ANNEXURE 31 CAPE TOWN INTERNATIONAL CONVENTION
ANNEXURE 31CAPE TOWN INTERNATIONAL CONVENTIONCENTRE (MUNICIPAL ENTITY) – BUSINESSPLAN2020/21 Budget (May 2020)
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business Plan2020/21BUSINESSPLANExperience Extraordinary
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanCTICC ContentsTable ofContents123HighlightsInfographicAbout the CTICC [continued]053.6 Company Analysis223.7 Market Attractiveness223.8 SWOT Analysis23Executive SummaryIntroduction07Contribution to Economy07Centre for Knowledge Exchange08Financial Management09Reinvestment in the Business10Staff Engagement11Audit Outcome11Ethical Business Culture and Governance11Cautionary Note12About the CTICC3.1 Shareholding Structure153.2 CTICC’s Purpose, Mission and Values163.3 Strategic Alignment with the17456Sales & Marketing4.1 Sales274.2 Marketing & Communications294.3 Revenue Management31Events Delivery5.1 Events Management335.2 Operational Support345.3 Food and Beverage37Sustainability6.1 Sustainability Objectives39City of Cape Town’s IntegratedDevelopment Plan (IDP)3.4 Key Performance Indicators 2020/21193.5 Situational Analysis 2020/2121 CTICC Business Plan20202
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanCTICC ContentsTable ofContents [continued]78910GovernanceThe Company Secretariat447.1 Supply Chain Management457.2 UNGC Principles45Human Resources8.1 HR Objectives488.2 HR Trends48Financial Projections9.1 Revenue Projections519.2 Capital Expenditure Budget51AnnexuresFinancial Performance53Financial Position54Cash Flow Statement55CTICC Business Plan20203
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanSECTION ONEHighlights
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanSection One HighlightsFor its 2020/21 financial year,the CTICC will focus its operations aroundachieving the following targetsFinancialEve75%01Sales &Marketing03der tos15uadGrat StudePla ent &cemen tsnts020504Youth SkillsDevelopment50 rnationalc esnte6 I onferenCEventDeliveryClient Sat5 STAR Gisfactirad onin gILLION EBITDA L.0 Moss05MIRR207.9 LLIONnue TargetRe v enpe lisof upp60%BEE sBBProcurementCTICC Business Plan20205
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanSECTION TWOExecutive Summary
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanSection Two Executive SummaryEXECUTIVE SUMMARYIntroductionContribution to EconomyThe Cape Town International Convention Centre (CTICC)was established in 2003 with the very clear purpose ofcontributing to economic growth and job creation in thecity and province through the hosting of internationaland national conferences, meetings, exhibitions andevents. Since then the centre has not only met butexceeded those expectations on every level.As it approaches its 17th year of operations, the CTICChas sustained more than 130 000 direct and indirect jobssince inception and contributed a considerable R47.7bnto South Africa’s Gross Domestic Product (GDP), of whichover R39.6bn was injected directly into the WesternCape’s Gross Geographic Product (GGP) to support thecentre’s purpose.R47.7bnAs it enters its third year of operations in 2019/20, CTICC2 continues to support its purpose and growth outlook,as well as the city’s objective of establishing Cape Townas Africa’s top business events destination. The increasedcapacity and flexibility of physical space allows for higherdelegate numbers, as well as increasing the variety ofevents that can be held concurrently. This provides asignificant boost to Cape Town’s global standing as apremier world-class meetings and events destination.South Africa’s GrossDomestic Product (GDP)R39.6bnWestern Cape’s GrossGeographic Product (GGP)CTICC Business Plan20207
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanSection Two Executive SummaryCentre for Knowledge Exchangeand Service ExcellenceIn this highly competitive market, the CTICC has sought todifferentiate its offering from those of its industry peersby focusing on high standards, service excellence andleadership in triple bottom line sustainability. There isa strong commitment to innovation, customer centricityand, importantly, financial sustainability. This, along withan active pursuit of events that support the ‘knowledgeeconomy’, has bolstered the CTICC’s importance as asignificant contributor to the local and national economy.There is no doubt that economic growth is increasinglydependent on intellectual capital and the CTICC believesthat it has a significant role