ANNUAL PERFORMANCE PLAN 2019/20-2021/22pmg-assets.s3-website-eu-west-1.amazonaws.com/... · 7.4.6 MARKETING AND COMMUNICATION ----- 27 ... • Was prepared in line with SANAS’ Strategic

ANNUAL PERFORMANCE PLAN2019/20 - 2021/22

2 ANNUAL PERFORMANCE PLAN 2019/20-2021/22

ANNUAL PERFORMANCE PLAN 2019/20-2021/22 3

CONTENTS

1. ORGANISATIONAL STRUCTURE ----------------------------------------------------------------------------- 052. OFFICIAL SIGN-OFF ---------------------------------------------------------------------------------------------- 063. ABBREVIATIONS AND ACRONYMS -------------------------------------------------------------------------- 074. FOREWORD BY THE MINISTER ------------------------------------------------------------------------------ 095. OVERVIEW BY THE ACCOUNTING AUTHORITY -------------------------------------------------------- 10

PART A: STRATEGIC OVERVIEW 6. PART A: STRATEGIC OVERVIEW ---------------------------------------------------------------------------- 116.1 VISION ----------------------------------------------------------------------------------------------------------------- 116.2 MISSION -------------------------------------------------------------------------------------------------------------- 116.3 VALUES --------------------------------------------------------------------------------------------------------------- 116.4 ENABLING LEGISLATION --------------------------------------------------------------------------------------- 126.5 STRATEGIC OUTCOME-ORIENTATED GOALS ----------------------------------------------------------- 126.6 RECENT COURT RULINGS ------------------------------------------------------------------------------------- 136.7 UPDATED SITUATIONAL ANALYSIS ------------------------------------------------------------------------- 13

6.7.1 PERFORMANCE DELIVERY ENVIRONMENT ------------------------------------------------- 136.7.2 GLOBAL TRENDS -------------------------------------------------------------------------------------- 136.7.3 NATIONAL TRENDS------------------------------------------------------------------------------------ 146.7.4 OUTLOOK ------------------------------------------------------------------------------------------------- 146.7.5 INTERNATIONALLY RECOGNISED ACCREDITATION SYSTEM ------------------------- 146.7.6 LEADERSHIP IN REGIONAL ACCREDITATION DEVELOPMENT ------------------------ 14

6.8 ORGANISATIONAL DELIVERY ENVIRONMENT ---------------------------------------------------------- 156.8.1 PERFORMANCE DELIVERY ENVIRONMENT CHALLENGES ---------------------------- 15

6.9 ALIGNMENT TO the dti ------------------------------------------------------------------------------------------- 156.9.1 CONTRIBUTION TO GOVERNMENT’S STRATEGIC OBJECTIVES --------------------- 156.9.2 SUPPORT TO IPAP AND OTHER GOVERNMENT-ASSIGNED PROJECTS ----------- 166.9.3 LOCKING EXPORTS ----------------------------------------------------------------------------------- 17

6.10 KEY POLICY DEVELOPMENTS AND LEGISLATIVE CHANGES ------------------------------------- 206.11 DESCRIPTION OF THE PLANNING PROCESS ----------------------------------------------------------- 21

6.11.1 PLANNING AND BUDGETING ---------------------------------------------------------------------- 216.11.2 ORGANISATIONAL SCORECARD ----------------------------------------------------------------- 216.11.3 MONITORING -------------------------------------------------------------------------------------------- 216.11.4 REPORTING---------------------------------------------------------------------------------------------- 22

PART B: PROGRAMME PERFORMANCE7. PART B: PROGRAMME PERFORMANCE ------------------------------------------------------------------ 237.1 INTRODUCTION ---------------------------------------------------------------------------------------------------- 237.2 ACCREDITATION PROGRAMMES ---------------------------------------------------------------------------- 237.3 PROGRAMME 1: ADMINISTRATION ------------------------------------------------------------------------- 25

7.3.1 PURPOSE ------------------------------------------------------------------------------------------------- 257.3.2 DESCRIPTION OF THE PROGRAMME ---------------------------------------------------------- 25


7.3.3 POLICY DEVELOPMENT ----------------------------------------------------------------------------- 257.3.4 FINANCIAL MANAGEMENT ------------------------------------------------------------------------- 257.3.5 LEGAL SERVICES -------------------------------------------------------------------------------------- 257.3.6 COMPANY SECRETARY ------------------------------------------------------------------------------ 25

7.4 PROGRAMME 2: CORPORATE SERVICES ---------------------------------------------------------------- 277.4.1 PURPOSE ------------------------------------------------------------------------------------------------- 277.4.2 PROGRAMME DESCRIPTION ---------------------------------------------------------------------- 277.4.3 QUALITY MANAGEMENT ---------------------------------------------------------------------------- 277.4.4 HUMAN RESOURCES MANAGEMENT ---------------------------------------------------------- 277.4.5 INFORMATION AND COMMUNICATION TECHNOLOGY ----------------------------------- 277.4.6 MARKETING AND COMMUNICATION ------------------------------------------------------------ 27

8. PROGRAMME 3: STRATEGY AND DEVELOPMENT --------------------------------------------------- 328.1 PURPOSE ------------------------------------------------------------------------------------------------------------ 32

8.1.1 PROGRAMME DESCRIPTION ---------------------------------------------------------------------- 328.1.2 INTERNATIONAL AND REGIONAL DEVELOPMENTS -------------------------------------- 328.1.3 KNOWLEDGE TRANSFER --------------------------------------------------------------------------- 328.1.4 NEW PROGRAMME DEVELOPMENT ------------------------------------------------------------ 32

9. PROGRAMME 4: ACCREDITATION PROVISION --------------------------------------------------------- 369.1 PURPOSE ------------------------------------------------------------------------------------------------------------ 36

9.1.1 PROGRAMME DESCRIPTION ---------------------------------------------------------------------- 36

PART C: LINKS TO OTHER PLANS10. PART C: LINKS TO OTHER PLANS -------------------------------------------------------------------------- 3910.1 ASSET MANAGEMENT PLAN ---------------------------------------------------------------------------------- 3910.2 INFORMATION TECHNOLOGY PLAN ------------------------------------------------------------------------ 3910.3 RISK MANAGEMENT AND FRAUD PREVENTION ------------------------------------------------------- 40

10.3.1 RISK MANAGEMENT PROCESS ------------------------------------------------------------------ 4010.4 FRAUD PREVENTION PLAN ------------------------------------------------------------------------------------ 4210.5 MATERIALITY AND SIGNIFICANCE FRAMEWORK ----------------------------------------------------- 44

10.5.1 MATERIALITY LEVEL ---------------------------------------------------------------------------------- 4410.5.2 MATERIALITY FACTORS AND MEASURES ---------------------------------------------------- 4510.5.3 SIGNIFICANCE LEVEL ------------------------------------------------------------------------------- 45

10.6 OUR PLEDGE ------------------------------------------------------------------------------------------------------- 4610.6.1 TO CLIENTS, STAKEHOLDERS AND THE SOUTH AFRICAN PUBLIC ----------------- 4610.6.2 TO ONE ANOTHER IN SANAS ---------------------------------------------------------------------- 46

11. ANNEXURE A: INDICATOR PROFILE ----------------------------------------------------------------------- 4711.1 PROGRAMME 1: ADMINISTRATION ------------------------------------------------------------------------- 4711.2 PROGRAMME 2: CORPORATE SERVICES ---------------------------------------------------------------- 4711.3 PROGRAMME 3: STRATEGY AND DEVELOPMENT ---------------------------------------------------- 48

11.4 PROGRAMME 4 ACCREDITATION PROVISION ---------------------------------------------------------- 50


1. ORGANISATIONAL STRUCTURE

Minister Trade and Industry

Dr Rob Davies

EXECUTIVE AUTHORITY

Board of Directors Chairperson

ACCOUNTING AUTHORITY

ADVISORY FORUM

Audit Committee Risk Committee Human Resources and Remuneration Committee

COMMITTEES OF THE BOARD

CEOMr Ron Josias

MEMBERS OF KEY MANAGEMENT

Company Secretary/Legal Advisor Mr Dawood Petersen Approval Committee

Executive: Corporate ServicesMs Busi Radebe

Executive: Strategy and Development

Mr Mandla Sithole (Acting)

Chief Financial Officer

Mr Ismail Abdoola

Executive: Accreditation

Mr Mpho Phaloane

• Inspection Bodies• Calibration

laboratories• Testing laboratories• Certification Bodies• Blood Transfusion• GLP, GCP Compliant

Facilities• Forensic laboratories• Veterinary

laboratories• B-BBEE Verification• Medical Laboratories• Verification

Laboratories

• Human Resources• ICT • Marketing and

Communication• Facility Management• Administration

Co-ordination• Corporate Social

Investment

• Strategy and Development

• Knowledge Transfer (Training)

• Financial Management

• Risk Management• Procurement and

Supply Chain Management

Note: Current Board of Directors term of office expired 30 November 2018

• Quality Management • IT Security

• SADC Accreditation Regional Coordinator

• AFRAC and SADCA Secretariat


2. OFFICIAL SIGN-OFF

It is hereby certified that this Annual Performance Plan:

• Was developed by the management of the South African National Accreditation System (SANAS) under the guidance of SANAS’ Board of Directors;

• Was prepared in line with SANAS’ Strategic Plan for the period 2014/15 to 2018/19. The 2019/20 to 2021/22 sections of this Annual Performance Plan are subject to realignment once the Strategic Plan and IPAP initiatives of the corresponding period have been finalised; and

• Accurately reflects the performance targets that SANAS will endeavour to achieve, given the resources made available in the budget for 2019/20 - 2021/22.

Mr Ismail Abdoola Chief Financial Officer 31 January 2019

Mr Ron JosiasChief Executive Officer 31 January 2019

Appointment of the SANAS Board Chairperson is still awaiting approval from the dti.


3. ABBREVIATIONS AND ACRONYMS

AFRAC THE AFRICAN ACCREDITATION COOPERATIONAFRIMETS INTRA-AFRICA METROLOGY SYSTEMAFSEC THE AFRICAN ELECTROTECHNICAL STANDARDIZATION COMMISSIONARSO AFRICAN REGIONAL STANDARDS ORGANISATION/AFRICAN ORGANISATION FOR

STANDARDISATIONB-BBEE BROAD-BASED BLACK ECONOMIC EMPOWERMENTBPM BUSINESS PROCESS MANAGEMENTBRC BRITISH RETAIL CONSORTIUMBSE BOVINE SPONGIFORM ENCEPHALOPATHY (MAD COW DISEASE)CAB CONFORMITY ASSESSMENT BODYCEO CHIEF EXECUTIVE OFFICERCFO CHIEF FINANCIAL OFFICERCOMESA COMMON MARKET FOR EASTERN AND SOUTHERN AFRICAEAC EAST AFRICAN COMMUNITYEGAC THE EGYPTIAN ACCREDITATION COUNCILEMS ENVIRONMENTAL MANAGEMENT SYSTEMENAO THE ETHIOPIAN NATIONAL ACCREDITATION OFFICEFPP FRAUD PREVENTION PLANFSSC FOOD SAFETY SYSTEMS CERTIFICATIONGFSI GLOBAL FOOD SAFETY INITIATIVEGCP GOOD CLINICAL PRACTICEGCPV GOOD CLINICAL PRACTICE VETERINARYGHG GREENHOUSE GASGLP GOOD LABORATORY PRACTICEHACCP HAZZARD ANALYSIS AND CRITICAL CONTROL POINTSHR HUMAN RESOURCESIAF INTERNATIONAL ACCREDITATION FORUMICT INFORMATION AND COMMUNICATION TECHNOLOGYIEC INTERNATIONAL ELECTROTECHNICAL COMMISSIONILAC INTERNATIONAL LABORATORY ACCREDITATION COOPERATIONIPAP INDUSTRIAL POLICY ACTION PLANISO THE INTERNATIONAL ORGANIZATION FOR STANDARDIZATIONIT INFORMATION TECHNOLOGYKENAS THE KENYAN ACCREDITATION SERVICEMLA MULTILATERAL RECOGNITION AGREEMENTMTEF MEDIUM-TERM EXPENDITURE FRAMEWORKMRA MUTUAL RECOGNITION ARRANGEMENTNMISA THE NATIONAL METROLOGY INSTITUTE OF SOUTH AFRICANRCS THE NATIONAL REGULATOR FOR COMPULSORY SPECIFICATIONSOECD THE ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENTPAQI PAN AFRICAN QUALITY INFRASTRUCTURE


