SOUTH AFRICAN WEATHER SERVICE ANNUAL PERFORMANCE PLAN FINANCIAL

SOUTH AFRICAN WEATHER SERVICE ANNUAL PERFORMANCE PLAN FINANCIAL YEAR 2019/20 “South African Weather-related Solutions for everyone, everyday” 1

VISION, MISSION AND CORE VALUES SAWS Vision “South African Weather-related Solutions for everyone, everyday” • Articulates desired end state in which SAWS is central to situation where citizens, communities and business sectors use information, products and services to support socio-economic development and build resilience. Mission “To provide weather, climate and related environmental solutions in support of improved safety and quality of life of people in South Africa” Realise this through: • Thought leadership in meteorological, climatological and other related sciences; • The development of relevant and innovative applications and products utilising cutting edge technology; and • Establishing and leveraging collaborative partnerships. Core Values Integrity, Collaborative, Solution oriented science, Passion for service excellence 2019 -2020 ANNUAL PERFORMANCE PLAN 2

STRATEGIC OVERVIEW Strategic Overview • The SAWS strategy and update of its APP is aimed at maintaining, improving and extending the quality of meteorological services for the benefit of all South Africans, as prescribed by the SAWS Act (No 8 of 2001 as amended). • SAWS is a science based, services–oriented and technology driven organisation tasked with providing weather and climate services to the 57 million South African citizens. • While investments in the modernization, expansion, re-capitalization and maintenance of the observation network are essential and dependent on resources, the organisation is cognisant of the need to build and nurture expertise both internally and in the national Science, Engineering and Technology (SET) talent pool, not least in Meteorology and Atmospheric Science field. • The SAWS mandate was recently augmented to include the monitoring of ambient air quality. To further create value, a feasibility study was conducted on the establishment of Air Quality Modeling and Forecasting. 2019 -2020 ANNUAL PERFORMANCE PLAN 3

SITUATIONAL ANALYSIS • The organisation is ideally positioned, and mandated to respond and contribute towards solutions related to the top risks related to extreme weather, natural disasters and climate action. • The growing demands for weather, climate and related environmental solutions are creating real opportunities for growth and enhanced relevance for the organisation. • More global and local players, including the private sector are moving into this space and therefore SAWS need to maintain and establish a competitive edge throughout the value chain; from the data obtained from the observational network, to delivery of products and services to society. • SAWS will also have to invest in research and innovation as it moves forward to optimally take advantage of new scientific insight, the rapid advancement of computing technology and the identified trends that affect business. • Some of the weaknesses faced by SAWS are related to maintaining and enhancing the observational networks and the related data communication, processing and archiving systems. • Taking the above into account, SAWS has in this annual performance plan placed emphasis on programmes focusing on service delivery, research and innovation, maintaining and enhancing its data infrastructure and on the supporting administration (incl. corporate and regulatory services). 2019 -2020 ANNUAL PERFORMANCE PLAN 4

SITUATIONAL ANALYSIS Integrated Services Strategy (ISS) The ISS concept was borne from primarily the need to refocus SAWS back to its core mandate i. e. dissemination of climate and weather information that improves societal preparedness for severe weather events that are associated with climate change and variability impact. ISS primary goal is to leverage economies of scale and scarce skills, to address the challenges of capacity and the ever-dwindling grant funding. Secondarily, through successful implementation of the ISS, SAWS will be well positioned to recover most of its cost of delivering on its mandate. Through ISS SAWS developed its operating model. The service or operating model describes the way SAWS will organise itself to deliver the ISS. 2019 -2020 ANNUAL PERFORMANCE PLAN 5

SITUATIONAL ANALYSIS Integrated Services Strategy (ISS) Figure 1: SAWS Integrated Services Model 2019 -2020 ANNUAL PERFORMANCE PLAN 6

2019/20 BUDGET AND MTEF Estimates Projected Income and Expenditure – Summary 2019 -2020 ANNUAL PERFORMANCE PLAN 7

