Contract in place
Building F3 (Retail Centre)
8 8 0 0 3.Standard Bank 01 October 2014 30 September 2017 Contract in place
Building F3 (Retail Centre)
1 100 1 100 0 0 4.Canteen & Coffee Shop
Building F3 (Retail Centre)
163 163 0 0 5.AIDC
Factory A5 3 327 3 266 61 3 266 31 March 2015 6.Bidvest Panalpina Logistics 01 April 2010 31 March 2015 Contract in place
Tenant submitted early termination notice for November '14. Tenant will however remain liable for rental until lease term expires. Already marketing space to logistic providers and other tenants.
Factory A6 1 711 1 711 0 0 7.Dynamic Tooling & Technical Sales cc
01 October 2012 30 September 2020 Contract in place
Factory A6 1 711 500 1 211 0 8.Quantum Automotive 18-Dec-14 28 February 2014 Contract in place Negotiating with potential tenant (Techtion) to take over from April 2015
Factory A7 3 117 3 117 0 3 117 28 February 2015
9.Schenker 01 September 2012 30 September 2015 Contract in place
Ramsay agreed to lease the premises from April 2014. Schenker to vacate at end of February 2015. Early termination subject to new lease being signed.
Page 57 of 78
16.6 ASP tenant occupancy and pipeline plan
Building Reference
Available Area in sqm
Leased Area in sqm
Vacant Space in sqm
Leased Area under notice
Notice Effective Date
Contract name Contract start date
Contract close date
Comments
Current Status Comments
Future Status
Factory A8 3 088 3 088 0 0 10.Ramsay Engineering (Pty) Ltd
01 October 2010 30 September 2018 Contract in place
Factory A9 3 710 3 710 0 0 11.Autoneum Feltex 15 July 2005 14 July 2015 Contract in place Lease renewal negotiations initiated
Factory A10 3 000 0 3 000
Vacant - Under construction N/A N/A New factory under construction
Space being marketed.
Factory B1 20 306 19 346 960 2 500 Under negotiation
12.Lear Corporation 01 February 2003 31 December 2014
Renewal continuing, tenant wants reduced space and shorter lease term.
Space being marketed. The space might be used internally depending on final subdivision.
Factory C1a 2 705 2 705 0 0 13.D&B Interiors 01 May 2004 30 April 2019 Contract in place
Factory C1b 1 587 1 587 0 0 14.Park Industries SA (Pty) Ltd
01 September 2012 31 August 2017 Contract in place
Factory C1c 1 165 1 165 0 0 15.Tappo Industries 01 October 2014 30 September 2016 Lease contract pending Tenant requested variation of deposit clause in the new lease before signing
Factory C2 3 502 3 502 0 0 16.Quantum Automotive 01 September 2014 31 August 2016 Contract in place
Factory C3a 15 319 15 319 0 0 17.UTI 01 February 2004 31 January 2019 Contract in place
Page 58 of 78
16.6 ASP tenant occupancy and pipeline plan
Building Reference
Available Area in sqm
Leased Area in sqm
Vacant Space in sqm
Leased Area under notice
Notice Effective Date
Contract name Contract start date
Contract close date
Comments
Current Status Comments
Future Status
Factory C3b 8 600 8 600 0 0 18.UTI Ext 1 01 April 2007 31 March 2017 Contract in place
Factory C3c 10 216 10 216 0 0 UTI Ext 2 01 December 2007 31 October 2017 Contract in place
Factory D1 (Land lease)
27 600 27 600 0 0 19.MSSL Global RSA module Engineering Limited
01 June 2010 31 May 2030 Contract in place
Factory E4 12 230 12 230 0 0 20.Faurecia Interior Systems 01 January 2011 31 December 2024 Contract in place
Factory F4 6 224 6 224 0 6 224 28 February 2015
21.Automotive Leather Company
01 June 2006 31 August 2017 Contract in place Tenant requesting early release from lease obligations
Factory F5 6 184 6 184 0 6 184 28 February 2015
Automotive Leather Company 01 December 2005 31 August 2017 Contract in place Tenant requesting early release from lease obligations
Totals 139 886 134 434 5 452 21 291
Percentages 100% 96% 4% 15%
Page 59 of 78
16.7 AIDC’s ICT planning
No Activity Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
16.7.1 ASP
1. UPS11 Consolidation
Have a single UPS for
datacentre and 3 switching rooms
Tender prep
BSC12 Approval, Closed Tender advert
Completion of
evaluation and issue
of Purchase
Order (PO)
Delivery and
assembly of UPS
equipment
commissioning
On-going mainte-nance
2. Wireless Access Points
Deployment for Central
Hub
Replacing existing access
points
Tender Prep
BSC Approval, Closed Tender advert/ issuing
Completion of
evaluation and issue
of PO
Delivery and
assembly of UPS
equipment
Installation and
configure-tion
Testing and
commis-sioning
On-going mainte-nance
3. Environmental monitoring
devices
Current product reached end of
life, needs replacement
BSC approval
Evaluation completion and issue
of PO
Commis-sioning
4. Cisco call manager hardware upgrade
Current cisco hardware has
reached end of support, needs replacement
BSC approval
Evaluation completion and issue
of PO
Commis-sioning
5. Alfresco Deployment
e-Document management
system
Commissioning of HR
and ICT application
Pilot for M&E
Commissioning for
M&E
Pilot for EDD
