The Technology Innovation Agency (TIA): Mobilising resources for technology innovation led growth and development

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The Technology Innovation Agency (TIA)
Mobilising resources for technology innovation
led growth and development
TIA Strategic Corporate Business Plan
Presentation S T Portfolio Committee Cape
Town 24 March 2010 Presented by Dr Nhlanhla
Msomi TIA Interim CEO

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Contents

• Introduction and Context
• Strategic Vision and Intent
• Strategic Architecture
• SWOT and Risk Analyses
• Stakeholder/Customer Perspective
• Financial Perspective
• Consolidated Financials
• Innovation, Learning and Growth Perspective
• Business Processes
• Consolidated Business Plans
• Biotechnology
• Tshumisano Technology Stations Program
• Advanced Manufacturing Technology Strategy
• Innovation Fund
• Agency Management
• Energy
• Health Innovation
• Strategic Investment Portfolio (SIP)
• Operational Update

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TIA Mandate Vision

• The TIA Act No 26 of 2008
• The object of the Agency is to support the State
  in stimulating and intensifying technological
  innovation in order to improve economic growth
  and the quality of life of all South Africans by
  supporting the development and exploit ation of
  technological innovations

• The TIA Vision is to be
• A world class innovation agency that supports
  and enables technological innovation to achieve
  socio-economic benefits for South Africa through
  leveraging strategic partnerships

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Introduction and Context

• The TIA Act frames the mandate and its context
  (Mission and Strategic Objectives)
• Mission provides the four strategic pillars
• Appropriately structured financial and
  non-financial interventions
• Human capital development for innovation
• In partnership with the NRF and HEIs
• Developing a culture of innovation
• Leveraging local and international partnerships
• Strategic objectives recurrent theme is
  competitiveness
• Leverage capital inflows for technological
  innovation/transfer
• Support development of new products and services
• Grow number of technology-based start-ups and
  SMEs
• Support key industry sectors that are better able
  to utilize local and international technology
  innovation to enhance their global
  competitiveness
• Immediate challenge is to build an organisation
  that can deliver on these strategic imperatives

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Context II Business Planning Process

• Business Planning process framed by the Strategic
  context as provided by the Mission and Strategic
  Objectives
• Three steps
• Risk and SWOT analyses
• Determine the challenges and major risks, and how
  to mitigate them
• Identify the range of opportunities and threats
• Determining the Strategic Vision and Intent
• Realistic timelines and achievable milestones
• Moderate the expectations to fit the resources
  and capabilities
• Adopt a measurable Strategic Framework
• Balanced Scorecard approach (Stakeholder,
  Financial, Innovation, Learning Growth, and
  Business Processes)
• Consolidated Business Plan (business as usual)
  current portfolio
• Addressing the challenge of the innovation
  chasm
• Analysis and consolidation of the current
  portfolio (gap analysis)
• Determining TIAs positioning in the ecosystem
  (Investment Framework)
• Market linkages (Strategic Investment Portfolio)

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Strategic Vision Intent
Deliver the first products in the market from the
National Innovation Strategies. Target one high
impact product per Strategy
Restructure and Consolidate the investment
portfolio, focusing on new funding instruments
and support modalities Synergy and Leverage
Build the TIA organisation focusing on
governance, HR, Finance, technology innovation
management systems, tech SME dev, and branding
FY 2010 - 2011
FY 2012 - 2013
TIAs Strategic Intent A world class innovation
agency that supports and enables technological
innovation to achieve socio-economic benefits for
South Africa through leveraging strategic
partnerships
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RISK ANALYSIS

• Based on the comprehensive identification of the
  major risks associated with merging ten (10)
  organisations and programs with different
  cultures and histories
• Allows for a distinction between migration into a
  stable environment and merging into an undefined
  territory
• Provides a set of mitigating strategies to be
  coalesced into a realistic Business Plan
• Sets out key operational priorities
• Identified nine (9) Risk categories
• Strategic
• Funding (Misalignment between Budget and
  Strategic Intent)
• Governance
• Human Capital
• Financial
• Legal and Regulatory
• Stakeholder and Communication
• Marketing (mainly Branding)
• Political
• Information Technology and Operational Platform
• Activity Matrix derived from the interface
  between the priority risks and the Strategic
  framework (Balanced Scorecard)