PROGRAMMES AND OBJECTIVES The South African Weather Service takes pride in its sustained ability to provide public and commercial quality, scientifically reliable and timeous, meteorological, climatological and related data, information, products, services and thought leadership. To achieve its mandate SAWS has set out in the 2019/2020 to 2023/2024 SAWS Strategic Plan to: i. (Develop and provide meteorological solutions to all South Africans every day through the provision of timeous and accurate impact based early warnings, alerts and advisories; Provision of climate information and services in support of national mitigation and adaption efforts; as well as Products and services for targeted sector specific segments. ii. Generate new scientific insights in atmospheric and related sciences in collaboration with relevant stakeholders; Expand the existing knowledge base and intelligence related to climate change; the development and implementation of a community weather-smart products and service plan. iii. Provide optimal infrastructure and systems support in the development of advanced technologies for observations, information dissemination and exchange that enables SAWS to achieve its mandate. iv. Provide business management and leadership; Develop programmes which create a supportive environment for high performance, employee wellness, career development, attraction and retention; Development and maintenance of various platforms for engagement with stakeholders (for mutual benefit) to extend the reach and increase awareness of the SAWS brand. 2019 -2020 ANNUAL PERFORMANCE PLAN 8

PROGRAMMES AND OBJECTIVES Programme 1: Weather and Climate Services The purpose of the programme is to Safeguard Life and Property and Provide Meteorological Solutions to all South Africans. The programme is anchored on 1 strategic objective with 4 Key Performance Indicators. The strategic objective encompass: Warnings, alerts and advisories - Provide timeous and accurate impact based early warnings, alerts and advisories to safeguard life and property against the impact of severe weather on land, oceans and in the air. Programme 2: Research and Innovation The programme focusses on the generation of new scientific insights in atmospheric and related sciences, specifically as related to weather, climate and related environmental matters and developing user relevant and innovative products and services to support socio-economic development and build resilience. The programme is anchored on 2 strategic objectives with 2 Key Performance Indicators. The strategic objectives encompass: Research - Generate new scientific insights in atmospheric and related sciences in collaboration with relevant stakeholders. Expand the existing knowledge base and intelligence related to climate change. Solution development - Provision of innovative meteorological and related products and services through the development and implementation of a community weather-smart products and service plan. 2019 -2020 ANNUAL PERFORMANCE PLAN 9

PROGRAMMES AND OBJECTIVES Programme 3: Infrastructure and Information Systems The purpose of programme is to upgrade, expand optimise the SAWS observational infrastructure, as well as the communication, processing and data systems that form the bedrock of the SAWS value chain. These include the all the observation systems over South Africa and the surrounding oceans, the ICT systems required to run numerical models to ensure that South Africans can benefit from weather and climate services and the communication system to ensure that these services reach the population. The programme is anchored on 2 strategic objectives and 7 Key Performance Indicators. The strategic objectives encompass: Upgrade, Expand Optimise Infrastructure - Provide optimal infrastructure and systems support in the development of advanced technologies for observations, information dissemination and exchange that enables SAWS to achieve its mandate. Quality Data - Provide quality data meeting minimum data requirements 2019 -2020 ANNUAL PERFORMANCE PLAN 10

PROGRAMMES AND OBJECTIVES Programme 4: Administration and Corporate Services The purpose is to provide leadership, strategic, centralised administration, executive support, corporate services and, facilitate effective cooperative governance, international relations and environmental education and awareness. The programme is anchored on 4 strategic objectives 8 Key Performance Indicators. The strategic objectives encompass: Sound corporate governance - Provide Business management and leadership. Adequate, Appropriately Skilled, Transformed and Diverse Workforce - Develop programmes which create a supportive environment for high performance, employee wellness, career development, attraction and retention. Stakeholder Engagement Network Development - Engagement of stakeholders for mutual benefit relationships. Corporate Communication/Branding - Development and maintenance of various platforms for engagement with stakeholders to extend the reach and increase awareness of the SAWS brand. 2019 -2020 ANNUAL PERFORMANCE PLAN 11