to play in providing a platformfor knowledge exchange and rigorous debate, not only inSouth Africa but also the broader global economy.To this end, many of the 560 events hosted by the CTICCin the 2018/19 financial year, especially the internationalconferences, supported the advancement of industriesidentified as key catalytic sectors by the City of Cape Townand Western Cape Government for trade, investmentand growth. By attracting global associations andexperts to the city for these events, the CTICC makes avital contribution towards growing essential expertise,knowledge and skills.This document represents the CTICC’s Business Plan forthe 2020/21 financial year, based on the CTICC’s statedpurpose: to create jobs by attracting events in keyeconomic sectors and exceeding clients’ expectations.As a state-owned entity, this business plan is alignedwith the City of Cape Town’s Integrated DevelopmentPlan (IDP), as well as the Western Cape Government’sEconomic Growth Strategy, and is guided by their keyprinciples.For context, the 2020/21 plan includes an organisationaloverview of the CTICC and the core reasons for itsformation. The CTICC operates in a challenging globalcontext, and the market analysis section of this planprovides insight into the broader market environment.The business plan and budget also take into account theimpact of the Covid-19 pandemic on the operations andfinances of the company.The company has continued to pay full salaries for allpermanent employees since the state of disaster and lockdown was instituted even though normal operationshave ceased, but a majority of the staff were equippedto work remotely. The staff not able to work remotely willbe rostered to work during the period that the temporaryhospital is in the building.CTICC Business Plan20208
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanSection Two Executive SummaryFinancial ManagementOver the past number of years, the CTICC has managed togenerate positive growth in revenue and operating profitbefore interest, taxation, depreciation and amortisation(EBITDA), despite various challenges facing the region andindustry. The budget for the 2020/21 financial year has beencompiled by management, taking into account the significantnegative impact of the Covid-19 pandemic on the company’sability to host events in the near future.As a consequence of the preventative Covid-19 measures putin place by the government, the National Treasury has issuedguidance in the form of Circular 99. This enables the CTICC tosubmit a revised budget which takes into account the specificimpact of the pandemic on the company’s operations.In light of the state of disaster and lockdown, the CTICC hasbeen unable to host events since mid-March 2020, which hashad a devastating impact on operations. During this time, norevenue could be earned, yet most operating costs remainedin place, and it is anticipated that events will only be giventhe go-ahead in the early stages of 2021. A large percentageof the staff was provided with the tools to work from homeand, while it proved challenging at times, this new systemwas largely successful.Whereas the CTICC’s previous budget estimated aR12.1 million profit, the net result of the current pandemicmay result in a budgeted EBITDA loss of R50.0 million.However, the CTICC has been able to mitigate the totalrevenue loss by concluding agreements with the WesternCape Provincial Government (WPCG) to: Utilise the CTICC 1 as a temporary intermediate carehospital for 3 months (ending mid-September 2020); and Utilise the CTICC 2 for storage of medical supplies until 30June 2020.Both these contracts may be extended on a month to monthbasis, as required.The CTICC has always been in the enviable position ofgenerating its own financial resources, which fund its growththrough re-investing for the future, the only exception beingthe major expansion of CTICC 2. This trend is not likely topersist in the 2020/21 financial year, however, as a result ofthe loss in business and the use of available cash resources tofund operational and critical capital expenditure.The CTICC’s overall impact is not judged solely on its ownfinancial results but the overall benefit to the citizens ofCape Town, the Western Cape and South Africa, which isbest reflected in the contribution to the GDP, as mentionedpreviously.Each business unit has an implementation framework anda detailed action plan for the next year, which supportsoverall business objectives. These