2014/15 Annual Report

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Annual Report 2014/15 9 “I would like to take this opportunity to acknowledge and thank the staff of the Commission for their hard work during the year” In conclusion, I would like to take this opportunity to acknowledge and thank the staff of the Commission for their hard work during the year in achieving our strategic goals, and for the continued support of my Executive Committee. I am also grateful to the Minister and staff of the Economic Development Department for their support to help the organisation meet its goals. Mr Tembinkosi Bonakele Back row, from left to right: Samson Mamba, Elizabeth Hlatshwayo, Mboswobeni Nkhumeleni,Khanyisa Qobo, Mava Scott, Nomsa Zilindile, Mduduzi Msibi, Edward Makola, Themba Mathebula, Thandekile Qinga, Itebogeng Palare, Lydia Molefe, Leonard Morapedi, Freda Mathaba, Gavin Williams. Front row, from left to right: Nompumelelo Malenga, Nolubabalo Golimpi, Hardin Ratshisusu, Tembinkosi Bonakele, Wendy Ndlovu, Tracy Gwatkin, Mandisa Mbele.
Competition Commission 10 6. Strategic Overview 6.1. Vision The vision that guided the Competition Commission during the reporting period is that of a South African economy moving “towards a fair and efficient economy for all”. The Commission committed to achieving this vision through: Preventing business practices that are anti-competitive and unfair to consumers; Enhancing consumer choice and lowering prices of goods and services; Promoting improved access to the economy for all and, in particular, for SMMEs as well as historically disadvantaged persons; and Promoting employment growth and the creation of decent work in the economy. 6.2. Values In the Commission’s ongoing management of its operations, it is guided by a set of core values that define the organisational culture. These are to: Act independently, subject only to the constitution and the law; Strive for an efficient, competitive economic environment; Be objective in balancing the interests of workers, owners and consumers; Create effective collaborations in regulation, service delivery and management; Execute duties with a sense of urgency and in a timely manner; Undertake work with rigorous analysis, integrity, teamwork, transparency and professionalism; Act impartially without fear, favour or prejudice; and Act with respect for all. 6.3. The Strategic Goals The Commission’s 2012-2017 Strategic Plan is premised on three strategic goals. Each of them represents the main areas of work on which the Commission has focused during the reporting period. Each is supported by a programme and these are summarised as follows: 6.3.1. Goal One ACHIEVE DEMONSTRABLE COMPETITIVE OUTCOMES IN THE ECONOMY THROUGH PRIORITISATION OF SECTORS AND CASES The Commission’s mandate requires it to account for its contribution to transforming the economy, especially in response to past and present exclusions and entrenched positions. The Commission’s ability to demonstrate the impact it is making is closely associated with “prioritisation”. To prioritise sectors for investigative and advocacy focus, we need to develop criteria aimed at achieving meaningful and maximum impact. This approach recognises that the resources of the organisation should be directed at high-impact industry sectors, markets and cases. To achieve this goal, the Commission must place a greater onus on assessing the competitive outcomes it seeks to achieve during investigations, and the extent of its intended impact. The Commission’s priority sectors for the reporting period are identified as follows: 6.3.1.1. Food and agro-processing The food and agro-processing sector covers economic activity from the production of agricultural products, through the various stages of processing to final consumer products. Due to its long value chains, the sector remains labourintensive and thus has a significant impact on employment in the country. It also produces essential products purchased by all consumers, including the poor. During the period under review, the Commission was active in this sector through a number of enforcement cases, mergers and advocacy interventions. 6.3.1.2. Intermediate industrial products Intermediate industrial products include basic chemicals and basic metal products that form key inputs into diversified manufactured products. The manufacturing sector remains a key driver of South Africa’s trade policy, and is regarded as a vehicle for growth and employment. The prices of some products in this sector
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2014/15 Annual Report

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