PFMA PUBLIC FINANCE MANAGEMENT ACTPT PROFICIENCY TESTINGQMS QUALITY MANAGEMENT SYSTEMRMP REFERENCE MATERIAL PRODUCERSSABS THE SOUTH AFRICAN BUREAU OF STANDARDSSADC THE SOUTHERN AFRICAN DEVELOPMENT COMMUNITYSADCA THE SOUTHERN AFRICAN DEVELOPMENT COMMUNITY COOPERATION IN

ACCREDITATIONSADCAS THE SOUTHERN AFRICAN DEVELOPMENT COMMUNITY ACCREDITATION

SERVICESSANAS SOUTH AFRICAN NATIONAL ACCREDITATION SYSTEMSMME SMALL, MEDIUM AND MICRO ENTERPRISESSTC SPECIALIST TECHNICAL COMMITTEETBT TECHNICAL BARRIERS TO TRADEthe dti THE DEPARTMENT OF TRADE AND INDUSTRYWADA WORLD ANTI-DOPING AGENCYWTO WORLD TRADE ORGANISATION


4. FOREWORD BY THE MINISTER

With the focus of South Africa’s industrialisation strategy shifting towards the Digital Industrial Revolution (DIR) also known as the 4th industrial revolution, the scale, scope and complexity of the DIR is expected to have a disruptive impact on our economy due to its rapid speed of technological advancement and innovation. With a broad youth base, a fast-growing continental middle-class access to global value chains as technology suppliers and the opportunity for SME to capitalize on the new technology, South Africa is well placed to take advantage.

In order to capitalise on this opportunity, the optimal use of the South African Technical Infrastructure is central. More specifically, the South African National Accreditation System (SANAS) as the sole accreditation body for the republic in the area of conformity assessment, has a major role to play in facilitating South Africa’s DIR by supporting South Africa’s efforts to effectively participate in the

global, regional and national value chains, and support regulators in the protection of consumer’s health, safety and the protection of the environment. This undertaking will be done through the accreditation of a pool of accredited conformity assessment services to support development of regional accreditation capabilities to harmonized conformity assessment procedures on the African continent and thus the mutual acceptance of conformity assessment results, necessary for the free flow of goods and services across national borders. Nationally SANAS will continue to develop accreditation programmes to support IPAP sectors and DIR objectives. SANAS’ mandate extends across government departments, and as such, the organisation also plays an important role in providing accreditation services to the Departments of Labour, Tourism, Health, Transport, Water Affairs and Agriculture, and Forestry and Fisheries that continue to use SANAS’ accreditation services to support effective and efficient service delivery

Over the next five years, SANAS will work closely with the South African Bureau of Standards (SABS), the National Metrology Institute of South Africa (NMISA), and the National Regulator for Compulsory Specifications (NRCS) in order to ensure alignment of activities so as to support our industrialisation strategy.

I am confident that SANAS has the ability and will continue to contribute towards achieving these important priorities by providing an internationally recognised and effective accreditation system.

Dr Rob Davies, MPMinister of Trade and Industry


5. OVERVIEW BY THE ACCOUNTING AUTHORITY

Appointment of the SANAS Board Chairperson is still awaiting approval from the dti.


6. PART A: STRATEGIC OVERVIEW

6.1 VISION

To pioneer and lead the future of accreditation in Africa and deliver services with a spirit of excellence.

6.2 MISSION

To create an impartial and transparent mechanism for organisations to independently demonstrate their competence and facilitate the beneficial exchange of goods, services and knowledge, and provide a service that is recognised as equitable to best international practice while reflecting the demographics of South Africa in all we do.

6.3 VALUES

Five values guide everything we do. They are integral to our role as an accreditation body that instils global trust in the goods and services produced in South Africa.

EXCELLENCE We are a company dedicated to excellence in service delivery through investing in a competent knowledge base institution aimed at exceeding customer expectations.

INTEGRITY We understand that our strength is based on trust and therefore are consistent in our deeds, principles and outcomes, and act with honesty and respect without compromising the truth.

INNOVATION We are a forward-thinking company and have the courage and confidence to come up with creative ways in accreditation development.

DEDICATION As a team, we are committed and passionate about our work and take ownership of all that we do.

SOCIAL We are a company that cares; therefore we invest in our people, our communities and the environment.


6.4 ENABLING LEGISLATION

SANAS is classified as a Schedule 3A public entity in terms of the Public Finance Management Act (PFMA). It is established under the Accreditation for Conformity Assessment, Calibration and Good Laboratory Practice Act, 2006 (Act No. 19 of 2006).

Table 1: Act and Mandate

ENABLING ACT MANDATE

Accreditation for Conformity Assessment, Calibration and Good Laboratory Practice Act, 2006 (Act No. 19 of 2006)

SANAS is the sole national accreditation body, established to provide an internationally recognised and effective accreditation and monitoring system for the Republic of South Africa by doing the following:

• Accrediting or monitoring, for Good Laboratory Practice (GLP) compliance purposes, organisations falling within its scope of activity;

• Promoting accreditation as the means of facilitating international trade, enhancing South Africa’s economic performance and transformation;

• Promoting the competence and equivalence of accredited bodies; and• Promoting the competence and equivalence of GLP-Compliant facilities.

6.5 STRATEGIC OUTCOME-ORIENTATED GOALS

SANAS provides an accreditation service that impacts directly on Conformity Assessment Bodies (CABs), industry sectors, and the economy by facilitating the national, regional, and international acceptance of test, inspection, and certification results. Through executing SANAS’ mandate, the risk of rejection of South Africa’s goods and services is mitigated.

Furthermore, SANAS accreditation supports South Africa’s development objectives, as well as its regulators responsible for the protection of the health, safety, environmental, economic and socio-economic welfare of our citizens. SANAS’ goals are, therefore, aligned with those of the dti. In accordance with SANAS’ five-year strategic plan, it is committed to achieving the following four strategic objectives:

i) TO ENSURE SANAS’ OPERATIONAL SUSTAINABILITY

The need to contain costs while improving service delivery is increasingly important for SANAS. The reduction in the government’s financial contribution to SANAS requires SANAS to investigate and identify areas of savings as well as opportunities for improved income generation. Investments in Information and Communication Technology (ICT), has started to produce results in financial management, supply chain management (SCM), and accreditation processes. Further investments in ICT, which includes the automation of SANAS’ on-site assessments, document control, and further refinements, is in progress. Combined with its improved work environment, the ICT and new office space will contribute to our objective of service delivery excellence and operational sustainability.

ii) CONTRIBUTE TO INDUSTRIAL DEVELOPMENT AND THE PROTECTION OF HEALTH, SAFETY, AND THE ENVIRONMENT

To contribute to industrial development, SANAS needs to deliver on the assigned task of IPAP and to support the accreditation needs of the NDP and sectors identified in the Nine-Point Plan. New accreditation programmes, developed over a shorter period, are crucial to the success of South Africa’s industrial development goals. Furthermore, regulators rely on accreditation as one of the conditions to allow CAB to operate within the regulatory domain. Herein, SANAS strives to ensure the robustness of its accreditation and assessment processes.


iii) PROMOTE ACCEPTANCE OF SANAS ACCREDITED RESULTS AMONG INTERNATIONAL PARTNERS TO ADVANCE SOUTH AFRICA’S TRADE AND INDUSTRY OBJECTIVES

The expansion of the global recognition of SANAS-accredited facilities’ calibration, test, inspection, and certification results depends on SANAS and the accredited CAB’s continued compliance with the international accreditation requirements and SANAS’ ability to influence international accreditation criteria. In this regard, SANAS will continue to monitor the CAB’s compliance with the relevant requirements as well as ensure its own compliance through internal audits and independent peer evaluations. Furthermore, SANAS enjoys membership of the highest decision-making structures of ILAC, IAF and AFRAC and aims to maintain and strengthen its international recognition.

iv) SUPPORT REGIONAL INTEGRATION AND RELATIONS TO ADVANCE SOUTH AFRICA’S TRADE, INDUSTRIAL POLICY, AND ECONOMIC DEVELOPMENT OBJECTIVES

Locking in exports and locking out poor-quality goods and services are key objectives of the South African technical infrastructure institutions, of which SANAS is a key member. SANAS plays a leading role in developing the required accreditation infrastructure in SADC and the rest of the African continent. SANAS hosts the secretariats of both AFRAC and the Southern African Development Community Accreditation Service (SADCA).

6.6 RECENT COURT RULINGS

There are currently no court rulings that have a significant ongoing impact on SANAS’ operations and service delivery.

6.7 UPDATED SITUATIONAL ANALYSIS

6.7.1 PERFORMANCE DELIVERY ENVIRONMENT

Although SANAS’ customer base is national and regional, its reach is global through the promotion of the acceptance of conformity assessment results that facilitates the acceptance of South African produced exported goods and services. National demand for accreditation arises largely from regulators, industry and individuals who insist on accredited results. SANAS also plays a strategic role in advancing the achievement of the government’s Nine-Point Plan and the dti’s IPAP.

6.7.2 GLOBAL TRENDS

The mutual acceptance of conformity assessment results has now developed into one of the largest technical barriers to trade, as confirmed by the World Trade Organisation’s review. Global demand for accreditation is still largely fuelled by the regulatory sectors. Global bodies, such as the World Trade Organization (WTO), the World Anti-doping Agency (WADA), the International Electrotechnical Commission (IEC), and retailer-based schemes such as GLOBALGAP, are increasingly recognising the value of the networks of national accreditation bodies that can support their objectives. Recently a new network consisting of the major role player in the conformity assessment space was established to address the challenge of the non-acceptance of conformity assessment results.

The changes in the global environment place a burden on SANAS to ensure that its accreditation programmes meet global demands. Meeting these demands makes it possible for SANAS’ national CABs to demonstrate their competencies to manufacturers and exporters, as well as to regulators, thus facilitating the acceptance of their testing, inspection or certification results by international bodies.


Failure to meet the requirements of these global bodies may exclude goods and services produced in South Africa from being accepted in other countries. Such goods and services might also become uncompetitive due to the high cost of international conformity assessment services. SANAS, as a signatory to the ILAC, IAF and AFRAC mutual recognition arrangements, lends international recognition to its accredited CAB’s.

6.7.3 NATIONAL TRENDS

The national demand for accreditation is driven by three related conformity assessment needs within South Africa. The first need arises from the realisation of the importance of accreditation in achieving South Africa’s development goals and SANAS’ strategic role in locking in export markets and locking out unsafe goods and services of poor quality. The second need arises from the role accreditation plays in supporting the regulator’s health, safety and environment protection objectives, and lastly, the need to provide the necessary confidence in the conformity assessment results and facilitating the mutual acceptance of conformity assessment results that underpin the national, regional and international acceptance of South African produced goods and services.

6.7.4 OUTLOOK

In the short- to medium-term, South Africa’s infrastructure development plans and the new emphasis on the Nine-Point Plan, coupled with global protection initiatives and the mutual acceptance of conformity assessment results, will be the main drivers of the demand for accredited conformity assessment services. Although the economic prospects of developing economies remains a challenge, the economic growth in Africa, linked with the continent’s regional integration initiatives between SADC, the East African Community (EAC), and the Common Market for Eastern and Southern Africa (COMESA) and current initiatives to finalise the Continental Free Trade Area (CFTA), should further increase the demand for accreditation. SANAS, through the Pan African Quality Infrastructure (PAQI), will continue to play a primary role in the quality infrastructure support required for the envisioned Continental Free Trade Agreement currently underway.