unit strategies supportthe core business strategy and explain how key performanceindicators will be achieved and how each unit will contributeto the sustainability of the organisation.Given the company’s economic mandate, the CTICC continuesto focus on expanding its international reach. Now morethan ever, it is important to ensure that the CTICC plans forthe future and adapts in a way that allows the CTICC toachieve success in the post-pandemic environment. Sales,client relations and marketing strategies are in place to,firstly, keep the CTICC top of mind with key role-players anddecision-makers and, secondly, position the CTICC as a venuethat has the staff, skills, track-record and vision to deliverand exceed clients’ expectations. The CTICC has severalclient engagements planned, nationally and particularlyinternationally, to support this strategy.CTICC Business Plan20209
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanSection Two Executive SummaryReinvestment in the BusinessA high quality, contemporary food and beverage offeringplays an essential role in the success of the CTICC. It isthrough this major touchpoint that most of the CTICC’sclients and visitors experience its world-class service.The CTICC focuses on producing an exceptional culinaryexperience with quality food and personalised service,while maintaining strict food safety and hygienestandards. In 2019/20, the centre maintained itsISO 22000 certification (food safety management),ensuring its food and beverage offering meets exactinginternational standards. The CTICC is committed toremaining competitively priced and aligned to the latesttrends to ensure a competitive advantage.From an IT perspective, the CTICC will continue to placesignificant focus on support services and infrastructureprojects, to enhance service delivery. A number ofupgrades are in the pipeline which will enhance the initialsystem integration between the buildings (CTICC 1 andCTICC 2), with a focus on driving standardisation andsupport of a common platform for the complex.The CTICC recognises the associated benefits of movingtowards cloud platforms. In 2018, this technology wassuccessfully trialled through the implementation of acashless system for the Cape Town International JazzFestival. This method of computing will be furtherenhanced during the course of the coming year foran expanded level of cashless payment systems. Cybersecurity also remains top of the company’s ICT agenda,supported by continual advancement of disaster recoveryprogrammes.ISO 22000Achieved for FoodSafety ManagementCTICC Business Plan202010
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanSection Two Executive SummaryStaff EngagementThe CTICC is committed to creating a culture of employee engagementby providing information, resources and services to staff that promotecollaboration, connection and a commitment to their work, colleagues andthe objectives of the centre. The focus will be on championing employeewellness, work- life balance and employee incentive options as cost-effectiveworkforce strategies.Audit OutcomeThe CTICC has achieved an unqualified or clean audit report with no findingsfor the past seven consecutive years and it remains committed to managingand regulating processes throughout the organisation to maintain thisrecord. Procurement from BBBEE companies is a priority and the CTICC hasnot only met but exceeded targets set. Moving into the 2020/21 financialyear, the CTICC will continue to strive to increase procurement from BBBEEand women owned enterprises.Ethical Business Culture and GovernanceThe CTICC is committed to upholding and building an ethical business culture.As a sign of this ongoing commitment, the CTICC subscribes to the UnitedNations Global Compact (UNGC) and adheres to the ten guiding principles insupport of a principled approach to doing business.The CTICC is privileged to have an experienced and stable Board of Directorsthat directs and governs the centre based on its mandate to be self-sustainingand contribute to economic growth and job creation.The CTICC and its Board of Directors are committed to upholding good ethicalstandards and the application of corporate governance principles in accordancewith the King IV Report on Corporate Governance for South Africa, 2016. Asan adoptor of ‘King IV ’, the Board ensures that governance structure in thecentre cultivates good governance outcomes in relation to ethical culture,performance, effective control and legitimacy.CTICC Business Plan202011
