PRESENTATION TO THE PORTFOLIO COMMITTEE ON TOURISM ORGANISATIONAL PERFORMANCE RESULTS QUARTER 4: 2017/18 6 June 2018.

PRESENTATION TO THE PORTFOLIO COMMITTEE ON TOURISM ORGANISATIONAL PERFORMANCE RESULTS QUARTER 4: /18 6 June 2018

Table of Contents Situational Analysis (Slide 2)
Key Focus Areas for SA Tourism in 2017/18 (slides 3 to 6) Organisational Performance against Annual Performance Plan: (Slides 7 to 30) Programme 1 - Corporate Support (Slides 8 to 10) Programme 2 - Business Enablement (Slides 11 to 14) Programme 3 - Leisure Tourism Marketing (Slides 15 to 25) Programme 4 - Business Events (Slides 26 to 28) Programme 5 - Visitor Experience (Slides 29 to 30) Financial Performance (slides 31 to 36) Human Capital Update (slides 37 to 42) Governance Information (slides 43 to 46) Acronyms (slide 47) Appendix

Situational Analysis (January to March 2018)
There was improvement overall in the economy between January 2018 and March The SA Reserve Bank indicated a moderate improvement in the inflation rate supported by an appreciation of the Rand. The political developments in this period as well as the ratings by rating agency Moody’s supported the strengthening of the Rand. Consumer confidence also seen an upswing in the first three months of 2018 as reported by the FNB/BER Consumer Confidence Index. However, the translation of this improved confidence to increased spending is yet to be seen as unemployment still remains high. Income from employment, family contributions and pensions contracted in 2017 leaving consumers strained financially. Unemployment affects 1 in 4 South Africans, and 1 in 3 of year olds. This means that the there is a burden on the employed population to support the unemployed and hence we have a higher level of dependency. This has far reaching effect especially on discretionary items of which travel is such an item.

Key Focus Areas for SA Tourism in 2017/18

Leisure Tourism Marketing: Key Focus Areas for 2017/18
Drive volume and value through strategic partnerships. Influence transformation through partnerships agreements by introducing new experiences into the itineraries and showcasing hidden gems and a variety of tourism offerings South Africa has to offer, particularly in emerging markets such the Nordics and Middle East. During off-peak seasons and in cases of low forward bookings to South Africa, to collaborate with trade to package affordable deals to improve seasonality. Collaborate with Provincial Tourism Authorities to immerse and educate Trade and Media about new experiences and offerings across different provinces in South Africa using hosting, familiarisation trips and SA Specialist. Maximise resources and global footprint, South African Tourism by leveraging on DIRCO’s infrastructure to promote tourism. Partner with trade, media and Team South Africa (SAA, Brand South Africa, etc.) in order to ensure that South Africa is marketed in a manner that enhances the brand and traveller experience. Promote a unified brand by developing global tool kits, virtual training through SA Specialist, Trip Planners among other things to enable countries to customise for their markets. Identify barriers to entry and collaborate with NDT to address barrier removal – visa processing, airlift, immigration regulations etc.

Business Events: Key Focus Areas for 2017/18
Develop an aggressive and coordinated approach to developing leads for business events - executed in conjunction with the provincial and city Convention Bureaus and the broader business events industry in South Africa. Promote and incentivise hosting of conferences and incentives in the secondary cities. Support and capacitate provincial and city convention bureaus through regular engagements in the business events coordinating forum. Address geographic spread through the pre and post Meetings Africa and Indaba tours conducted to immerse international, regional and domestic buyers and media into smaller towns and alternative products.

Grading Council: Key Focus Areas for 2017/18
Understand needs around quality assurance in light of a pervasive traveller review landscape and allow consumer needs and insights to drive expansion while considering global best practice. Improvement of reputation through regular trade engagements and consumer campaigns. Focus and emphasis on the eradication of the illegal use of stars to drive trade and consumer confidence. Partnering with members to drive their profitability by growing and sustaining their quality of business, i.e.. our value. Leverage access and participation to SA Tourism platforms as well as information and market data for our members. Position the TGSCA brand as a holistic assessment of quality and service offering by graded establishments using Tourism Analytics Programme (TAP).

Organisational Performance Overview by Programme

High-level summary of Q4 2017-18 performance
PROGRAMME STRATEGIC OBJECTIVE KPI Reasons for Deviation 1. Corporate Support To achieve operational efficiencies in all activities, including human, marketing and other resources available to South African Tourism Staff satisfaction score achieved Percentage staff turnover Percentage vacancy rate Percentage implementation of WSP Percentage representation of employees with a disability Percentage staff migration from old to new structure Unqualified audit report achieved B-BBEE-level achieved 154 out of the 155 (99%) permanent employees were directly or alternately placed in the new organisational structure as an outcome of OD. Only one (1) employee was still in the talent pool during the period under review. The employee placement process has begun and is likely to be completed by end of May 2018 The organisation has employed 29 new staff members following the outcome of OD. 2. Business Enablement To enhance stakeholder and partnership collaboration to better deliver on South African Tourism’s mandate To position South African Tourism to be recognised as a tourism and business events industry leader in market intelligence, insights and analytics Stakeholder satisfaction score achieved Trade webinars conducted Approved Tourism Growth Strategy Number of strategic reports approved Number of market intelligence reports produced Trade engagements continue to receive priority in this quarter. The CEO embarked on a #Waterwise global roadshow that replaced the previous webinars in partnership with Travel Update. The CEO also participated in the Joint Association Members Meeting Sessions (JAMMS), where numerous initiatives on how tourism stakeholders can manage the water crisis were discussed. KPIs achieved: 5/8 KPIs achieved: 5/5 Note: Red = KPI not achieved; Green = KPI achieved; Black = Awaiting results

