1. GPW STRATEGIC PLAN 2008 - 2011 PORTFOLIO COMMITTEE 6 TH JUNE 2008 CAPE TOWN

2. Strategic Plan 2008-2011 Introduction Introduction Strategic Direction Strategic Direction Operating Principles Operating Principles Strategic Intent Strategic Intent Standards Standards Organisational Structure Organisational Structure Strategic Priorities Strategic Priorities Budgets Budgets  Expenditure  Revenue

3. Introduction Dynamic blueprint for direction, sustainability and growth Dynamic blueprint for direction, sustainability and growth This plan acknowledges and integrates inputs from This plan acknowledges and integrates inputs from o Auditor General o Portfolio Committee o SCOPA This is the first step towards creating a high performance culture This is the first step towards creating a high performance culture Corporatisation process has taken a new direction Corporatisation process has taken a new direction o Government Component Model approved in April by DHA STEERCO Current” Current Strategic Plan takes into account the new proposed operating environment Current Strategic Plan takes into account the new proposed operating environment Plan recognises corporatisation of GPW as strategic to DHA service delivery model Plan recognises corporatisation of GPW as strategic to DHA service delivery model

4. Strategic Direction Vision Vision  To be the State’s mandated security printer Mission Mission  Cost-effective, reliable and timeous services  Achieve objective of security printing through technology and service excellence Core Values Core Values  Honesty  Reliability  Trustworthiness  Client satisfaction Services Services  Printing  Stationery  publishing

5. Operating Principles Provide and supply security printing service to all levels of Government Provide and supply security printing service to all levels of Government Core Services Core Services All face value document which confer citizenship Passports Identity documents Birth Certificates Death Certificates Gazettes Official forms General printing Annual reports Letter heads Business cards DiariesMaps

6. Strategic Intent/Objectives Key drivers for fundamental transformation Conversion – new business model Enhance the pace for transformation Enhance the pace for transformation Review business case and its financial viability Review business case and its financial viability Joint Evaluation Panel presentation - outstanding Joint Evaluation Panel presentation - outstanding Adoption of the Government Component Model Adoption of the Government Component Model Establishment Notices Establishment Notices Technology upgrade - modernization Invest in new modern printing technology Invest in new modern printing technology Integrated ICT value proposition Integrated ICT value proposition Dashboard Approach Dashboard Approach Production process optimisation..\My Documents\GPW and Old Mint Photos 03 June 2008 (2).ppt..\My Documents\GPW and Old Mint Photos 03 June 2008 (2).ppt..\My Documents\GPW and Old Mint Photos 03 June 2008 (2).ppt Relocate to better production facilities Relocate to better production facilities Ensure operational effectiveness & efficiencies Ensure operational effectiveness & efficiencies Competitiveness and pricing Competitiveness and pricing Market strategy Customer retention & growth (SLA’s in place) Customer retention & growth (SLA’s in place) Develop new markets Develop new markets South Africa & SADC South Africa & SADC

7. Standards Successful transformation is dependent on high performing standards: Successful transformation is dependent on high performing standards:PrintingFinancialPerformanceService Internal Control Operational Human capital Security

8. Organisational Structure Proposed structure will be aligned to new “Government Component” status in pursuit to financial viability Proposed structure will be aligned to new “Government Component” status in pursuit to financial viability

9. Strategic Priorities The road to success is dependent on GPW’s ability to implement its strategic priorities through all the functional areas. The road to success is dependent on GPW’s ability to implement its strategic priorities through all the functional areas.  Finance  Cost Management  Operations & Technology  ICT Management  Supply Chain Management  Human Resource & Transformation  Security  Internal Audit  Marketing  DHA Turnaround

10. MTEF 2008/09R’0002009/10R’0002010/11R’000 BANKING COSTS 222234248 TALENT MANAGEMENT 5 000 3 160 0 PASSPORT SYSTEMS 130 000 00 GPW NEW BUILDING 0 56 800 93 661

11. Projected Expenditure 2008/092009/102010/11 Employee Benefits 114 103 600 137 120 272 150 832 299 Administrative Expenditure 30 721 600 31 476 888 34 302 615 Production & Stores 380 120 600 412 254 368 446 783 117 Equipment 1 665 000 1 827 440 1 962 519 Professional Services 17 892 300 23 292 612 25 310 849 Sundry Expenditure 17 469 900 22 989 764 99 811 425 TOTAL 561 973 000 628 961 344 759 002 824

12. Projected Revenue 2008/09 DIVISIONREVENUE PROFIT MARGIN COST OF SALES PROFIT MARGIN PRINTING SERVICES (Rands) (Rands)(Rands)% Origination 19 866 311 946 015 18 920 296 4.8% Letterpress 22 567 905 1 074 662 21 493 243 4.8% Litho 6 672 704 317 748 6 354 956 4.8% Bookbinding 12 690 730 493 101 12 197 629 3.9% Form Binding 29 133 662 1 387 317 27 746 345 4.8% P O D Section 10 203 445 678 454 9 524 991 6.6% Security Binding 62 002 888 21 683 294 40 319 594 35.0% Rubber Stamp 1 987 208 344 248 1 642 960 17.3% Sub Total 165 124 853 26 924 839 138 200 014 16.3% CONTRACT PRINTING 102 095 300 7 579 323 94 515 977 7.4% Sub Total 102 095 300 7 579 323 94 515 977 7.4% WAREHOUSE SERVICES Face Value 29 146 910 635 375 28 511 535 2.2% Regional Offices 27 551 895 437 278 27 114 617 1.6% Paper Stores 81 908 081 0 0.0% Stationery Stores (Zandfontein) 142 222 614 2 884 961 139 337 653 2.0% Sub Total 280 829 500 3 957 615 276 871 886 1.4% PUBLICATIONS Government Gazette 58 775 592 6 409 178 52 366 414 10.9% Sub Total 58 775 592 6 409 178 52 366 414 10.9% CONSOLIDATE REVENUE 2008/09 606 825 244 44 870 954 561 954 290 7.4%

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