Annual Performance Report - National Research Foundation

Transcription

Annual Performance Report
2012/2013
ISBN: 978-1-86868-078-8
National Research Foundation
Meiring Naudè Road
Brummeria
Pretoria
0002
PO Box 2600 Pretoria 0001
Tel: +27 12 481 4000
Fax: +27 12 349 1179
E-mail: [email protected]
www.nrf.ac.za
External Auditors
Auditor General of South Africa (AGSA)
PO Box 446
Pretoria
0001
Banking Information
ABSA
Glenfair Shopping Centre
Corner Lynnwood and Daventry Roads
Lynwood Manor
Pretoria
Board Secretary
Mrs Magda Marx
Introduction
The National Research Foundation (NRF) is
Setswana:
proud to present its Annual Performance Report
(NRF) e motlotlo go tlhagisa Pegelo ya yona ya
(NRF) inebhongo ngokuthi thaca kwayo iNgxelo
for 2012/13. This report offers an overview of
Ngwaga wa 2012/13. Pegelo e e neelana ka
yayo yoNyaka ka-2012/13. Le ngxelo inika
the activities and performance of the NRF and
tshekatsheko ya ditiro le go dira ga NRF le go
isishwankathelo semisebenzi kunye nokusebenza
highlights the impact of a small selection of NRF-
supa bokao jwa karolo e nnye ya diporojeke tsa
kwe-NRF
supported research projects
dipatlisiso tse di tshegediwang ke NRF.
zemikhankaso emincinane yophando ezixhaswa
XiTsonga:
Sesotho: National Research Foundation (NRF)
(NRF) ya tinyungubyisa ku andlala Xiviko xa
e motlotlo ho fana ka Pehelo ya yona ya Selemo
isiNdebele:
yona xa Lembe ra 2012/13. Xiviko lexi xi nyika
bakeng sa 2012/13. Pehelo ena e nehelana ka
(NRF)
mbalango wa migingiriko na matirhelo ya NRF
kakaretso ya diketsahalo le mosebetsi wa NRF
womNyaka
no kombisa ntshikelelo wa nhlayo yitsongo ya
mme e hlahisa dintlhakholo tsa sephetho sa
ngokurhunyeziweko imisebenzi eyenziwa yi-NRF
tiphurojeke ta vulavisisi lebyi seketeriwaka hi
karolo e nyenyane ya diprojeke tsa diphuputso tse
begodu uveza imithelela yamaprojekte amancani
NRF.
tshehetswang ke NRF.
werhubhulululo akhethiweko asekelwe yi-NRF.
Sepedi:
Afrikaans:
isiXhosa:
I-National Research Foundation
kwaye
iqaqambisa
iimpembelelo
yi- NRF.
TshiVenda:
National Research foundation
National Research Foundation (NRF)
iyazikhakhazisa
ekwethuleni
we-2012/13.
Lombiko
umBiko
unikela
Die Nasionale Navorsingstigting
(NRF) i a ihudza kha u vha etshedza Muvhigo
ka boikgantšho e hlagiša Pego ya yona ya Ngwaga
(NNS) bied met trots sy Jaarverslag vir 2012/13
waha wa 2012/13. Hoyu muvhigo u sumbedza
wa 2012/13. Pego ye e fa tebelelokakaretšo ya
aan. Hierdie verslag bied ’n oorsig oor die
mishumo yothe yo itwaho na kushumele kwa
mešomo le phethagatšo ya NRF gomme e bontšha
bedrywighede en werkverrigting van die NNS aan
NRF na u tahisa zwe thandela thukhu dzo
khuetšo ya kgetho ye nnyane ya diprotšeke tša
en plaas klem op die impak van ’n beperkte keuse
nanguludzwaho dzo tikedzwaho nga NRF dza
dinyakišišo tšeo di thekgilwego ka ditšhelete ke
uit NNS-ondersteunde navorsingsprojekte.
bveledza.
NRF.
SiSwati: National Research Foundation (i-NRF)
isiZulu: I-National Research Foundation (NRF)
iyatigcabha ngekwetfula Umbiko Wemnyaka
iyaziqhenya ngokwethula umbikowayo wonyaka
wa-2012/13.
ka-2012/13. Lo mbiko unikeza umbono jikelele
Lombiko
usitfulela
imisebenti
kanye nekusebenta kwe-NRF kanye netibonelo
ngemisebenzi
temtselela yemiklamo lemincane yekuphenya
futhi ugqamisa umthelela wokhetho oluncane
kanyenokusebenza
kwe-NRF
leyesekelwe yi-NRF.
lwamaphrojekthi ocwaningo axhasweyi-NRF.
1
Table of Contents
CHAIRPERSON’S OVERVIEW
..............................................................................................................................
CHIEF EXECUTIVE OFFICERS OVERVIEW
.......................................................................................................
6
8
PART A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
CORPORATE OVERVIEW
...................................................................................................................