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanSection Two Executive SummaryCautionary NoteThe 2020/21 Business Plan and Budget has been draftedgiving due consideration to all factors that could impacton the CTICC’s ability to achieve the objectives set outherein. These objectives include the financial informationrelating to the budget and non-financial targets asdetailed in Section 3.5 (Table 3 – CTICC Key PerformanceIndicators (KPI’s)).The achievement of the targets set out in the 2020/21Business Plan is based on various assumptions made inrelation to uncertainties for the future period, one ofthem being the Coronavirus pandemic.Coronavirus PandemicThe 2020/21 Business Plan was based on the assumptionsthat: Due to the Coronavirus (Covid-19) pandemic,existing Contracts of Hire for July to December2020 events have been cancelled or postponed.It is anticipated that event hosting will resume inJanuary 2021. These event cancellations and postponements havehad a significant impact on the company’s financialprojections and events numbers. This will have a direct impact on the KPI targets,should the assumptions used in the budget not berealised. The reduced delegate numbers will, in turn, alsohave a negative economic impact on the GGP andGDP.CTICC Business Plan202012
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanSECTION THREEAbout the CTICC
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanSection Three About the CTICCABOUT THE CTICCWhen the CTICC opened its doors in 2003, it was widelyanticipated that visitors from around the world wouldbe welcomed to this attractive new venue in Cape Town.Those aspirations have been met on all levels. After 16years of successful operation, the CTICC has become aniconic attraction on the business tourism map of CapeTown, South Africa and Africa as a whole.The centre continues to operate in the following tradesegments: national and international conferences,exhibitions, trade fairs, banquets and special events, aswell as film shoots and other events.The value of any internationally competitive conventioncentre is measured by its economic contribution andfinancial stability. For a convention centre to contributesignificantly and sustainably to an economy, it needs tobe invested in that economy and its people.Since its inception, the CTICC has injected more thanR47bn into the national Gross Domestic Product (GDP),with over R39bn contributed directly to the Western Capeeconomy. In addition, more than 130 000 jobs have beencreated, and sustained over the years.To continue its success, it is vital that the CTICC remaininternationally competitive. The centre’s expansion willcontinue to raise the global competitiveness of Cape Townas a premier world-class meetings and events destination,in turn allowing the CTICC to meet the City of Cape Town’sIntegrated Development Plan objective of establishingthe city as Africa’s business events destination.Over130 000jobs have been created,and sustained, since theCTICC’s inceptionCTICC Business Plan202014
City of Cape Town - 2020/21 Budget (May 2020)Annexure 31 - CTICC - Business PlanSection Three About the CTICCThe CTICC 2 consists of 31 148m² of gross space, whichincludes 10 000m² of multi-purpose conference andexhibition space, as well as almost 3 000m² of formal andinformal meeting space. With this addition, the CTICChas doubled its previous exhibition capacity, which isessential to meet the growing demand for event space.The CTICC has a reputation for excellence, often leadingthe way in the quest for improved systems, functionalityand sustainability. It maintains four internationallyrecognised management system certifications (ISO 9001,14001, 18001 and 22000) as well as a Hazard AnalysisCritical Control Process (HACCP). From an excellenceperspective, the CTICC has maintained its TourismGrading Council 5-star rating and achieved Gold AIPC(International Association of Convention Centres)quality standard certifications.5.4%23.2%71.4%The CTICC has recently transitioned to the newlyenhanced ISO 9001:2015 and ISO 14001:2015 standardsthat apply to the Annex SL management structure. It isanticipated that the enhanced ISO 45001 will replacethe current OHSAS 18001 standard with the same AnnexSL management structure, aligning the existing systemwith a higher structural level of management. The CTICCwill transition to this new ISO 45001 in OccupationalHealth and Safety by 2021.The CTICC’s