6.7.5 INTERNATIONALLY RECOGNISED ACCREDITATION SYSTEM

The ILAC and IAF are responsible for harmonising the international criteria that are applied to the international network of accreditation bodies all over the world. The ILAC mutual recognition arrangement (MRA) and IAF multilateral recognition agreement (MLA), which are managed by these respective organisations, recognise accreditation body members that have attained signatory status to their MRA/MLA or equivalent. These arrangements are actively promoted as a tool for government, regulators, and industry to identify competent sources of calibration, testing, inspection, and certification to facilitate appropriate market access. Through these networks, the calibration, test, inspection and certification reports that are issued by SANAS CABs are recognised in different economies in the world that are also signatories to the MRAs and MLAs mentioned above.

A prerequisite for accreditation bodies to remain signatories and to be part of the accreditation network is that they be evaluated every four years. SANAS has been able to maintain its signatory status to the MRAs since 2000.

6.7.6 LEADERSHIP IN REGIONAL ACCREDITATION DEVELOPMENT

Export is key to South Africa’s economic development. The competitiveness of South Africa’s goods and services hinges on the quality of these products and services, which is confirmed by CABs such as laboratories, certification and inspection bodies. Non-acceptance of conformity assessment results normally leads to the rejection or costly retesting, inspection, or recertification of such exported goods and services, making such goods uncompetitive in the global market.


Non-acceptance of conformity assessment results is mainly due to lack of confidence in the competence of the CABs producing results. Accreditation provides confidence in the competence and integrity of conformity assessment activities and goes a long way towards unlocking the technical barriers to trade, both locally and internationally, and in affording South African manufacturers and exporters the opportunity of having a competitive edge.

In support of the government’s objective of regional integration, SANAS will continue to play a major role in SADC by hosting the SADC Accreditation Cooperation’s SADCA secretariat and holding the regional coordinator position. SANAS is currently also assisting the SADC Accreditation Services body (SADCAS), through the SANAS/SADCAS Twinning Partnership Agreement. SANAS will continue to provide secretariat services to AFRAC and support the African Quality Infrastructure, recognised by the African Union through PAQI. PAQI is a cooperation of Africa’s technical infrastructure, consisting of AFRAC, the African Regional Standards Organisation (ARSO), the Intra-Africa Metrology System (AFRIMETS), and the African Electrotechnical Standardisation Commission (AFSEC).

6.8 ORGANISATIONAL DELIVERY ENVIRONMENT

SANAS’ strategy to maintain, grow, and support national, regional and international developments in accreditation continues to place a significant demand on its human resources. These resources include external contracted assessors, internal administration and management resources. SANAS’ ability to sustain and grow its existing customers and programmes, and to integrate new programmes, as well as to support accreditation developments, will depend on its ability to attract, train and retain personnel and assessors with the skills that will enable it to keep pace with the growing demand for its services. Most of SANAS’ personnel possess technical and managerial capabilities that are difficult to replace. Their expertise is also in high demand in the industry. SANAS has put in place appropriate human resources (HR) policies and HR practices to minimise the resources risk. This is supported by executive management’s commitment to take corrective actions wherever they are required. To boost SANAS’ external contracted assessor pool, it will continue to extend its assessors’ pool beyond 500 external assessors.

6.8.1 PERFORMANCE DELIVERY ENVIRONMENT CHALLENGES

During December 2018, SANAS received a notice for further budget cuts of the baseline for the MTEF period 2019/20 to 2021/22 of R1,101 million, R1,174 million and R1,238 million respectively.

SANAS had to revisit the MTEF budget and find funds within the already constrained budget to accommodate these cuts. The reduction in interest income after the final payment of the new office building further places a strain on SANAS’ financial position. Further cost saving measures, cost containments and additional streams of income is now being investigated to tackle this future challenge. Failure to cover the future financial gaps will expose SANAS to the risk of not being able to effectively fulfil its mandate.

6.9 ALIGNMENT TO the dti

6.9.1 CONTRIBUTION TO GOVERNMENT’S STRATEGIC OBJECTIVES

IPAP calls on SANAS to play a strategic role in contributing to the achievement of the government’s strategic objectives. As the sole national accreditation body for South Africa that is responsible for carrying out accreditation in respect of conformity assessment, SANAS provides accreditation services for the accreditation fields that support the needs of IPAP’s priority sectors.


6.9.2 SUPPORT TO IPAP AND OTHER GOVERNMENT-ASSIGNED PROJECTS

IPAP has identified two sectorial clusters as being well placed for upscaling by leveraging market growth and the associated upgrading of supply capacity and capabilities: one for the traditional sectors and services cluster, and one for the resources, energy and high technology cluster sectors. IPAP has also introduced cross-cutting technical infrastructure support initiatives. In Africa, there is agreement that agro-processing, mining beneficiation, and pharmaceuticals offer ideal opportunities for the economic growth of our continent.Accreditation support for the above-mentioned sectorial clusters has been identified as one of the key deliverables to establish and maintain the necessary accreditation conformity assessment services and appropriate regulatory interventions. Accreditation plays a crucial role in supporting the government in its policy objectives related to industrial development, exports and the protection of health, safety, and the environment.

DIAGRAM 5.1: SUMMARY OF GOVERNMENT INTERVENTIONS

GOVERNMENT DEPARTMENT IPAP-ASSIGNED ACCREDITATION SYSTEM PROJECTS

Department of Trade and Industry Energy efficiency measurement and verification

Disinfectants and detergents

Fish, food and associated industries

Organic agricultural production and processing

Electrotechnical products

Automotive vehicles and components

Food safety system certification

Personal flotation devices, swimming aids and respiratory protective devices

Electronic gambling equipment

Information security management

Information technology service management

Energy performance of buildings

OTHER ACCREDITATION SYSTEM PROJECTS

Department of Water Affairs Water quality

Department of Health Diagnostic X-ray imaging systems

Department of Agriculture Abattoirs and pig farms in Gauteng

Department of Transport Road transport management

Railway Safety Management System

Department of Energy Energy management

Greenhouse gas emission verification and validation


OTHER ACCREDITATION SYSTEM PROJECTS

Department of Labour Pressure equipment

Lifts, escalators, and passenger conveyors

Risk-based inspection and certification

Occupational hygiene

Electrical installations

Major hazardous installations

Gas test stations

Explosive facilities, equipment, and processes

6.9.3 LOCKING IN EXPORTS

The IPAP recognises the importance of the available capacity in a country to assist manufacturers and exporters to comply with the international standards, norms, and technical regulations that underpin the potential for economic and industrial growth. Strengthening the technical infrastructure capacity in African countries is a precondition of industrialisation efforts in respect of metrology, standards, accreditation and conformity assessment. The dumping of cheap, substandard manufactured goods on African markets has sometimes led to the collapse of local industries and has served as a major barrier to industrial development. Conformity assessment is therefore required to prevent the influx of substandard and injurious products, to improve the quality of products, and to unlock the potential access of our products to export markets.

The balance between global free trade and a strategy aimed at facilitating job creation through localisation needs to be maintained and carefully managed to mitigate the risk of retaliation by those affected. This requires South Africa to step up the capabilities of its CABs (accredited calibration, testing, inspection, certification, validation, and verification), as technical considerations would be one of the acceptable tools that can protect our markets from being flooded by inferior goods. To capitalise on this opportunity, while being aware of the challenges, South Africa will have to work with countries in the region to strengthen the coordination of accreditation and conformity assessment services, mindful of the fact that the development of such capacity has a long lead time and that the scope of the work is enormous and should be prioritised.

During this Medium-term Expenditure Framework (MTEF) period, SANAS will continue to focus on accreditation support through the creation of accreditation programmes and by facilitating the expansion of the laboratories, as well as the certification and inspection bodies that are required for the two IPAP sectorial clusters (the traditional sectors and services cluster, and the resources, energy and high-technology cluster). This applies nationally in SADC and Africa, as well as to the supporting infrastructure that will facilitate the acceptance of accredited certification, inspection and testing in many African markets based on a single accreditation.

The illustrations that follow highlight the link between the IPAP sectorial clusters and SANAS’ contribution and interventions.


DIAGRAM 5.2: IPAP TRADITIONAL SECTORS AND SANAS ACCREDITED SCOPES THAT SUPPORT THE SECTORS

TESTING LABORATORIES CERTIFICATION BODIES

• Chemical and micro-testing;• Residue testing;• Toxicity testing;• Water testing; and• Materials testing.

• Management systems;• Environmental management;• Hazard Analysis and Critical Control Points

(HACCP)• Food Safety Systems Certification (FSSC)• Forest Certification; and • Global Gap.

CALIBRATION LABORATORIES INSPECTION BODIES

• Dimensional; Pressure;• Temperature; Force;• Flow; Mass and volume;• Humidity;• Acoustics and vibration;• Time and Frequency;• Gas metrology; and• Chemical viscosity.

• Textile, clothing and footwear;• Energy efficiency verification;• Fish and food;• Steel structures;• Automotive;• Occupational hygiene; and• Chemical and Mechanical.

Agro-Processing

Plastics, pharmaceuticals and chemicals

Automotive

Textiles, clothing,

leather and footwear

Forestry, timber, paper,

pulp and furniture

Business process

Outsourcing

Metal fabrication

IPAP TRADITIONAL

SECTORS


DIAGRAM 5.3: IPAP ENERGY AND HIGH-TECHNOLOGY SECTORS AND SANAS ACCREDITED SCOPES

TESTING LABORATORIES CERTIFICATION BODIES

• Chemical and micro-testing;• Residue testing;• Toxicity testing;• Water testing; and• Materials testing.

• Management systems;• Environmental management;• Hazard Analysis and Critical Control Points

(HACCP)• Food Safety Systems Certification (FSSC)• Forest Certification; and • Global Gap.

CALIBRATION LABORATORIES INSPECTION BODIES

• Dimensional; Pressure;• Temperature; Force;• Flow; Mass and volume;• Humidity;• Acoustics and vibration;• Time and Frequency;• Gas metrology; and• Chemical viscosity.

• Textile, clothing and footwear;• Energy efficiency verification;• Fish and food;• Steel structures;• Automotive;• Occupational hygiene; and• Chemical and Mechanical.

ICT

AerospaceAdvance material

White goods and electronics Oil and Gas

Green Industries

IPAP TRADITIONAL

SECTORS


DIAGRAM 5.4: SANAS IPAP PROJECTS FOR 2019/20

6.10 KEY POLICY DEVELOPMENTS AND LEGISLATIVE CHANGES

The legislation and policy changes that follow may impact on SANAS’ operations and finances in the foreseeable future.

LEGISLATION AND POLICYCHANGES THAT MAY IMPACT ON SANAS

IMPACT ON SANAS RISKS TO SANAS’ FINANCES

Broad-Based Black EconomicEmpowerment (B-BBEE) Amendment Act, Act 46. of 2013

Loss of revenue due to a possible change in legislation and future cessation of B-BBEE accreditation provision by SANAS.

Medium, due to the uncertainty surrounding SANAS’ future role in B-BBEE verification

Legal Metrology Act, Act 9 of 2014

An increased need for SANAS accreditation as a result of the extended scope from trade to legal Metrology

Low, as the increase will be gradual

Green Industries

AssetManagementConstruction

Nucelar energy Rail Industry

ICT

SANAS ASSIGNED PROJECTS


6.11 DESCRIPTION OF THE PLANNING PROCESS

6.11.1 PLANNING AND BUDGETING

Planning and budgeting involve an annual review and revision of SANAS’ strategy by its Board of Directors in line with its purpose. During its annual strategic session, held before the end of SANAS’ financial year, management and the Board of Directors consider, discuss and agree on broad objectives that SANAS should achieve during the following financial year.

Management develops a five-year strategic plan, a three-year annual performance plan, and a one-year business plan based on the strategic direction given by the Board of Directors. Input is sought from all SANAS’ programmes that are responsible for developing appropriate divisional and individual objectives. These plans are developed in accordance with SANAS’ policy document OP 13, as well as the requirements of National Treasury and the dti.

The three-year annual performance plan gets tabled for approval at the Board of Directors’ meeting during the first quarter of each financial year. A first draft of the annual performance plan is forwarded to the dti by the end of August, a second draft is forwarded to the dti by the end of October, and the final draft is forwarded to the dti by the end of January prior to implementation.

The organisational scorecard and the individual performance contracts are developed and aligned with the plans mentioned above.