Commissioning for
EDD
Pilot Finance
Pilot Finance
Commissioning Fin
Pilot SD&T Pilot SD&T Pilot SD&T Commissioning SD&T
6. Re-cabling of switch
cabinets
Cabling in switch room needs to be
refreshed and tidy-up
BSC Approval
Complete evaluation and issue
PO
Installation Installation Installation Installation
7. Audio Visual upgrade for conference
centre
Upgrade of all conference
venues at ASP
Receipt and setup
of equipment
Installation and
commissioning
On-going operations
and maintenanc
e
11
Uninterrupted Power Supply 12
Bid Specification Committee
Page 60 of 78
16.7 AIDC’s ICT planning
No Activity Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
8. CCTV replacement
Total replacement of the CCTV
system at ASP
BSC Approval
Issue of tender
Complete evaluate and issue
PO
Delivery of equipment
Installation and
configure-tion
Commis-sion the system
9. Energy Management
System
Green energy and building management
system
BSC approval and issue request for information
(RFI)
RFI evaluation
Conduct site visits
Finalise bid spec
Bid Spec evaluation
Tender issue
Evaluate tender
submis-sions
Finalise evaluation and issue
PO
Installation
10. Mimecast Implemen-
tation
Implement mail cloud system
failover for DR purposes
BSC Approval of
closed tender
Evaluate and issue
PO
Commis-sioning of the system
11. Analytics on Bandwidth
consumption
Require in-depth reporting on bandwidth utilization
Issue RFQ Commis-sioning of the system
12. Increase to Mbps
production line
Current production line for Maconomy, VPN and VIP needs to
be increased
BSC Approval, Closed tender
Award and issue PO
Commis-sioning
13. Implementation of radius
server
ADS integrated authentication for Wireless Access
points
BSC spec Approval
Issue tender
Completed evaluation and issue
PO
Equipment delivery
Configu-ration and
testing
Commis-sioning
Page 61 of 78
16.7 AIDC’s ICT planning
No Activity Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
14. Business Continuity
Management (BCM)
Disaster Recovery
Plan (DRP)
Offsite backups
Business recovery Plan
(BRP)
Quarterly applications
restore simulation
Monthly offsite data storage tapes to TIH
Annual company-wide BRP simulation
Monthly BCM meetings in
conjunction with M&E Forum
Maconomy, VIP, & Accpac
Tape collection
Tape collection
Lotus Notes
Tape collection
Tape collection
Jarrison & file server
Tape collection
Tape collection
Voyager
Tape collection
Tape collection
Evacuation drill and full
Disaster recovery
simulation
Tape collection
Tape collection
Tape collection
Tape collection
15. Protection of Personal
Information (POPI)
Implementation
Implementation of ICT control
measures to satisfy the
provisions of the POPI Act.
Implementing ICT systems security
measures
Awareness campaign, submission
of draft POPI policy
Conduct POPI gap
analysis on ICT
systems
Make recommen
dations with
regards to actions to ICT Forum
Awareness campaign
Endpoint Encryption
(Phase approach,
per departm.)
MS Security Patches schedule
Awareness campaign
Anti-Virus Audit on
endpoints
Awareness campaign
16. Implementation of
CGICTPF13
Enterprise Architecture
(EA)
This is an audit
requirement
Implementation of the DPSA
Governance framework
Submission of
Implemen-tation road
map
Q1 ICT Enterprise Architec-
ture forum – this
should be a technical
forum as it will be dealing with ICT technical structure
Q2 EA forum
Q3 EA forum
Q4 EA forum
13 Corporate Governance of ICT policy Framework
Page 62 of 78
16.7 AIDC’s ICT planning
No Activity Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
17. Replacement plan for ICT workstations
Replace of old laptops and
desktops
Submission of
Replacement plan for approval
Buy new equipment (25 units
per quarter)
Buy new equipment (25 units
per quarter)
Buy new equipment (25 units
per quarter)
Buy new equipment (25 units
per quarter)
18. Wireless Access Points
Deployment for LAPA
Project run by Interns to suggest Wireless solution
for LAPA
BSC approval, issue a RFQ
Issue PO and receive equipment
Configuration and testing
Commis-sioning
19. ICT shared services Bench
marking
ICT Cost benefit Analysis
Request for Information
Evaluation of
information and
submission thereof
20. Maconomy Upgrade
Upgrade to Maconomy 2.1
Install Maconomy
2.1 on a test server
Create test data for
migration to
Maconomy server
Transaction testing of Maconomy
2.1
Workflow testing on Maconomy
2.1
Preparation for
Maconomy migration
21. FSI Helpdesk upgrade
FSI Concept Evolution ICT
helpdesk system
Finalise ICT
helpdesk processes
Update of ICT
helpdesk processes
on FSI
User acceptance
Go live On-going support
and hand holding
22. SEKCHECK deployment-see detailed explanation
on the adjacent column
This is an audit
requirement
Audit software for system
administrator‟s activities across
all AIDC ICT systems, mainly Active Directory activities-reports
will be pulled on a monthly basis.
