2017/18 SANSA Annual Report Presentation to the Portfolio Committee on Science and Technology By SANSA Board and Management 10 October 2018.

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Portfolio Committee on Science & Technology

Presentation transcript:

2017/18 SANSA Annual Report Presentation to the Portfolio Committee on Science and Technology By SANSA Board and Management 10 October 2018

Performance Overview Programme Performance. 17 of the 20 targets achieved 85% success Targets not achieved: Number of national high impact products and services (achieved 4 out of 5) Total non ring-fenced SANSA revenue (secured R235m out of projected R251m) Estimated monetised impact from space related activities (not done)

Performance Highlights Produced four high impact national products, Concluded three government policy support tools, Published over 20 research papers in international accredited journals (2.7 papers per researcher), Supported close on 4400 satellite passes, Directly engaged over 23 000 learners, Supported 75 students (78% PDIs), 62 direct jobs supported,

Performance Highlights R78m contract expenditure to local industry (R16.2m to SMEs), Successfully hosted ISRSE with delegates from 56 countries Developed a technique to assist SAPS in the detection of hidden weapons Supported15 launches and 19 transfer orbit support Won the bid to host SpaceOps2020 Clean audit achieved

Financial Overview INCOME EXPENDITURE R87.81m R131m R109.99m R140.49m

Employee Demographics 116 (63%) 16 (9%) 10 (5.5%) 41 (22.5%)

Employee Demographics 111 (60.7%) 72 (39.3 %)

Implementation Challenges Sub-optimal funding levels: Big focus on fund raising, Not able to implement the full mandate (GNSS & Telecoms), Challenges related to EOSat1 Implementation challenges Full financial commitment Space Engineering Division not established International partnerships and opportunities increasing (BRICS, UAE, AZAL, ISRO) Limited support to local industry.

The Road Ahead Developing a new 5-year Strategic Plan: Greater focus on Africa, and Neglected areas: GNSS & TeleComs, Implementation of a Financial Sustainability Strategy (DBSA, SEDA, IDC), Change management to be completed, Structural realignment: Focus on efficiency, and Cost effectiveness Stronger focus on Marketing, Strategic Partnerships and Communications.

Thank you