12
NRF Vision 2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Mission Statement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
NRF Shared Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
NRF Core Competencies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
NRF Strategic Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Composition of the NRF. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Legislative and Other Mandates
.................................................................................................
15
NRF Mandate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Service Delivery Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Prominent Partners in the Delivery Environment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
The Presidency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
The Department of Science and Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
The Department of Higher Education and Training (DHET) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
The Department of Trade and Industry (the dti); . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Other Institutions with which the NRF has Close Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Relevant Policies in the Delivery Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
The National Research and Development Strategy (NRDS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
The 10-year Innovation Plan of 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
The Outcomes Approach of Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Organisational Environment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
The NRF Strategic Investments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Investment in Strategic Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Investment in the Strategic Pipeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Progress within the Delivery Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23
THE NRF GOVERNANCE STRUCTURES: THE BOARD
............................................................
26
Governance Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Parliamentary Portfolio Committee on Science and Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
Minister of Science and Technology as Executive Authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
NRF Board as Accounting Authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
NRF Board Charter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
Shareholder Compact between Accounting and Executive Authorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
NRF Board Term of Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Composition of the Board. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
NRF Board Members with Board Directorships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Competencies of NRF Board Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
NRF Board Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Purpose and Composition of the Board Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Meetings of the Board and its Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
Remuneration of the Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
THE NRF MANAGEMENT STRUCTURE
........................................................................................
33
NRF Corporate Executive Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
2
NRF Annual Performance Report 2012/2013
Corporate Secretary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Programme 1 – Corporate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Programme 2 – RISA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Programme 3 – SAASTA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Programme 4 – National Research Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
PART B . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
PROGRAMME 1 – CORPORATE
....................................................................................................................................
HUMAN RESOURCES AND STAKEHOLDER RELATIONS
...................................................................
40
41
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Staff Recruitment, Turnover and Succession Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Performance Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Set HR Priorities for the Year Under Review and the Impact of these Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Improve Recruitment and Reduce Turn-over . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Improve Staff and Succession Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Improve the Competency Levels of Staff through Training and Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Improve and maintain Harmony between Staff, Management and Labour . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Provide the Organisation with the Necessary Legal Input and Advice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Improve Communication and Interaction with Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Achievements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Future HR Plans/Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Human Resource Oversight Statistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Remuneration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Employment Equity and Organisational Transformation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Gender per Level of Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Race per Level of Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Staff Movement by Reason, Race and Gender. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Staff Profile by Age . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Staff Qualifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Research Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Post Graduate Staff Qualifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
People with Disabilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Union membership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
CORPORATE GOVERNANCE
.........................................................................................................................
50
Governing Structures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Policy Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Enterprise Risk Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Internal Audit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Performance Planning and Reporting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Business Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Compliance with Laws and Regulations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Fraud and Corruption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Minimising Conflict of Interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Code of Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Health Safety and Environmental Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
3
Supply Chain Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Corporate Social Investment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
INFORMATION COMMUNICATION TECHNOLOGY
................................................................................
54
Performance Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Performance Indicators. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
FINANCE
..............................................................................................................................................................
56
Income Trend . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Income Ratios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Income per Business Unit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Expenditure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Expenditure Trend . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Expenditure per Business Unit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Overhead Expenditure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Remuneration Expenditure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Grant Expenditure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
NRF Five-year Financial Trend . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Square Kilometre Array South Africa Project Trial Balance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
PROGRAMME 2
..................................................................................................................................................................
RESEARCH AND INNOVATION SUPPORT AND ADVANCEMENT (RISA)
......................................
61
64
Purpose and Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Sources of Funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
RISA Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
RISA Performance in Respect of its Strategic Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Promoting Internationally Competitive
Research as the Basis for a Knowledge Economy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Growing a Representative Science and Technology Workforce in South Africa. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Providing Cutting-edge Research, Technology and Innovation Platforms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Operating World-Class Evaluation and Grant-making Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
RISA Performance Highlights per Sub-Programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Applied Research, Innovation and Collaboration (ARIC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Human and Institutional Capacity Development (HICD) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Knowledge Fields Development (KFD) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
International Relations and Cooperation (IR&C) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Grants Management and Systems Administration (GMSA). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Knowledge Management and Evaluation (KM&E) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
RISA SPECIAL PROJECTS PERFORMANCE
DST/NRF Internship Programme
...........................................................................................
93
....................................................................................................................
Research Information Management System (RIMS)
................................................................................
93
93
International Council for Science Regional Office for Africa (ICSU ROA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
PROGRAMME 3
SCIENCE ADVANCEMENT
..................................................................................................................................................................
.............................................................................................................................
95
96
Science Advancement and Science and Technology Advancement (SAASTA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Focus and Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Science Advancement Activities at SAASTA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
4
Science Advancement at the National Research Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .104
Science Advancement Infrastructure Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .105
Capital Investment, Maintenance and Asset Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .105
PROGRAMME 4
NATIONAL RESEARCH FACILITIES
................................................................................................................................................................
...........................................................................................................................