6.11.2 ORGANISATIONAL SCORECARD

The organisational scorecard identified four key performance areas: finance, customer relations, internal business process, and innovation and learning. The lead indicators (performance drivers) and the lag indicators (core outcomes) that support these objectives, as well as the performance criteria, were defined.

The key performance areas of the individual score-card, with defined performance measures or indicators, are aligned to the organisational scorecard. Each performance measure is weighted according to its relative importance.

6.11.3 MONITORING

Organisational performance is monitored through various systems and processes that include the following:

• Internal and external audits that ensure SANAS’ compliance with systems, processes, policies and procedures;

• Compliance with ISO/IEC 17011, as well as identifying business improvement processes;• Regular programme audits that ensure compliance with applicable programme standards, ISO/IEC

17011 and management review processes that involve monitoring the implementation of strategic objectives;

• SANAS policies and procedures; and• Sample audits that maintain the technical integrity of the programme and ensure consistency and

impartiality in the assessment process. They also ensure that clients are provided with a satisfactory technical service.


6.11.4 REPORTING

SANAS compiles management reports on a quarterly basis. All reports are consolidated for quarterly reporting to the Board of Directors and the dti, and once a year, SANAS develops an annual report.

Specific Performance Indicators

Set targets and allocate resources

Assess and Adjust Monitor and take Corrective action

Strategic and Annual

performance planning

Operational planning and budgeting

End-year reporting

Implementation and in-year reporting


7. PART B: PROGRAMME PERFORMANCE

7.1 INTRODUCTION

To give effect to its vision, mission and objectives, SANAS undertakes various initiatives and interventions under the following key programmes:

• Administration services: policy development, financial management, legal and administrative support;

• Corporate services: HR management, quality management, information and communication technology and communication and marketing;

• Accreditation services: accreditation assessments and good laboratory practice monitoring; and• Strategy and development services: research and development of new accreditation programmes,

knowledge transfer, and regional and international development.

7.2 ACCREDITATION PROGRAMMES

SANAS covers twelve programmes under the management of eight accreditation managers. The diagram that follows depicts the programmes and their importance to the South African economy.

CALIBRATION LABORATORIES AND PROFICIENCY TESTING SCHEMES • Provide metrological traceability in South Africa, as stipulated in the Measurement Units and

Measurement Standards Act, Act No. 18 of 2006. SANAS-accredited laboratories form an integral part of the metrological chain whenever physical measurements are performed for manufacturing and exports, safety or scientific purposes, for law enforcement purposes, or to ensure that South African manufacturers remain globally competitive

TESTING LABORATORIES

• Play a critical role in supporting South African manufacturing, exports and IPAP priority sectors by providing objective evidence that a product or service conforms to certain customer requirements or specifications.

PHARMACEUTICAL LABORATORIES

• Provide a service to the South African pharmaceutical industry, in particular for chemical and microbiological testing. The South African pharmaceutical industry is regarded as the largest in Africa, constituting of about 33% of all the pharmaceutical sales in Africa. The pharmaceutical laboratories not only support this industry but also play a vital role in fighting the numerous diseases that are ravaging our country, such as tuberculosis and HIV/AIDS.

INSPECTION BODIES

• Mainly operate in the regulatory domain where regulators, the industry and citizens need to be confident that inspection bodies, such as those inspecting workplace health and safety requirements in accordance with the Occupational Health and Safety Act, are competent to do so. Also included are diagnostic imaging equipment, such as medical and dental diagnostic X-ray equipment in accordance with the Hazardous Substances Act, and those inspecting goods against compulsory standards in accordance with the National Regulator for Compulsory Specifications Act. Inspection bodies also support the green industry initiative by measurement and verification of energy efficiency.


LEGAL METROLOGY VERIFICATION LABORATORIES

• The sole purpose of the LEGAL METROLOGY VERIFICATION LABORATORIES is to protect consumers from unfair trade practices. These laboratories perform verifications on volume, mass and length measuring instruments in accordance with the requirements of the Legal Metrology Act and other related technical regulations to ensure reliable results.

CERTIFICATION BODIES

• Accredited CERTIFICATION BODIES certify other organisations against recognised standards, such as quality management (ISO 9000), environmental management (ISO 14001), occupational health and safety management systems (ISO 18001), food safety management system requirements (ISO 22000), energy management (ISO 50001) and road transport management (SANS 1395), and organic agricultural production and processing (SANS 1369). Certification bodies also validate and verify the Greenhouse Gas (GHG) emission of organisations and projects (ISO/IEC 14065.

MEDICAL LABORATORIES

• The credibility of MEDICAL PATHOLOGY LABORATORIES is paramount to the health and safety of patients who rely on the testing services provided by these laboratories. As medical doctors base their diagnosis on the results issued by medical laboratories, it is important that these results are accurate and reliable.

VETERINARY LABORATORY INDUSTRY

• It is important for South Africa to have a strong and competent VETERINARY LABORATORY INDUSTRY for the diagnosis of diseases, especially emerging diseases such as bovine spongiform encephalopathy (BSE or mad cow disease), and for testing the safety of meat and other animal products

FORENSIC LABORATORIES

• FORENSIC LABORATORIES are crucial to our criminal justice system, as they provide very useful information that aids in the investigation and prosecution of crime through the scientific examination of physical evidence

B-BBEE VERIFICATION AGENCIES

• SANAS accredits Broad-based Black Economic Empowerment (B-BBEE) VERIFICATION AGENCIES that support the government’s national objective to allow for the broader participation of previously disadvantaged people in the mainstream economy

GLP MONITORING AUTHORITY

• SANAS is the official GLP MONITORING AUTHORITY. Its main duty is to inspect test facilities, and conduct study audits to ascertain their degree of compliance with the OECD principles of GLP. These principles were primarily developed to promote the quality and validity of test data used to determine the safety of chemicals and chemical products. Quality test data forms the basis for the mutual acceptance of data among countries. The application of these principles should help avoid the creation of barriers to trade and further improve the protection of human health and the environment.


BLOOD TRANSFUSION FACILITY

• The primary goal of a BLOOD TRANSFUSION FACILITY is the transfusion of safe units of blood. Accreditation plays a vital role in ensuring that the personnel involved in all the activities (donor registration, blood collection, testing, processing and storage) of a blood transfusion service are competent and that national and/or international standards are being adhered to

7.3 PROGRAMME 1: ADMINISTRATION

7.3.1 PURPOSE

The purpose of this programme is to ensure that effective leadership, financial management, and legal and administrative support continue to refine the organisational strategy and structure in compliance with the appropriate legislation and international best practices.

7.3.2 DESCRIPTION OF THE PROGRAMME

The sub-programmes that fall under this programme include policy development, financial management, legal services and the company secretary.

7.3.3 POLICY DEVELOPMENT

SANAS’ Board of Directors, as the accounting authority, is responsible for providing strategic direction to SANAS, in keeping with the Accreditation Act, as well as the Shareholder’s Compact, which was concluded with the Minister of Trade and Industry as the executive authority. Through its Chief Executive Officer (CEO), as accounting officer, SANAS’ management is responsible for the day-to-day implementation and control of the organisation’s Strategic Plan.

7.3.4 FINANCIAL MANAGEMENT

Financial Management will continue to focus on ensuring compliance with all relevant financial standards and regulations, particularly the PFMA and Treasury Guidelines, as well as overseeing the supply chain management function. This sub-programme will further refine its managerial financial accounting systems, advise the CEO on financial risk and risk control, and perform the function of the Chief Financial Officer (CFO).

7.3.5 LEGAL SERVICES

Legal Services provides legal services to SANAS as and when required on contractual, litigious, operational and managerial legal matters. It also adopts a proactive approach by ensuring that the legal implications of proposed decisions are examined in order to mitigate any future risks. SANAS has adopted an approach, in accordance with the provisions of the King Code and Report on Governance for South Africa (King IV), to resolve disputes in an amicable manner to avoid protracted litigious matters. This approach has yielded great success in resolving potential litigious matters.

7.3.6 COMPANY SECRETARY

The Company Secretary, as the overseer of corporate governance, is responsible for assisting the Board of Directors to ensure adherence to sound corporate governance principles. The Company Secretary assists the Board by providing refresher training on roles and responsibilities. The Company Secretary will continue to provide guidance to the Board on governing legislation, and regulations and policies that affect SANAS, as well as providing secretariat services to the Board and its sub-committees.


TAB

LE 6

.1: P

ERFO

RM

AN

CE

IND

ICAT

OR

S A

ND

PER

FOR

MA

NC

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FOR

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2015

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2016

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2017

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2020

/21

2021

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ove

SAN

AS’

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to

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s<5

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TAB

LE 6

.2: Q

UA

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with

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TAB

LE 6

.3: F

INA

NC

IAL

PLA

N

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2016

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7.4 PROGRAMME 2: CORPORATE SERVICES

7.4.1 PURPOSE

The purpose of this programme is to oversee the provision of corporate services, including ICT, marketing and communication, HR and quality management.

7.4.2 PROGRAMME DESCRIPTION

The sub-programmes that fall under this programme include ICT, quality management, HR management and marketing and communications.

7.4.3 QUALITY MANAGEMENT

Quality Management ensures SANAS’ compliance with the international requirements for operating and maintaining an internationally recognised accreditation infrastructure. The focus during this three-year period is on the transition to and implementation of the SANAS management system to the revised ISO/IEC 17011:2017 “Conformity assessment – Requirements for accreditation bodies accrediting conformity assessment bodies”. In June 2018, SANAS’ continued signatory status to the AFRAC MRA was confirmed for the scopes of Testing, Calibration, Medical, Inspection and Certification, with the next re-evaluation by AFRAC scheduled in four years, i.e. by August 2021. In addition, AFRAC granted SANAS an extension of the Certification scope to include FSMS. In 2019, SANAS intends to apply for the ILAC to extend its scopes to include Proficiency Testing (PT) and Reference Material Producers (RMP). As a signatory to the ILAC, IAF and AFRAC MRAs, SANAS will continue to comply with its obligations to make a peer evaluator available to assist ILAC, AFRAC and IAF in their evaluations of other accreditation bodies. SANAS currently has 1 ILAC/AFRAC Peer Evaluator and four trainee evaluators.

7.4.4 HUMAN RESOURCES MANAGEMENT (HR)

HR is responsible for ensuring that SANAS has the human resources capacity to deliver on its mandate. HR management intends to strengthen its strategic role within SANAS, with the aim of ensuring that its services are aligned to the organisation’s objectives. The activities of HR management during this three-year period will focus on intellectual capital development through partnerships with institutions of higher learning, and the provision of bursaries and internships.

7.4.5 INFORMATION AND COMMUNICATION TECHNOLOGY (ICT)

The ICT is responsible for enabling SANAS’ operations by aligning the ICT goals with the organisation’s strategic objectives through the identification of appropriate technologies, and by designing, developing, implementing, and maintaining the ICT infrastructure. The tasks of this sub-programme include the provision of reliable ICT infrastructure through the ongoing refinement of support services and delivering business value in compliance with legislation and best practices.

During the three-year period, the ICT programme will focus on the implementation of phase 3 of the Shanduka Project, which will integrate the document management system process into Shanduka and deliver a paperless office for SANAS.

7.4.6 MARKETING AND COMMUNICATION

Marketing and Communication are responsible for the marketing and communication of SANAS’ activities. Activities will focus on the roll-out of the integrated marketing and communication plan.