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SWOT Analysis

• A SWOT analysis starts with a definition of the
  desired end state
• ... stimulating and intensifying technological
  innovation in order to improve economic growth
  and the quality of life of all South Africans by
  developing and exploiting technological
  innovations.
• The elements of the SWOT analysis are
• Strengths attributes of the organisation that
  are helpful to achieving the objective.
• Weaknesses attributes of the organisation that
  are harmful to achieving the objective.
• Opportunities external conditions that are
  helpful to achieving the objective.
• Threats external conditions which could do
  damage to the objective.
• Likely to influence the Strategic Investment
  Portfolio design
• Most weaknesses and threats being addressed as
  part of the Risk mitigation plans as they
  interface
• Strengths and opportunities to be leveraged for
  building a performance focused organisation, able
  to provide a bridge over the innovation chasm
• Exploitation of the insights will evolve over
  the year

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SWOT ANALYSIS
Strengths Weaknesses
Mutually beneficial partnerships with other funding and development agencies such as the IDC and NEF. Well established capacity development programmes addressing various aspects of the skills and culture gap. Diverse group of and range of professional skills, expertise and experience in the technology innovation space. Available financial resources in the form of MTEF allocations of migrating entities. Broad portfolio of opportunities spanning the entire value chain. A shortage of industry/ firm-based innovation skills. Slow uptake of TIAs new operational model. Unclear PFMA exemptions regarding some of the investment instruments and modalities used by migrating entities. A limited budget in relation to the wide range of interventions required. Inadequate footprint of capabilities beyond Gauteng, KZN and Western Cape. A new brand that still has to get traction with stakeholders.
Opportunities Threats
Opportunity for inbound technology transfer as a lever for industrial development. Management of RD by recipients of public funding under the IPR from publicly financed RD Act, 2008 offers greater prospects. RD tax incentives and VC tax incentive potentially offers significant opportunities to develop strong portfolio and collaborate on VC funding. Various concessions provided in bilateral in bilateral and multilateral agreements executed by S.A. Engagement, partnerships and leverage with many local and provincial governments. Poor coordination, alignment and potential misunderstanding on TIAs strategic role. Perception of TIA as merely a continuum of the migrated entities. Low supply of scientists and entrepreneurs Inadequate funding for implementation of the full TIA structure unrealistic expectations. IP, technology and products dumping. Negative and ultra-defensive stance from government and IP export.
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Strategic Perspective I Stakeholder Perspective

• Drives the two pillars of the TIA Mission
• Building a culture of innovation
• Leveraging local and strategic partnerships
• Identification of key stakeholders in the TIA
  ecosystem
• Shareholder grouping (civil society, parliament
  and DST)
• Beneficiaries of the TIA offerings (NSI, SMEs,
  industry, and provincial and local government
  entities like IPAs, DFIs)
• Internal stakeholders (Board, Employees)
• Strategic partners (local and international)
• Funders
• Technology (developers, in-source)
• Skills development, Systems and Processes
• Define an appropriate RoI framework for the key
  stakeholder (shareholder)
• Visible products of the public investments on
  technology innovation
• Alignment with national priorities (addressing
  the national challenges)
• Appropriate positioning and instruments to bridge
  the innovation chasm market alignment
• Critical Tools to leverage support and
  partnerships
• Communications
• Strong positive branding

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Strategic Architecture II Financial Perspective

• Drives all four strategic objectives and the
  Missions
• Appropriately structured financial and
  non-financial interventions
• Strategic Investment Portfolio will require
  additional funding
• A new Budgeting Model (alignment between Strategy
  and Budget)
• Spending patterns will not reflect the
  re-positioning vis a vis the innovation chasm
• Optimal allocation of resources between regions
  and programs
• Appropriate Return on Investment framework based
  on new KPIs
• Investment Policy and Management Framework
• Understanding the funding, business support and
  market ecosystem
• Assessing performance of the TIA portfolio
• A Treasury management capability to optimise cash
  use
• Increase leverage factor through appropriate
  financial instruments
• Leveraged capital raising
• Third party funds, co-funding and VC options
• National Treasury
• Exemptions (and Scheduling) issues
• Revised Funding Model
• Financial managements system (MSP, ERP, Audit)

