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We Save Lives
South African Weather ServicePresentation to the Portfolio
Committee
Presented by Bruce Tashe
5 September 2006
We Save Lives
Gough
SANAE
Marion
SAWS Operational Areas
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“To be a world-class meteorological organization that contributes to the sustainable development of South Africa and beyond our borders.”
SAWS Vision
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Our mission is to collect, process and provide meteorological data, products and services for the use of all South Africans and beyond our borders.
SAWS Mission
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SAWS Mission will be achieved through:
* Excellence in forecasting processes
* Cutting edge technology
* Accessing the international observations networks
* Research and innovation aimed at improving and developing our products and services
* Facilitating co-operation with regard to observation networks
SAWS Mission
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Strategic Objectives
STRATEGIC OBJECTIVES FOR THE FINANCIAL YEARS 2006/9
Strategic Objective 1: (SO1)
Ensure financial viability and sustainability
Strategic Objective 2: (SO2)
Ensure corporate governance and strategic leadership
Strategic Objective 3: (SO3)
Ensure SAWS becomes a learning organization
Strategic Objective 4: SO4)
Create a client-centric organization
Strategic Objective 5: (SO5)
Improve internal business processes
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High Level Structure
RISK MANAGEMENT
OFFICE MANAGEMENT
BOARD
CEO SECRETARIAT & COMPLIANCE
INTERNAL AUDIT
OPERATIONS CFO HCMCOMMERCIAL CORPORATE AFFAIRS
EXECUTIVE PROJECTS MANAGEMENT
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STRATEGIC OBJECTIVE : 1 ENSURE FINANCIAL VIABILITY AND SUSTAINABILITY
KPA KPI
Performance Targets Evidence of performanc
e/IndicatorBaseline
Year 1 2006/07
Year 2 2007/08
Year 3 2008/09
Year 4 2009/10
Manage operational costs
Ensure spending against budget (R3.5 m) R1.5 m variance
R1 m variance
R1 m variance / R1 m variance Variance
Reduction in identified operational costs
R10 m R9 m R 9m R9m R9 m Reduction in operational costs
Increase revenue base
Increased revenue from cost recovery services
R151 m R162 m[1] R177 m R180 m R190 m % revenue growth from baseline
Increased revenue from Commercial Services
R6 m R7 m[2] R12 m R19 m R23 m % revenue growth from baseline
Increase innovation funds and alternate research funds
R500k R500k R600 k R800 k R1.2 m % increase in additional funds
Investigate the possibility of ring-fencing SAWS owned commercial products and services
0 100% completion of business case
Implement Business Case
Implement Business Case
Implement Business Case
Business case for ring fencing implemented
Formalise partnerships with revenue generation potential
0 1 cum 3 cum 5 cum 8 cum Number of agreements/contracts concluded
Infrastructure modernization
Maintain and grow Capex in accordance with the re-capitalisation plan
R11.4 m R26.1 m[3] R109 m R98m R72 m Approved funds against capital investment plan
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Financial Results
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Projected Income & Expenditure
Table .Financial summary for the SAWS
R Thousand 2006/07 2007/08 2008/09
Revenue
Commercial and other Income 60,039 64,550 69,023
Transfers grants received 114,393 120,112 124,916
Total revenue 174,432 184,662 193,939
Expenses
Current expense 174,432 184,662 193,939
Compensation of employ ees 92,483 97,382 103,154
Goods and serv ices 69,444 73,914 76,499
Depreciation 12,505 13,366 14,285
Total expenses 174,432 184,662 193,939
Surplus / (Deficit) (0) (0) (0)
Medium-term estimate
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Cash Flow Summary
Cash flow summary
Surplus / (Deficit) – – –
Depreciation add back 12,505 13,366 14,285
Operating surplus / (deficit) before changes in working 12,505 13,366 14,285
capital
Changes in w orking capital 2,000 2,000 2,000
(Decrease) / increase in accounts pay able – – –
Decrease / (increase) in accounts receiv able 2,000 2,000 2,000