107
108
Definition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .108
General Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .108
Performance of the National Research Facilities According the Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .109
National Research Facilities Sub-programmes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
ASTRONOMY
.....................................................................................................................................................................
111
The South African Astronomical Observatory (SAAO) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
Hartebeesthoek Radio Astronomy Observatory (HartRAO) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
SQUARE KILOMETRE ARRAY SOUTH AFRICA PROJECT
.................................................................................
BIODIVERSITY, CONSERVATION AND ENVIRONMENT SCIENCES
................................................................
115
116
National Zoological Gardens of South Africa (NZG). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
South African Institute for Aquatic Biodiversity (SAIAB) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
South African Environmental Observation Network (SAEON). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
NUCLEAR SCIENCE
.........................................................................................................................................................
124
iThemba Laboratory for Accelerator Based Sciences (iThemba LABS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
Infrastructure Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Capital investment, Maintenance and Asset Management Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
PART C: ANNUAL FINANCIAL STATEMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130
PART D: KEY PERFORMANCE INDICATORS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182
PERFORMANCE INDICATOR REPORT
....................................................................................................
184
Key Performance Indicator Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .185
PUBLICATIONS
ACRONYMS
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190
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202
5
Chairperson’s Overview
Introduction
strategic objectives. The review recommendations
lead to the renewal of the RISA delivery
In a recent speech Deputy President Kgalema
environment that is currently in process of being
Motlanthe
implemented while others have been already
said
that
“…..harnessing
the
force of science and technology to meet our
implemented or are in progress.
developmental needs is among the surest
ways out of the current quagmire of under-
Strategic Relationships
development…” This recognition of the key
role that science and technology can play in
 The NRF Board has been fortunate in that it
development is perfectly aligned to the vision
enjoys the support of the Minister of Science
and mission of the NRF as defined in the NRF
and technology and the officials in the
Act and the current strategy. The NRF strategy,
Department who are always willing to assist the
Vision 2015, aligns closely with the needs of a
Board and the Corporate Executive Committee.
developmental state by focussing on the creation
 The NRF welcomes the 2011 report of
of a vibrant and transformed national system
the Ministerial Committee on the NSI
It is my pleasure to present
of innovation through the development of highly
that identified the organisation as the
the Annual Performance
skilled individuals and the provision of cutting
key grant-making agency in the system,
edge technology platforms in order to support
and distinguished its role in relation to
globally competitive knowledge generation.
Science Councils and the Higher Education
Report of the National
Research Foundation for the
2012/13 financial year and
to applaud the executive
Institutions.
Overview
 International
Strategic
Relationships
were particularly prominent in relation to
The excellent performance of the NRF over the
the successful bid for the SKA and the
2012/13 financial year despite the challenges
maintenance of relationships in the field of
of the sector in which it operates is indicative of
Astronomy generally.
for achieving the goals set
an organisation that is effectively and efficiently
out in the strategic plan.
the strategic targets have already been exceeded.
managed. I am pleased to announce that some of
Challenges facing the Board
This exemplary performance is an indicator of
The NRF Board has adopted a risk based
success at an organisational level, as well as a
management approach to the prioritisation of
demonstration of impact at a systemic level as
interventions in order to effectively address
well. The Board will continue to provide oversight
organisational challenges.
and support in monitoring performance.
 The most immediate exercise will be a gap
analysis of the organisational performance
6
The Institutional Review of the NRF in 2010
against the Vision 2015 objectives to ensure
evaluated the delivery of the NRF against its
that the NRF achieves all its goals.
 The Board will also engage with the Minister
Acknowledgements and Appreciation
and his department to address the contract
management limitations with regard to
I would like to sincerely thank the both the
funding received.
previous Minister, The Honourable Naledi Pandor
 As always, the level of investment in science
and the current Minister Derek Hanekom for their
research and development is a point of focus
unwavering leadership, support and willingness to
for the NRF Board in order to ensure that
openly engage with the NRF Board and Executive
the scaling up of the South African science
Committee. I would also like to acknowledge the
enterprise is successful.
Portfolio committee on Science and Technology
for their regular and constructive interactions with
Future plans
the NRF.
Medium Term
The CEO and the corporate executive are
 Continued efforts to leverage funding to
thanked for their outstanding management of the
support the “Scaling up the South African
organization and for their meaningful and pro-
Research Enterprise” framework/strategy
active engagement with the Board.
 Significant investments have been made over
the last two years in refurbishing National
I would like to thank my fellow board members for
Facility infrastructure and the three MTEF
their conscientious attention to board matters and
allocation received will further progress this
for bringing their diverse expertise to bear on the
investment.
challenges confronting them.
 Creation of an Astronomy Sub Agency
considering the increased investment levels
Conclusion
in this discipline.
 Managing the future of the National
The year in review has been a productive year,
Research Facilities to ensure that they evolve
with its share of challenges and successes. As
in such a way that the scientific community
the NRF transitions into the penultimate year of
is optimally served.
its organisational strategy, it will be necessary to
 Review of the strategy and a gap analysis on
performance objectives
give increased attention to defining the direction
for the next five years.