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BUDGET
TIA CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME TIA CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME TIA CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME TIA CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME TIA CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
    TOTAL TOTAL TOTAL
Budget Forecast Notes BUDGET BUDGET BUDGET
  FY2010/2011 FY2011/2012 FY2012/2013
Income 1 587,700,000 652,730,000 705,353,800
  -  
Operations 2 45,946,737 48,703,541 51,625,754
Human Resources 3 89,835,277 86,429,566 92,411,605
Human Capital Development 4 16,399,802 21,644,990 22,943,690
Capital Expenditure 5 26,264,150 3,459,999 3,667,599
Investments 6 470,264,322 326,416,092 346,001,058
Marketing Communications 7 15,000,000 5,350,000 5,724,500
Total Expenditure 663,710,288 492,004,189 522,374,205
Net Suplus/Deficit (76,010,288) 160,725,811 182,979,595
         
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Strategic Architecture III Innovation, Learning
and Growth

• Based on the perspective that TIA is a knowledge
  organisation
• People and knowledge are its key assets
• Provides template for organisational architecture
  including its design
• Drives the key strategic pillars
• Appropriate financial and non-financial
  interventions
• Human capital development for innovation
• Addresses the challenge of building a new,
  performance focused TIA
• A Knowledge Management framework using a shared
  language for both strategic coherence and
  internal operational integrity
• Human Capital development (both internally and
  externally)
• Addressing the Innovation Chasm
• Business Advisory Services for technology
  projects and start-ups
• Centres of Competence
• Appropriate in-bound technology modalities
• Technology development infrastructure such as
  Platforms

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Strategic Architecture IV Business Processes

• Drives the Strategic Intent of building a world
  class innovation agency
• Policy environment including procedures that are
  compliant with legislation
• TIA Act
• PFMA
• Employment Equity Act
• PAIA AND other relevant legislation
• Performance Management framework, in line with
  the ME
• Risk Management function
• Internal and financial eliminate Audit failure
  risk
• Master Systems Plan
• Enterprise Resource Planning (ERP) system
• Corporate Organogram (new paradigm defining
  portfolios)
• Structured Investment management (corporate
  finance, fund management)
• Economist portfolio, with market sector focus
• New business processes
• Business process mapping
• Drives efficiencies and better performance
• Change management driver

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TIA Functional overview
Model
Assessment Recommendations
Funding
Corporate Services
Strategic Partnerships Enabling Services
Fund Management
Technology Development Innovation
Technology Commercialisation
Finance
Advocacy Capacity Development
Centres of Competence (CoCs)
Technology Nursery
Seed/Grant ------- Soft / Convertible Loans /
Equity ------- Venture Capital (PPPS)
Legal
Expert Services
Advisory Support services
International Resources
IT
Receive, Assign, Assess
Biotech Health
Strategic Relationships
Energy
Commercial Business Expertise
Knowledge Management
Minerals Processing
Portfolio Management, Monitoring Evaluation
Special Purpose Vehicles (SPVs)
Manufacturing
HR
ICT
In-bound Tech Transfer
Marketing Communication
Risk Management
Other
Infrastructure Management
Innovation for Social Impact (ISI)
Internal Audit
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FUNCTIONAL STRUCTURE
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Technology Business Support and Advisory Services
(aka Nurseries)
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In-bound Technology Transfer - Strengthening the
RD base and reducing the development risk -
In-bound Technology Transfer based on assessed
needs
STRATEGIC TECHNOLOGY / SECTOR FOCUSED NEEDS
(Royalties)
Mapping local assessed needs to (i) technologies
available offshore and (ii) local technology and
manufacturing capabilities
Increased RD and IP base
Improved manufacturing capabilities
Fast-tracked product development
Bridging the Innovation Chasm
Value added local technology Products services
Local IP and RD base
Research Development
Manufacturing
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CONSOLIDATED BUSINESS PLAN(S) IBiotechnology

• Biotechnology Portfolio
• Consolidated into one National Business Plan from
  the four merging entities
• Initial Portfolio analysis performed underpins
  the consolidated Business Plan
• Sector consolidation driven from a market
  definition e.g. health, agri, industrial
• The investments/projects grouped into these
  definable market sectors
• Each market sector strategy divided into
  sub-groups defining actual products, e.g. under
  health there are diagnostics, drugs and vaccines
• The main market sector groupings have developed
• Strategies for accelerated market entry, with a
  high level analysis of the global and South
  African markets
• A pathway for consolidating investments/start-ups
  into critical mass initiatives
• Framework for identifying a number of High
  impact projects for the Strategic Investment
  Portfolio
• To be managed on a multi-dimensional basis
  technological innovation vs. market/industry
• Increased In-bound technology transfer and
  Technology Business Support and Advisory inputs
• Increased funding/optimal capitalisation