PROGRAMME STRATEGIC OBJECTIVE KPI REASONS FOR DEVIATION 3. Leisure Tourism Marketing To contribute to inclusive economic growth by increasing the number of international and domestic tourists To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Number of international tourist arrivals Total tourist foreign direct spend (R-billion) Percentage geographic spread of international tourist arrivals Percentage seasonality of international tourist arrivals Percentage brand positivity Percentage brand awareness Number of total domestic trips Number of domestic holiday trips Total domestic direct spend (R-billion) Domestic holiday revenue (R-billion) Percentage geographic spread of domestic tourist arrivals Percentage seasonality of domestic tourist arrivals Despite the international tourist arrivals target not being met in this quarter, there was a 3.6% growth in tourist arrivals in this quarter compared to the same quarter in the previous year. The recovery of the Africa land in this quarter (4.0%), was not sufficient to offset the loses recorded from the region earlier in the year. The regulatory barrier of visas in key source markets of China, India, Nigeria and New Zealand has negatively impacted tourist arrivals from the relevant regions. Brand awareness and brand positivity were negatively impacted by a number of incidents of crime against tourists in South Africa scored significantly below average on safety and security among our target audience in India, Kenya and Nigeria saw notable declines in brand positivity in These markets do not rate South Africa highly as a welcoming destination and this is another factor contributing to the poor brand performance. KPIs achieved: 5/12 Note: Red = KPI not achieved; Green = KPI achieved; Black = Awaiting results

PROGRAMME STRATEGIC OBJECTIVE KPI REASONS FOR DEVIATION 4. Business Events To contribute to inclusive economic growth by increasing the number of international and domestic tourists To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Number of business events hosted in SA Number of international delegates hosted in SA Number of bids supported for international and regional business events Number of market access platforms that SAT manages Number of international tourism market access platforms where SA participates Number of provincial signature events supported 5. Tourist Experience To contribute to an improved tourist experience in line with the brand promise Number of graded accommodation establishments Number of graded rooms Target not achieved as nationally there was a strain on membership based organisations. A marketing campaign to educate to educate consumers on the benefit and value of grading was launched in this quarter. Similarly, a recruitment campaign for establishments was also launched. Whilst targets have not been met, a recovery trend is being detected. A net increase in graded establishments has been achieved in February, March and April 2018. KPIs achieved: 4/6 KPIs achieved: 0/2 Note: Red = KPI not achieved; Green = KPI achieved; Black = Awaiting results

2017/18 Organisational Performance Results – Quarter 4
Strategic Objective Six: To achieve operational efficiencies in all activities, including human, marketing and other resources available to South African Tourism. Programme Key Performance Indicator Annual Target Quarterly Target Progress/ Achievements Reasons for deviation Programme 1: Corporate Support Staff satisfaction score 3.8 N/A 3.1 Given the transition between the original structure and the revised Project iGnite structure, it can be expected that employee engagement would suffer significantly as it is a change that inevitably places employees outside of their comfort zone.. Percentage Staff turnover maintained 7% 4.6% Target exceeded Percentage Vacancy rate maintained 13.4% SA Tourism has achieved a vacancy rate of 13.4% (27 vacancies out of 202) as at the end of Q4, recruitment is underway to fill the remainder of the vacancies. During SA Tourism's Project iGnite, there was a moratorium to freeze positions until all internal placements were completed. The process of filling vacancies started in the second quarter of this fiscal and is still underway. Percentage implementation of Work Skills Plan 100% Target met 23 out of the 23 planned initiatives were actioned.

Strategic Objective Six: To achieve operational efficiencies in all activities, including human, marketing and other resources available to South African Tourism. Programme Key Performance Indicator Annual Target Quarterly Target Progress/ Achievements Reasons for deviation Programme 1: Corporate Support Percentage representation of employees with a disability 1% N/A 1.7% Target met Percentage staff migration from old to new structure 100% Q1: 30% Q1: 90% Q2: 50% Q2: 152 out of the 155 (98%) permanent employees were directly or alternately placed in the new organisational structure. At the end of the quarter only three employees were in the talent pool. Q3: 70% Q3: 169 out of the 171 (99%) permanent employees were directly or alternately placed in the new organisational structure. At the end of the quarter only two employees were in the talent pool during the period under review. Contract employees and internships were excluded from this process. Q4: 100% Q4: 154 out of the 155 (99%) permanent employees were directly or alternately placed in the new organisational structure as an outcome of OD. Only one (1) employee was still in the talent pool during the period under review. The employee placement process has begun and is likely to be completed by end of May 2018

Strategic Objective Six: To achieve operational efficiencies in all activities, including human, marketing and other resources available to South African Tourism. Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 1: Corporate Support Unqualified audit achieved Unqualified Audit Q1: Submission of the: - Annual Financial Statements, Performance Information Report, Corporate Governance Report for 2016/17 to the Auditor-General, National Treasury and NDT Q1: The Annual Financial Statements, Annual Performance Information Report and the Corporate Governance Report were submitted to AGSA, National Treasury and NDT on 31 May 2017 in line with the statutory requirements. Target met Q2: Unqualified Audit Q2: SA Tourism received an unqualified audit by the AGSA for the 2016/17 Annual Report. Q3: Monitoring compliance with PFMA Q3: Achieved, consistent monitoring through out the reporting period. No non compliance matters were identified Q4: Monitoring compliance with PFMA Q4: Achieved, consistent monitoring through out the reporting period. No non compliance matters were identified Percentage of spend from B- BBEE compliant suppliers 75% N/A Annual target - not due for reporting. Q2: 80% B-BBEE Procurement Spend was achieved Q3: 80% B-BBEE Procurement Spend was achieved Q4: 103% B-BBEE Procurement Spend was achieved

