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PPECBP r o f e s s I o n a P r o f e s s I o n a ll

C o n f i d e n c eC o n f i d e n c eA c c o u n t a b l A c c o u n t a b l ee

I n t e g r I t I n t e g r I t yy

P a s s I o P a s s I o nn

PPECB P r o f e s s I o n a P r o f e s s I o n a ll

C o n f I d e n c eC o n f I d e n c eA c c o u n t a b l e A c c o u n t a b l e I n t e g r i t I n t e g r i t yy

P a s s I o nP a s s I o n

PERISHABLE PRODUCTS EXPORT CONTROL BOARDPERISHABLE PRODUCTS EXPORT CONTROL BOARD

Strategy: 2008 - 2013Strategy: 2008 - 2013

Parliamentary Portfolio Committee on Agriculture and Land Parliamentary Portfolio Committee on Agriculture and Land

1414THTH MAY 2008 MAY 2008

M. Hawes - Chairperson M. Hawes - Chairperson





Presentation Outline

BackGround

Strategy Detail

Employment Equity, Transformation & Skills Development

FINANCE & BUDGETS








BACKGROUNDBACKGROUND





PPECB’S ROLE I.T.O LEGISLATIVE PPECB’S ROLE I.T.O LEGISLATIVE MANDATEMANDATE

PPECB is a Statutory Organisation, which conducts its business in terms of the perishable products export control act (no. 9 of 1983).

PPECB also operates as an assignee for the department of agriculture under the requirements of the agricultural product standards act (no. 119 of 1990).

PPECB is a listed schedule 3a public entity, and conducts its financial business in terms of the public finance management act, (no. 1 of 1999).





PPECB service categoriesPPECB service categories-product and equipment certification -cold chain management -statistical information -advisory services and training

PPECB is accredited for:- globalgap and brc certifications- haccp certifications- iso 17025 laboratory services- eu 1148/2001 – approved 3rd country inspection authority

PPECB is also certification body (cb) fortesco nature’s choice

PPECB’S PRODUCTS & SERVICES PPECB’S PRODUCTS & SERVICES CATALOGUECATALOGUE





Current PPECB EnvironmentAPS – product quality and food safety for

regulated fruit and vegetable products Phytosanitary inspections for non sensitive

markets (EU)Cold chain – perishable productsCold chain - special market protocols

(phytosanitary)Value added services – services that

enhance the competitiveness of industryCapacity building – EU agency, AETP





Plant & Plant Products Current Scenario Policy vs. Implementation

Export Local Import

Phyto Policy

Implm.

DOA

DOA, PPECB

DOA

DOA

Product Policy

Quality

Implm.

DOA

PPECB

DOA

DOA, Prokon

Food Policy

Safety

Implm.

DOA, PPECB

PPECB

DOH? DOA?

DOH?

DOH

DOH (Province)

Cold Policy

Chain

Implm.

PPECB

PPECB





PPECB current operating environment PPECB current operating environment

Permanent Employees 289

Offices 42

Number of listed product groups 315

Inspection points 1350

Inland loading points 380

Vessels at port 395

Active client accounts 1611

Supplier accounts 1764

S & T man days 17427

Computer work stations 207

Billable hours 378608

Kilometers traveled 3,1 million





PPECB OFFICES PPECB OFFICES

Cape Town George

Port Elizabeth

East Londen

Durban

Maputo

Lesotho

Upington

Kimberley

Bloemfontein

Johannesburg

Zimbabwe

Mozambique

Namibia








STRATEGY DETAILSTRATEGY DETAIL





Strategic ContextOutcome of a Series of Engagements with the

DoA on the Role of PPECB

“The DDG: Bio Security & Disaster Management and the CEO of PPECB should within 12 months finalize the policy environment for the future

role of PPECB” – Minister of Agriculture and Land Affairs

Response to ever changing Client Needs

Recognition of Strategic Role PPECB Plays in the Industry





Strategic Context cont……Strategic Plan for SA Agriculture, AsgiSA &

Apex Priorities;+ Global Competitiveness & Competitive

Business Intelligence;WTO (SPS, TBT);+ Growth in Industry Competitiveness;Migration from Conventional to

Containerized Shipping;Policy Gap Food Safety and Product Quality.