TAB

LE 6

.4: P

ERFO

RM

AN

CE

IND

ICAT

OR

S A

ND

PER

FOR

MA

NC

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RG

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PER

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PE

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2015

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SAN

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TAB

LE 6

.5: Q

UA

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RLY

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ESTO

NES

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AL/

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dde

velo

pmen

t of

onl

ine

asse

ssm

ent

proc

ess

for a

mod

ule

of

our o

nlin

e ac

cred

itatio

nap

plic

atio

n(S

hand

uka)

(2) C

ontin

uatio

n of

furth

er

mod

ules

to b

e in

tegr

ated

into

Sh

andu

ka

Phas

e 3

(3) D

evel

opm

ent

of a

utom

ated

em

ail

tem

plat

es

used

for

com

mun

icat

ion

betw

een

SAN

AS

and

clie

nts

3 Au

tom

atio

npr

oces

ses

(1) C

ontin

uatio

n of

furth

er

mod

ules

to b

ein

tegr

ated

in S

hand

uka

Phas

e 3

(2) D

evel

opm

ent

of a

utom

ated

e-m

ail

tem

plat

es u

sed

for

com

mun

icat

ion

betw

een

SAN

ASan

d cl

ient

s

(3) S

ANAS

E-le

arni

ng p

orta

lin

form

atio

nga

ther

ing

and

serv

ice

prov

ider

appo

intm

ent

1 Pr

oces

s (1

) Con

tinua

tion

of f

urth

er

mod

ules

to

be

inte

grat

ed

into

Sha

nduk

a Ph

ase

3

2 Pr

oces

ses

(1) C

ontin

uatio

n of

fur

ther

m

odul

es

to b

e in

tegr

ated

in

to S

hand

uka

Phas

e 3

2) D

evel

opm

ent

of a

utom

ated

emai

l tem

plat

es

used

for

com

mun

icat

ion

betw

een

SAN

ASan

d cl

ient

s

2 Pr

oces

ses

(1) C

ontin

uatio

n of

furth

er

mod

ules

to b

e in

tegr

ated

into

Sha

nduk

aPh

ase

3

(2) S

ANAS

E-le

arni

ng p

orta

lin

form

atio

nga

ther

ing

2 Pr

oces

ses

(1

) Sha

nduk

a Ph

ase

3 si

gn o

ffIn

clud

ing

auto

mat

ede-

mai

lte

mpl

ates

for

com

mun

icat

ion

betw

een

SAN

ASan

d cl

ient

s

(2) S

ANAS

E-le

arni

ng

porta

lse

rvic

e pr

ovid

erap

poin

tmen

t


GO

AL/

OU

TCO

ME

OU

TPU

TPE

RFO

RM

AN

CE

IND

ICAT

OR

/M

EASU

RE

2018

/19

BA

SELI

NE

TAR

GET

2019

/20

AN

NU

AL

TAR

GET

MED

IUM

-TER

M T

AR

GET

S

QU

AR

TER

1Q

UA

RTE

R 2

QU

AR

TER

3Q

UA

RTE

R 4

Prom

ote

the

acce

ptan

ce o

fSA

NAS

-acc

redi

ted

resu

lts n

atio

nally

and

amon

gst

glob

al p

artn

ers

to

adva

nce

Sout

h Af

rica’

s tra

dean

d ec

onom

icde

velo

pmen

tob

ject

ives

Incr

ease

daw

aren

ess

ofSA

NAS

Accu

mul

ativ

enu

mbe

r of

com

mun

icat

ion

even

ts h

eld

and

parti

cipa

ted

in

18(C

umul

ativ

e)20

(Cum

ulat

ive)

3Ac

tual

5 Ac

tual

8 C

umul

ativ

e7A

ctua

l15

Cum

ulat

ive

5 Ac

tual

20 C

umul

ativ

e

Rep

rese

nt

SAN

AS a

t re

gion

al a

nd

inte

rnat

iona

l fo

ra

Num

ber o

f re

gion

al a

nd

inte

rnat

iona

l fo

rum

s at

tend

ed

as S

ANAS

re

pres

enta

tive

10N

ew m

easu

re

SAN

ASre

pres

ente

d at

10

(cum

ulat

ive)

re

gion

al a

nd

inte

rnat

iona

l for

a

New

mea

sure

SA

NAS

repr

esen

ted

at 5

(a

ctua

l) re

gion

al

and

inte

rnat

iona

l fo

ra

New

mea

sure

SA

NAS

repr

esen

ted

at 2

(a

ctua

l) re

gion

al

and

inte

rnat

iona

l fo

ra

New

mea

sure

SA

NAS

reep

rese

nted

at

3 (a

ctua

l) re

egio

nal a

nd

inte

rnat

iona

l for

a

New

mea

sure

N

one

Plan

ned

TAB

LE 6

.6 F

INA

NC

IAL

PLA

N

CO

RPO

RAT

E SE

RVIC

ES

ECO

NO

MIC

CLA

SSIF

ICAT

ION

EXPE

ND

ITU

RE

OU

TCO

ME

AD

JUST

ED

APP

RO

PRIA

TIO

N

MED

IUM

-TER

M E

XPEN

DIT

UR

E ES

TIM

ATE

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

R’00

0R’

000

R’00

0R

’000

R’0

00R

’000

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00C

urre

nt p

aym

ent

Com

pens

atio

n of

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ploy

ees

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--

--

-

Goo

ds a

nd s

ervi

ces,

etc

.2,

652

3,36

76,

234

9,8

179,

984

9,45

410

,631

Paym

ents

of c

apita

l ass

ets

Build

ing

and

othe

r fixe

d st

ruct

ure

Mac

hine

ry a

nd E

quip

men

t

--

--

--

-


8. PROGRAMME 3: STRATEGY AND DEVELOPMENT

8.1 PURPOSE

The purpose of this programme is to provide effective direction and leadership in developing accreditation programmes in new fields, project development, knowledge transfer, the SANAS assessor pool and accreditation clients. These initiatives are all aimed at driving the government’s sub-regional, regional and international objectives pertaining to IPAP projects. Its purpose is also to support South Africa’s objective of effective regional integration by playing a leadership role in accreditation development in the SADC region and the African continent.


The sub-programmes that fall under this programme include international and regional developments, knowledge transfer and new programme development.

8.1.2 INTERNATIONAL AND REGIONAL DEVELOPMENTS

International and regional developments focus on fulfilling SANAS’ obligations of maintaining and expanding good regional and international relations. It also supports South Africa’s objective of effective regional integration through the provision of an effective leadership role in the development of accreditation in SADC and on the African continent. SANAS will continue to fulfil its mandate to provide an internationally recognised accreditation infrastructure and its involvement in SADCA by providing SADCA with regional coordinator and secretariat functions. In addition to this, the SANAS-SADCAS twinning arrangement will continue.

In May 2018, AFRAC obtained its international recognition through ILAC and IAF as a regional accreditation cooperation in the scopes of Calibration, Testing, Medical testing, Inspection and Certification (QMS and EMS). The recognition of the AFRAC MRA supports regional and international trade by promoting confidence and acceptance of results generated by conformity assessment bodies accredited by its signatory accreditation bodies, i.e. SANAS, SADCAS, EGAC (Egypt), ENAO (Ethiopia) and KENAS (Kenya). Technical barriers to trade (TBTs) such as re-testing, re-inspection or re-certification of products/services each time they enter a new economy, will thus be reduced if not eliminated. This international recognition of the AFRAC MRA is a key milestone in enabling full integration of Africa into the world trading system. This will be achieved through the enhancement of regional and global market access, hence accelerating economic growth within the continent. For the fulfilment of Africa’s aspirations as provided for in the Agenda 2063, this international recognition will enable inclusive growth and sustainable development through the positioning of Africa as an influential global player and partner on conformity assessment and accreditation. As secretariat of AFRAC, SANAS will continue to play a leadership role to facilitate the participation of Africa as a continent in the activities of IAF and ILAC.

8.1.3 KNOWLEDGE TRANSFER

Knowledge transfer has, over the years, developed a solid reputation both nationally, regionally and internationally as the sought-after training provider in the accreditation field. This sub-programme will continue its drive to be an innovative leader in developing and delivering accreditation-related training courses in anticipation and response to accreditation clients’ needs, new accreditation fields that support the IPAP, lead, and technical assessor training needs. This programme will also continue to contribute towards the diversification of the SANAS Assessor pool.

8.1.4 NEW PROGRAMME DEVELOPMENT

New programme development will continue to focus on the development of new accreditation programmes as per the imperatives identified in the IPAP and South African industry needs.


TAB

LE 7

.1: P

ERFO

RM

AN

CE

IND

ICAT

OR

S A

ND

PER

FOR

MA

NC

E TA

RG

ETS

PER

PR

OG

RA

MM

E

GO

AL/

OU

TCO

ME

OU

TPU

TPE

RFO

RM

AN

CE

IND

ICAT

OR

/M

EASU

RE

AUDI

TED

ACTU

AL

PERF

ORM

ANCE

ESTI

MAT

ED

PER

FOR

MA

NC

EM

EDIU

M-T

ERM

TA

RG

ETS

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Prov

ide

accr

edita

tion

supp

ort f

or in

dust

rial

deve

lopm

ent a

ndth

e pr

otec

tion

of th

e he

alth

and

saf

ety

ofth

e pu

blic

and

the

Sout

h Af

rican

En

viro

nmen

t

Dev

elop

and

roll

out a

nac

cred

itatio

nsy

stem

for

accr

edita

tion

in

IPAP

The

num

ber o

f new

accr

edita

tion

prog

ram

mes

deve

lope

d an

dro

lled

out

11

10

Initi

ate=

0D

evel

op=1

Rol

l out

=10

Dev

elop

and

roll

out a

sys

tem

for

accr

edita

tion

in a

ssig

ned

area

s

The

num

ber o

f new

accr

edita

tion

prog

ram

mes

deve

lope

d an

dro

lled

out

10

00

Initi

ate=

1D

evel

op=1

Rol

l out

=1

Supp

ort r

egio

nal

inte

grat

ion

and

rela

tions

to a

dvan

ce

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h Af

rica’

s tra

de,

indu

stria

l pol

icy

and

econ

omic

de

velo

pmen

t ob

ject

ives

Mai

ntai

n AF

RAC

’s

inte

rnat

iona

l re

cogn

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num

ber o

f AF

RAC

eva

luat

ions

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nduc

ted

succ

essf

ully

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ber

AFR

AC

mee

tings

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ld. 1

00%

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ber

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AC

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ld.

100%

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ld.

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ber A

FRAC

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eld.

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ieve

d.3

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ev

alua

tions

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mea

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eval

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0 N

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tions

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rese

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AC a

t re

gion

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rnat

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ra

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num

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f re

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nd

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ums

atte

nded

as

AFR

AC

repr

esen

tativ

e

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mea

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mea

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mea

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mea

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RAC

re

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5

regi

onal

and

in

tern

atio

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ora

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m

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ra

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m

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repr

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at 5

regi

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d in

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Prep

are

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SAD

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s in

tern

atio

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reco

gniti

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SAD

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sign

ator

y st

atus

to th

e IL

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MR

A / I

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LA

Num

ber

of S

ADC

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eetin

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%

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eved

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ld.