Strategic Objective Three: To enhance stakeholder and partnership collaboration to better deliver on South African Tourism’s mandate Programme Key Performance Indicator Annual Target Quarterly Target Progress/ Achievements Reasons for deviation Programme 2: Business Enablement Stakeholder satisfaction score achieved Maintain stakeholder satisfaction score Q1: Develop improvement plan for areas that require improvement Q1: The stakeholder satisfaction survey was launched in quarter one in order to determine a baseline. Target not met due to the delay in conducting the initial survey. Q2: Implement improvement plan Q2: SA Tourism scored 3.9 on the stakeholder satisfaction survey. SA Tourism had already started implementing the improvement plan through engagements with stakeholders via webinars and Provincial Roadshows. Q3: Stakeholder AGM Q3: Provincial engagements and Roadshows were prioritised in lieu of a stakeholder AGM. The next AGM will be at the end of the financial year. Q4: Set percentage improvement on the baseline Q4: Percentage improvement of 5% was set Trade webinars conducted 10 Trade webinars conducted Q1: 3 Trade engagements continue to receive priority in this quarter. The CEO embarked on a #Waterwise global roadshow that replaced the previous webinars in partnership with Travel Update. The CEO also participated in the Joint Association Members Meeting Sessions (JAMMS), where numerous initiatives on how tourism stakeholders can manage the water crisis were discussed. Q2: 3 Q2: 3 The three trade webinars were held in July, August and September Q3: 2 Q3: 2 The two trade webinars were held in October and November Q4: 2 Q4: 2 trade webinars were conducted

Strategic Objective Three: To enhance stakeholder and partnership collaboration to better deliver on South African Tourism’s mandate Programme Key Performance Indicator Annual Target Quarterly Target Progress/ Achievements Reasons for deviation Programme 2: Business Enablement Approved Tourism Growth Strategy Q1: Produce Draft Tourism Growth Strategy Q1: The draft Tourism Growth Strategy has been approved by Exco. Awaiting Board approval at the Board Lekgotla. Target met Q2: Conduct stakeholder engagement sessions Q2:The stakeholders were engaged through the Provincial Roadshows and the strategy has been documented and accepted. The draft Tourism Growth Strategy has been completed and approved by Board at the Board Lekgotla in September 2017. Q3: Approved Tourism Growth Strategy Q3: Tourism Growth Strategy approved in Q2 at the Board Lekgotla. Q4: Implement Tourism Growth Strategy Q4: The Tourism Growth strategy has been factored into business planning.

Strategic Objective Three: To enhance stakeholder and partnership collaboration to better deliver on South African Tourism’s mandate Strategic Objective Five: To position South African Tourism’s corporate brand to be recognised as a tourism and business events industry leader in market intelligence, insights and analytics Programme Key Performance Indicator Annual Target Quarterly Target Progress/ Achievements Reasons for deviation Programme 2: Business Enablement Number of strategic reports approved 7 strategic reports approved: 2018/2022 Strategic Plan; 2018/19 APP; 2016/17 Annual Report including Annual Financial Statements; 4 Quarterly performance reports Q1: - First Draft 2016/17 Annual Report including Annual Financial Statements; Quarter 4 performance report Q1: The Annual Financial Statements, Annual Performance Information Report and the Corporate Governance Report were submitted to AGSA, National Treasury and NDT on 31 May 2017 in line with the statutory requirements. Target met Q2: First draft 2018/2022 Strategic Plan; First draft 2018/19 APP; Final 2016/17 Annual Report including Annual Financial Statements; Quarter 1 performance report Q2: The first draft 2018/19 APP, Final 2016/17 Annual Report and Quarter 1 Performance Report were submitted by their respective statutory deadlines. Q3: Second Draft 2018/2022 Strategic Plan; Second Draft 2018/19 APP; Quarter 2 performance report Q3: The second draft 2018/19 APP and Quarter 2 Performance Report were submitted by their respective statutory deadlines. Q4: Final 2018/2022 Strategic Plan; Final 2018/19 APP; Quarter 3 performance report Q4: The Final APP and Quarter 3 Performance report were submitted by their statutory deadlines

2016/17 Organisational Performance Results – Quarter 2 & 3
Strategic Objective Three: To enhance stakeholder and partnership collaboration to better deliver on South African Tourism’s mandate Strategic Objective Five: To position South African Tourism’s corporate brand to be recognised as a tourism and business events industry leader in market intelligence, insights and analytics Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 2: Business Enablement Number of market intelligence reports produced 7 market intelligence reports: 4 quarterly Tourism industry performance analysis reports (South African Tourism index); 1 annual Tourism industry performance analysis report (South African Tourism index); 2 Global Brand Tracker reports Q1: 2016/17 Quarter 4 Tourism industry performance analysis report delivered Q1: The quarter 4 report has been consolidated with the annual report. Target met Q2: 2017/18 Quarter 1 Tourism industry performance analysis report delivered Q2: The first draft 2018/19 APP, Final 2016/17 Annual Report and Quarter 1 Performance Report were submitted by their respective statutory deadlines. Q3: 2017/18 Quarter 2 Tourism industry performance analysis report delivered; 1 Global Brand Tracker report (November wave) Q3: The second draft 2018/19 APP, Final 2016/17 Annual Report and Quarter 2 Performance Report were submitted by their respective statutory deadlines. November wave Brand Tracker report was delivered Q4: 2017/18 Quarter 3 Tourism industry performance analysis report delivered; 1 Global Brand Tracker report (February wave) Q4: The 2017/18 Quarter 3 Tourism industry performance analysis and BrandTracker were produced and are available on MarketSource.

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 3: Leisure Tourism Marketing Number of international tourist arrivals achieved (millions)* Calendar Year: 10.9m Calendar Year YTD (Jan to Dec): 10.9m Calendar Year YTD (Jan to Dec): 10.3m Q1: 2.7m Q1:2.6m Q2: 2.9m Q2: 2.4m Q3: 2.5m Q4: 2.8m Q4: 2.7m Q4: Despite the target not being met in this quarter, there was a 3.6% growth in tourist arrivals in this quarter compared to the same quarter in the previous year. The growth was recorded by Africa land markets (4.0%), North America (5.8%), Europe (4.1%) and Central & South America (21.2%). However, declines continued to be recorded in Africa air markets (-4.2%), Asia (-2.1%), Australasia (-3.3%) and Middle East (-5.9%). The regulatory barrier of visas in key source markets of China, India, Nigeria and New Zealand has negatively impacted tourist arrivals from the relevant regions. Financial Year: 11.1m Financial Year: YTD (Apr to Mar): 11.1m Financial Year YTD (Apr to Mar): 9.5m Q1: 2.5m Q1: 2.4m Q2: 2.7m Q2: 2.5m Q3: 3.0m Q3: 2.7m Q4: 2.9m +Q4: 1.9m (Jan-Feb 2018) *Note: performance as it pertains to tourist arrivals, revenue, domestic holiday trips and business events is reported on a calendar year basis i.e. from January to December, in line with United Nations World Tourism Organisation (UNWTO) and Statistics South Africa (StatsSA) reporting period. Financial year performance is provided for information purposes only. +Note: Latest international tourist arrivals statistics released by Statssa on 21 February 2018 has been included in this report.

