Brand-South Africa - Annual report 2015 - 2016

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and south africa Annual Report 2015/2016 Information Technology The global nature and impact of Brand South Africa’s business necessitates impeccable Information Technology (IT) services and governance. For this reason, the IT Division is governed by the strict IT Governance Framework of the Public Service Corporate Governance of Information and Communication Technology Policy Framework. This framework informs Brand South Africa’s Business Continuity Programme and Business Continuity Management Strategy. During the period under review, the IT Division continued to ensure compliance with the above-mentioned framework by proactively managing IT risks, controlling IT assets and applying security and IT policies. Even though information technology reports to Corporate Services, the oversight function falls within the remit of the Audit and Risk Committee. Reporting is done on a quarterly basis. The purpose of quarterly reporting to address the appropriateness and relevance of the IT infrastructure, monitor and further the progress of major IT projects, information security, the design and maintenance of disaster recovery. On an annual basis, the IT systems are subjected to a detailed annual external audit by the Auditor-General of South Africa (AGSA), which are reported on to the Board. The entity has started with the implementing of an integrated enterprise-wide resource planning system (ERP). The rationale for the software integration is to provide a single view of the organisation’s information, thus improving its service offering to employees, stakeholders and the Board by (1) providing an integrated solution which will work with the current applications; (2) reducing the number of stand-alone applications; and (3) providing a single-sign-on functionality. Brand South Africa currently has the following applications installed: (a) VIP Premier; (b) Pastel; (c) Microsoft CRM; (d) Microsoft SharePoint; and (e) SmartHR. The organisation developed, implemented and tested an IT Disaster Recovery Plan which is aimed at reducing the impact of a major disruption on key business functions and processes. The plan is based on risk and an understanding of potential business impacts, and addresses requirements for resilience, alternative processing and recovery capability of all critical IT services. It also covers usage guidelines, roles and responsibilities, procedures, communication processes, and the testing approach. A backup and restore strategy exist to ensure that critical data is backed-up, backups are stored off site, backup registers exist, periodic restores of backups are performed and backup logs are kept. A service provider was appointed to provide the work area recovery and IT disaster recovery sites, which are part of the updated Disaster Recovery Plan that will be updated and implemented. Legal The Legal Division continues to ensure that Brand South Africa’s business activities and practices are reviewed and benchmarked on an ongoing basis to ensure compliance with local and international legal and regulatory requirements. Notable achievements during the past year include: • Registration of the pay-off line, ‘Inspiring New Ways’, in 43 countries (71.6%) to ensure that Brand South Africa owns the trademark in these countries and protects its intellectual property. Efforts to register the payoff line in the remainder of the identified countries is ongoing. Registration of the pay-off line in Brazil, Malaysia, Singapore and Thailand was declined by the relevant authorities in those jurisdictions • Monitoring the compliance checklist to ensure that the entire business complies with all the applicable legal and regulatory requirements. The organisation is currently at 98% compliance with the relevant legal and regulatory prescripts • Successfully resolving all potentially litigious disputes with its service providers out of court, in favour of and at no cost to the organisation. Financial Management For the first time after three years of reporting a deficit, the entity has reported a surplus in its books, which is sufficient to fund the accumulated prior year deficit. This was achieved through a concerted effort from the management team utilising the reprioritisation principles. Three main cost drivers were reduced, namely retainer fees for brand agency; scope reduction and alignment of media partnerships; and smaller scale of research. The reprioritisation outcome did not have an adverse effect on the execution of the annual planned activities; instead, more synergies were sought, both internally and externally, and achieved. The current year’s surplus was not only sufficient to finance the prior year’s accumulated deficit, but was committed for contracts that were concluded in the last quarter, the execution of which is planned for the first two quarters of the next financial period ending March 2017. The details of these activities are disclosed in detail under the ‘Commitments Note’, in the Annual Financial Statements. There were only two major deviations (more than R1 million threshold) reported this year due to cancellation of a retainer contract to ensure continuous services. The planned and approved procurement plan was implemented and executed successfully, with one deferment to the next financial period. To improve and strengthen compliance in the organisation, the Supply Chain Management Unit organised a training session dealing with supply chain management (SCM) committees to all internal key stakeholders. During the year under review, the entity’s risk management processes were robust. 50
strategic risk register core business risk register Inability to respond to an operational disaster Inadequate internal knowledge management Inadequate Brand South Africa funding level to deliver on its mandate 20 18 16 14 12 10 8 6 4 2 0 Incidents and events that impact negatively on perceptions of the Nation Brand Loss of talent and institutional knowledge Insufficient access to information relating to NDP implementation progress Incidents and events that impact negatively on perceptions of the Nation Brand 20 18 16 14 12 10 8 6 4 2 0 Broad-based Brand South Africa mandate Inadequate governance and legislative non-compliance Brand South Africa not being relevant to its key stakeholders Limited buy-in from targeted stakeholders, and a disregard for Brand South Africa insights and information Limited information and insights provided about South Africa as a competitive business destination 51
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K-13197 [www.kashan.co.za]
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Brand-South Africa - Annual report 2015 - 2016

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