Page 63 of 78
16.7 AIDC’s ICT planning
No Activity Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
23. Learner Management
System (LMS)
LMS -ICT‟s role will be
governance process
alignment, system
integration, system operation,
backup and recovery of the
system, Business Continuity, POPI
compliance
Completion of
Evaluation process , awarding
PO
Installation and
configure
Test and commis-sioning
Implementation and on-going support
24. Performance Management
System (PMS)
PMS - ICT‟s role will be
governance process
alignment, system
integration, system operation,
backup and recovery of the
system, Business Continuity, POPI
compliance
BSC approval
Issue of tender
Complete evaluation and award
Setup and configure-
tion
Testing and
commis-sioning
On-going operation
and support
25. Client Relationship Management
system (CRM)
CRM - ICT‟s role will be
governance process
alignment, system
integration, system operation,
backup and recovery of the
system, Business continuity, POPI
compliance
Completion of BSC
BSC approval
Issue tender
Complete evaluation and award
Install and configure-
tion
26. Audit tracker Attention to the audit tracker and
formulation of action plan from
audit tracker
Submission of audit tracker
Close all outstanding
audit issues
New ICT Audit
review
Page 64 of 78
16.7 AIDC’s ICT planning
No Activity Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
27. Service Level Agreement
(SLA) Management
Monthly SLA meetings with tenants review
and update.
Meetings are scheduled and co-ordinated by
BDD.
16.7.2 FORD INCUBATION CENTER
1. Environmental monitoring
devices
Implement new monitoring
system
BSC approval
Evaluation completion and issue
of PO
Commis-sioning
2. Backup Microwave
link
Deploy a redundant wide area solution
BSC approval
Issue tender and
award
Delivery of equipment
Install and commis-
sion
Page 65 of 78
16.7 AIDC’s ICT planning
No Activity Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
3. BCM
ICT Continuity
(DRP)
Facilities availability
HR Continuity
BRP simulation
Replication and usage eternal HDDs for data backup. In this
regard, AIDC is a failover site for
FORD
AIDC will be a designated site
for hosting FORD IC staff in case
their premises are inaccessible due to disaster (e.g. fire, flood, etc.)
HR Continuity plan will outline
all key personnel and skills as well as their backups; this will be drafted
in collaboration with HR.
The simulation will take place on an annual basis,
preferably towards the end
of the year.
RFQ for procure-ment of
data storage capacity
Commis-sioning of storage devices
On-going mainte-
nance and support
16.7.3 WINTERVELD ENTERPRISE HUB
1. Environmen-tal monitoring
devices
Implement new monitoring
system
BSC approval
Evaluation completion and issue
of PO
Commis-sioning
Page 66 of 78
16.7 AIDC’s ICT planning
No Activity Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
2. BCM
ICT Continuity
(DRP)
Facilities availability
HR Continuity
BRP simulation
AIDC is an automatic ICT failover site for
WEH.
AIDC will be a designated site for hosting WEH staff in case their
premises are inaccessible due to disaster (e.g. fire, flood, etc.)
HR Continuity plan will outline
all key personnel and skills as well as their backups; this will be drafted
in collaboration with HR.
The simulation will take place on an annual basis,
preferably towards the end
of the year.
3. TMS software
deployment
Part quoting system for WEH
Installation Testing and
configure-tion
Commis-sioning
16.7.4 GAUTENG AUTOMOTIVE LEARNING CENTER (GALC)
1. Environmental monitoring
devices
Implement new monitoring
system
BSC approval
Evaluation completion and issue
of PO
Commis-sioning
Page 67 of 78
16.7 AIDC’s ICT planning
No Activity Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
2. BCM
ICT Continuity
(DRP)
Facilities availability
HR Continuity
BRP simulation
AIDC is an automatic ICT failover site for
GALC as data is being replicated
on both sites
AIDC will be a designated site
for hosting GALC staff in case their
premises are inaccessible due to disaster (e.g. fire, flood, etc.)
