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CSIR ANNUAL REPORT 2010/11 Figure 2: Organisational priorities Building and transforming human capital Strengthening the SET base and performing relevant R&D Addressing priority issues that contribute to the national programme of development for the benefit of all South Africans Transferring technology and skilled human capital Maintaining financial sustainability and good governance framework for the annual operational plan. Organisational priorities have remained consistent over the past few years and have allowed for cumulative performance and entrenchment of strategy. The organisational priorities are reflected in Figure 2. Portfolio offices exist to coordinate and support strategic priorities such as those of the R&D, Human Capital Group; the Intellectual Property Management and Technology Transfer Support Unit; the Contract R&D office; and the Strategic Initiatives Implementation Unit. Organisational support units form a CSIR Shared Services grouping and render transactional or specialist strategic support and administrative services to the rest of the organisation. Priority area: Building and transforming human capital Human capital development is essential to achieving the CSIR strategic goals. The CSIR strategic goals require transformation of the profile of CSIR staff in line with the needs of a research organisation. Progress has been made through the establishment of career ladders for researchers and technical staff, and in improving the qualification profile of staff. HCD remains essential to organisational success, and is being achieved in line with the CSIR Human Resources (HR) strategy that was approved in 2008 (see Table 2). To date, significant progress has been made in the following areas: • A revised remuneration strategy, including the bonus and incentive scheme; • Establishing a centralised recruitment office staffed by specialists; • Continued exploration of new recruitment territories such as international sources, cross-over industries and learnerships; • A re-engineered new employee induction process; and • Continued assurance of excellence in HR administration, systems and service. Evidence of the progress made in human capital was provided by the Best Employer status awarded to the CSIR by the CRF Institute in 2010. Table 2 shows performance against the targets set for human capital development and human resource management Key Performance Indicators. Figure 3 illustrates the five year trend in growing the staff complement with doctoral degrees. 112
Table 2: Building and transforming human capital Strategic Focus Area Key Performance Indicator 2010/11 Target 2010/11 Actual Human capital development Number of permanent CSIR staff studying towards Master’s and PhD degrees 220 226 Number of studentships supported 210 246 Number of interns supported 125 124 * Number of bursars appointed 165 160 * Human resource management Total size of SET base 1 575 1 560** (Number, %) (65.5%) (64.5%) % of SET base who are black 54.4 52.6 *** % of SET base who are female 33.3 33.2 * Number of staff with PhD-level qualifications 303 299* * The numbers of interns, bursars and staff with PhD qualifications, and the percentage of the SET base that are female are for all practical purposes on target. ** The total size of the SET base is slightly less than target, reflecting the challenge of sourcing sufficient suitable skills for the CSIR. *** The transformation of the SET base continues to improve, but was slower than expected owing to the shortfall in the total SET base and challenges in the retention and attraction of highly-qualified black SET staff. Figure 3: Five-year trend of CSIR staff with doctoral degrees 400 Staff with doctoral degrees 300 200 100 0 06/07 07/08 08/09 09/10 10/11 Priority area: Strengthening the SET base and performing relevant R&D The CSIR continues to fulfil an increasingly important role in support of sustainable socio-economic development in South Africa in satisfaction of its mandate, by making science and technology of the highest quality available to markets and society. The overall strategic intent of this organisational priority is to continue to strengthen the capability to perform relevant research and innovation, and to achieve socioeconomic impact in support of national priorities. Greater impact can be achieved through better focus of the organisation’s R&D portfolio. To ensure that the R&D portfolio is focused on key areas that align with South Africa’s priorities, the CSIR has identified the Research Impact Areas (RIAs) depicted in Figure 4. The RIAs form the basis for the CSIR’s R&D strategy. 113 EXECUTIVE REPORT
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ANNUAL REPORT 2010/11
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5AUDIT REPORT 106 Report of the Aud
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contribution to the pursuit of scie
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engagement with all its stakeholder
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focuses on establishing new develop
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Nanotechnology, specifi cally nanos
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Infrastructure and associated opera
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uilt environment Getting to grips I
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uilt environment The Port of Doha,
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uilt environment Locally, the South
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The changing security environment p
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defence & security placed close tog
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defence & security recalled per tar
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defence & security communication an
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The demand for energy in South Afri
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energy required by the heliostat to
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For many South Africans, limited ac
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health group has hosted and trained
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health these devices now enables re
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The importance of manufacturing in
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industry advanced manufacturing can
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industry advanced manufacturing CSI
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industry advanced manufacturing tra
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industry advanced manufacturing tec
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industry advanced manufacturing One
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With its 495 000 workers and R162 b
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industry mining elimination of sili
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The natural environment is both an
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natural environment • South Afric
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natural environment is strongly rec
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natural environment Oceanography; B
Page 63 and 64: The CSIR’s work in information an
Page 65 and 66: ict The research has been documente
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Page 91 and 92: J John MJ, Thomas S. 2010. Cellulos
Page 93 and 94: Wright C. 2010. Children’s sight
Page 95 and 96: CORPORATE GOVERNANCE 93
Page 97 and 98: are fairly presented in conformity
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Page 101 and 102: CSIR Board Members (1 April 2010 -
Page 103 and 104: CSIR leadership team The CSIR manag
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Page 107 and 108: Report of the Audit and Risk Commit
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Page 121 and 122: B Five-year review of income and ex
Page 123 and 124: 121 EXECUTIVE REPORT
Page 125 and 126: ANNUAL FINANCIAL STATEMENTS 123
Page 127 and 128: Statements of financial position as
Page 129 and 130: Statements of cash flows for the ye
Page 131 and 132: 1 PRINCIPAL ACCOUNTING POLICIES (co
Page 133 and 134: 1PRINCIPAL ACCOUNTING POLICIES (con
Page 141 and 142: 3OPERATING PROFIT GROUP The net ope
Page 143 and 144: 6PROPERTY, PLANT AND EQUIPMENT 2011
Page 145 and 146: 6PROPERTY, PLANT AND EQUIPMENT (con
Page 147 and 148: 8INTEREST IN JOINT VENTURES AND ASS
Page 149 and 150: 13 DEFERRED TAx ASSET GROUP Balance
Page 151 and 152: 18 RETIREMENT BENEFITS OF EMPLOYEES
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25 RELATED PARTY TRANSACTIONS (cont
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26 SUBSEQUENT EVENTS 26.1 Satellite
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Interests of the CSIR Net indebtnes
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169 2010 FIFA SOCCER WORLD CUP
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ACCESS Applied Centre for Climate a
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Printed on Hi-Q Titan Plus environm
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