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 3: Leisure Tourism Marketing Total tourist foreign direct spend (TTFDS) (R billion) Calendar Year R80.3b Calendar Year YTD (Jan to Dec): R 80.3b Calendar Year YTD (Jan to Dec): R 56.6b Q1: R 19.6b Q1: R19.0b Q2: R 19.3b Q2: 17.6b Q3: R 19.6b Q3: 20.0b Q4: R 21.8b Q4: R23.7b Q4: The revenue from international tourist arrivals exceeded the target in this quarter due to a recorded increase in the per capita spend in SA by tourists. Tourists in this quarter also stayed on average longer (3 days) which also contributed to the increased revenue Financial Year R86.5b Financial Year YTD (Apr – Sep 2017): R86.5b Financial Year YTD (Apr – Sep 2017): R61.3b Q1: R17.6b Q2: R21.3b Q2: R20.0b Q3: R 23.7b Q3: R23.7b +Q4: Data not yet available *Note: performance as it pertains to tourist arrivals, revenue, domestic holiday trips and business events is reported on a calendar year basis i.e. from January to December, in line with United Nations World Tourism Organisation (UNWTO) and Statistics South Africa (StatsSA) reporting period. Financial year performance is provided for information purposes only. +Note: A full quarter of data is required to report on revenue. At the time of preparing this report, only January and February statistics was available

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Strategic Objective Two: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 3: Leisure Tourism Marketing Percentage geographic spread of international tourist arrivals achieved Set percentage improvement on the baseline Q1: Develop methodology for target setting Q1: The methodology for target-setting has been developed No deviation. Q2: Internal stakeholder engagement and approval Q2: SA Tourism has agreed with Provincial Tourism Agencies on their contribution to 5-in-5 by setting provincial targets Q3: External stakeholder engagement and approval Q3: External stakeholder engagement was done through Provincial Roadshows in 2017. Q4: Set percentage improvement on the baseline Q4: Baseline has been developed and set at 19%

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Strategic Objective Two: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Programme Key Performance Indicator Annual Target Quarterly Target Progress/ Achievements Reasons for deviation Programme 3: Leisure Tourism Marketing Percentage seasonality of international tourist arrivals achieved Set percentage improvement on the baseline Q1: Develop methodology for target setting Q1: Research is underway for the development of the target-setting methodology Q2: Internal stakeholder engagement and approval Q2: Stakeholders have been engaged to develop & agree on target-setting methodology. Q3: External stakeholder engagement and approval Q3: Engagement and approval is still underway as the inputs received as being factored into the approach to improve seasonality. Q4: Set percentage improvement on the baseline Q4: Baseline has been developed and set at 1.35% No deviation.

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Strategic Objective Two: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Programme Key Performance Indicator Annual Target Quarterly Target Progress/ Achievements Reasons for deviation Programme 3: Leisure Tourism Marketing Percentage brand positivity achieved 40% N/ A 38% Brand awareness and brand positivity were negatively impacted by a number of incidents of crime against tourists in South Africa scored significantly below average on safety and security among our target audience in India, Kenya and Nigeria saw notable declines in brand positivity in These markets do not rate South Africa highly as a welcoming destination and this is another factor contributing to the poor brand performance. Percentage brand awareness achieved 80% N/A 77%

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Strategic Objective Two: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 3: Leisure Tourism Marketing Number of total domestic trips (millions) achieved* Calendar Year: 24.9m Calendar Year YTD (Jan – Dec 2017): 24.9m Calendar Year YTD (Jan – Dec 2017): 17.2m Financial Year: 25.1m Q1: 6.1m Q1: 4.4 Q2: 4.9m Q2: 4.8 Q3: 4.5m Q3: 2.7 Q4: 9.4m Q4: 5.3 Q4: Target not achieved. Total domestic trips declined by 25% in this quarter compared to the same quarter in The continued decline in VFR trips (-29%) in this quarter was the biggest driver of this negative performance as VFR accounts for the largest share of all domestic trips. However, we also noted decreases in holiday trips (-11%) and business trips (-37%). Affordability remained the biggest barrier to travel with 57% of the respondents citing unaffordability/ no income as a barrier to travel. The consumer in SA faced strong head winds in 2017 with a recession early in the year and unemployment remaining high. These conditions had a far reaching effect on consumers spending power with many consumers cutting back on expenditure on items such as holidays and out of home entertainment Financial Year YTD (Apr - Mar 2018): 25.0m Financial Year YTD (Apr – Mar 2018): 12.8m Q1: 5.6m Q1: 4.8m Q2: 4.6m Q2: 2.7m Q3: 7.3m Q3: 5.3m Q4: 7.5m Q4: Data not yet available *Note: performance as it pertains to tourist arrivals, revenue, domestic holiday trips and business events is reported on a calendar year basis i.e. from January to December, in line with United Nations World Tourism Organisation (UNWTO) and Statistics South Africa (StatsSA) reporting period. Financial year performance is provided for information purposes only.

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Strategic Objective Two: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 3: Leisure Tourism Marketing Number of domestic holiday trips achieved * Calendar Year: Calendar Year YTD (Jan - Dec 2017): Calendar Year YTD (Jan – Dec): Q1: Q1: Q2: Q2: Q3: Q3: Q4: Q4: Q4: Target was not achieved. There was an 11% decline on holiday trips in this quarter in compared to the same quarter in About 13% of total domestic holiday trips were taken in December 2017, a much smaller share compared to December 2016. Financial Year: Financial Year YTD (Apr - Mar 2018): Financial Year YTD (Apr- Mar 2018): Q1: Q1: Q2: Q2: Q3: Q3: Q4: Q4: Data not yet available *Note: performance as it pertains to tourist arrivals, revenue, domestic holiday trips and business events is reported on a calendar year basis i.e. from January to December, in line with United Nations World Tourism Organisation (UNWTO) and Statistics South Africa (StatsSA) reporting period. Financial year performance is provided for information purposes only.