Decrease / (increase) in inv entory – – –
(Decrease) / increase in prov isions – – –
Cash flow from operating activities 14,505 15,366 16,285
Cash flow from investing activities (31,500) (23,500) (16,500)
Acquisition of Assets (31,500) (23,500) (16,500)
Cash flow from financing activities – – –
Net increase / (decrease) in cash and cash equivalents (16,995) (8,134) (215)
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Balance Sheet Data
Balance Sheet Data
Carrying Value of Assets 122,156 132,290 134,505
Cash and Cash Equivalents 15,266 7,132 6,917
Receivables and Prepayments 10,509 8,509 6,509
Inventory 711 711 711
TOTAL ASSETS 148,642 148,642 148,642
Capital & Reserves 96,347 96,347 96,347
Post Retirement Benefits 16,103 16,103 16,103
Trade and Other Payables 20,000 20,000 20,000
Provisions 11,669 11,669 11,669
Managed Funds 4,523 4,523 4,523
TOTAL EQUITY & LIABILITIES 148,642 148,642 148,642
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2006 Financial ResultsRestated
2006 2005 VarianceR R
Revenue 167.2 153.8 8.7%
Administrative Expenses (2.4) (1.8) 33.3%
Employee benefits expense (70.7) (65.4) 8.1%
Armortisation (0.2) (0.2) 0.0%
Depreciation (9.8) (6.4) 53.1%
Other operating expenses (80.8) (58.8) 37.4%
Finance costs (0.2) -100.0%
Operating surplus 3.30 21.00 -84.3%
Revaluations of land 3.3 20.3
Suplus for the year 6.60 41.30 -84.0%
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2006 Financial Results
AWS and Aviation 12.5 %
2006 2005 Variance
Rm Rm %
Government Grant 103.7 96.9 7.0%
Commercial and Other 60.2 53.5 12.5%
Project Income 1.2 -100.0%
Investments 3.3 2.2 50.0%
Total Income 167.2 153.8 8.7%
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2006 Financial Results
Note: 2005 – Reduction in Aviation income due to tariff adjustments retrospectively
Commercial Income (R million)
0
10
20
30
40
50
60
70
80
2002 2003 2004 2005 2006
Aviation Income
Commercial and Other Income
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2006 Financial Results
Operating surplus (deficit)
-10
-5
0
5
10
15
20
25
2002 2003 2004 2005 2006
R million
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2007 Quarter One Results2007 2007 2007
Actual Q 1 Budget Q 1 Variance Q 1R R R
Revenue 44.8 44.0 (0.8)
Administrative Expenses (0.5) (0.9) (0.4)
Employee benefits expense (19.8) (22.8) (3.1)
Depreciation (2.5) (3.1) (0.6)
Other operating expenses (16.8) (17.1) (0.3)
Surplus for the year 5.3 0.0 (5.3)
Note: Employee benefits – vacancy and new posts, budget spread.
R million
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First Quarterly Report
2006
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• Board Meetings• EXCO• Committees:
* Commercial* Finance* HR & Remuneration* Programmes * Risk & Audit
Corporate Governance
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Internal Communication• Breaking down of silos• Promotion of dialogue between management
structures
* Extended executive management committee
* Management Forum
* Forecasting Forum
Internal BusinessProcess Perspective
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External Stake Holders• Collaboration with various national and
international bodies:
* World Meteorological Organization
* International Civil Aviation Organization
* National and Provincial Disaster Management Structures
Internal Business Process Perspective
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Observation Platforms• A Cam Camera was installed over the
Outeniqua Mountains• Automatic Weather Stations• Automatic Rain Gauge Systems• Hogen Hydrogen Generators• Upper air sounding equipment
* Intermet Africa Systems* Tellumat
Internal Business Process Perspective
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Focused Research• Hail detection and analysis• Integrated rainfall information system• Indigenous knowledge• Flash flood warning system• Establishment of a Research fund
Internal Business Process Perspective
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• Improvement of forecasting workstations at all forecasting offices, by upgrading the PCGrids software to the new 32-bit version.