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CONSOLIDATED BUSINESS PLAN(S) IITshumisano

• Technology Stations Program
• Focus is on SMEs, using the Universities of
  Technology as the base
• Closest to the intentions of the Industrial
  Policy Action Plan
• Provides engineering capabilities, required for
  industrialising the other high technology
  innovation portfolios
• Key industrial clusters include
• Agro-processing and Chemicals
• Primary and Secondary Manufacturing
• Tooling and Metal Casting
• Human capital development for engineering and
  technical skills a key focus
• Will provide a critical platform for
• Strategic Investment portfolio, through the
  manufacturing capability
• In-bound technology by increasing absorptive
  capacity of SMEs
• Synergies with Biotechnology (starch and
  biofuels) and AMTS on production platforms
• National coverage
• Increase Technology Stations to underserved
  provinces and institutions
• TIAs entry points into new regions

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Expanding National Footprint

• Forthcoming Initiatives (building on work done
  by the migrating entities)
• Mpumalanga (Technology Station in
  Agro-processing)
• Northern Cape (Integrated Manufacturing Sector
  for Agro-food and Mining Industry)
• North West negotiations with Royal Bafokeng
  Holdings will continue to establish a
  manufacturing advisory Center for SMEs supplying
  the mining industry and other sectors

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CONSOLIDATED BUSINESS PLAN IIIAMTS

• Advanced Manufacturing Technology Strategy
• Development of technology platforms that increase
  SAs competitive advantages in the following
  sectors
• Advanced Light Materials and Electronics
• Advanced production Technologies
• Predominant focus is applied research at Science
  Councils and HEIs
• Funding modality is mainly research grants
• Strong focus on human capital development
• Partnership with industry (students for industry
  readiness)
• Technology Transfer Vehicles
• Technology diffusion vehicles such as FAB labs
  (culture of innovation)
• Opportunity to link with the former Tshumisano
  programs for an integrated TIA Manufacturing
  Strategy (with both upstream and downstream
  capabilities)
• Innovation Fund capabilities will assist in
  providing strategic leadership

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CONSOLIDATED BUSINESS PLAN IVInnovation Fund

• Oldest funding instrument in the TIA family
• Predominantly seed funding a funder of last
  resort for technology start-ups
• Provides a bridge to the Venture Capital industry
  by reducing the investment risk
• No definite technology innovation sector focus,
  but recent focus on
• Metals and Materials
• Manufacturing
• Renewable Energy technologies
• Funding programs
• Technology Advancement Program (TAP), developing
  prototypes
• Missions in Technology (MiTech), generating new
  technology ideas
• Patent Support Fund (PST)
• Seed Fund, taking prototypes into the market
• NIC, NICLE and SA Bio Plan, catalysing a culture
  of innovation
• Strong IP and Commercialisation capabilities
• Will provide an anchor for the TIA in these key
  operational requirements
• Some highly visible investments (e.g. Joule)
• Anchor for future TIA brand development

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CONSOLIDATED BUSINESS PLAN VAGENCY MANAGEMENT

• Programs defined in the TIA business case and
  migrating into TIA but
• No clear mandate for the TIA around its future
  strategic inputs into these progams
• Separate governance structures, possibly
  reporting directly to the DST principals
• TIA to provide only operational function, with no
  control over performance issues from a value for
  money perspective
• Fund management
• HR management
• Temporary arrangement until the Migration issues
  are resolved with the Shareholder (DST)
• Health Innovation
• Opportunity to integrate some elements into the
  Biotechnology Portfolio
• Projects could migrate over time into either TIA
  or other Science Councils depending on
  development stage
• Energy
• Hydrogen SA, the business opportunity could be
  managed from the Innovation Fund
• TIA needs to build internal capacity to
  understand the portfolio for optimal future
  management
• Grand Challenge, several components lend
  themselves to some TIA competencies
• Planning for full migration should commence in
  FY2010/11
• Market ready opportunities could be transferred
  sooner (Altergy)

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Sector-driven strategies

• Limited socio-economic impact of technology
  driven focus
• For optimal socio-economic impact, TIAs
  interventions will be sector driven
• Technology as a tool to impact on the sector and
  societal needs

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Sector-driven strategiese.g. Health

• 3 critical Sub-Saharan Africa heath-care issues
  HIV/AIDS, Tuberculosis and Malaria
• TIA inheriting small, under-resourced health
  related technology projects
• Consolidate and align activities into two
  operational companies (diagnostics and
  pharmaceutical)