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Strategic Objective Two: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 3: Leisure Tourism Marketing Total domestic direct spend (TDDS) (billion rand)* Calendar Year: R24.8b Calendar Year YTD (Jan to Dec) : R24.8b Calendar Year YTD (Jan to Dec): R22.2b Q1: R6.1b Q1:R5.4b Q2: R4.9b Q2: R6.4b Q3: R4.5b Q3: R2.9b Q4: R9.3b Q4: R7.5b Q4: Target not achieved. The large decrease in total domestic trips was the reason that the revenue target was not achieved. There was, however, an increase in the spend per trip in this period indicating that South Africans were rationalising their domestic travel by travelling less, but spending more on those trips that they did take. Financial Year: R25.5b Financial Year YTD (Apr to Mar):R25.5b Financial Year: YTD (Apr to Mar): R16.8b Q1:R6.2b Q1: R6.4b Q2:R3.4b Q2: R2.9b Q3:R7.4b Q3: R7.5b Q4:R8.5b Q4: Data not yet available *Note: performance as it pertains to tourist arrivals, revenue, domestic holiday trips and business events is reported on a calendar year basis i.e. from January to December, in line with United Nations World Tourism Organisation (UNWTO) and Statistics South Africa (StatsSA) reporting period. Financial year performance is provided for information purposes only.

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Strategic Objective Two: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 3: Leisure Tourism Marketing Domestic holiday revenue (billion rand)* Calendar Year: R7.6b Calendar Year YTD (Jan – Sep): R7.6b Calendar Year YTD (Jan – Sep): R6.9b Q1: R1.5b Q1: R2.2b Q2: R1.7b Q2: R1.9b Q3: R2.1b Q3: R0.7b Q4: R2.3b Q4: R2.1b Q4: Target not achieved. The decrease in the number of holiday trips taken in this quarter was the contributing factor to the target not being met. Despite the slight improvement in the economy in this quarter, the poor economic conditions generally in 2017 have impacted consumer consumption especially on discretionary items as food and fuel prices have increased. Financial Year: R7.8b Financial Year YTD (Apr-Mar 2018): R7.8b Financial Year YTD (Apr-Mar 2018): R4.7b Q1:R1.9b Q1: R1.9b Q2:R1.0b Q2: R0.7b Q3:R2.3b Q4:R2.6b Q4: Data not yet available *Note: performance as it pertains to tourist arrivals, revenue, domestic holiday trips and business events is reported on a calendar year basis i.e. from January to December, in line with United Nations World Tourism Organisation (UNWTO) and Statistics South Africa (StatsSA) reporting period. Financial year performance is provided for information purposes only.

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Strategic Objective Two: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 3: Leisure Tourism Marketing Percentage geographic spread of domestic tourists achieved Set percentage improvement on the baseline Q1: Develop methodology for target setting Q1: The methodology for target-setting has been developed No deviation. Q2: Internal stakeholder engagement and approval Q2: SA Tourism has agreed with Provincial Tourism Agencies on their contribution to 5-in-5 by setting provincial targets Q3: External stakeholder engagement and approval Q3: External stakeholder engagement was done through Provincial Roadshows in 2017. Q4: Set percentage improvement on the baseline Q4: Baseline has been developed and set at 11%

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Strategic Objective Two: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Programme Key Performance Indicator Annual Target Quarterly Target Progress/ Achievements Reasons for deviation Programme 3: Leisure Tourism Marketing Percentage seasonality of domestic tourists achieved Set percentage improvement on the baseline Q1: Develop methodology for target setting Q1: Research is underway for the development of the target-setting methodology. Q2: Internal stakeholder engagement and approval Q2: Stakeholders have been engaged to develop & agree on target-setting methodology. Q3: External stakeholder engagement and approval Q3: Engagement and approval is still underway as the inputs received as being factored into the approach to improve seasonality. Q4: Set percentage improvement on the baseline Q4: Baseline has been developed and set at 22% No deviation

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Strategic Objective Two: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Programme Key Performance Indicator Annual Target Quarterly Target Progress/ Achievements Reasons for deviation Programme 4: Business Events Number of business events hosted in South Africa 145 N/A Annual target – not due for reporting. No deviation. Q2: SA Tourism recorded 83 (57%) business events hosted - 42 in Western Cape, 20 in Gauteng, 12 in KZN, 2 in Mpumalanga, 1 Free State and 4 Eastern Cape amongst others. Q3: SA Tourism recorded 120 (82%) business events hosted. Data collection process is on-going. Q4: SA Tourism recorded 206 (98%) business events hosted. Number of international delegates hosted in South Africa 81 678 Q2: SA Tourism recorded (75%) business delegates hosted. Q3: SA Tourism recorded (84%) business delegates hosted. Data collection process is on-going. Q4: SA Tourism recorded business delegates hosted

Strategic Objective One: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Strategic Objective Two: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 4: Business Events Number of bids supported for international and regional business events 58 Q1: 16 Q1: 26 Over performance was due to the leads generated in quarter 3 that were only converted into bid submissions in quarter 4. Q2: 14 Q2: 23 Q3: 14 Q3: 9 Q4: 14 Q4: 24

Strategic Objective Two: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 4: Business Events Number of market access platforms that South African Tourism manages 2 Market access platforms: Tourism Indaba; Meetings Africa Q1: 2017 Tourism Indaba Tourism INDABA was delivered on time (16-18 May 2017) and within budget Meetings Africa was delivered on time ( February 2018) and within budget No Deviation. Q4: 2018 Meetings Africa Number of international tourism market access platforms where South Africa participates 6 Q1: 1 No deviation. Q2: 1 Q2: 1 South African Tourism participated at IBTM China which took place in August 2017. Q3: 3 Q3: 3 Target achieved. SA Tourism participated at IMEX America, WTM London, IBTM World (Barcelona, Spain) completed in quarter 3. Q4: 1 Q4: 3 SA Tourism participated at FITUR Madrid, EMITT Istanbul and ITB Berlin completed in quarter 4. Number of Provincial signature events supported 11 N/A 16 Target exceeded due to more collaboration with Provinces

