1. We Save Lives South African Weather Service Presentation to the Portfolio Committee Presented by Bruce Tashe 5 September 2006

2. We Save Lives Gough SANAE Marion SAWS Operational Areas

3. We Save Lives “To be a world-class meteorological organization that contributes to the sustainable development of South Africa and beyond our borders.” SAWS Vision

4. We Save Lives Our mission is to collect, process and provide meteorological data, products and services for the use of all South Africans and beyond our borders. SAWS Mission

5. We Save Lives SAWS Mission will be achieved through: * Excellence in forecasting processes *Cutting edge technology *Accessing the international observations networks *Research and innovation aimed at improving and developing our products and services *Facilitating co-operation with regard to observation networks SAWS Mission

6. We Save Lives Strategic Objectives STRATEGIC OBJECTIVES FOR THE FINANCIAL YEARS 2006/9 Strategic Objective 1: (SO1)Ensure financial viability and sustainability Strategic Objective 2: (SO2)Ensure corporate governance and strategic leadership Strategic Objective 3: (SO3)Ensure SAWS becomes a learning organization Strategic Objective 4: SO4)Create a client-centric organization Strategic Objective 5: (SO5)Improve internal business processes

7. We Save Lives High Level Structure RISK MANAGEMENT OFFICE MANAGEMENT BOARD CEO SECRETARIAT & COMPLIANCE INTERNAL AUDIT OPERATIONSCFOHCMCOMMERCIALCORPORATE AFFAIRS EXECUTIVE PROJECTS MANAGEMENT

8. We Save Lives STRATEGIC OBJECTIVE : 1ENSURE FINANCIAL VIABILITY AND SUSTAINABILITY KPAKPI Performance Targets Evidence of performanc e/ Indicator Baseline Year 1 2006/07 Year 2 2007/08 Year 3 2008/09 Year 4 2009/10 Manage operational costs Ensure spending against budget(R3.5 m)R1.5 m variance R1 m variance R1 m variance /R1 m varianceVariance Reduction in identified operational costs R10 mR9 m Reduction in operational costs Increase revenue base Increased revenue from cost recovery services R151 mR162 m[1][1]R177 mR180 mR190 m% revenue growth from baseline Increased revenue from Commercial Services R6 mR7 m[2][2]R12 mR19 mR23 m% revenue growth from baseline Increase innovation funds and alternate research funds R500k R600 kR800 kR1.2 m% increase in additional funds Investigate the possibility of ring- fencing SAWS owned commercial products and services 0100% completion of business case Implement Business Case Business case for ring fencing implemented Formalise partnerships with revenue generation potential 01 cum3 cum5 cum8 cumNumber of agreements/ contracts concluded Infrastructure modernization Maintain and grow Capex in accordance with the re- capitalisation plan R11.4 mR26.1 m[3][3]R109 mR98mR72 mApproved funds against capital investment plan [1][1] The gradual increase in revenue is based on the assumption that the Recapitalisation Plan will be implemented gradually and that its revenue enhancing spin-offs will also be gradually realised. [2][2] This revenue growth is dependant on SAWS carrying our the identified Market Surveys to identify economically viable new services. [3][3] These figures are based on the assumption that Treasury will approve the Recapitalisation Plan.

9. We Save Lives Financial Results

10. We Save Lives Projected Income & Expenditure

11. We Save Lives Cash Flow Summary

12. We Save Lives Balance Sheet Data

13. We Save Lives 2006 Financial Results

14. We Save Lives 2006 Financial Results AWS and Aviation 12.5 %

15. We Save Lives 2006 Financial Results Note: 2005 – Reduction in Aviation income due to tariff adjustments retrospectively

16. We Save Lives 2006 Financial Results

17. We Save Lives 2007 Quarter One Results Note: Employee benefits – vacancy and new posts, budget spread. R million

18. We Save Lives First Quarterly Report 2006

19. We Save Lives Board Meetings EXCO Committees: *Commercial *Finance *HR & Remuneration *Programmes *Risk & Audit Corporate Governance

20. We Save Lives Internal Communication Breaking down of silos Promotion of dialogue between management structures *Extended executive management committee *Management Forum *Forecasting Forum Internal Business Process Perspective

21. We Save Lives External Stake Holders Collaboration with various national and international bodies: *World Meteorological Organization * International Civil Aviation Organization *National and Provincial Disaster Management Structures Internal Business Process Perspective