• Purchased an NEC Super computer which facilitates the implementation of the UK Met Unified model
Information Communication Technology
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Issued invitations to bid for :
* Marketing Strategy
* Media strategy
Customer Perspective
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To increase our drive to educate learners, educators and members of the general public about weather, SAWS participated in the following community outreach programmes:
* “Bring a girl child to work campaign”* Science Week exhibitions in Phalaborwa and Secunda* SASOL science festival
Community Outreach
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* The Grahamstown Science festival and career exhibition
* Hosting of over 240 learners by Bethlehem Weather Office during the local Science
Expo
* Scheduled visits on an ongoing basis by university students and schools to the
Cape Town GAW Laboratory.
Community Outreach
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Modernisation Plan
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• A significant number of people in South Africa are living in areas vulnerable to extreme weather events.
• Timely, quality,understandable, value-added and interpreted information is essential for sound decision making.
• Modern infrastructure is required to provide the data on which weather warning service are based.
Introduction
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• The construction of roads, housing, schools, clinics, sports facilities, water supply are all weather sensitive activities.
• Weather conditions can and will influence the building and improvement of the 10 stadiums that will be used during the 2010 FIFA World Cup.
• Of particular importance is that although only 4% of all flights in the world are over Africa, 28% of all accidents occur over this continent.
ASGISA
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• Accurate and reliable weather forecasts and warnings of severe and changing weather conditions for the fixtures at different stadiums will be of prime importance.
2010 FIFA World Cup
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• The SAWS helps to:* Increase food security by providing timely advice to farmers on likely climate and weather conditions.* Protect lives and property by providing real- time information to water resource managers for flood control activities.* Mitigate or minimize threats posed by desertification, ozone layer depletion, acid rain, air pollution and climate change.
Socio Economic Benefits
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SAWS helps to:• According to Newspaper reports more that 500
people died from 2000 to 2005 in South Africa of weather related causes.
• Improve the safety and efficiency of traveling by air land and sea.
• Save lives and property by providing risk management information for disaster management.
• In a flash flood in 1995 near Pietermaritzburg, 173 people were killed.
Saving lives
We Save Lives
Severe weather events that had an significant impact on lives and property in South Africa extracted from Newspaper reports.
0
20
40
60
80
100
120
140
160
1961
1963
1965
1967
1969
1971
1973
1975
1977
1979
1981
1983
1985
1987
1989
1991
1993
1995
1997
1999
2001
2003
2005
Weather Related Natural Disasters
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• Up to 60% of all production losses in the agricultural sector are weather related.
• Agriculture alone consumes 50% of the country`s water resources including for irrigation as production is constrained by uneven spatial and temporal distribution of rainfall.
Job Creation
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• The weather radar network systems will be renewed with more sophisticated systems that are available in the market.
• These systems will provide:
* Improved rainfall estimates
* Detect the transition between rain and snow
Radar network
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* Track storm movements and intensity more accurately
* Allow earlier detection of precursors of severe weather development such as tornado`s, severe thunderstorms, large hail etc.
* Information on microbursts and wind shear
Radar network
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Weather Radar Network
New S band 2nd hand S Band S Band in SADC countries C Band New S Band towards end of period
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Aviation Weather Service
Graphic demonstration of a down burst
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• A lightning detection network, consisting of 19 lightning sensors was deployed.
• There are roughly 2000 thunderstorms in progress around the world at any one time, producing about 30 to 100 cloud-to-ground flashes each second or about five million flashes a day.
Lightning Detection Network (LDN)
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Lightning Detection System
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• According to newspaper reports at least 40 persons died in 2005 due to lightning.
• Lightning related insured-claims damage can be as high as R 500 million per annum.
Benefits of LDN
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• Early warnings of impending disasters and their effective dissemination are key factors to successful disaster prevention, mitigation and preparedness.
• Adequate, integrated weather observation networks are essential for all high quality weather forecasts and warnings.
• Linked to climate change, weather-related disasters in Southern Africa are increasing at an alarming rate due to increases in the vulnerability of all our people.
Conclusion
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Questions and Clarities !!!
Thank You