Strategy Objective Four: To contribute to an improved tourist experience in line with the brand promise. Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 5: Tourist Experience Number of graded accommodation establishments achieved 5 932 YTD (Apr - Mar 2018): 5 932 YTD (Apr – Mar 2018): Q1: 1 376 Q1: 1 190 Q2: 1 445 Q2: 1 171 Q3: 1 517 Q3: 1 218 Q4: 1 594 Q4: 1 224 Target not achieved. Nationally there was a strain on membership based organisations. SA Tourism launched a marketing campaign to educate consumers on the benefit and value of grading in this quarter. Similarly, a recruitment campaign for establishments was also launched. Whilst targets have not been met, a recovery trend is being detected in February 2018, March 2018 and April 2018.

Strategy Objective Four: To contribute to an improved tourist experience in line with the brand promise. Programme Key Performance Indicator Annual Target Quarterly Target Progress/Achievements Reasons for deviation Programme 5: Tourist Experience Number of graded rooms achieved YTD (Apr - Mar 2018): YTD (Apr - Mar 2018): Q1: Q1: Q2: Q2: Q3: Q3: Q4: Q4: Target not achieved. Nationally there was a strain on membership based organisations. SA Tourism launched a marketing campaign to educate consumers on the benefit and value of grading in this quarter. Similarly, a recruitment campaign for establishments was also launched. Whilst targets have not been met, a recovery trend is being detected in February 2018, March 2018 and April 2018.

Finance

BUDGETED AND ACTUAL REVENUE REVIEW AS AT 31 MARCH 2018 PER PROGRAMME

BUDGET AND EXPENDITURE REVIEW AS AT 31 MARCH 2018 PER PROGRAMME

BUDGET AND EXPENDITURE REVIEW AS AT 31 MARCH 2018 PER ECONOMIC CLASSIFICATION

GRAPHICAL REPRESENTATION OF EXPENDITURE: GOODS AND SERVICES

BREAKDOWN OF EXPENDITURE: GOODS AND SERVICES
ADJUSTED AENE BUDGET Expenditure % of Adjusted AENE Budget Spent Marketing:media 426,326,615.00 404,400,043.84 95% Marketing:Production 131,857,922.00 145,468,419.91 110% Marketing:Activation 196,918,759.00 185,784,211.29 94% Marketing:CRM 24,444,345.00 22,044,069.44 90% Marketing:PR COMMS 29,842,169.00 21,855,976.88 73% Marketing:Hosting 91,919,332.00 87,634,284.38 Marketing:Capabilities 197,330,759.00 172,165,241.44 87% Marketing:Research 75,808,912.00 58,910,094.91 78% Other Goods & Services 72,809,187.15 72,069,561.77 99% TOTAL - GOODS & Services 1,247,258,000.15 1,170,331,903.86

Human Capital

Workforce Profile – monthly split including offers in the pipeline
SA Tourism’s Workforce Profile at the end of March 2018 was as reflected below, against an approved headcount of 202. SA Tourism has achieved a vacancy rate of 13% due to the organisational redesign process (Project Ignite). Internships and contract employees are used to ensure business continuity. Recruitment for vacancies commenced in June Internship programme Status No % Permanent Employees 165 87% Fixed-Term Contracts: Hub Heads (3) EXCO (7) 10 5% Contract employees 13 7% Internship 1 0.5% TOTAL 189 Permanent and Fixed Term constitutes 87% occupancy and 13% vacancy rate

Employment Equity Update

Organisational Review Project Update
Outcomes of the Ministerial Review in relation to Organisational Structure and HR Development Key Priorities Conduct a review of the role, performance and capabilities of the HR function Create a culture of engagement and empowerment within and across all levels and units of the organisation Introducing ways for middle management to engage in strategic discussions Effective Delegations of Authority to devolve decision making to management Change management process to shift organisational culture Staff satisfaction surveys and implementation of recommendations Skills Audit to understand the skills gaps Build and enhance EXCO and leadership team capabilities to carry out their roles and duties as per their KPAs Review and redesign the organisation structure taking into account the funding and resource constraints including currency risks and losses

Summary of the Key Activities Completed as at end of Q4
Below is a summary of the key activities completed in the project initiation and assessment phases. SAT has completed all the key activities and is currently on a drive to fill vacancies to complete the staff establishment Define scope Develop project plan and management approach Align leadership team to drive the case for change Conduct change readiness survey Define data requirements Data collection Desktop analysis of documents Conduct interviews with the relevant stakeholders Understand current business process mapping of the functions Develop a change management strategy and plan Develop tailored design principles Develop organisational process landscape Define operating model Develop a proposed optimal high level structure Design a detailed organisational micro structure based on the agreed high level design Review and develop job profiles in line with proposed structure Define head count implications and costs Develop competency frameworks Develop people migration plan Develop an IT strategy to align processes Develop an Implementation plan. Conduct skills audit Develop training plans Project closure and reporting Filling of the vacancies The are currently 27 vacancies, recruitment process ongoing The recruitment process will be completed by end September 2018. Initiation & kick off Current state Design Implementation planning and recruitment Project imitation Plan for implementation Develop the detailed design Develop the high level design Conduct current state assessment Change management, programme management Phase 1 Phase 2 Phase 4 May 2016 May-July 2016 August- December 2016 January 2017-March 2018 Phase 3

HUMAN CAPITAL INITIATIVES UPDATE – Q4

Governance

Board Meeting Attendance Q4 2017/18
NAME NUMBER OF MEETING(S) DATE(S) OF MEETING ATTENDANCE BOARD CHARTER / TERMS OF REFERENCE (Provide the date when the TOR were approved) SAT Board 2 23 January 2018 28 March 2018 11/14 9/14 Y Audit & Risk Committee 1 27 March 2018 4/7 Marketing Committee 28 March 2018 5/7 Remuneration Committee 27 March 2018 4/6 TGCSA Awards Committee 13 February 2018 National Convention Bureau Marketing Subcommittee 28 February 2018 26 March 2018 5/9