International Good Practice

ORGANISATION AREA OF ACTIVITY NATURE OF ACTIVITY

Kwaliteits ControleBureau (KCB)Government Agency

- Netherlands

ImportExport

Statutory Mandate for fruit, vegetables and flowers

Product Quality InspectionPhytosanitary InspectionSpecial Market

Programmes

Certification Commercial Certification private schemes

Plant ProductInspection

Services (PPIS)Government Agency

- Israel

LocalExportSpecial Market

Programmes

Statutory Mandate for fresh produce

Product InspectionPhytosanitary InspectionOrganic certification

Private Standards Commercial Export Protocols on product quality standards





International Good Practice

ORGANISATION AREA OF ACTIVITY NATURE OF ACTIVITY

Assure QualityState Own Enterprise – New Zeeland

Local, Import and Export – animal and fresh produce and forestry

Commercial and tasked by government for specific mandatory actions

Audit, Inspection, Verification and disease surveillance

AQISAustralia – Government Agency

Import and Export – animal & animal productsPlant & plant products

Statutory mandate

Inspection, Phyto sanitary, Cold Chain





Vision

“A Partner in Global Competitiveness of South African

Perishable Products”





Mission

“To build Competitive Capacity in our People and Systems in

Industries we Serve in order to instill World-Wide Confidence in

South African Perishable Products”





Values

• Professionalism• Accountability• Passion• Integrity • Confidence





Strategic Objectives & KPIs

Strategic Objectives & KPIs





Strategic Risk Assessment

Policy Development by DOA in collaboration with PPECB – strategy dependant on this

Legislation as an outcome of integrating food safety/product quality/cold chain of perishable products for export, import & local market

Based on current infrastructure – impact on Operations; HR and Financial Modeling








PEOPLE & BUDGETSPEOPLE & BUDGETS








EMPLOYMENT EQUITY, EMPLOYMENT EQUITY, TRANSFORMATIONTRANSFORMATION

&&

SKILLS DEVELOPMENTSKILLS DEVELOPMENT





Workforce Profile 2007

Male Female Total

Occupational Levels African Coloured Indian White African Coloured Indian White

Top Management 0 1 0 2 0 1 0 0 4

Senior Management 0 3 0 7 0 0 1 2 13

Professionally qualified and experienced specialists and mid - management

2 3 1 10 0 3 0 4 23

Skilled Technical and academically qualified workers, junior management, supervisors, foremen and superintendents

21 30 11 92 9 11 1 18 193

Semi – skilled and discretionary decision makers

12 13 1 4 4 10 0 19 63

Unskilled and defined decision making

2 0 0 0 2 2 0 0 6

Total Permanent 37 50 13 115 15 27 2 43 302





Workforce Profile ( Race & Gender) – April 2008

Male Female Total


Top Management 1 1 0 2 0 1 0 0 5

Senior Management 0 2 0 7 0 0 0 1 10


1 3 1 6 0 3 0 3 17


33 29 10 84 13 11 1 20 201


11 10 0 4 3 9 0 14 51


1 0 0 0 2 2 0 0 5

Total Permanent 47 45 11 103 18 26 1 37 289





Workforce Profile: April 2008

22%

25%4%

49%African

Coloured

Indian

White





Workforce Profile 2008 – Occupational Levels ( %)

