Read the full Annual Report in PDF format - CSIR

to accessing each other’s research
facilities, and possibly establishing
joint facilities.
Numerous international research
partnerships provide additional
capacity to support national
priorities and ensure world-class R&D
standards.
The CSIR has developed an Africa
strategy that aims to contribute to
Africa’s development, and which will
be implemented in the coming year.
Implementation will build on current
CSIR activities in Africa such as
infrastructure development; Information
and Communications Technology (ICT)
development; environmental issues;
human capital development; and
support to peace-keeping missions.
The strategy will be implemented in
collaboration with regional institutions
such as the World Association of
Industrial and Technological Research
Organisations (WAITRO) and the
Regional Research Alliance (RRA).
The CSIR will seek to increase its
networks in Africa through mechanisms
similar to the NEPAD Southern African
Network for Biosciences (SANBio)
hosted at the CSIR and the NEPAD
Water Centres of Excellence, in
which the CSIR is a partner. The
CSIR signed a Memorandum of
Understanding with the Uganda
Industrial Research Institute (UIRI)
recently, with an emphasis on assisting
UIRI in business incubation in the agroprocessing
sector, and human capital
development.
Overview of 2010/11
performance
Despite a challenging economic
environment, the CSIR performed very
well in attaining the objectives set in
its annual Strategic and Operational
Plan. Once again, the organisation
has demonstrated a balance between
high standards of science and high
standards of corporate governance.
The CSIR has delivered positive
financial results, with total turnover
continuing to grow and the net
margin exceeding target. There
was a pleasing increase of 28% in
South African private sector income
compared with 2009/10. The CSIR
maintained a customer satisfaction
index better than 80%.
Attraction and retention of suitably
qualified and capable staff members
is becoming an overarching
challenge. The target total size of the
SET base was not quite achieved,
and this had a knock-on effect on
transformation of the SET base.
However, the CSIR approach to
human capital development and
human resources management
ensured that other relevant targets
were met or very nearly met. The
Human Capital Development (HCD)
pipeline has grown significantly in
terms of the number of studentships
supported.
Strategic research alliances also
increased. The value of capital
investment in scientific equipment and
facilities was deliberately curtailed
in response to the economic climate.
Despite this, the CSIR made an
impressive investment of almost R119
million. Research outputs in terms of
publication equivalents increased
considerably yet again.
The target of a level 2 Broad-based
Black Economic Empowerment
(B-BBEE) contributor was not achieved.
However, although the measures are
not directly comparable, the CSIR
B-BBEE score would benchmark
favourably within the top 20 South
African private listed companies.
Employment Equity will receive
focussed attention in 2011/12.
The CSIR energy utilisation was
reduced by over 20% from the
previous year. A renewed focus on
employee safety has improved the
injury index substantially.
The CSIR has maintained its record
with an unqualified audit report.
No material findings on CSIR Key
Performance Indicators were identified
by the auditors.
Setting of Key Performance
Indicators (KPIs) and
performance reporting
The CSIR enters into a Shareholder’s
Compact Agreement annually with
the DST. The compact comprises
a rolling three-year strategic plan
and an operational plan with very
specific KPIs. Strategic planning in
the CSIR is supported by ongoing
benchmarking against similar research
organisations, and trend analysis of
KPIs. Quarterly reports and the annual
Science, Engineering and Technology
Institution (SETI) scorecard report to the
department address performance in
terms of KPIs. The CSIR has a proud
record of attaining KPI targets over the
past few years.
Organisational priorities
The CSIR’s strategy is translated
into organisational priorities as the
111 EXECUTIVE REPORT