Longer Term
 The development of a new strategy to replace
the Strategic Plan- Vision 2015 which is
nearing the end of its life. The new strategy
of the NRF which will be informed by national
objectives and strategies.
Prof Robin Crewe
Chairman: NRF
7
Chief Executive Officer’s Overview
Overview
number of black rated researchers and a 35%
increase in the number of female rated researchers
During the year under review the NRF has
since the implementation of Vision 2015.
continued to grow its investments in people,
knowledge generation and research infrastructure
Results
across the country. The organisation excelled by
The NRF is proud to present
the Annual Performance
Report for the 2012/13
financial year. The entity has
already achieving four of the Vision 2015 targets
During the year under review the NRF has
in the past year. Since the implementation of the
continued to place emphasis on sound financial
strategy in the 2009/10 financial year, there has
and management principles by improving business
been a 48% increase in the number of Doctoral
processes
students supported by the NRF, an increase of
environment. Through the implementation of
37% in the number of rated researchers and a
efficiency measures, the NRF overheads have
50% increase in the number of peer-reviewed
remained below 10%. The RISA renewal exercise
publications produced by the National Research
stemmed from a need to transform the perceived
Facility researchers. All three achievements are
grant-making bureaucracy to a client-centric
indicative of the positive impact the organisation’s
environment by growing a strong service-delivery
investments are beginning to have on the National
culture. The 2012/13 financial year was intensely
System of Innovation (NSI).
productive for RISA as the programme not only
and
enhancing
the
compliance
delivered on its commitments and even exceeded
Strategy
performance targets in areas, but simultaneously
focused efforts on transforming the environment.
Through the implementation of the Vision 2015
The 2013/14 financial year will see the fruits of this
strategy, the NRF recognised that the achievement
labour.
of its intended systemic impacts would require
made steady progress in
an increased level of resources. Partnering with
In order to fully realise the social and economic
the Department of Science and Technology
benefits of the investments in science, research
implementing its strategic
(DST), the NRF has continued to grow the level
and innovation, it is necessary to communicate
plan entitled Vision 2015.
of science investment. While the budget increase
and engage across all levels of society. Science
over the reporting period was 8%, the growth in
engagement is a critical component of contributing
the funding available since the implementation of
to a transformed society and for this reason
Vision 2015 has been 36%.
the NRF has prioritised science engagement
In this Annual Performance
Report the NRF takes stock
and corporate communications. The benefit of
The NRF’s “Scaling up the South African
science engagement can be best appreciated in
Research Enterprise” submission has enabled the
the way it shapes the thinking and associated
organisation to source additional Medium Term
career choices of future generations. For the year
Expenditure Framework (MTEF) allocations to fund
under review, the organisation reached over half
commitment to contribute
the demand for Human Capital Development. While
a million learners through focused engagements.
to a better life for all South
challenge, focused investments and ambitious
The NRF invested a total of R51m in the
Africans through the use
plans have resulted in a steady growth in the
infrastructure at the National Research Facilities.
NSI as is evident from the fact that the growth in
The NRF will continue to make inroads towards
Institute for Scientific Information (ISI) research
modernising ageing infrastructure at the National
outputs over the last 5 years ranks South Africa
Research Facilities. The Square Kilometere Array
fourth globally after China, India and Brazil (source:
South Africa (SKA SA) project invested R189m in
Elsevier). There has been a 55% increase in the
infrastructure with R121m being spent on MeerKAT,
of its achievements but
continues to focus on its
of knowledge-based and
research-driven solutions.
8
the leveraging of additional funds is an ongoing
largely for bulk infrastructure delivery in the form of
investment in R&D. This investment should ideally
from expertise in business, state enterprises and
buildings, roads and other support infrastructure
be increased to 2% of GDP to fully harness the
Science Councils to tenure in academia, bodes
on the remote Karoo site. The remaining R68m
system’s latent potential for global competitiveness
well for the advice and guidance that they provide
was spent on the KAT7 commissioning effort.
and investments made by leading research countries
to the NRF Corporate Executive Committee.
The National Research Facilities provide a highly
around the world. Currently we are achieving some
productive
researchers
0.56% of global impact (science outputs and the
I also wish to acknowledge the Director-General
exceeded their research output targets by 60%
proportion of highly cited papers) by spending only
of the DST, Dr Phil Mjwara, and his team for
on average. This cutting-edge environment is
0.16% of the total global science investment. While
their open and willing engagement with the NRF
conducive to the training of the next generation
the more immediate plans for the NRF are to focus
management on issues of joint interest.
of researchers and science professionals. To this
on the achievement of the strategic objectives as set
end the National Research Facilities provided
out in Vision 2015, the organisation will continue its
My appreciation goes to the NRF Corporate
experiential training to 798 postgraduate students
efforts to leverage funding to support the “Scaling up
Executive team for their commitment and
over the year.
the South African Research Enterprise” ambitions.
unwavering dedication, often under difficult
environment
where
Not only will this contribute to the immediate goals
circumstances. I want to acknowledge the
The transformation agenda driven by the NRF
of the NRF, but over the longer term the increased
management team and staff of the NRF for
indicates a movement towards identified goals;
levels of funding will allow South Africa to have an
sustaining the effort in serving the research
however, progress is sometimes slow, with
increasing global research presence.
community of South Africa.
black researchers constituting 26% and women
researchers 33% of the cohort of grant-holders.