HR Continuity plan will outline
all key personnel and skills as well as their backups; this will be drafted
in collaboration with HR.
The simulation will take place on an annual basis,
preferably towards the end
of the year.
Quarterly simulation of systems
16.7.5 NISSAN INCUBATION CENTRE
1. ICT Connectivity
Full data connectivity for a
new site
BSC approval
Issue tender
Evaluation completion and issue
of PO
Delivery of equipment
Commis-sioning
On-going mainte-nance
21.7.6 UPCOMING TOWNSHIP HUBS
1. Township Hub 1
Deployment of ICT infrastructure
BSC approval
Issue tender
Evaluation completion and issue
of PO
Delivery of equipment
Commis-sioning
Page 68 of 78
16.7 AIDC’s ICT planning
No Activity Comment Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
2. Township Hub 2
Deployment of ICT infrastructure
BSC approval
Issue tender
Evaluation completion and issue
of PO
Delivery of equipment
Commis-sioning
3. Township Hub 3
Deployment of ICT infrastructure
BSC approval
Issue tender
Evaluation completion and issue
of PO
Delivery of equipment
Commis-sioning
4. Township Hub 4
Deployment of ICT infrastructure
BSC approval
Issue tender
Evaluation completion and issue
of PO
Delivery of equipment
Commis-sioning
Page 69 of 78
16.8 BDD and marketing plan
No Activity Target Comment Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar
1 Define BDD Support to TAC Developed and Executed
enjoyment Plan Defined Support
As per TAC Engagement
Plan
As per TAC Engagement
Plan
As per TAC Engagement
Plan
As per TAC Engagement
Plan
As per TAC Engagement
Plan
As per TAC Engagement
Plan
As per TAC Engagement
Plan
As per TAC Engagement
Plan
As per TAC Engagement
Plan
As per TAC Engagement
Plan
As per TAC Engagement
Plan
2 Occupancy level of ASP Maintain 95% occupancy levels in the ASP
90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90%
Internal Stakeholder Workshop
Develop High Level Retention Strategy
Develop High Level Retention Strategy
Develop a Tenant Satisfaction Survey
Develop a Tenant Satisfaction Survey
Execute Tenant Satisfaction Survey
Submit Satisfaction Survey report to Exco
Monthly Tenant Review Meeting
Monthly Tenant Review Meeting
Monthly Tenant Review Meeting
Monthly Tenant Review Meeting
Monthly Tenant Review Meeting.
Monthly Tenant Review Meeting
Monthly Tenant Review Meeting
Monthly Tenant Review Meeting
Monthly Tenant Review Meeting
Monthly Tenant Review Meeting
Monthly Tenant Review Meeting
Monthly Tenant Review Meeting
1 x Tenant Convention
Tenant Meetings:
3 Attract new tenants into the ASP
- Identify 1 x OEM as potential tenant within the park
Market Research
Market Research
Market Research
Market Research
Identification of OEMS
Identification of OEMS
Identification of OEMS
Initiate Discussions
Initiate Discussions
Initiate Discussions
Initiate Discussions
Initiate Discussions
- Identify 4 x Manufacturers/ other and develop proposals by using the VP
Develop a marketing & communications plan
Develop a marketing & communications plan
Company Identified
Proposal Developed and VP CSF Feedback Received
Execution against the Plan n
Company Identified
Proposal Developed and VP CSF Feedback Received
Execution against the Plan n
Company Identified
Proposal Developed and VP CSF Feedback Received
Company Identified
Proposal Developed and VP CSF Feedback Received
Property brokers - ASP Open Day
Property brokers - ASP Open Day
Property brokers - ASP Open Day
4 Develop expansion plan for phases 3-5 ASP
Internal Stakeholder Workshop
0th Draft Expansion Plan Road Map
1st Draft Expansion Plan Road Map
Stakeholder Engagement
Updated Expansion Plan
Submission of Expansion plan to CEO
Review and Approval
5 Key Account Management 3.1 Formulate the KAM Framework / Process
Framework Developed
Framework Reviewed
6 External Tendering - 4.1 Formulate tendering framework (external tenders)
Establish and AIDC tender committee for external projects
Framework Developed
Framework Reviewed
7 Map Automotive Industry Value Chain (Import replacements / localisation)
Develop Concept Proposal
- Position the project with 1 x Gauteng based Municipalities for funding support
- Position the project with 2 x Gauteng based Municipalities for funding support
- Position the project with 3 x Gauteng based Municipalities for funding support
- Position the project with 4 x Gauteng based Municipalities for funding support
Page 70 of 78
16.8 BDD and marketing plan
No Activity Target Comment Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar
8 Incubation Support - Identify 2 x 2 opportunities for entrepreneurs at Ford IC