2019 -2020 ANNUAL PERFORMANCE PLAN PROGRAMME 1: WEATHER AND CLIMATE SERVICES Purpose: Safeguard life and Property and Provide Meteorological Solutions to all South Africans Strategic Objective 1. 1: Warnings, alerts and advisories - Provide timeous and accurate impact based early warnings, alerts and advisories to safeguard life and property against the impact of severe weather on land, oceans and in the air. PERFORMANCE INDICATOR BASELINE 2017/18 ANNUAL TARGET 2019/20 QUARTERLY TARGETS Percentage of national weather (FPZA 41) available New 98% Percentage of Aerodrome warnings accuracy 98, 7% 98% Percentage accuracy of meteorological information for flight planning and enroute operations (TAF) Percentage availability of Marine (SOLAS) 91. 8% 90%[1] 85% 95% Q 1: 98% Q 2: 98% Q 3: 98% Q 4: 98% Q 1: 90% Q 2: 90% Q 3: 90% Q 4: 90% Q 1: 95% Q 2: 95% Q 3: 95% Q 4: 95% [1] ENABLING CONDITIONS/ RESOURCE CONSIDERATIONS Availability of ICT EVIDENCE (MEANS OF VERIFICATION) Quarterly Availability Reports Availability of ICT Quarterly Availability Reports - Quarterly Reports ICAO requirement = 80% 2019 -2020 ANNUAL PERFORMANCE PLAN 12

2019 -2020 ANNUAL PERFORMANCE PLAN PROGRAMME 2: RESEARCH AND INNOVATION Purpose: Develop new and improve existing Meteorological Solutions to inform wise socio-economic choices Strategic Objective 2. 1: Research - Generate new scientific insights in atmospheric and related sciences in collaboration with relevant stakeholders. Expand the existing knowledge base and intelligence related to climate change. PERFORMANCE INDICATOR BASELINE 2017/18 ANNUAL TARGET 2019/20 QUARTERLY TARGETS Number of Research outputs (publications, articles, conference papers, etc) 42 45 Q 1: 5 research outputs Q 2: 20 research outputs Q 3: 15 research outputs Q 4: 5 research outputs ENABLING CONDITIONS/ RESOURCE CONSIDERATIONS Financial resources. Functional infrastructure. Skilled human resources Collaboration. Climate Change Response Initiatives (global, regional, local) 2019 -2020 ANNUAL PERFORMANCE PLAN EVIDENCE (MEANS OF VERIFICATION) Peer- reviewed articles published in national or international Scientific journals, conferences, thesis and dissertations where SAWS scientists are the leading author or coauthor. 13

2019 -2020 ANNUAL PERFORMANCE PLAN PROGRAMME 2: RESEARCH AND INNOVATION (continued) Purpose: Develop new and improve existing Meteorological Solutions to inform wise socio-economic choices Strategic Objective 2. 2: Solution development - Provision of innovative meteorological and related products and services through the development and implementation of a community weather-smart products and service plan PERFORMANCE INDICATOR BASELINE 2017/18 ANNUAL TARGET 2019/20 QUARTERLY TARGETS Number of Solutions developed (including enhancements) - 5 Q 1: Needs analysis completed Q 2: 5 solution prototypes developed as per needs analysis Q 3: 5 prototypes translated into solutions Q 4: 5 solutions signed-off ENABLING CONDITIONS/ RESOURCE CONSIDERATIONS Availability of financial and human resources. Collaborations. Strategic Partnerships 2019 -2020 ANNUAL PERFORMANCE PLAN EVIDENCE (MEANS OF VERIFICATION) Outcome of needs analysis (Q 1). Developed Prototypes signed off (Q 2) Progress report (Q 3) Solution sign-off. 14

2019 -2020 ANNUAL PERFORMANCE PLAN PROGRAMME 3: INFRASTRUCTURE AND INFORMATION SYSTEMS Purpose: Upgrade, Expand Optimise Infrastructure Strategic Objective 3. 1: Ensure optimal infrastructure and systems uptime of observations, information dissemination and exchange that enables SAWS to achieve its mandate. PERFORMANCE INDICATOR BASELINE 2017/18 ANNUAL TARGET 2019/20 QUARTERLY TARGETS Percentage of Surface observation infrastructure availability (AWS, ARS) New 85% Percentage of GAW infrastructure availability - 90% Q 1: 85% surface observation infrastructure available Q 2: 85% surface observation infrastructure available Q 3: 85% surface observation infrastructure available Q 4: 85% surface observation infrastructure available Q 1: 90% GAW infrastructure available Q 2: 90% GAW infrastructure available Q 3: 90% GAW infrastructure available Q 4: 90% GAW infrastructure available 2019 -2020 ANNUAL PERFORMANCE PLAN ENABLING CONDITIONS/ RESOURCE CONSIDERATIONS Financial resources. Skilled human resources. Infra-structure lifecycle plan. Stable electricity supply EVIDENCE (MEANS OF VERIFICATION) Financial resources. Skilled human resources. Infra-structure lifecycle plan. Stable electricity supply Quarterly infrastructure availability reports 15