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hiev

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ber o

f SA

DC

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eetin

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. 100

%

achi

eved

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mea

sure

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opte

d:(1

) Alig

n re

leva

nt S

ADC

A do

cum

ents

to

ILAC

/IAF

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irem

ents

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ompl

etio

n of

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uditi

ng

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mea

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ply

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peer

ev

alua

tion

by

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and

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mea

sure

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opte

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AC/IA

F ev

alua

tion

of S

ADC

A fo

r 3 s

cope

s su

cces

sful

ly

cond

ucte

d


TAB

LE 7

.2 Q

UA

RTE

RLY

MIL

ESTO

NES

GO

AL/

OU

TCO

ME

OU

TPU

TPE

RFO

RM

AN

CE

IND

ICAT

OR

/M

EASU

RE

2018

/19

BA

SELI

NE

TAR

GET

2019

/20

AN

NU

AL

TAR

GET

MED

IUM

-TER

M T

AR

GET

S

QU

AR

TER

1Q

UA

RTE

R 2

QU

AR

TER

3Q

UA

RTE

R 4

Prov

ide

accr

edita

tion

supp

ort f

or in

dust

rial

deve

lopm

ent a

ndth

e pr

otec

tion

of th

e he

alth

and

saf

ety

ofth

e pu

blic

and

the

Sout

h Af

rican

en

viro

nmen

t

Dev

elop

and

ro

ll ou

t an

accr

edita

tion

syst

em fo

rac

cred

itatio

n in

IP

AP

The

num

ber o

f ne

w a

ccre

dita

tion

prog

ram

mes

deve

lope

d an

dro

lled

out

Proj

ect C

ycle

Initi

ate=

0D

evel

op=1

Rol

l out

=0

Initi

ate=

0D

evel

op=1

Rol

l out

=1As

set

Man

agem

ent

Syst

em (S

ANS

/ISO

550

01)

Accr

edita

tion

Prog

ram

me

Dev

elop

=1Es

tabl

ish

a W

orki

ng G

roup

Dev

elop

=1Es

tabl

ish

tech

nica

l re

gula

tory

do

cum

ents

Dev

elop

=1Es

tabl

ish

tech

nica

l re

gula

tory

do

cum

ents

Dev

elop

=1So

urci

ng

Asse

ssor

san

dtra

inin

g as

sess

ors

Dev

elop

a

syst

em fo

r ac

cred

itatio

nin

ass

igne

d ar

eas

The

num

ber o

f ne

w a

ccre

dita

tion

prog

ram

mes

deve

lope

d an

dro

lled

out

Proj

ect C

ycle

Initi

ate=

0D

evel

op=1

Rol

l out

=0

Initi

ate=

1D

evel

op=1

Rol

l out

=0In

itiat

e an

ac

cred

itatio

n pr

ogra

mm

e fo

r ac

cred

itatio

n of

incu

bato

rs

in c

olla

bora

tion

with

the

Smal

l En

terp

rise

Dev

elop

men

t Ag

ency

(SED

A

Initi

ate=

1C

ondu

ct a

Fe

asib

ility

Stud

y

Dev

elop

=1Es

tabl

ish

a W

orki

ng G

roup

Dev

elop

=1Es

tabl

ish

tech

nica

l re

gula

tory

do

cum

ents

Dev

elop

=1Es

tabl

ish

tech

nica

l re

gula

tory

do

cum

ents


GO

AL/

OU

TCO

ME

OU

TPU

TPE

RFO

RM

AN

CE

IND

ICAT

OR

/M

EASU

RE

2018

/19

BA

SELI

NE

TAR

GET

2019

/20

AN

NU

AL

TAR

GET

MED

IUM

-TER

M T

AR

GET

S

QU

AR

TER

1Q

UA

RTE

R 2

QU

AR

TER

3Q

UA

RTE

R 4

Supp

ort R

egio

nal

inte

grat

ion

and

rela

tions

to a

dvan

ce

Sout

h Af

rica’

s tra

de,

Indu

stria

l pol

icy

and

econ

omic

dev

elop

men

t ob

ject

ives

Mai

ntai

n AF

RAC

’s

inte

rnat

iona

l re

cogn

ition

The

num

ber

of A

FRAC

ev

alua

tions

co

nduc

ted

succ

essf

ully

AFR

AC

obta

ins

ILAC

/IA

F si

gnat

ory

stat

us.

3 Ev

alua

tions

co

mpl

eted

su

cces

sful

ly

3 Pe

er

eval

uatio

ns

succ

essf

ully

co

nduc

ted

3 Pe

er

eval

uatio

ns

succ

essf

ully

co

nduc

ted

(act

ual)

Not

App

licab

leN

ot

Appl

icab

leN

ot A

pplic

able

Rep

rese

nt

AFR

AC a

t re

gion

al a

nd

inte

rnat

iona

l for

a

The

num

ber o

f re

gion

al a

nd

inte

rnat

iona

l fo

rum

s at

tend

ed

as A

FRAC

re

pres

enta

tive

New

mea

sure

AFR

AC

repr

esen

ted

at

5 re

gion

al a

nd

inte

rnat

iona

l fo

ra

AFR

AC

repr

esen

ted

at

5 re

gion

al a

nd

inte

rnat

iona

l fo

ra

AFR

AC

repr

esen

ted

at

2 re

gion

al a

nd

inte

rnat

iona

l fo

ra

Not

App

licab

leAF

RAC

re

pres

ente

d at

3 re

gion

al

and

inte

rnat

iona

l fo

ra

Not

App

licab

le

Prep

are

for

SAD

CA’

s in

tern

atio

nal

reco

gniti

on

SAD

CA

sign

ator

y st

atus

to th

e IL

AC

MR

A / I

AF M

LA

Mea

sure

d nu

mbe

r of

SAD

CA

mee

tings

Alig

n re

leva

nt

SAD

CA

docu

men

ts

to IL

AC/IA

F re

quire

men

ts

A co

mpl

ete

revi

ew o

f 90%

of

SAD

CA

docu

men

ts

sche

dule

d fo

r re

view

(act

ual)

A co

mpl

ete

revi

ew o

f 90%

of

SAD

CA

docu

men

ts

sche

dule

d fo

r re

view

(act

ual)

A co

mpl

ete

revi

ew o

f 90%

of

SAD

CA

docu

men

ts

sche

dule

d fo

r rev

iew

(a

ctua

l)

A co

mpl

ete

revi

ew o

f 90%

of

SAD

CA

docu

men

ts

sche

dule

d fo

r re

view

(act

ual)

TAB

LE 7

.3 F

INA

NC

IAL

PLA

N

STR

ATEG

Y A

ND

DEV

ELO

PMEN

T

ECO

NO

MIC

CLA

SSIF

ICAT

ION

EXPE

ND

ITU

RE

OU

TCO

ME

AD

JUST

ED

APP

RO

PRIA

TIO

N

MED

IUM

-TER

M E

XPEN

DIT

UR

E ES

TIM

ATE

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

R’00

0R’

000

R’00

0R

’000

R’0

00R

’000

R’0

00C

urre

nt p

aym

ent

Com

pens

atio

n of

em

ploy

ees

--

--

--

-

Goo

ds a

nd s

ervi

ces,

etc

.2,

875

3,09

14,

113

4,93

64,

917

4,45

14,

696

Paym

ents

of c

apita

l ass

ets

Build

ing

and

othe

r fixe

d st

ruct

ure

Mac

hine

ry a

nd E

quip

men

t

--

--

--

-


9. PROGRAMME 4: ACCREDITATION PROVISION

9.1 PURPOSE

The purpose of this programme is to provide, manage and maintain accreditation services for new and existing clients in both the voluntary and regulatory domain.


This programme is responsible for managing the accreditation of new and existing clients in terms of legislation and international good practice, and for ensuring that accredited conformity assessment services are available to South African Industry and Regulators, including the IPAP priority sectors. The programme covers general testing laboratories, medical laboratories, blood transfusion facilities, veterinary laboratories, Good Clinical Practice (GCP)- and GLP-compliant facilities, pharmaceutical laboratories, forensic laboratories, certification bodies, mechanical and physical testing, calibration, verification as well as Broad-Based Black Economic Empowerment Rating Agencies

As the sole national accreditation body for South Africa responsible for carrying out accreditation in respect of conformity assessment, SANAS provides accreditation services for the accreditation fields listed in Table 8.1 below.

TABLE 8.1: ACCREDITATION FIELDS AND APPLICABLE STANDARDS USED

ACCREDITATION FIELDS ACCREDITATION STANDARD USEDLaboratories (calibration and testing) ISO/IEC 17025Medical laboratories ISO/IEC 15189 (the international standard specifically

for medical laboratories)Verification laboratories SANS 10378 (the national standard)Proficiency testing schemes ISO/IEC 17043Certified reference material ISO 17034CertificationQuality Management System (QMS)Environmental Management System (EMS)

ISO/IEC 17021ISO/IEC 17021

Product certification systemsNote: These include sector-specific industry schemes whose requirements are maintained by the industries themselves. Global gap, British Retail Consortium (BRC), and the Global Food Safety Initiative (GFSI) are all examples of these.

ISO/IEC 17065

Personnel certification systems ISO/IEC 17024Inspection bodies ISO/IEC 17020 and relevant national standardsGood Clinical Practice Veterinary (GCPV) ISO/IEC 17025 (compliance monitoring of veterinary

laboratories that conduct animal clinical trials)Good Laboratory Practice (GLP) According to the OECD’s Principles of GLP for

facilities that conduct non-clinical environmental health and safety studies


TAB

LE 8

.2 P

ERFO

RM

AN

CE

IND

ICAT

OR

AN

D P

ERFO

RM

AN

CE

TAR

GET

S PE

R P

RO

GR

AM

ME

GO

AL/

OU

TCO

ME

OU

TPU

TPE

RFO

RM

AN

CE

IND

ICAT

OR

/M

EASU

RE

AUDI

TED

ACTU

AL

PERF

ORM

ANCE

ESTI

MAT

ED

PER

FOR

MA

NC

EM

EDIU

M-T

ERM

TA

RG

ETS

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Prov

ide

accr

edita

tion

supp

ort f

or in

dust

rial

deve

lopm

ent a

ndth

e pr

otec

tion

of th

e he

alth

and

saf

ety

ofth

e pu

blic

and

the

Sout

h Af

rican

envi

ronm

ent

Expa

nd th

e nu

mbe

r of

Acc

redi

ted

orga

nisa

tions

in th

e fie

lds

of te

stin

g,

insp

ectio

n, c

alib

ratio

n,ce

rtific

atio

n, a

nd o

ther

co

nfor

mity

ass

essm

ent

serv

ices

The

tota

l num

ber o

f ac

cred

ited

orga

nisa

tions

1 49

215

2916

2316

7417

2517

7618

27

Impr

ove

SAN

AS’

oper

atio

nal

effic

ienc

y to

del

iver

serv

ices

with

a s

pirit

of e

xcel

lenc

e

Accr

edita

tion

certi

ficat

esTh

e tim

e fra

me

for

issu

ing

certi

ficat

esaf

ter c

ompl

etio

n of

ap

prov

als

proc

ess

Not

ap

plic

able

19 Day

s18

Day

s Ac

tual

16

Day

sAc

tual

16 D

ays

Actu

al15

Day

sAc

tual

15 D

ays

Actu

al

Div

ersi

fied

asse

ssor

pool

by

incr

easi

ngth

e re

gist

ratio

nof

pre

viou

sly

disa

dvan

tage

das

sess

ors

The

tota

l num

ber o

f pr

evio

usly

disa

dvan

tage

das

sess

ors

regi

ster

ed w

ithSA

NAS

in th

e po

ol o

f 50

0 as

sess

ors

240

261

286

Actu

al29

6Ac

tual

306

Actu

al31

6Ac

tual

326

Actu

al

TAB

LE 8

.3: Q

UA

RTE

RLY

MIL

ESTO

NES

GO

AL/

OU

TCO

ME

OU

TPU

TPE

RFO

RM

AN

CE

IND

ICAT

OR

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EASU

RE

2018

/19

BA

SELI

NE

TAR

GET

2019

/20

AN

NU

AL

TAR

GET

MED

IUM

-TER

M T

AR

GET

S

QU

AR

TER

1Q

UA

RTE

R 2

QU

AR

TER

3Q

UA

RTE

R 4

Prov

ide

accr

edita

tion

supp

ort f

or in

dust

rial

deve

lopm

ent a

nd th

epr

otec

tion

of th

e he

alth

an

d sa

fety

of t

he

publ

ic a

nd th

e So

uth

Afric

an

envi

ronm

ent

Expa

nd th

enu

mbe

r of

accr

edite

dor

gani

satio

ns in

the

field

s of

test

ing,

insp

ectio

n,ca

libra

tion,

certi

ficat

ion,

and

othe

r con

form

ityas

sess

men

t ser

vice

s

The

tota

l num

ber

of a

ccre

dite

d or

gani

satio

ns

1674

1725

1687

cum

ulat

ive

1700

cum

ulat

ive

1713

cum

ulat

ive

1725

cum

ulat

ive


GO

AL/

OU

TCO

ME

OU

TPU

TPE

RFO

RM

AN

CE

IND

ICAT

OR

/M

EASU

RE

2018

/19

BA

SELI

NE

TAR

GET

2019

/20

AN

NU

AL

TAR

GET

MED

IUM

-TER

M T

AR

GET

SQ

UA

RTE

R 1

QU

AR

TER

2Q

UA

RTE

R 3

QU

AR

TER

4

Impr

ove

SAN

AS’

oper

atio

nal e

ffici

ency

to

del

iver

ser

vice

s w

ith

a sp

irit o

f exc

elle

nce

Accr

edita

tion

certi

ficat

es is

sued

on ti

me

The

time

fram

e fo

r is

suin

g ce

rtific

ates

af

ter c

ompl

etio

nof

the

appr

oval

s pr

oces

s

16 D

ays

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ays

(Ave

rage

)15

Day

sAc

tual

15 D

ays

Actu

al

15 D

ays

Actu

al

15 D

ays

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al

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ersi

fied

asse

ssor

pool

by

incr

easi

ngth

e re

gist

ratio

n of

prev

ious

ly

disa

dvan

tage

d as

sess

ors

The

tota

l num

ber o

f pr

evio

usly

disa

dvan

tage

d as

sess

ors

regi

ster

ed w

ith S

ANAS

in

the

proj

ecte

d po

ol

of 5

00

286

29

6C

umul

ativ

e28

9C

umul

ativ

e29

1C

umul

ativ

e29

4C

umul

ativ

e29

6C

umul

ativ

e

TAB

LE 8

.4 F

INA

NC

IAL

PLA

N

AC

CR

EDIT

ATIO

N P

RO

VISI

ON

ECO

NO

MIC

CLA

SSIF

ICAT

ION

EXPE

ND

ITU

RE

OU

TCO

ME

AD

JUST

ED

APP

RO

PRIA

TIO

N

MED

IUM

-TER

M E

XPEN

DIT

UR

E ES

TIM

ATE

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

R’00

0R’