Identify 1 x 2 opportunities for entrepreneurs at Ford IC
Review Incubator Business Plan
- Identify 2 x 2 opportunities for entrepreneurs at Ford IC
review Incubator Business Plan
9 Tooling Incubation Concept
- Develop the concept for Tooling Incubation
- Position the Tooling Incubation Concept for funding
- Position the Tooling Incubation Concept for funding
- Position the Tooling Incubation Concept for funding
- Position the Tooling Incubation Concept for funding
- Position the Tooling Incubation Concept for funding
- Position the Tooling Incubation Concept for funding
- Position the Tooling Incubation Concept for funding
- Position the Tooling Incubation Concept for funding
Securing Funding
10 Township development plans
2 x Concept Development Concept Development
Concept Development
Concept Development
Concept Development
2 x Developed Operating Models
3 x Developed Operating Models
4 x Developed Operating Models
Commence Dual Diligence
Commence Dual Diligence
Hand Over Project to KFA
11 BDD New Concept Development
8 x Concepts Developed
2 x new concepts
4 x new concepts
6 x new concepts
8 x concepts
12 KFA Investment Support 2 x Proposals/Tenders Submitted per KFA
Defined Support per KFA
2 X Proposals Submitted
4 X Proposals Submitted
6 X Proposals Submitted
8 X Proposals Submitted
13 Marketing plan
13.1 Develop Marketing and Communications Plan
Interaction with Each KFA Department
ASP / SD&T EDD / IPD SPD / GIS Final Plan
13.2 ASP / AIDC / ASP Conference Adverts
2 x ASP/AIDC Advert published p/quarter
2 x ASP/AIDC Advert published p/quarter
2 x ASP/AIDC Advert published p/quarter
2 x ASP/AIDC Advert published p/quarter
13.3 Marketing Events Hosted/attended
2 x Stakeholder Events Hosted / attended
1 x Stakeholder Event Hosted/ attended
13.4 Conference Events attended12
- TITTICC -Automechanika South Africa
- JIMS
13.5 AIDC Brochures/ Newsletters produced
2 x publications produced p/quarter
2 x publications produced p/quarter
2 x publications produced p/quarter
2 x publications produced p/quarter
13.6 Website Development
1x Website Developed: GALC
1 x Website developed: WEH
13.7 Website Updates 2 x website update: AIDC/ASP
2 x website update: AIDC/ASP
2 x website update: AIDC/ASP
2 x website update: AIDC/ASP
Page 71 of 78
16.8 BDD and marketing plan
No Activity Target Comment Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar
p/quarter p/quarter p/quarter p/quarter
13.8 Media publicity / monitoring: AIDC/ASP/WEH/IC/GALC
1 x publicity every 2nd quarter
1 x publicity every 2nd quarter
13.9 International Marketing Events
1 x Event
Page 72 of 78
Appendix A – AIDC Corporate Scorecard KPI Matrix - APP
AIDC Strategic Objectives - annual targets for 2014/15 up until 2018/19 (MTEF)
Strategic Goal 1 - Gauteng’s economy radically transformed.
Strategic Objective
5 Year Target result statement
Perform-ance
Indicator
Base-line MTEF Targets Annual Target
2015/16
Quarterly Targets PI
NO Estimate 2013/14
Year 1 2014/15
Year 2 2015/16
Year 3 2016/17
Year 4
2017-18
Year 5
2018-19
Q1 Q2 Q3 Q4
Revitalised and modernised
township economies reflecting radical
transformation and re-
industrialisation of Gauteng‟s
economy.
[Pillar 1: Radical
economic transformation;
Pillar 6: Modernisation
of the Economy;
Pillar 9: Re-industrialisation
of GP]
Establish, maintain and operate at
least 15 automotive-related
township hubs
Establish, maintain and
operate various
automotive-related
township hubs
WEH fully operational
(Project: AIDC43)
WEH fully operational
WEH fully operational 20% self-sustaining
10% self-sustained
WEH fully operational 30% self-sustaining
30% self-sustained
WEH 60% commercialised
(self-sustain-able)
60% self-sustained
WEH 80% commercialised
(self-sustainable)
80% self-sustained
WEH fully operational.
10% self-sustained
WEH fully operational.
5 SMME operating
through the Hub
WEH fully operational.
5 SMME operating
through the Hub
Develop plan to secure
additional Gov. owned
vehicles.
WEH fully operational.
5 SMME operating
through the Hub
Meeting Gov. entities to
secure off-take agr.
WEH fully operational
5 SMME operating
through the Hub
External income
realised to achieve 10%
self-sustainability.
AID
C 1
New indicator
(Project: AIDC44 /1)
2
(concepts – desk top studies only)
4 Hubs launched - ready to
commence with planned operations, subject to adequate
funding be made
available.
8 Hubs Launched
10 Hubs launched
15 Hubs launched
4 Hubs Launched
4 Hubs sites identified and
concepts developed –
identify „operators‟
Signing of legal
agreements.