2019 -2020 ANNUAL PERFORMANCE PLAN PROGRAMME 3: INFRASTRUCTURE AND INFORMATION SYSTEMS (continued) Purpose: Upgrade, Expand Optimise Infrastructure Strategic Objective 3. 1: Ensure optimal infrastructure and systems uptime of observations, information dissemination and exchange that enables SAWS to achieve its mandate. (Continued) PERFORMANCE INDICATOR BASELINE 2017/18 ANNUAL TARGET 2019/20 QUARTERLY TARGETS Percentage of Remote sensing observation infrastructure availability (Radar) 72% 80%[2] Percentage of Remote sensing observation infrastructure availability (LDN) 95% 90% Q 1: 80% remote sensing observation infrastructure available Q 2: 80% remote sensing observation infrastructure available Q 3: 80% remote sensing observation infrastructure available Q 4: 80% remote sensing observation infrastructure available Q 1: 90% remote sensing observation infrastructure available Q 2: 90% remote sensing observation infrastructure available Q 3: 90% remote sensing observation infrastructure available Q 4: 90% remote sensing observation infrastructure available [2] ENABLING CONDITIONS/ RESOURCE CONSIDERATIONS EVIDENCE (MEANS OF VERIFICATION) Financial resources. Skilled human resources. Infra-structure lifecycle plan. Stable electricity supply Radar data availability report Financial resources. Skilled human resources. Infra-structure lifecycle plan. Stable electricity supply Quarterly LDN data availability report Performance of Tiers replaced by statistics of holistic network from 2019/2020 onwards 2019 -2020 ANNUAL PERFORMANCE PLAN 16

2019 -2020 ANNUAL PERFORMANCE PLAN PROGRAMME 3: INFRASTRUCTURE AND INFORMATION SYSTEMS (continued) Purpose: Upgrade, Expand Optimise Infrastructure Strategic Objective 3. 1: Ensure optimal infrastructure and systems uptime of observations, information dissemination and exchange that enables SAWS to achieve its mandate. (Continued) PERFORMANCE INDICATOR BASELINE 2017/18 ANNUAL TARGET 2019/20 QUARTERLY TARGETS Percentage of Upper air observation infrastructure availability - 80% Percentage of ICT system availability - 96% Q 1: 80% upper air observation infrastructure available Q 2: 80% upper air observation infrastructure available Q 3: 80% upper air observation infrastructure available Q 4: 80% upper air observation infrastructure available Q 1: 96% ICT system available Q 2: 96% ICT system available Q 3: 96% ICT system available Q 4: 96% ICT system available 2019 -2020 ANNUAL PERFORMANCE PLAN ENABLING CONDITIONS/ RESOURCE CONSIDERATIONS Financial resources. Skilled human resources. Infra-structure lifecycle plan. Stable electricity supply EVIDENCE (MEANS OF VERIFICATION) Availability of adequate financial resources Skilled human capital Collaboration Strategic partnerships Quarterly Reports Quarterly availability reports 17

2019 -2020 ANNUAL PERFORMANCE PLAN PROGRAMME 3: INFRASTRUCTURE AND INFORMATION SYSTEMS (continued) Purpose: Upgrade, Expand Optimise Infrastructure Strategic Objective 3. 2: Quality Data – Provide quality data meeting minimum data requirements PERFORMANCE INDICATOR BASELINE 2017/18 ANNUAL TARGET 2019/20 QUARTERLY TARGETS Percentage of Priority areas Air quality stations available on SAAQIS New 90% Q 1: 90% priority areas air quality stations available on SAAQIS Q 2: 90% priority areas air quality stations available on SAAQIS Q 3: 90% priority areas air quality stations available on SAAQIS ENABLING CONDITIONS/ RESOURCE CONSIDERATIONS Availability of adequate financial resources. EVIDENCE (MEANS OF VERIFICATION) SAAQIS availability report Skilled human capital. Infrastructure lifecycle plan. Stable electricity supply. Q 4: 90% priority areas air quality stations available on SAAQIS 2019 -2020 ANNUAL PERFORMANCE PLAN 18