Extensive
astronomy
Finally, I express my gratitude to the individuals
To address the slow transformation pace, the
stakeholder community have culminated in a
and institutions that in one way or another gave
organisation has been proactive in designing
ministerial decision to create an Astronomy
without reservation so generously of their time
and implementing focused instruments like the
Sub-agency within the NRF. This will receive
and expertise to support the work of the NRF.
expanded Thuthuka Funding Framework that
special focus in the new financial year as the
provides up to nine years of funding to obtain a
NRF supports the process of creating enabling
PhD and to do research beyond the PhD, especially
structures that will support the requirements of the
for previously disadvantaged persons employed at
astronomy environment while ensuring appropriate
The organisation has had a productive year in
Higher Education Institutions (HEIs) or Research
governance in order to deliver a vibrant astronomy
which strong performance was exhibited in
Councils. This is aimed at providing a platform
community and the Square Kilometre Array in
specific areas. There is a need to improve the
that will enable their future rating by the NRF.
Africa. The development of an overarching and
monitoring of performance indicators in specific
The NRF has also implemented the Professional
more comprehensive science engagement strategy
areas which will form part of the continuous
Development Programme (PDP) for the placement
is also a priority for the new financial year.
improvement of business processes to support
discussions
with
the
Conclusion
operational objectives. The impact of the Research
of previously disadvantaged persons as young
researchers at the National Research Facilities
In the longer term, and on the advice of the
and Innovation Support and Advancement (RISA)
and other Science Councils. Other instruments
Minister of Science and Technology, the NRF will
renewal process and the related restructuring has
designed to fast track the transformation agenda
continue to develop a blueprint for a dynamic set
been finalised and we look forward to benefiting
are the NRF Postdoctoral placement programmes,
of National Research Facilities. This will include
from this exercise in the new year.
and the Research Career Awards designed to
considerations about the natural placement of
allow young professionals to be absorbed into the
some existing facilities as well as the possibility of
Higher Education, National Research Facilities and
new National Research Facilities in future.
Science Council landscape.
Acknowledgements and appreciation
Future plans
I am indebted to the NRF Board under the able
As a system, the NSI has not yet achieved its
chairmanship of Professor Robin Crewe. The
Dr AS van Jaarsveld
benchmark of 1% of Gross Domestic Product (GDP)
spread of competence in the Board, ranging
NRF Chief Executive Officer
9
PART A
Corporate Overview
The NRF aims to uphold
excellence in all its
investments, be it in
knowledge, people and/
NRF Vision 2015
NRF Shared Values
The NRF Vision 2015 reads as follows:
In the context of NRF Vision 2015 the values of
 World-class research;
the organisation support the achievement of the
 Transformed Society; and
organisation’s strategic objectives by defining
 Sustainable Environment
accepted norms and behaviours based on a
or infrastructure. We will
contribute to improving
the quality of life of all
the people of South Africa
by promoting research,
developing the human
capacity pipeline, and
system of ethics in order to promote the high
The Vision 2015 was the introduction of a five-
standards of business practices. The NRF is
point strategy, reflected in Figure 1, and promotes
governed by the following values (see Figure 2):
and supports knowledge-based and researchdriven solutions to national challenges.
Mission Statement
The mission of the NRF is to contribute to the
knowledge economy in South Africa by attaining
at least 1% of global research and development
(R&D) output by 2015.
by supporting research
infrastructure and
Figure 1: NRF Five-point strategy
research institutions.
The NRF supports
Striving for global
competitiveness
people and projects that
search for sustainable
solutions to the problems
facing society.
A vibrant national
system of
innovation
Leading-edge
research,
technology and
innovation
12
A representative
science system
World class
benchmarking
and grant making
Figure 2: NRF Shared Values
PEOPLECENTERED
INTEGRITY
RESPECT
SERVICE
EXCELLENCE
ACCOUNTABILITY
NRF Core Competencies
The NRF has identified areas in which the organisation performs with distinction. These areas of
competence are embedded in providing:
1. Leading-edge grant management systems
2. World-class research evaluation and benchmarking practices
3. State-of-the-art research platforms
4. Specialised research capacity at the National Research Facilities
5. Strategic information accumulation and dissemination capability
6. Capacity to catalyse local and international science cooperation,
networks and partnerships
7. Science advancement expertise for community engagement
8. Science and technology management experience
13
NRF Strategic Goals
Figure 3: NRF Strategic Goals
The NRF strategic goals support the Vision and
Mission statements of the organisation and are
Competitive
research
designed to leverage the organisation’s core
competencies and shared values.