Testing sustainability,
business model and plan and
commence with
infrastructure refurbishment.
Operators under training.
Infrastructure refurbishment
continues.
Procurement of equipment and tools required.
Operators under training.
4 Hubs Launched, ready to
commence with planned operations
AID
C 2
Maintain and operate at least two Automotive
Incubation Centres
Number of BEE SMME‟s incubated at
the AIDC Automotive incubation
centre (ICF), Ford Silverton
(Project: AIDC05)
6 6 BEE SMMEs
maintained operations at the IC,
6 operating from the IC
2 graduation
And 2 new BEE
Incubatees recruited as
replacements.
Production call-off
dictated by Ford
6 operating from the IC
2 graduation
And 2 new BEE
Incubatees recruited as
replacements.
Production call-off
dictated by Ford
6 operating from the IC
1 graduation
And 1 new BEE Incubatee
recruited as replacements.
Production call-off dictated by
Ford
6 BEE SMMEs operating from
the IC
6 operating from the IC
4 products
1 logistics
1 canteen
2 graduations.
2 new BEE Incubatees recruited as
replacements
Maintain 6
BEE SMME‟s operating from
the IC.
Production call-off
dictated by Ford
Maintain 6
BEE SMME‟s operating from
the IC.
Production call-off dictated
by Ford
Maintain 6
BEE SMME‟s operating from
the IC.
Production call-off dictated by
Ford
Maintain 6 operating from
the IC;
Production call-off dictated
by Ford
2 graduations.
2 new BEE Incubatees recruited as
replacements
AID
C 3
Page 73 of 78
Strategic Goal 1 - Gauteng’s economy radically transformed.
Strategic Objective
5 Year Target result statement
Perform-ance
Indicator
Base-line MTEF Targets Annual Target
2015/16
Quarterly Targets PI
NO Estimate 2013/14
Year 1 2014/15
Year 2 2015/16
Year 3 2016/17
Year 4
2017-18
Year 5
2018-19
Q1 Q2 Q3 Q4
No of BEE SMME‟s
incubated at the
Automotive incubation
centre (ICN), at Nissan Rosslyn
(Project: AIDC22/3 and 22/4)
One part of the NISP
with DBSA)
0 Establish the
Incubation Centre with
up to 8 candidates identified
and shortlisted
for incubation1
Establish the Incubation
Centre with up to 8
candidates legally
contracted to commence technical
production training
Up to 8 Incubatees commence production
Up to 8 Incubatees commence production
Up to 8 candidates
identified and shortlisted for
incubation
The IC is around 50%
complete with up to 8
candidates identified and shortlisted for
incubation.
Draft legal agreements
for incubation compiled.
Establishment of IC
progressed to 30%.
Commence discussions with NSA wrt
possible products for outsourcing.
Establishment of the IC
progressed to 35%.
Commence discussion with Tier 1
entities with regards to off-
take and incubation.
Establishment of the IC
progressed to 40%.
Develop criteria for incubatee selection and
place advertisements.
Establishment of the IC
progressed to 50%.
Interviews and selection
process completed.
AID
C 4
Develop scarce and critical skills:
Science, technology,
engineering and mathematics
(“STEM” skills) in accordance with
long term requirements
emanating from the automotive
sector‟s needs. To train, mentor and up-skill around 7,000 students, mentees and
trainees
No of people trained at the
Learning Centre
(Project:
AIDC22/1)
(One part of the NISP with DBSA)
Learning Centre
operational with 729 trained
900 in training – with 300 merSeta applica-
tions prepared.
(A number of 150
students rolled over
from 2013/14)
1595 students,
trainees and mentees
( A number of 25 students will be rolling
over from 2014/15)
See details in the table
under par.20.2
1595 students,
trainees and mentees
1595 students, trainees and
mentees
1595 students, trainees and
mentees
1595 students,
trainees and mentees will
be
at various stages of
completing training, skills development, and mentoring
in the following
categories
190 students signed up and
commence training, up-skilling and
mentoring at the Learning Centre and across the
various training sites
(A number of 25 students will be rolling
over from 2014/15)
A further 510 students
signed up and commence training, up-skilling and
mentoring at the Learning Centre and across the
various training sites
A further 660 students signed
up and commence training, up-skilling and
mentoring at the Learning Centre and across the various training
sites
A further 235 students
signed up and commence training, up-skilling and mentoring.
A total of 1595
at various stages of either
having completed or
are busy completing
training, skills development, and mentoring at the Learning
Centre and across the
various training sites
AID
C 5
Placement of around 1,300
students / trainees in jobs
New indicator
(Project:
AIDC22/2)
- - 239 319 399 400 239 students or trainees
placed in jobs
Prepare CVs. Prepare for interviews.
Place adverts, lobbying with various auto
Prepare CVs. Prepare for interviews.