22. We Save Lives Observation Platforms A Cam Camera was installed over the Outeniqua Mountains Automatic Weather Stations Automatic Rain Gauge Systems Hogen Hydrogen Generators Upper air sounding equipment *Intermet Africa Systems *Tellumat Internal Business Process Perspective

23. We Save Lives Focused Research Hail detection and analysis Integrated rainfall information system Indigenous knowledge Flash flood warning system Establishment of a Research fund Internal Business Process Perspective

24. We Save Lives Improvement of forecasting workstations at all forecasting offices, by upgrading the PCGrids software to the new 32-bit version. Purchased an NEC Super computer which facilitates the implementation of the UK Met Unified model Information Communication Technology

25. We Save Lives Issued invitations to bid for : *Marketing Strategy *Media strategy Customer Perspective

26. We Save Lives To increase our drive to educate learners, educators and members of the general public about weather, SAWS participated in the following community outreach programmes: *“Bring a girl child to work campaign” *Science Week exhibitions in Phalaborwa and Secunda *SASOL science festival Community Outreach

27. We Save Lives * The Grahamstown Science festival and career exhibition *Hosting of over 240 learners by Bethlehem Weather Office during the local Science Expo *Scheduled visits on an ongoing basis by university students and schools to the Cape Town GAW Laboratory. Community Outreach

28. We Save Lives Modernisation Plan

29. We Save Lives A significant number of people in South Africa are living in areas vulnerable to extreme weather events. Timely, quality,understandable, value-added and interpreted information is essential for sound decision making. Modern infrastructure is required to provide the data on which weather warning service are based. Introduction

30. We Save Lives The construction of roads, housing, schools, clinics, sports facilities, water supply are all weather sensitive activities. Weather conditions can and will influence the building and improvement of the 10 stadiums that will be used during the 2010 FIFA World Cup. Of particular importance is that although only 4% of all flights in the world are over Africa, 28% of all accidents occur over this continent. ASGISA

31. We Save Lives Accurate and reliable weather forecasts and warnings of severe and changing weather conditions for the fixtures at different stadiums will be of prime importance. 2010 FIFA World Cup

32. We Save Lives The SAWS helps to: *Increase food security by providing timely advice to farmers on likely climate and weather conditions. *Protect lives and property by providing real- time information to water resource managers for flood control activities. *Mitigate or minimize threats posed by desertification, ozone layer depletion, acid rain, air pollution and climate change. Socio Economic Benefits

33. We Save Lives SAWS helps to: According to Newspaper reports more that 500 people died from 2000 to 2005 in South Africa of weather related causes. Improve the safety and efficiency of traveling by air land and sea. Save lives and property by providing risk management information for disaster management. In a flash flood in 1995 near Pietermaritzburg, 173 people were killed. Saving lives

34. We Save Lives Weather Related Natural Disasters

35. We Save Lives Up to 60% of all production losses in the agricultural sector are weather related. Agriculture alone consumes 50% of the country`s water resources including for irrigation as production is constrained by uneven spatial and temporal distribution of rainfall. Job Creation

36. We Save Lives The weather radar network systems will be renewed with more sophisticated systems that are available in the market. These systems will provide: *Improved rainfall estimates *Detect the transition between rain and snow Radar network

37. We Save Lives *Track storm movements and intensity more accurately *Allow earlier detection of precursors of severe weather development such as tornado`s, severe thunderstorms, large hail etc. *Information on microbursts and wind shear Radar network

38. We Save Lives Weather Radar Network New S band 2 nd hand S Band S Band in SADC countries C Band New S Band towards end of period

39. We Save Lives Aviation Weather Service Graphic demonstration of a down burst

40. We Save Lives A lightning detection network, consisting of 19 lightning sensors was deployed. There are roughly 2000 thunderstorms in progress around the world at any one time, producing about 30 to 100 cloud-to-ground flashes each second or about five million flashes a day. Lightning Detection Network (LDN)

41. We Save Lives Lightning Detection System

42. We Save Lives According to newspaper reports at least 40 persons died in 2005 due to lightning. Lightning related insured-claims damage can be as high as R 500 million per annum. Benefits of LDN

43. We Save Lives Early warnings of impending disasters and their effective dissemination are key factors to successful disaster prevention, mitigation and preparedness. Adequate, integrated weather observation networks are essential for all high quality weather forecasts and warnings. Linked to climate change, weather-related disasters in Southern Africa are increasing at an alarming rate due to increases in the vulnerability of all our people. Conclusion

44. We Save Lives Questions and Clarities !!! Thank You