Composition of the NRF
As at 31 March 2013, there were four main
Vibrant NSI
programmes within the NRF. Figure 4 shows
A prosperous and
sustainable African
landscape
the programmes and sub-programmes of the
organisation.
Human capital
development
Evaluation
and
grantmaking
systems
Research and
innovation
platforms
Figure 4: Composition of the NRF
PROGRAMME
1
Finance and Business Systems
Human Resources and Stakeholder Relations
Corporate
PROGRAMME
2
ARIC
Research & Innovation
Support and
Advancement
PROGRAMME
3
SAASTA
PROGRAMME
4
SAAO
HICD
KFD
IR&C
GMSA
KM&E
Science
Advancement
National Research
Facilities
14
HartRAO
SKA SA
Projects
NZG
SAIAB
SAEON
iThemba
LABS
Legislative and Other Mandates
NRF Mandate
The Service Delivery Environment
The NRF receives its mandate from the
Unlike other entities within the South African
role players within the four interconnected tiers
National Research Foundation Act (No. 23 of
science landscape, the NRF is mandated to fulfil
of the system. The NRF is clearly positioned in
1998), which came into effect on 1 April 1999
a dual role. The organisation primarily fulfils
its dual role as an agency and a performer of
and established the NRF as an autonomous
an agency role, where the NRF interprets and
research and innovation.
statutory body. According to section 3 of the
implements national policy and contributes to the
Act, the objective of the NRF is to:
National System of Innovation (NSI) by supporting
and SKA SA. Figure 5 provides a holistic view of
the system of innovation and positions the key
research through its grant-making and science
Support and promote research through funding,
Prominent Partners in the Delivery
Environment
advancement activities.
The Presidency
human resource development and the provision
of the necessary research facilities in order to
In addition, the NRF provides cutting-edge
facilitate the creation of knowledge, innovation
science platforms through the sustainable
At the apex of government, the Presidency
and development in all fields of science and
support of the National Research Facilities.
coordinates the implementation of the national
technology, including indigenous knowledge
The National Research Facilities of the NRF
strategic agenda and enhances the integrity of
and thereby contribute to the improvement
contribute to the national research priorities,
the state by:
of the quality of life of all the people of the
scarce skills development, and creation of global
 Ensuring coherence in planning, coordination,
Republic of South Africa.
partnerships through flagship projects like SALT
policy development and implementation;
Figure 5: The South African Science Landscape
Level 1: High-level policy
Government Advisory: CHE, NACI, ASSAF
Level 2: Ministry
DST
DHET
the dti
DoE
DMR
NDA
DoH
DAFF
DEA
National Treasury
Other
Departments
Level 3: Agency
NRF
DC
TIA/BRICs
SEDA
SANERI
MRC
WRC
Level 4: Research and Innovation Performers
NRF
HSRC
CSIR
HEIs
SABS
NECSA
Mintek
Council for
Geoscience
ARC
MRC
SAWS
Business
Enterprises
MCM
SANBI
AISA
SANSA
(For explanations of acronyms, please refer to the list of acronyms on page 202)
15
 Promoting a culture of accountability
 Developing an internationally competitive
across all spheres of government through
science, technology and innovation system;
performance monitoring and evaluation;
and
 Communicating
progress
against
the
priorities of government; and
 Ensuring
that
science
research
and
innovation benefit society.
 Mobilising the nation towards a common
vision.
Other Institutions with which the
NRF has Close Relationships
The Department of
Science and Technology
 Higher Education Institutions (HEIs);
 Science Councils;
The NRF is aligned with the policy initiatives of the
 The Council on Higher Education (CHE);
DST, namely:
 Higher Education South Africa (HESA); and
 Human capital development;
 Global and African collaboration;
 The Department of Agriculture, Forestry and
Fisheries (DAFF).
 Research and development;
 Innovation; and
 Infrastructure development.
Relevant Policies in the Delivery
Environment
The Department of Higher Education
The National Research and
and Training (DHET)
Development Strategy (NRDS)
The NRF partnership with the DHET is an effort
The southern tip of the African continent provides
to ensure the alignment of priorities, thereby
South Africa with a unique set of geographic
improving the responsiveness of the system.
advantages. The NRDS of 2002 emphasized the
Through this partnership, the NRF can positively
importance of knowledge areas where South
impact:
Africa has an obvious or potential geographical
 Equitable student access;
advantage and/or where South Africa has a clear
 Quality and excellence in teaching and
and established advantage in knowledge.
research;
 Student progression rates;
The National Research Facilities and the big science
 Equity in the allocation of government funds
projects in astronomy support the NRDS by leveraging
amongst universities; and
 Effectiveness and efficiency in the utilisation
of funds in higher education.