Place adverts, lobbying with various auto
Prepare CVs. Prepare for interviews.
Place adverts, lobbying with various auto
239 students or trainees
placed in jobs
AID
C 6
1 The original target was 10 Incubatees, but had to be reduced to 8 as a result of Nissan having approved a smaller building design to fit the available factory space. Different to the IC at Ford this one is
integrated into the production line buildings.
Page 74 of 78
Strategic Goal 1 - Gauteng’s economy radically transformed.
Strategic Objective
5 Year Target result statement
Perform-ance
Indicator
Base-line MTEF Targets Annual Target
2015/16
Quarterly Targets PI
NO Estimate 2013/14
Year 1 2014/15
Year 2 2015/16
Year 3 2016/17
Year 4
2017-18
Year 5
2018-19
Q1 Q2 Q3 Q4
sector entities sector entities sector entities
To improve auto sector companies‟
efficiencies
Around 100 of auto industry
companies provided with
on-site efficiency
enhancement techniques to improve their productivity, quality and competitive-
ness
(Project:
AIDC36)
13 20 companies signed up under the efficiency
programme and
engaged with
assistance through various types of
efficiency improve-
ment projects. Interven-
tions completed and signed
off.
22 SMME /SME
companies in the auto
sector signed up under the
efficiency programmes as follows2
TPM = 5
RIP = 10
LM = 2
CP/CIP = 5
Improvement average
across all interventions
is 10% efficiency
improvement (from the
established baseline)
22 SMME/SME companies in
the auto sector signed up under the
efficiency programmes
as follows
TPM = 5
RIP = 10
LM = 2
CP/CIP = 5
Improvement average
across all interventions
is 10% efficiency
improvement (from the
established baseline)
22 SMME/SME companies in
the auto sector signed up under
the efficiency programmes as
follows
TPM = 5
RIP = 10
LM = 2
CP/CIP = 5
Improvement average across all interventions
is 10% efficiency
improvement (from the
established baseline)
22 SMME/SME companies in
the auto sector signed up under
the efficiency programmes as
follows
TPM = 5
RIP = 10
LM = 2
CP/CIP = 5
Improvement average across all interventions
is 10% efficiency
improvement (from the
established baseline)
22 companies signed up under the efficiency
programme and engaged
with assistance
through various types of efficiency improvement
projects.
Interventions completed and signed
off.
TPM = 5
RIP = 10
LM = 2
CP/CIP = 5
Improvement average
across all interventions
is 10% efficiency
improvements (from the
esta-blished baseline)
6 companies signed up under the efficiency
programme and engaged
with assistance
through various types of efficiency improvement
projects
8
companies signed up under the efficiency
programme and engaged
with assistance
through various types of efficiency improvement
projects
8
companies signed up under
the efficiency programme and
engaged with assistance
through various types of
efficiency improvement
projects
Closing out efficiency
improvement projects for 15/16 with
interventions completed and signed off by 22 companies
that were signed up.
AID
C 7
2 TPM= Total Production Maintenance; RIP = Rapid Improvement Process; LM= Lean Manufacturing; CIP = Continuous Improvement Programme and/or CP = Cleaner Production
Page 75 of 78
Goal 2: Gauteng’s economy re-industrialised and modernised.
Base-line MTEF Targets Quarterly Targets
Strategic Objective
5 Year Target result
statement
Performance Indicator
Estimate 2013/14
Year 1 2014/15
Year 2 2015/16
Year 3 2016/17
Year 4
2017-18
Year 5
2018-19
Annual Target
2015/16
Q1 Q2 Q3 Q4 PI
NO
DED Pillar 2 – Decisive spatial transformation;
Pillar 6 = Modernisation of the economy; Pillar 9 – Re-industrialisation of GP ;
Pillar 10 – Taking the lead in Africa‟s new industrial revolution
All infrastructure projects have been completed and maintain an occupancy of at least 95% per annum.
All strategic infrastructure construction will be done by DED.
Construction
Completion of phase 1 of mini factory (11) at
the ASP completed
(Project:
AIDC13)
Phase 1 modular
construction completed
Mini factory phase 1
100% completed
Hand over to DED 1 April 2015.
Establishing of the IC at
Nissan SA – as part of Jobs
Fund Agreement with DBSA
NSA announced a 30 month
delay in new
product launch
30% Construction completed
Part of Jobs Fund Agreement with DBSA as related to the Nissan Investment Support Programme
Construction
Completion of Four Township
Hubs
(Project: AIDC44/2)
New indicator
DED responsibility, as and when required.
Maintain occupancy in
ASP and Incubation
centres
95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95%
AID
C8
Page 76 of 78
Goal 3: GGDA capacitated to deliver and implement efficiently and effectively.