000

R’00

0R

’000

R’0

00R

’000

R’0

00C

urre

nt p

aym

ent

Com

pens

atio

n of

em

ploy

ees

21,1

3023

,651

24,1

4324

,596

28,2

6230

,099

32,0

56

Goo

ds a

nd s

ervi

ces,

etc

.21

,914

22,0

2128

,244

26,1

8828

,518

29,4

1731

,001

Paym

ents

of c

apita

l ass

ets

Build

ing

and

othe

r fixe

d st

ruct

ure

Mac

hine

ry a

nd E

quip

men

t

--

--

--

-

Oth

er c

lass

ifica

tions

--

--

--

-


10. PART C: LINKS TO OTHER PLANS

10.1 ASSET MANAGEMENT PLAN

The current asset portfolio of SANAS consists mostly of Information Technology (IT) equipment and furniture. Assets are held for an estimated useful life but are reviewed annually to ensure no impairment of assets. IT equipment is replaced at the end of its useful life as technology is improved.

SANAS applied for permission to acquire immovable property as required by the PFMA. Approval from the Minister of Trade and Industry and concurrence from National Treasury, as required by the PFMA, was obtained from the Minister of Finance in November 2014. Following the finalisation of the procurement process, SANAS negotiated the terms of the sale agreement with the preferred bidder and signed the agreement on 29 March 2017. The building was successfully completed with SANAS taking occupation on 21 May 2018. The transfer of the building was finalised on 31 July 2018 and payment was made using ring-fenced funds.

10.2 INFORMATION TECHNOLOGY PLAN

The ICT sub-programme is responsible for enabling SANAS’ operations by aligning the ICT goals with the organisation’s strategic objectives through the identification of appropriate technologies as well as by designing, developing, implementing, and maintaining the ICT infrastructure. The tasks of this sub-programme include the provision of reliable ICT infrastructure through ongoing refinement of support services and delivering business value in compliance with legislation and best practices.

During the three-year period, the ICT programme will continue to focus on the implementation of Phase 3 of the Shanduka Project, which will integrate the document management process into Shanduka, and deliver a paperless office for SANAS.

Information security management continues to be a business and compliance imperative for SANAS. The organisation plans to adopt the international standard ISO 27001, which will provide a framework for policies and processes to systematically manage physical, technical and procedural security controls.


10.3 RISK MANAGEMENT AND FRAUD PREVENTION

10.3.1 RISK MANAGEMENT PROCESS

SANAS has a multi-layered risk management framework that is aimed at effectively mitigating various risks to which SANAS is exposed in the course of its operations, as well as in its strategic actions.

TABLE 9.1: RISK STRATEGY (RISK REGISTER)

No Risk Causal/Contributing Factor Residual risk Annual Action Plans Action

owner1 Inadequate

Growth to remain sustainable

− Unbalanced mandate (local vs Africa initiatives, core funded mandate vs future unfunded mandate) Lack of funding for some mandated initiatives (e.g. new programmes);

− Decreasing funding from the dti - reliance on the dti for funding; - Non-retention of surplus funds generated;

− Ability to charge for services (ROI)

− Length of time to bring new programmes to market;

− Limited propensity to increase fees on Accreditation;

− Costs increasing greater than CPI; and

− Competition risk from foreign ABs / Training entities.

Medium 1. Engage the dti for additional support for additional initiatives (outside of funded activities);

2. Review PFMA classification;3. Support programmes to

respond swiftly to demands for new accreditation and scope extensions;

4. Explore additional revenue generation activities (incl. Halaal regulation);

5. Engage national and international stakeholders to maintain recognition of SANAS as the sole accreditation go-to entity;

6. Identify and implement further cost-cutting measures.

7. Review programme recovery incl. KT re funding model; and

8. Engage other departments to share costs for new programmes that are required.

CEO Executive:

Accreditation

2 Loss of current customer base or decrease in customer base

− Bodies withdrawing from accreditation;

− Quality and value of the product;

− Weak Brand nationally;− Non-responsiveness to

customer needs; and− Downturn in the economic

environment resulting in hampering growth in the business environment.

Medium 1. Full implementation of Shanduka;

2. Brand strengthening (awareness and recognition);

3. Address client concerns re surveys;

4. Website re-development;5. Review costing model to

ensure smaller entities are supported; and

6. Define customer value proposition.

Executive: Accreditation/

Executive: Corporate Services



owner3 Shortage

and Loss of critical and core skills

− Competition for resources;− Inadequate technical

resources and skills;− Specialised Skills and

experience required for future strategy; and

− Loss of key skills due to end of contracts (Board/CEO).

High 1. Executive and Management Coaching and Development;

2. Implementation of the succession planning framework;

3. Refine and adopt NEW 500 Assessor Project;

4. 500 Assessor Recruitment drive;

5. Retention scheme to be developed and implemented;

6. Employee value proposition to be refined;

7. Employee e-learning module to be developed and implemented;

8. Culture survey (dipstick) to be done;

9. Close gaps in policy/procedure;

10. Complete SoPs to ensure the preservation of knowledge;

11. Upskilling assessors (internal and external) across programmes;

12. Upskilling peer evaluators; and

13. Board handover and induction.

Executive: Corporate Services/ Executive:

Accreditation

4 Business Continuity due to Force Majeure

− Force Majeure; and− Move away from the dti

campus - support reduced.

Low 1. Review BCP/DRP; and2. Perform cost vs benefit

analysis on DRP/BCP solution and implemented.


5 Slow adoption of technology

− Resistance to change;− Poor buy-in process during

project initiation and implementation;

− Technology not meeting user requirements; and

− Misalignment of system phases developed.

Medium 1. Enforcement of New System uptake communication to Users; and

2. Shanduka enhancements in progress.




owner6 Loss of

Credibility within the industry

− Misuse of accreditation/SANAS logo;

− Undermining SANAS mandate;

− Misrepresentation to/by stakeholders;

− Not recognised as a centre of excellence;

− Loss of international recognition; and

− Not sufficient expertise within certain areas.

Medium 1. Maintain Technical Integrity by monitoring STC activities;

2. Highlight penalties/fines on the website for unauthorised/fraudulent use of the logo; and

3. Enhance understanding of SANAS and Act with SAPS and other stakeholders.

Executive: Accreditation/


7 Governance Risk

− Conflicts of interest; and− Fraud Risk.

Medium 1. Introduce independent tip-offs line;

2. Review/update anti-fraud document;

3. Introduce electronic signature/authentication of certificates to reduce the risk of fraudulent certificates;

4. Introduction of an integrated report;

5. Complete King 4 gap analysis and implement an action plan; and

6. Introduction of internal ethics officer.

Chief Financial Officer/


8 Non-compliance with laws and regulations

− Non-compliance with ISO standards/PFMA/TR

Low 1. Continuous monitoring including internal audit.

Legal Secretariat

10.4 FRAUD PREVENTION PLAN

SANAS’ fraud prevention strategy is focused on the following areas:

• Formalisation and implementation of a zero-tolerance culture regarding fraud and corruption within SANAS;

• A high level of fraud awareness; and• Management and control of an environment that proves difficult to misappropriate assets.

There are essentially four pillars to a fraud prevention strategy that have been used as the basis forSANAS’ Fraud Prevention Plan (FPP). They are as follows:

• Creating an anti-fraud environment;• Understanding and managing the risks;• Being proactive in defence; and• Reacting swiftly to suspected or known crimes.


TABLE 9.2: FRAUD PREVENTION PLAN

FPP Component and area Ref No. Action requiredCreating awareness 1Education 1.1 Hold educational workshops for updates on Fraud Prevention

StrategyCommunication 1.2 Awareness campaignOrganisation’s policies and procedures, rules and prescripts

2

PFMA and Treasury Regulations

2.1 Ensure that operating procedures support the PFMA and Treasury Regulations

2.2 Monitor that awareness and education of the PFMA and Treasury Regulations are taking place

Accountability in terms of adherence to policies andprocedures

2.3 Enforce policies and procedures by:2.3.1 • Making management responsible for the continuous

communication and training of employees in relation to policies and procedures

2.3.2 • Making management accountable for disciplining non-conformance

2.3.3 • Holding employees accountable for their actions and transgressions

2.3.4 • Ensuring consistent and appropriate disciplinary actionsDisciplinary code and procedures

33.1 Communicate disciplinary code and procedures to all employees

and managers3.2 Provide training and support to line management in terms of the

application of the disciplinary code and procedures3.3 Empower line management to apply the disciplinary code and

procedures through effective delegation3.4 Monitor actions taken by managers to ensure proper supervision

and compliance by managersInternal controls to prevent and detect fraud andcorruption

44.1 Hold management accountable for enforcing internal controls and

discipline non-adherence and non-conformance4.2 Hold employees accountable for their actions and transgressions4.3 Monitor the implementation and improvement of internal controls

in the areas identified to ensure that a noticeable improvement is achieved

Effective internal audit function

55.1 To provide an adequate, value-adding support service, Internal

Audit will:5.1.1 • Work according to an audit strategy that includes a coverage

plan


FPP component and area Ref No. Action requiredEffective internal audit function cont.

5.1.2 • Focus on the programme operations in terms of their involvement in submissions and the valuation, design, implementation and maintenance of controls during programme implementation

5.2 Hold management accountable for taking corrective actions regarding audit reports submitted to them

5.3 Monitor the level of support received from Internal Audit to ensure satisfactory standards and intensity

Investigations 66.1 Monitor the level and quality of service and support received

Ongoing risk assessment 77.1 Review the latest risk assessment to ensure that action is taken to

manage and mitigate fraud and corruption risks disclosed therein7.2 Ensure that regular risk assessments are conducted and risk

profiles updated7.3 Conduct an annual organisation-wide risk assessment

Anti-Fraud and Corruption Hotline

88.1 Awareness of hotline facility8.2 Monitor the effectiveness of the hotline in terms of reports received

and level of awarenessPhysical and information security

99.1 Ensure that responsible persons are appointed to improve security

measures9.2 Review the information security policy and procedures that deal with

control over physical documents containing confidential information9.3 Monitor the implementation of the actions detailed above to ensure

that it has a positive impact on the security measures at various institutions

Ongoing maintenance and review

1010.1 Ensure the ongoing maintenance and review of

10.1.1 • Code of Ethics and Business Conduct10.1.2 • Anti-Fraud and Corruption Policy

10.5 MATERIALITY AND SIGNIFICANCE FRAMEWORK

Realising SANAS’ vision depends on the nature of every transaction conducted by every employee, SANAS’ ethical conduct is built on moral values such as trust, integrity, confidentiality, and discretion. This conduct underpins its commitment to adhere to the highest possible acceptable norms and standards of society in all its dealings with its clients and stakeholders, as well as the relationships within SANAS. SANAS’ staff members will refrain from any conduct that may be prejudicial to the image and name of the organisation and will ensure that all activities are performed in a spirit of exceeding expectations, and according to the legal framework of South Africa.