2019 -2020 ANNUAL PERFORMANCE PLAN PROGRAMME 4: ADMINISTRATION (INCLUDING CORPORATE AND REGULATORY SERVICES) Purpose: Provide leadership, strategic, centralised administration, executive support, corporate services and, facilitate effective cooperative governance, international relations and environmental education and awareness. Strategic Objective 4. 1: Sound Corporate Governance - Provide Business management and leadership. PERFORMANCE INDICATOR BASELINE 2017/18 ANNUAL TARGET 2019/20 QUARTERLY TARGETS Current ratio for Liquidity - 1. 5 Q 1: 1. 5 liquidity ratio achieved Q 2: 1. 5 liquidity ratio achieved Q 3: 1. 5 liquidity ratio achieved Q 4: 1. 5 liquidity ratio achieved Percentage Expenditure on affirmative procurement New 65% Q 1: 65% local expenditure on affirmative procurement achieved Q 2: 65% local expenditure on affirmative procurement achieved Q 3: 65% local expenditure on affirmative procurement achieved Q 4: 65% local expenditure on affirmative procurement achieved 2019 -2020 ANNUAL PERFORMANCE PLAN ENABLING CONDITIONS/ RESOURCE CONSIDERATIONS N/A EVIDENCE (MEANS OF VERIFICATION) Proper SMME’s Training Quarterly management reports Guiding SMME to be loaded on CSD Quarterly management reports. AFS 19

2019 -2020 ANNUAL PERFORMANCE PLAN PROGRAMME 4: ADMINISTRATION (INCLUDING CORPORATE AND REGULATORY SERVICES) (continued) Purpose: Provide leadership, strategic, centralised administration, executive support, corporate services and, facilitate effective cooperative governance, international relations and environmental education and awareness. Strategic Objective 4. 1: Sound Corporate Governance - Provide Business management and leadership. (Continued) PERFORMANCE INDICATOR BASELINE 2017/18 ANNUAL TARGET 2019/20 QUARTERLY TARGETS Level of BBBEE Level 8 Level 7 Q 1: Spend 10% of allocated CSI budget Q 2: Spend 30% of allocated CSI budget on Skills development Q 3: Spend 55% of allocated CSI and skills development budget Q 4: BBBEE level 7 achieved Commercial revenue R 25. 68 mil R 36. 19 mil Q 1: R 5 mil Q 2: R 9. 2 mil Q 3: R 10 mil Q 4: R 12 mil 2019 -2020 ANNUAL PERFORMANCE PLAN ENABLING CONDITIONS/ RESOURCE CONSIDERATIONS BBBEE Task Team Appointment of service provider Financial Resources. Human Resources. Models and Pricing Strategies. Market Intelligence. Collaboration. EVIDENCE (MEANS OF VERIFICATION) Quarterly Progress report BBBEE Certificate Quarterly management Reports, AFS 20

2019 -2020 ANNUAL PERFORMANCE PLAN PROGRAMME 4: ADMINISTRATION (INCLUDING CORPORATE AND REGULATORY SERVICES) (continued) Purpose: Provide leadership, strategic, centralised administration, executive support, corporate services and, facilitate effective cooperative governance, international relations and environmental education and awareness. Strategic Objective 4. 2: Adequate, Appropriately Skilled, Transformed and Diverse Workforce - Develop programmes which create a supportive environment for high performance, employee wellness, career development, attraction and retention PERFORMANCE INDICATOR BASELINE 2017/18 ANNUAL TARGET 2019/20 QUARTERLY TARGETS Percentage of Attrition rate 8% 8% Q 1: Q 2: Q 3: Q 4: Percentage of Workplace skills plan targets met - 95% 8% attrition rate achieved Q 1: Develop WSP and submit to SETA Q 2: 30% WSP targets met Q 3: 60% WSP targets met Q 4: 95% WSP targets met 2019 -2020 ANNUAL PERFORMANCE PLAN ENABLING CONDITIONS/ RESOURCE CONSIDERATIONS Financial resources Engaged human resources. Financial resources Robust Supply Chain EVIDENCE (MEANS OF VERIFICATION) Quarterly Employee retention reports WSP Quarterly Report 21