Board Meeting Attendance Q4 2017/18
Name Board 28 March 2018 Audit and Risk 27 March 2018 Marketing HC Remco Awards 13 February 2018 SANCB 26 Mar 2018 Tanya Abrahamse (Chairperson ) P Thebe Ikalafeng (Deputy Chairperson) O Ayanda Ntsaluba Graham Wood Chichi Maponya Oregan Hoskins Michelle Constant Colin Bell Amor Malan Judy Nwokedi Mmaditonki Setwaba Yacoob Abba Omar Mmatsatsi Ramawela Enver Duminy Note: Blank cells indicate that the member is not part of this committee

Board Remuneration and Travel Costs for Q4 2017/18
Name Remuneration Flights Accommodation Car Hire Tanya Abrahamse (Chairperson R R - R Thebe Ikalafeng (Deputy Chairperson) R R R R Ayanda Ntsaluba Graham Wood R R R Chichi Maponya R Oregan Hoskins R R R Michelle Constant R R Colin Bell R R R Amor Malan R Judy Nwokedi Mmaditonki Setwaba Non Remunerated Yacoob Abba Omar Mmatsatsi Ramawela Enver Duminy R R R

Abbreviations and Acronyms
AENE Adjusted Estimates of National Expenditure AGM Annual General Meeting CAGR Compound Annual Growth Rate DDC Deal Driven Campaign EAP Economically Active Population (People from years of age who are either employed or unemployed and seeking employment) FNB-BER First National Bank & Bureau of Economic Research MICE Meetings, Incentives, Conferencing and Exhibitions SANCB South African National Convention Bureau TAP Tourism Analytics Programme TDDS Total Domestic Direct Spend is the amount spent by South African residents on domestic trips excluding any prepaid amounts and reported in nominal terms TGCSA Tourism Grading Council of South Africa TOMSA Tourism Marketing South Africa TTFDS Total Tourist Foreign Direct Spend is the total amount spent directly in South Africa by all foreign tourists and reported in nominal terms UNWTO United Nations World Travel Organisation VFR Visiting Friends and Relatives YTD Year to Date

Thank You Slide no. 51

APPENDIX

% change in International tourist arrivals
Headline performance review – international tourism % change in International tourist arrivals 2017 vs 2016 Jan-Feb 2018 vs Jan-Feb 2017 South Africa World Total 2.4% 6.7% 4.9% Africa 0.8% 6.6% Rest of World 7.2% 0.6% Global tourist arrivals grew by a record 6.7% in 2017, the highest growth in seven years. Against this backdrop, South Africa saw growth of 2.4% in 2017. The top 3 source markets for South Africa are Zimbabwe, Lesotho and Mozambique, which combined accounted for 50% of total tourist arrivals. In contrast, Europe, the Americas, Asia and Australasia accounted for only 26% to total tourist arrivals. The top 3 source markets combined grew by a mere 1.9% in 2017. Tourist arrivals from the rest of the world (excluding Africa) grew by 7.2% in 2017, comparable to the growth in global tourist arrivals. 2018 seen a strong start to the year with tourist arrivals to South Africa growing by 4.9% in the first two months of 2018 compared to the same period in 2017. This year started with stronger growth from Africa while the rest of the world seen a slowdown in growth in the first two months of 2018 compared to the same period in 2017. Forward bookings for the period March 2018 to June 2018 indicate a 1.5% increase in air travel to South Africa and hence we are confident that the growth in tourist arrivals will strength through the year. Quarter 4 Report 2017/18

% change in Domestic tourist trips Domestic tourism trips by purpose
Headline performance review – Domestic tourism % change in Domestic tourist trips Domestic tourism trips by purpose 2017 vs 2016 Jan-Feb 2018 vs Jan-Feb 2017 Total -29% -31% Holiday 12% -50% VFR -38% -23% Domestic tourism did not perform well in 2017 with a decline of 29% recorded for the year. This performance was driven by a 38% decrease in VFR travel, which accounted for 60% of total domestic trips. VFR travel includes travelling for weddings and funerals. TRIPS TO EACH PROVINCE 2016 2017 Limpopo 8.4 4.6 Gauteng 4.5 3.1 KwaZulu Natal 4.2 2.5 Mpumalanga 1.7 2.0 Eastern Cape 2.9 1.5 Western Cape 2.1 1.4 North West 1.3 1.0 Free State 1.1 0.7 Northern Cape 0.5 0.4 In 2017, all provinces received fewer domestic trips with the exception of Mpumalanga. Limpopo was the largest beneficiary of domestic tourism, followed by Gauteng and then KZN. Encouragingly, we noted an increase of 12% in domestic holiday trips in We believe that the impact of the SA Tourism marketing campaigns has contributed to this performance. 2018 seen a negative start with total domestic trips declining by 31% in the first two months of 2018 compared to the same period in The declining trend in VFR travel continues in 2018 while we also recorded a decline in holidays trips in the first two months of 2018 compared to the same period in 2017. Quarter 4 Report 2017/18