broader corporate sustainability isunderpinned by ethical business practices and principledvalues. The company’s adherence to the United NationsGlobal Compact principles also means operating in waysthat meet international responsibilities in the areas ofhuman rights, labour, environment and anti-corruptionmeasures.Graph 1: Shareholding Structure71.4%City of Cape Town23.2%Western Cape Government5.4%SunWest International (Pty) LtdAs a municipal entity, the CTICC is expected to deliveragainst a set of key performance indicators (KPIs) thatare agreed upon by the centre and the City of Cape Townon an annual basis. Year-on-year, the CTICC is requiredto meet and exceed these targets.3.1 Shareholding StructureThe Cape Town International Convention Centre Company(Convenco) is a state-owned company (ring-fenced).Convenco was formed in 1999 through a collaborationbetween the City of Cape Town, the Western CapeGovernment and the private sector.The primary objective behind the formation of thecompany was to establish a world-class internationalconvention centre in Cape Town that would providemeeting, convention and exhibition services and facilitiesfor local and international organisations and theirdelegates.PrimaryObjectiveto deliver a world-classinternational convention centrein Cape TownIt was envisaged by the Convenco co-founders that theCTICC would have a sustainable positive impact on theeconomic and social development of Cape Town, theWestern Cape and South Africa.Financing of the expansion phase has resulted in changesto the shareholding proportion as illustrated in thesupporting graph.CTICC Business Plan202015
City of Cape To
significant boost to Cape Town’s global standing as a premier world-class meetings and events destination. R47.7bn South Africa’s Gross Domestic Product (GDP) R39.6bn Western Cape’s Gross Geographic Product (GGP) EXECUTIVE SUMMARY City of Cape Town - 2020/21 Budget (May 2
Oct 30, 2020 · 3 Cape Henlopen "RONC Cape Terrific"; "Cape Chickenlopen" Cape Higgon "RONC Cape Courageous" Cape Horn "RONC Cape Seldom" Cape Jellison "Tuff Boat"; "Cape J" Cape Knox "Cape Cutthroat" Cape Morgan "RONC Cape Anchor"; "The Workhorse of the Sea" Cape Shoalwater "Bilgewater" Cape Small "Three Puka Puka" (from her hull number 95300 and the Hawaiian word for
Cape Floral Region Protected Areas, represented by the following components: Table Mountain 34. 0 10' OO"S & 18 National Park i . 22' 30"E. 64,000 26,000 113,000 15,000 32,000 112,000 174,000 . Annexure 1(8) Annexure 1(C) Annexure 1(0) Annexure 1(E) Annexure 1(F) Annexure 1(G) Annexure
Annexure C: Speech by the Minister of Higher Education and Training Annexure D: International trends and standards on career development services Annexure E: Draft National Career Development Services Policy Annexure F: Commission1 report Annexure G: Commission 2 report Annexure H: Commission 3 report Annexure I: Commission 4 report
1. ANNEXURE A: Shift Systems and Rostering (F SS) 30 2. ANNEXURE B: Ergonomics, environmental and work factors (F EW) 32 3. ANNEXURE C: Personal factors (F PF) 33 4. ANNEXURE D: Review of accident or incident reports 38 5. ANNEXURE E: Annual Medical Fatigue Risk Assessment 41 6. ANNEXURE F: Members of the Drafting Committee 47 7.
ANNEXURE E: WASTE MANAGEMENT REQUIREMENTS FOR SERVICE PLANNING AND . ANNEXURE F: CITY OF CAPE TOWN WASTE MINIMISATION TARGETS .86 ANNEXURE G: RECYCLABLE MATERIALS ACCEPTED AT COUNCIL-PROVIDED . DEA&DP Western Cape
Annexure 7 Public Notice regarding SC converts to Christinity/Islam 87 Annexure 8 Names of the States/UTs visited by the Commission 88 Annexure 8.1 Summary of the Report on the Visit to the State of Andhra Pradesh 88 Annexure 8.2 Summary of the Report on the Visit to the State of Bihar 94 Annexure 8.3 Summary of the Report on the Visit to the State of Chhattisgarh 100 Annexure 8.4 Summary of .
v ANNEXURES Annexure I: Village Action Plan (format given by JJM) 42 Annexure I (a): Village Action Plan (format given by Ministry of Panchayati Raj) 49 Annexure II: Check-list of data for preparing VAP 51 Annexure III: A model by-law for Village Water and Sanitation Committee (VWSC) 53 Annexure IV: A model by-law for rural water supply 57 Annexure V: Gram Panchayat Information Sheet 63
12. Annexure B – In case of fire 11 13. Annexure C – Managing irregularities at the marking rooms 12 14. Annexure D – Script replacement form 13 15. Annexure E – Register for irregularities in the marking room 14 16. Annexure F - Irre