the astronomy-specific geographic advantages. The
South African Astronomical Observatory (SAAO) and
the Hartebeesthoek Radio Astronomy Observatory
(HartRAO) engage in optical and radio astronomy
The Department of Trade
research respectively, and are key role players in big
and Industry (the dti)
science projects. Both the Southern African Large
Telescope (SALT) and the Square Kilometre Array
In its partnership with the dti, the following are
(SKA SA) project leverage the ideal conditions in the
some of the shared and complementary goals
Northern Cape and position South Africa as a critical
between the two organisations:
node in the global astronomy network. The NRF
 Skills development for the economy;
 Innovation and competitiveness through
research;
16
continues to support:
 The National Astronomy and Space Science
Programme (NASSP);
 The astronomy research chairs as part of
Figure 6: Biodiversity Programmes and Collaborations
the South African Research Chairs Initiative
(SARChI); and
 The emerging multidisciplinary project,
aimed at leveraging the multi-wavelength
astronomy landscape. The South African
The Wildlife Biological
Resource Centre
(wBRC)
Astro-infomatics Alliance has been formed
to support a national virtual observatory.
The South African
Biosystematics
Initiative (SABI)
Other research fields that exploit the local
geographical advantages include:
 Human palaeontology supported through the
Palaeontological Scientific Trust (PAST) and
the African Origins Programme (AOP);
The African
Coelacanth
Ecosystem
Programme (ACEP)
 Antarctic research supported through the
South African National Antarctic Programme
(SANAP); and
 Indigenous
supported
Knowledge
through
the
Systems
DST/NRF
(IKS)
IKS
The International
Barcode of Life
Project (iBOL)
programme, specifically in the areas of
food and health, education and curriculum
Collaboration with
the South African
Network for Coastal
and Oceanic
Research (SANCOR)
development.
In the area of biodiversity, the NRF makes an
investment through the SARChI programme by
establishing research chairs and through the
establishment of Centres of Excellence (CoEs)
in Invasion Biology, Birds as Key Indicators of
Biodiversity, and the Tree Health programme.
Figure 7: Geographic and/or Research Advantage Areas (excl. Astronomy) –
The following National Research Facilities also
Investment Trends 2009-2013
participate in this area:
100
 the South African Institute for Aquatic
90
Biodiversity (SAIAB);
80
 the South African Environmental Observation
70
Network (SAEON); and
60
R'mil
 the National Zoological Gardens (NZG).
50
40
Further contribution is made by the NRF through
30
participation in the following programmes and
20
collaborations as shown in Figure 6.
10
-
Figure 7 is a summary of the investment trends
Palaeosciences
Antarctic Research
Indigenous Knowledge Systems
(IKS)
Biodiversity
2008/09 Actual
8,48
14,39
7,10
50,70
aligned to the NRDS from the 2008/09 financial
2009/10 Actual
8,05
16,68
4,61
54,34
year to the 2012/13 financial year. During the
2010/11 Actual
13,38
17,96
5,45
74,70
2011/12 Actual
8,19
12,83
8,87
83,73
2012/13 Actual
9,02
15,00
10,83
90,63
reporting period, the NRF invested a total of
17
Figure 8: Geographic and/or Research Advantage Areas (Astronomy excl SKA SA) –
R125.5m in line with the NRDS (excluding
Investment Trends 2009-2013
Astronomy). This demonstrates an overall
120
growth in investment of 56% since 2009.
100
The NRF’s holistic growth strategy for the
80
60
R'mill
Astronomy cluster includes the investment in
research platforms, cutting-edge infrastructure
and human capital development from honours
40
level bursaries all the way through to the
20
funding of Astronomy Research chairs as a
means to grow local supervisory capacity in
SALT
SAAO Excluding
SALT
Astronomy Research
Chairs
National Astronomy
and Space Science
Programme (NASSP)
HCD for MultiWavelength
Astronomy (MWLA)
Total
2008/09 Actual
12
42
2
5
3
64
2009/10 Actual
13
42
2
6
2
66
2010/11 Actual
17
57
2
5
3
85
2011/12 Actual
19
62
7
6
2
97
2012/13 Actual
18
55
8
7
2
90
this area. Figure 8 shows astronomy-specific
investments. Excluding the SKA SA project,
there has been a 36% increase in investment
over the period 2009 to 2013.
Since the 2008/09 financial year, the SKA SA
Figure 9: Geographic and/or Research Advantage Areas (SKA SA) - Investment Trends 2009-2013
project has been focused on the development
800
and construction of the KAT 7, the seven-dish
700
precursor to MeerKAT and SKA SA. Expenditure
increased between 2008/09 and 2012/13 by
600
200% (2009: R115m to 2013: R345m). Figure 9
500
R'mil
demonstrates the dramatic increase in the SKA
SA investment over the reporting period.