• Strategic relationships with pharmaceutical
  majors stimulate local pharmaceutical and
  diagnostics capabilities

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Strategic Investment PortfolioHigh Impact
Projects

• Clearly defined domestic market, pref. with a
  strong public sector pull (AMC)
• Particularly national priorities such as health,
  education, rural development
• Technology must be mature and IP possibly out of
  patent
• Manufacturing bias
• Ability of the in-house TIA
• Commercialisation IP unit to negotiate
  technology transfer
• Technology project managers to source, evaluate
  utility, and facilitate transfer from technology
  sources to SMEs
• Availability of an appropriate local private
  sector company (preferably SME)
• Focus will be on current investment/projects
  portfolio, with the In-Bound strategy filling the
  gaps in the IP to move through the chasm
• Engineering capabilities required for product
  manufacturing provided by internal platforms such
  as Tshumisano and AMTS
• Intensive mining of the inherited investment
  portfolio
• TIA will develop and execute an Implementation
  Plan by Q4, FY2010/11
• Will require additional funding

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High Impact Projects I

• Biotechnology Portfolio
• Human Health (anti-infectives)
• Opportunity to consolidate investments into IP
  families with a higher probability of market
  entry
• Have identified iThemba Pharmaceuticals as an
  ideal vehicle to develop HIV and TB drugs
• Recently concluded an agreement with GSK to
  license TB library
• Discussion to license, at no upfront cost,
  several HIV drugs in late stage clinical
  development
• Developing a strategy to license several, already
  approved compounds with an intention to develop,
  long acting combination therapy
• Very short lead times because the drugs are
  already approved
• Leverage the medicinal chemistry capabilities of
  Emory University (Prof Denis Liotta)
• The final piece of the Strategy is to utilise
  in-house TIA capabilities or in-bound technology
  to rapidly upscale manufacturing capability
• Opportunity to utilise R D Tax incentives
• Will require an industry partner with already
  existing marketing /sales channels and logistics
  infratsructure (main target is State business)

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High Impact Projects II

• Biotechnology
• Human Health (Diagnostics)
• Opportunity to consolidate existing
  projects/start ups into one company with critical
  mass
• Existence of some manufacturing capacity within
  one of the investments
• Leverage partnership with Foundation for
  Innovative New Diagnostics (FIND) to rapidly
  build a product portfolio of cost effective,
  modern diagnostics for infectious diseases
• Address the most burdensome diseases like TB and
  HIV
• Improved outcomes
• Cost effective
• Better models and access
• Expected lead time is less than 18 months
• Requires DTi and DoH partnerships

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High Impact Projects III

• Biotechnology (Agri)
• Production of industrial starch from cassava.
• Location Makhathini Flats (Northen KZN)
• Components of the project
• Farming cassava
• Factory for production of industrial starch
  (production of higher value modified starch could
  be considered at a later stage)
• RD activities and partners involved
• Plant breeding of improved cassava varieties for
  the production of industrial starch (ARC and
  UKZN)
• Plant material multiplication of selected
  varieties to generate enough material for
  approximately 10,000 ha.
• One important aspect is the production of disease
  free initiation material using tissue culture)
  (PGBI consultants and PlantBio tissue culture
  investments)
• Business development
• Feasibility study finalized (PGBI consultants).
  Shows financial viability under quite
  conservative assumptions with modest RoI (12)
• Factory technology and expertise provided by
  NIVOBA (Netherlands)
• Funding
• RD funded 50 by PlantBio-TIA and IDC
• Commercial project funded by IDC (equity and
  financing),
• NIVOBA as technical partner and option available
  for TIA to invest in any form.
• Toongat-Hewlett has expressed interest in
  participating in the project (funding RD and
  investing in factory)

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High Impact Projects IV

• Biotechnology (Agri)
• Bioethanol production from sugar cane
• Location Makhathini Flats (Northern KZN)
• Components of the project
• Farming sugar cane commercially with contribution
  of small scale farming component
• Factory for production of ethanol as biofuel
• RD activities and partners involved
• Plant breeding of improved sugar cane varieties
  for the production of ethanol (SASRI)
• Plant breeding of sweet stem sorghum varieties
  (UKZN, ARC)
• Plant material multiplication of selected
  varieties to generate enough material for several
  thousand ha.
• Business development
• Tongaat Hulett
• Funding
• Some RD aspects funded by PlantBio, SASRI, IDC,
  Toongat-Hewlett
• Commercial project funded by IDC and
  Tongaat-Hulett
• Rural development component
• More than 10,000 ha of small scale farming
• Direct industrial jobs in the order hundreds
• Indirect job and business opportunities creation
  not defined but significant