10.5.1 MATERIALITY LEVEL

SANAS is not an asset-intensive entity, and the revenue component is selected as a basis for the materiality calculation, as the level of activity is dependent on the total revenue received. Therefore, the level of a material loss is assessed at 0.5% of budgeted total revenue (including accreditation income, the dti grant, training income, interest, and any other income).

Misstatements that are individually large or in aggregate may affect a reasonable user’s assessment, which results in materiality based on qualitative grounds. With respect to materiality, SANAS has considered the qualitative factors that follow.


10.5.2 MATERIALITY FACTORS AND MEASURES

FACTORS MEASURES• Unusual transactions entered into that

are not of a repetitive nature and are disclosable due to the nature and the knowledge thereof affecting the decision-making of users of the financial statements;

• The fraudulent or dishonest behaviour of all officers or staff of the organisation;

• Going concern and liquidity, including loss of significant customers;

• Constraints on the availability of government funding;

• Changes in the industries in which the entity operates;

• Changes in key personnel, including the departure of key staff members; and

• Changes in the IT environment.

• Any activity that has not occurred previously and that has not been budgeted for in rand value will warrant disclosure;

• Loss of monetary reserves;• A significant increase in creditors or Liabilities;• Large-scale withdrawal of accreditation,e.g. medical,

blood and testing programme customers;• Non-payment of any transfer payment from

Government;• Loss of approved accumulated reserves• Further reduction of SANAS baseline

• Any matter that changes the measures of Accreditation;• Loss of key staff, i.e. CEO, Executives, or other key

managers; and• Failure by the dti to adhere to the SANAS-the dti’s

service level agreement.• Pending litigation and contingent liabilities;• Public accountability to stakeholders,

Parliament, auditors, and the community at large;

• The sensitivity of the organisation’s financial information in making decisions;

• Inadequate policies and procedures set up to mislead users in making decisions;

• Material infringement of legislation; • The imposition of regularity restrictions that

can impair operating capabilities;• Any transaction, activity or conduct entered

into that could result in reputation risk; and• Application of new changes in accounting

policy.

• Loss of dti’s infrastructure; • Instability of own IT infrastructure• DRP/BCP

• Any legal action raised against SANAS;• Any matter that is raised as fruitless and wasteful

expenditure;• Any decision that impacts negatively on operations or

staff;• Any unusual behaviour or transactions;• Any employee misconduct for which disciplinary action

is taken;• Misconduct by accredited facilities• False claim to accreditation

• Unannounced regulations that affect the accreditation process; and

• Any negative media attention.

10.5.3 SIGNIFICANCE LEVEL

The organisation will submit relevant particulars of the transaction to the Board for approval. The following transactions will be regarded as significant and will require full disclosure:

• Acquisition or disposal of a significant asset; and• Commencement or cessation of a significant accreditation activity.


10.6 OUR PLEDGE

In terms of its service delivery charter, SANAS makes the following pledges:

10.6.1 TO CLIENTS, STAKEHOLDERS AND THE SOUTH AFRICAN PUBLIC

• We will reply to external e-mails within a period not exceeding two working days;• We will treat our customers with courtesy and respect at all times;• We will engage our stakeholders regarding the quality of our service;• We will treat our stakeholders in a fair and equitable manner;• We will acknowledge receipt of complaints and queries and address them within committed timelines;• We will not compromise our independence, impartiality or confidentiality;• We will make available current information about our services;• We will provide an impartial, fair and equitable service;• We will ensure that payment to our creditors is made within 30 days;• We will ensure value for money through the effective, efficient and economical utilisation of

resources; and• We will invest in our community and the environment.

10.6.2 TO ONE ANOTHER IN SANAS

• We will reply to internal e-mails within a period not exceeding two working days or in the timeline requested;

• We will treat one another with courtesy and respect at all times;• We will invest in our people;• We will take responsibility for our work;• We will take ownership of all that we do;• We will account for one another;• We will work as a team; and• We will keep our work area clean and neat.


11. ANNEXURE A: INDICATOR PROFILE11.1 PROGRAMME 1: ADMINISTRATION

Indicator title Eligible creditors’ payments processed within the legal time frame.Short definition Payment of creditors within 18 days from receipt of invoices.Purpose/importance Track SANAS’ support, especially regarding the financial sustainability of small,

medium and micro enterprises (SMMEs).Source/collection of data Physical records of creditor payments and information from Pastel.Method of calculation The calculation is based on the total number of eligible payments made during

the period. This number multiplied by the target will determine the total number of payments that is accepted to be paid late. The number of actual payments made late is compared to this threshold to determine if the target is met.

Data limitations The indicator and targets are dependent on the date of receipt of correct creditorinvoices, implying that if any corrections or clarifications are required, the timeline will restart from the date of receipt of the corrected invoice.

Type of indicator OutputCalculation type CumulativeNew indicator YesReporting cycle QuarterlyDesired performance Target metIndicator responsibility Chief Financial Officer

11.2 PROGRAMME 2: CORPORATE SERVICES

Indicator title Percentage of the vacancy rate.Short definition Reduce the SANAS vacancy rate. Purpose/importance Track progress in filling vacant positions. A decrease in the percentage could be the

result of the abolishment of vacancies or the actual filling of the position with external candidates. An increase in the percentage could be the result of staff turnover, retirement or an increase in additional approved positions.

Source/collection of data HR’s tracking schedule against Board-approved positions.Method of calculation The percentage of budgeted vacant positions as a percentage of the total number of

positions to be filled by the end of the financial year.Data limitations NoneType of indicator OutputCalculation type CumulativeNew indicator NoIndicator title Percentage of vacancy rateReporting cycle QuarterlyDesired performance Target metIndicator responsibility Executive: Corporate Services

Indicator title Automation of SANAS accreditation processes.Short definition Accreditation process automation.Purpose/importance The automation of labour-intensive accreditation administration processes should

result in improved service delivery and staff satisfaction.Source/collection of data SANAS’ Shanduka Project Plan update as monitored by the ICT Steering Committee.Method of calculation The number of processes automated against the approved project plan.Data limitations NoneType of indicator OutcomeCalculation type Non-cumulativeNew indicator OngoingReporting cycle QuarterlyDesired performance Target metIndicator responsibility ICT Manager


Indicator title Awareness of SANAS and accreditation.Short definition Accreditation awareness.Purpose/importance Awareness and education of the role of SANAS and the benefits of accreditation

amongst the public and regulators’ needs to be raised to deliver fully on SANAS’mandate.

Source/collection of data Marketing and Communication annual plan,Method of calculation The Number of communication and marketing activities and events held and

participated in.Data limitations NoneType of indicator ActivityCalculation type CumulativeNew indicator OngoingReporting cycle QuarterlyDesired performance Target metIndicator responsibility Marketing Manager

Indicator title Represent SANAS at regional and international fora.Short definition The indicator measures SANAS’ attempt to influence the international accreditation

requirements of ILAC and IAF so as to support acceptance of South African exports.Purpose/importance To influence the international accreditation requirements of ILAC, IAF and AFRAC in

order to support acceptance of South African goods and services.Source/collection of data ILAC, IAF and AFRAC Meeting attendance registers.Method of calculation Represent SANAS at regional and international fora attended.Data limitations Access to attendance registers.Type of indicator OutputCalculation type ActualNew indicator YesReporting cycle QuarterlyDesired Performance SANAS representation at all planned regional and international fora.Indicator responsibility Quality Manager

11.3 PROGRAMME 3: STRATEGY AND DEVELOPMENT

Indicator title Accreditation support for the IPAP.Short definition The initiation, development and roll-out of new accreditation programmes.Purpose/importance Supporting the realisation of the IPAP requires SANAS to develop the supporting

conformity assessment infrastructure.Source/collection of data SANAS quarterly report.Method of calculation The number of new accreditation programmes initiated, developed and rolled out as

per the business plan.Data limitations NoneType of indicator OutcomeCalculation type Non-cumulativeNew indicator ContinuesReporting cycle QuarterlyDesired performance Target met. A lower performance will impact negatively on the government’s ability to

achieve its development initiatives.Indicator responsibility Executive: Strategy and Development


Indicator title Accreditation support for assigned areas.Short definition The initiation, development and roll out of new accreditation programmes.Purpose/importance Supporting the realisation of IPAP requires SANAS to develop the supporting

conformity assessment infrastructure.Source/collection of data SANAS quarterly report.Method of calculation The number of new programmes for assigned areas, initiated and developed for

future roll out in accordance with the business plan.Data limitations NoneType of indicator OutcomeCalculation type Non-cumulativeNew indicator ContinuesReporting cycle QuarterlyDesired performance Target met. A lower performance will impact negatively on the government’s ability to

achieve its development initiatives.Indicator responsibility Executive: Strategy and Development

Indicator title Maintain AFRAC’s international recognition.Short definition AFRAC signatory status to ILAC & IAF.Purpose/importance This performance measure indicates the mutual acceptance of the conformity

assessment data.Source/collection of data Evaluation reports.Method of calculation The number of evaluations performed.Data limitations Delay in the availability of the evaluation report.Type of indicator OutputCalculation type ActualNew indicator YesReporting cycle QuarterlyDesired performance All AFRAC evaluations conducted as planned.Indicator responsibility AFRAC Secretariat (SANAS)

Indicator title Prepare for SADCA’s international recognition.Short definition SADCA recognition.Purpose/importance This performance measure indicates the mutual acceptance of conformity

assessment data.Source/collection of data SADCA Document index and review schedule.Method of calculation Percentage of SADCA documents reviewed against the plan (actual).Data limitations The approval process of revised documents.Type of indicator ActivityCalculation type ActualNew indicator YesReporting cycle QuarterlyDesired performance All SADCA documents reviewed as planned.Indicator responsibility SADCA Secretariat (SANAS)

Indicator title Represent AFRAC at regional and international fora.Short definition AFRAC representation at regional and international fora.Purpose/importance This performance measure indicates AFRAC’s commitment to maintaining

international obligations.Source/collection of data Regional and international Meeting schedules.Method of calculation The number of regional and international fora attended.Data limitations Meeting not going ahead as planned/AFRAC representatives unable to attend

planned meetings.Type of indicator ActivityCalculation type ActualNew indicator YesReporting cycle QuarterlyDesired performance All regional and international fora attended as planned.Indicator responsibility AFRAC Secretariat (SANAS)


11.4 PROGRAMME 4: ACCREDITATION PROVISION

Indicator title The number of accredited organisations.Short definition Organisations accredited by SANAS.Purpose/importance Expand the number of accredited organisations in the fields of testing,

inspection,certification bodies, and other conformity assessment services.Source/collection of data SANAS quarterly report.Method of calculation The number of accredited organisations.Data limitations NoneType of indicator ActivityCalculation type CumulativeNew indicator ContinuesReporting cycle QuarterlyDesired performance A lower performance will impact negatively on the government’s ability to achieve its

development initiatives.Indicator responsibility Executive: Accreditation

Indicator title The time frame for issuing accreditation certificates.Short definition Accreditation certificates.Purpose/importance Tracking the time taken to issue accreditation certificates after the decision to award

accreditation has been implemented so as to provide improved service delivery.Source/collection of data SANAS’ quarterly report.Method of calculation The number and date of the decision taken compared to the average time taken to

send or present the final certificate.Data limitations NoneType of indicator ActivityCalculation type Non-cumulativeNew indicator NewReporting cycle QuarterlyDesired performance Target met. The indicator monitors SANAS’ effectiveness in the delivery of its final

product. Slow delivery may impact negatively on an accredited organisation’s ability to trade or provide a service.

Indicator responsibility Executive: Accreditation


CONTACT INFORMATION

ADDRESS: Libertas Office Park,

Corner Libertas and Highway Street,Equestria,

0184

TELEPHONE:(012) 740 8400

WEBSITE: www.sanas.co.za

RP11/2019ISBN: 978-0-621-47008-6

Title of Publication: South African National Accreditation System (SANAS) Annual Performance Plan: 2019/20-2021/22

Documents

ANNUAL PERFORMANCE PLAN 2019/20-2021/22pmg-assets.s3-website-eu-west-1.amazonaws.com/... · 7.4.6 MARKETING AND COMMUNICATION ----- 27 ... • Was prepared in line with SANAS’ Strategic