Top of mind issues Domestic Tourism
The implementation of our Domestic Tourism Marketing Strategy has evolved from a focus of purely creating inspiration to now driving conversion. SA Tourism’s marketing awareness campaign “Sho’t Left” has been gaining traction as we seen an increase in domestic holiday trips of 12% between 2016 and We are, however, reliant on the trade (travel agencies/tour operators) to execute on the conversion (i.e. to compile, sell and deliver appropriate domestic packages). Our current distribution channel (Shot Left website and social media platforms) are not e-enabled, so they may show domestic appropriate packages with pricing however, these transactions cannot be executed electronically on the spot – the consumer is merely served with the contact details of the tour operator and they then have to interact outside of the channel in order to conclude the transaction. Research we conducted in the domestic tourism market has shown the lack of affordable accommodation and activities is a barrier for the domestic holiday tourist. Generally, the existing trade has and continues to focus on international tourists, it is the more commercially attractive segment as there are opportunities for higher pricing (margins). Previous attempts at incentivising these players to focus domestically has not yielded desired results, essentially they have tended to package existing itineraries as they do for international tourists, to domestic tourists at the similar pricing (profit maximising). To address these issues, SA Tourism has in initiated the following actions: Enter into agreements with established non-traditional distribution agents (e.g. retail supermarkets) who are able to convert the awareness created by SAT into actual sales – essentially our campaigns will have a call to action to drive people to go and buy at these outlets on the spot. The choice of distribution partner/s will take into account ease of access (including rural distribution) and various of payment options (e.g. lay-bye, stokvels, etc.) Together with the National Department of Tourism’s Destination Development Unit and Provincial Tourism Authorities (and by inference Local authorities), identify destinations/experiences that are suitable for enhancement/development specifically targeted at Domestic Tourism (incl Parks and other leisure experiences) – through this initiative aspects such as geographic spread and rural tourism will be taken into account Together with the National Department of Tourism’s Sector Support Unit and Provincial Tourism Authorities, develop a cadre of new entrants of DMCs and Tour Operators from the ground up who will have a focus on Domestic Tourism to address the existing market issues identified above – (they will identify, create and sell appropriate domestic travel packages), SAT will provide the marketing platforms and access At the same time as the above, SAT has started to develop partnerships with corporates and associations on key events countrywide (e.g. Cricket South Africa, Standard Bank, Soweto Marathon and cultural festivals) to target the events they sponsor/support as a means to stimulate travel and drive conversion. Technology investment through the National Visitors Information System (NTVIS) project, a public-private collaboration in the tourism industry in South Africa lead by Amadeus IT and supported by The National Department of Tourism, SA Tourism, once complete, will be a tool to be used to drive smart-data enabled solutions to individual users on their cell phones (a bespoke travel agent of sorts). This significant technological advancement was formally announced at Indaba 2018. The improvement of data collection is being reviewed by a Tourism Statistics Committee set up by Minister Hanekom. Members of the committee include the National Department of Tourism, Statistics SA, SA Tourism, TBCSA and the Department of Home Affairs. The Committee is working on the development of a robust national domestic survey led by Statistics SA which will then see the SA Tourism Domestic Survey be phased out. In the meanwhile, SA Tourism’s Domestic Tourism Survey is being certified according to the SA Statistical Quality Assessment Framework (SASQAF) of Statistics SA. Bring in Amadeus project

Top of mind issues Domestic tourism target audience Population filter
Essentially, the domestic target audience who have the means to travel (i.e. earn R5,000/month or more) is 5,9 million people.

Top of mind issues Tourism data and statistics Regulatory barriers:
The improvement of data collection is being reviewed by a Tourism Statistics Committee set up by Minister Hanekom. Members of the committee include the National Department of Tourism, Statistics SA, SA Tourism, TBCSA and the Department of Home Affairs. The Committee is working on the development of a robust national domestic survey led by Statistics SA which will then see the SA Tourism Domestic Survey be phased out. In the meanwhile, SA Tourism’s Domestic Tourism Survey is being certified according to the SA Statistical Quality Assessment Framework (SASQAF) of Statistics SA. The National Visitors Information System (NTVIS) project (public-private collaboration lead by Amadeus IT) will also see the development of a Tourism Data Hub that will see the collection of tourism (big) data and provide advanced analytics and intelligence for the entire tourism industry. Regulatory barriers: Airlift Through the Air Access Programmes in partnership with the Provincial Tourism Authorities and the Airports Company, there is a drive for increased frequency and new airline route establishment across all provinces with International Airports. Thus far, Western Cape has succeeded in getting three new airlines flying directly into Cape Town, six route expansions and connected Cape Town with four new destinations. Durban has recently announced the introduction of a direct flight by BA from London- Heathrow to King Shaka International starting in October This will bring in 3 flights per week into Durban on this direct route. Alitalia returned to South Africa in April 2018 with a direct flight from Rome to Johannesburg. The airline now operates four flights per week servicing this route. Visas and UBCs Minister Hanekom has also begun making the case for a more user-friendly VISA regime in key markets especially Nigeria, India and China (NIC countries) Ministers Hanekom and Gigaba recently introduced plans to simplify travelling to South Africa with minors. A task team has been set up to streamline the process. Grading: Understanding that the value proposition of grading is largely unclear to consumers, we launched a marketing campaign earlier this year to educate the market on the value and benefit of grading. While we have begun to address the awareness and understanding of grading, we still have a challenge in getting uptake of grading by establishments. The playfield has been levelled between the formal establishments and the shared economy through the draft Amendment Bill to the Tourism Act which sees the introduction of thresholds for booking short term rentals.

Summary of SA Tourism’s Strategic Plan 2017/18 – 2021/22
Strategic Goals Increase tourism sector’s contribution to inclusive growth Achieve operational efficiency and good governance Strategic objectives Increased international & domestic tourist arrivals Recognised & appealing brand Stakeholder & partnership collaboration Improved tourist experience Recognised as the authority on tourism in SA Achieve operational efficiencies Programmes Programme 3: Leisure Tourism Marketing Programme 4: Business Events Programme 2: Business Enablement Programme 5: Tourist Experience Programme 1: Corporate Support 33 KPIs for 6 KPIs 5 KPIs 8 KPIs 12 KPIs 2 KPIs Total number of KPIs per programme

PRESENTATION TO THE PORTFOLIO COMMITTEE ON TOURISM ORGANISATIONAL PERFORMANCE RESULTS QUARTER 4: 2017/18 6 June 2018.

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PRESENTATION TO THE PORTFOLIO COMMITTEE ON TOURISM ORGANISATIONAL PERFORMANCE RESULTS QUARTER 4: 2017/18 6 June 2018.

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Presentation on theme: "PRESENTATION TO THE PORTFOLIO COMMITTEE ON TOURISM ORGANISATIONAL PERFORMANCE RESULTS QUARTER 4: 2017/18 6 June 2018."— Presentation transcript:

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