Strategic Objective
5 Year Target result
statement
Performance Indicator
Base-line MTEF Targets Annual Target
2015/16
Quarterly Targets PI NO
Estimate 2013/14
Year 1 2014/15
Year 2 2015/16
Year 3 2016/17
Year 4
2017-18
Year 5
2018-19
Q1 Q2 Q3 Q4
DED Pillar 4 – Transformation of state and governance;
Pillar 5 – Modernisation of the public service and guidelines.
Sound Corporate Governance and Internal Control
Level of attainment of a
Clean audit
Clean audit Clean audit for previous
FY
Clean audit for previous
FY
Clean audit for previous
FY
Clean audit for previous
FY
Clean audit for previous
FY
Clean audit for previous FY
On-going management towards clean
audit
Clean audit Clean audit Clean audit On-going management towards clean
audit.
Clean audit for previous FY
AID
C 9
Total number of Financial Support packages provided to SMEs, Cooperatives and Informal Businesses.
To increase BBBEE spend
through internal budget % of
budgetispend (year to date) 3
+ 75% 80% budget spend – average over the
year
80% budget spend – average over the
year
80% budget spend – average over the
year
80% budget spend –
average over the year
80% budget spend –
average over the year
80% budget spend –
average over the year
80% budget spend
80% budget spend
80% budget spend
80% budget spend
AID
C 1
o
3 Excluding non-discretionary spend
Page 77 of 78
AIDC training targets per quarter for 2015/16 – with forecasts up till 2018/19
AIDC GEYODI training targets for 2015/16 FY
Male Youth under 35 Female Youth under 35 Male over 35 Female over 35 Military Veteran PwD Total Learner
ship
A I C W A I C W A I C W A I C W A I C W A I C W
703 3 5 85 236 0 4 60 300 2 10 137 28 0 2 20 0 0 0 0 0 0 0 0 1595
DIVISION/ SUB
TYPE OF TRAINING
/MENTORSHIP/ LEARNERSHIP
PERFORMANCE INDICATORS
15/16 ANNUAL TARGET
QUARTER 1 TARGET
QUARTER 2 TARGET
QUARTER 3 TARGET
QUARTER 4 TARGET
Women over 35yrs
TARGET
female Youth (under 35yrs)
TARGET
Male over 35
yrs TARGET
Male Youth (under 35yrs)
TARGET
People with
Disabilities (please specify gender
and age) TARGET
Military Veterans (please
specify if pwd)
2016/17 ANNUAL TARGET
2017/18 ANNUAL TARGET
2018/19 ANNUAL TARGET
AIDC – KPI 5
Training, Skills
development and Mentoring.
No of people trained at or through the
Gauteng Automotive
Learning Centre in Rosslyn – consolidated curricula – all
projects (NISP)
1595 190 in training
700 in training
1170 in training
1595 at various
stages of completing
training, skills
development and
mentoring
50
(3%)
300
(18%)
450
(28%)
795
(51%) 0 0
1595
With 20% job
placement in (which) vocational categories
1595
With 25% job
placement in (which) vocational categories
1595 at various stages of
completing training, skills development,
and mentoring
Page 78 of 78
AIDC job targets per quarter for 2015/16 – with forecasts up till 2018/19
DIVISION/SUB TYPE OF JOBS
Perm/Temp PERFORMANCE
INDICATORS
15/16 ANNUAL TARGET
QUARTER 1 TARGET
QUARTER 2 TARGET
QUARTER 3 TARGET
QUARTER 4 TARGET
Women over 35yrs
TARGET
female Youth (under 35yrs)
TARGET
Male over 35
yrs. TARGET
Male Youth (under 35yrs)
TARGET
People with
Disabilities (please specify gender
and age) TARGET
Military Veterans (please
specify if pwd)
2016/17 ANNUAL TARGET
2017/18 ANNUAL TARGET
2018/19 ANNUAL TARGET
AIDC – KPI 6 Permanent Jobs
Job placement of 15% – Learning Centre students/trainees. Placement steps
taken will include: a. Assist with compiling
CVs b. Interview preparation c. Advert placements
d. Placement communications with
ASP, NAAMSA, NAACAM, RMI and
auto and allied sector entities
e. Capturing of names on AIDC Contact
Centre worker's d/b.
239 students
or trainees placed in
jobs
0 0 0
239 students
or trainees placed in
jobs
3% of 239 = 8
18% of 239 = 43
28% of 239 = 66
51% of 239 = 122
0 0 319 399 400
AIDC job targets (GEYODI) for 2015/16 FY
Male Youth under 35 Female Youth under 35 Male over 35 Female over 35 Military Veteran PwD Total
Permanent Jobs
A I C W A I C W A I C W A I C W A I C W A I C W
96 4 16 6 32 1 8 2 46 2 10 8 6 0 2 0 0 0 0 0 0 0 0 0 239