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High Impact Projects V

• Biotechnology (Agri)
• Bioethanol production from sugarbeet and another
  rotational crop
• Location Cradock (Eastern Cape)
• Components of the project
• Commercial farming of sugar beet and
  complementary crop for rotation (candidates sweet
  stem sorghum, triticale grain) with contribution
  of small scale farming component
• Factory for production of ethanol as biofuel from
  sweet crop biomass and grain
• RD activities and partners involved
• Plant breeding of improved triticale varieties
  adapted to SA conditions (U Stellenbosch)
• Plant breeding of sweet stem sorghum varieties
  (UKZN, ARC)
• PGBI, IDC, Sugarbeet SA. Prefeasibility study and
  bankable business plan finalized. Funding
• Some RD aspects funded by PlantBio, IDC,
  Sugarbeet SA
• Commercial project funded by IDC, CEF and
  Sugarbeet SA. PlantBio-TIA could negotiate option
  to invest
• Rural development component
• More than 10,000 ha of farming including small
  scale farmers
• Direct industrial jobs in the order hundreds

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High Impact Projects VI

• Education (ICT)
• Partner with KZN DoE and Ethekwini Municipality
  for pilot
• Based on Ethekwinis connectivity (broadband
  network available in the townships)
• Umlazi chosen as a location to connect the
  primary schools
• Data Warehouse at the SmartExchange ICT Incubator
• Robust, Netbooks (150) for educational content
  built for purpose
• Content provided by DoE
• Opportunity to develop other media like animation
• Technology licensed from ITRI (Taiwan)
• Local assembly opportunity (private sector
  partners identified)
• Expected lead times 6-12 months

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High Impact Projects Conclusions

• Ring fenced budget
• Ownership by the Board as a Strategic Programme
• Managed by a Senior Manager
• Continue to evaluate Portfolio for other
  opportunities
• e.g. Fab Labs (for massification of technology
  and building culture of innovation)
• Clear Board mandate on the target sectors
• Formalised partnerships with relevant delivery
  departments like education
• Provides entry point for setting up programs in
  the Regions (e.g. Free State
• A Business Plan for this portfolio to be
  presented to the Board at its next meeting
• Provides inputs for TIAs contribution to the
  mid-year Lekgotla

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Operationalising TIA

• Integration of 7 existing institutions
• Board inaugurated in July 2009
• CEO position advertised in August/September 2009
• Interim CEO appointed October 2009
• Comprehensive suite of operational policies (HR
  and Finance) finalised and approved in December
  2009
• TIA Corporate Organogram approved by the Board
  December 2009
• Migration Plans for three entities approved
  December 2009
• Innovation Fund and Tshumisano Trust migrate to
  TIA in Jan 2010
• NRF management contract for HR and Finance
• AMTS migrates into TIA February 2010
• Biotechnology Instruments (BRICs) to migrate 01
  April 2010

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Recruitment Update

• Search Partners International appointed to head
  hunt for the CEO
• Process to be concluded by 1st Quarter FY2010
• CFO and Enterprise Risk Manager appointed
• Chief Economist, Chief Technology Innovation
  Officer, Chief People and Culture Officer, and
  Group Executives
• Short-listed (interviews 23-25 March 2010)
• Finance and People Culture portfolios posted
  internal recruitment commenced in February 2010
• All placement to be concluded by 31 March 2010
• Technology Innovation, Investment and Economist
  portfolios to be posted on Monday/Tuesday
• All placements to be concluded by 30 April 2010
• All appointments for the Central and three
  Provincial nodes will be concluded by 30 April
  2010

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Operational Update

• National office
• Innovation Hub, Pretoria (consolidated space of
  BioPAD, Tshumisano)
• Occupation 01 May 2010
• Provincial offices
• Gauteng, Centurion (IF)
• KwaZulu-Natal, Durban (LIFElab)
• Western Cape (CBT)
• Negotiations underway with partners in
• Free State (MoU)
• Limpopo
• Eastern Cape
• Plans for NW, NC and Mpumalanga will be developed
  in FY2010/11
• Other Issues
• Finalise Operational Model (Q1)
• Monitoring and Evaluation (ongoing)
• Enterprise Performance Management (Q2)

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Thank You!