Male Female Total


Top Management 0.49% 0.49% 0 0.97% 0 0.49% 0 0 1.73%

Senior Management 0 0.97% 0 3.40% 0 0 0 0.49% 3.475


0.49% 1.46% 0.49% 2.91% 0 1.46% 0 1.46% 5.88%


16.02% 14.08% 4.85% 40.78%

4.50% 3.81% 0.49% 6.92% 69.55%


5.35% 4.85% 0 1.94% 1.04% 3.11% 0 4.84% 17.65%


0.49% 0 0 0 0.97% 0.97% 0 0 1.73%

Total Permanent 22.82% 21.84% 5.34% 50% 6.23% 9% 0.35% 12.80% 100%





SUMMARY

October 2007 Percentage April 2008 Percentage

African Male 37African Female 15

12%5%

African Male 47African Female 18

16%6%

Coloured Male 50Coloured Female 27

17%9%

Coloured Male 45Coloured Female 26

16%9%

White Male 115White Female 43

38%14%

White Male 103White Female 37

35%13%

Indian Male 11Indian Female 2

4%0.6%

Indian Male 13Indian Female 1

4%0.3%





Career Path

Redesign model

Follow modular approach in

remuneration to skills value

Service Internal client with

individual attention to

developmental areas

Draw candidates from AETP

program

Skills identification at line manager

level

Develop "specialist" positions

Learning Institute

-Develop New Products

Harmonization

Create capacity to train

Servicing internal and external

training needs

Reduce Training Cycle Time

Provide Professional training

Material

- Cross Sell the product Line

Set up accurate competency

- database internal and external

Agri Export Technologist Program

36 2008Train students in

Improve Operating Efficiency

Moderate student assignments

Train internal moderators

Source additional program funding

Register PPECB -as only service provider Umalusi and

Agriseta

Skills Transfer

Use Internal Technical Talent

- Implement Cross Training through

mentorship and coaching program

Provide Access to accredited training

Align Personal Goals to PPECB requirements

Increase Employee Productivity

SkillsDevelopment

SKILLS DEVELOPMENT 2008-2010








FINANCE & BUDGETSFINANCE & BUDGETS

2008/09…2008/09…





BUSINESS STRUCTUREBUSINESS STRUCTURE

StatutoryDevelopment

Value added





The operating model separates PPECB’s activities into three broad stakeholder groupings. the groupings are:-

• Statutory services delivered in accordance with the PPECB and APS acts.

• Value added services delivered in accordance with needs and requirements from customers.

• Development services which include SA PIP management services, food safety, cold chain development, AETP and industry information.

BUDGET STRUCTUREBUDGET STRUCTURE





STATUTORY SERVICESSTATUTORY SERVICES

PPECB’s operations are focused in terms of value streams. the value streams consist of statutory inspection services and food safety audits (promulgated under act 119 of 1990) and cold services (act 9 of 1983) to ensure the orderly exports of perishable products.

•Inspection services

•Cold chain services

•Food safety services





VALUE ADDED SERVICESVALUE ADDED SERVICES

Value added services aim is to become a preferred supplier of food safety risk management services in the food supply chain.

income R9.3mexpenditure R7.7mSurplus R1.6m

compared to the 2007/8 budget, income is down R540k (5%) whilst expenditure is down R985k (11%).

Specialised servicesAnalytical servicesTechnical support services





DEVELOPMENT SERVICESDEVELOPMENT SERVICES

Development services consists of food safety, AETP and research and development. these initiatives are all focused on development, improvement and growth within the industry. although funding is received from various sources there is a shortfall of R1.8m. the impact of this shortfall on statutory levies is 1.6%.

Income R2.2m Expenditure R3.9m Shortfall R1.8m

Food safety development Cold chain research & development AETP programme





SPENDING PRIORITIESSPENDING PRIORITIES

BUDGET2008-9R’000

BUDGET2007-8R’000

%∆

Statutory R111 025 R100 478 10%

Development R3 936 R5 697 (31%)

Value Added R7 725 R8 710 (11%)

PPECB expense R122 686 R114 886 7%

Capital Expense R2 889 R733 294%





income per service type

inspections

63%

sea export

20%

value added

8%

other

3%development

2%

food safety

1%

other cold chain

3%

expense per functional structure

operational61%

project mgt6%

human resources5%

finance & IT11%

admin8%

development3%

value added6%





FUNDING SOURCESFUNDING SOURCES

budget2008-9R’000

budget2007-8R’000

%∆

Statutory Levies R111 199 R101 068 10%

External Funding R2 176 R3 992 (45)%

Value Added Services

R9 311 R9 852 (5)%





BUDGET OVERVIEWBUDGET OVERVIEW2008-9 2007-8 %∆

Net result R0 R25k

Levy increase 6% 11%

Income R123m R115m 7%

Expense R123m R115m 7%

Employee expense R79m R74m 7%

Activity expense R22k R21k 5%

Training expenses R3.3m R2.5m 32%

Training as % of employ 4.1% 3.4%





Creating World-Wide Confidence in Creating World-Wide Confidence in South African Perishable Export South African Perishable Export

ProductsProducts

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