2019 -2020 ANNUAL PERFORMANCE PLAN PROGRAMME 4: ADMINISTRATION (INCLUDING CORPORATE AND REGULATORY SERVICES) (continued) Purpose: Provide leadership, strategic, centralised administration, executive support, corporate services and, facilitate effective cooperative governance, international relations and environmental education and awareness. Strategic Objective 4. 3: Stakeholder Engagement Network Development - Engagement of stakeholders for mutual benefit relationships. PERFORMANCE INDICATOR BASELINE 2017/18 ANNUAL TARGET 2019/20 QUARTERLY TARGETS Percentage rating of External stakeholder perception 85% Q 1: 20% performance against stakeholder development plan Q 2: 35% performance against stakeholder development plan Q 3: 50% performance against stakeholder development plan ENABLING CONDITIONS/ RESOURCE CONSIDERATIONS Financial resources. Collaborations. Technology EVIDENCE (MEANS OF VERIFICATION) External stakeholder perception report. Implementation action plan. Q 4: 85% rating achieved 2019 -2020 ANNUAL PERFORMANCE PLAN 22

2019 -2020 ANNUAL PERFORMANCE PLAN PROGRAMME 4: ADMINISTRATION (INCLUDING CORPORATE AND REGULATORY SERVICES) (continued) Purpose: Provide leadership, strategic, centralised administration, executive support, corporate services and, facilitate effective cooperative governance, international relations and environmental education and awareness. Strategic Objective 4. 4: Corporate Communication/Branding - Development and maintenance of various platforms for engagement with stakeholders to extend the reach and increase awareness of the SAWS brand PERFORMANCE INDICATOR BASELINE 2017/18 ANNUAL TARGET 2019/20 QUARTERLY TARGETS Advertising value equivalent (R value million) (cumulative) R 25 mil R 155 mil Q 1: R 25 m advertising value achieved Q 2: R 60 m advertising value achieved Q 3: R 100 m advertising value achieved Q 4: R 155 m advertising value achieved 2019 -2020 ANNUAL PERFORMANCE PLAN ENABLING CONDITIONS/ RESOURCE CONSIDERATIONS Partnerships Financial resources Enabling technologies EVIDENCE (MEANS OF VERIFICATION) Quarterly Progress reports on AVE as per the Media monitoring reports 23

LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS Links to the long-term infrastructure and other capital plans • SAWS is working on a funding model to address increasing needs which require approximately R 500 million over the 5 -year period an additional R 50 million per annum over the MTEF period for operational expenditure to support the Maintenance of the Infrastructure • The 5 -year strategic programs/projects to address the long term infrastructure requirement and mitigate against the identified risks are estimated in the following: Ø Ø Ø Ø Ø Radar midlife refurbishments and upgrades (R 150 m) Lightning Detection Network upgrades (R 60 m) Surface observation Infrastructure Modernization (R 50 m) Upper Air Sounding Infrastructure (R 40 m) Information Technology infrastructure upgrade (R 40 m) Radiation Infrastructure upgrades (R 20 m) Air Quality Infrastructure enhancement (R 25 m) Laboratory upgrades and certification (R 10 m) GAW Laboratory instrument upgrades (R 25 m) HPC long term business case (R 85 m) Operational Expenditure Requirements • Operational Expenditure requirements to support the Maintenance of the Infrastructure incl. spare parts R 250 m in five years (R 50 mil per annum). 2019 -2020 ANNUAL PERFORMANCE PLAN 24

LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS Links to the long-term infrastructure and other capital plans • SAWS is working on a funding model to address increasing needs which require approximately R 500 million over the 5 -year period an additional R 50 million per annum over the MTEF period for operational expenditure to support the Maintenance of the Infrastructure • The 5 -year strategic programs/projects to address the long term infrastructure requirement and mitigate against the identified risks are estimated in the following: Ø Ø Ø Ø Ø Radar midlife refurbishments and upgrades (R 150 m) Lightning Detection Network upgrades (R 60 m) Surface observation Infrastructure Modernization (R 50 m) Upper Air Sounding Infrastructure (R 40 m) Information Technology infrastructure upgrade (R 40 m) Radiation Infrastructure upgrades (R 20 m) Air Quality Infrastructure enhancement (R 25 m) Laboratory upgrades and certification (R 10 m) GAW Laboratory instrument upgrades (R 25 m) HPC long term business case (R 85 m) Operational Expenditure Requirements • Operational Expenditure requirements to support the Maintenance of the Infrastructure including spare parts R 250 m in five years (R 50 m per annum). 2019 -2020 ANNUAL PERFORMANCE PLAN 25

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