400
300
The 10-Year Innovation Plan of 2007
200
100
The 10-Year Innovation Plan identifies South
-
Africa’s grand challenges in science and
SKA project (Construction of KAT 7 and MeerKAT)
2008/09 Actual
technology as bio-economy, astronomy, energy
security, global change, and human and social
2010/11 Actual
2011/12 Actual
2012/13 Actual
Figure 10: NRF Support for the DST Focus Areas (Grand Challenges – Investment Trends 2008/09-2012/13
dynamics. Figure 10 gives an indication of the
90
increasing investment in the DST focus areas
80
(Grand Challenges).
70
60
R195m in addressing the DST focus areas,
50
which represents a growth of 70% since
R'mil
In the 2012/13 financial year, the NRF invested
40
2008/09. It is noted that there have been
30
targeted investments in Global Change and
20
Human and Social Dynamics where growth has
been exponential.
10
-
2008/09 Actual
2009/10 Actual
2010/11 Actual
2011/12 Actual
2012/13 Actual
18
2009/10 Actual
Bio-economy
Energy Security
Global Change
Human and Social Dynamics
26,75
27,59
38,76
41,07
40,58
7,43
7,18
8,32
12,13
16,22
16,39
27,51
43,23
56,99
78,03
6,49
6,59
19,34
36,88
60,76
The Outcomes Approach Of Government
 Providing support to industry–university
partnerships.
Investment principles:
 The NRF has to find a balance between
In terms of the 12 outcomes of Government,
adopted by Cabinet at its Lekgotla in January
a strategy-driven and a demand-driven
Organisational Environment
2010, the NRF is mainly aligned to outcome 5,
investment approach;
 Applications for the entire range of funding
which is to foster a skilled and capable workforce
The NRF supports people and projects that search
offerings are assessed by following a
to support an inclusive growth path. In addition
for sustainable solutions to the problems facing our
competitive, merit-based approach;
to this primary outcome, the NRF indirectly
transforming society. Within the framework of its
contributes to other government outcomes, as
longer-term strategy, the decisions through which
imperatives into account including the
shown in Table 1.
the entity creates and sustains value in the NSI are
DST guidelines for improving equity in the
influenced by the requirements of its principals and
distribution of bursaries and fellowships;
The NRF in terms of its mandate also makes
the needs of the research community. Decisions
a contribution to two of the major outputs
are guided by the NRF mandate; an assessment
expected from the Department of Science and
of the external operational environment; and the
Technology:
advice from the research community through
 Investment
takes
transformation
and
 Fairness, transparency and accountability
apply in all investment processes.
 Promoting, building and supporting the high-
their involvement in advisory committees and
The
level human capital required in research,
their extensive participation in the peer review of
manages its performance through the quarterly
development and innovation for a growing
research proposals and research outputs – all of
reporting process and through the performance
knowledge economy; and
which direct funding decisions.
management of its staff.
organisation
is
self-reflective
Table 1: The 12 Outcomes of Government
The 12 Outcomes of government
DST
1
Improved quality of basic education
2
A long and healthy life for all South Africans
3
All people in South Africa are and feel safe
4
Decent employment through inclusive economic growth
5
A skilled and capable workforce to support an inclusive growth path
6
An efficient, competitive and responsive economic infrastructure network
7
Vibrant, equitable and sustainable rural communities with food security for all
8
Sustainable human settlements and improved quality of household life
9
A responsive, accountable, effective and efficient local government system
10
Environmental assets and natural resources that are well protected and continually enhanced
11
Creating a better South Africa and contributing to a better and safer Africa and world
12
An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship
NRF
Adapted from www.thepresidency.gov.za
DST performance areas
DST and NRF performance areas
Indirect NRF contribution through funded research
19
and
The NRF, through the
use of knowledge-based
and research-driven
solutions, ultimately
contributes to a better life
for all South Africans
20
The NRF Strategic Investments
which is indicative of the NRF’s investment
strategy. The NRF invested a total of R1.1b
Investment in Strategic Goals
The
during 2012/13, which is an increase of 43% in
Thuthuka Programme
total funding since 2008/09. The NRF’s strategy
The purpose of the Thuthuka programme
Within the greater context of the national
is to grow the pipeline through identified or
is to increase the number of PhDs in South
policies and imperatives, the NRF invests
targeted strategic investment initiatives that
Africa, since only about 36% of academics in the
its discretionary budget along the lines of
will result in:
country have PhDs. The expanded Thuthuka funding
the strategic goals as shown in Figure 3
framework has clear demographic targets that offer support
on page 14. It should be noted that these
to the cohort of emerging black and female researchers.
investments can be mapped against more than
 An improvement in student throughput;
one strategic goal.
 Encouragement of emerging researchers;
Investment in the Strategic Pipeline
 The growth and support of established
However, the framework accommodates applications from
all races and both genders. Investment through the
 Increased numbers of next-generation
researchers;
and
programme has increased by 62% over the period
2008/09 to 2012/13. More information on
researchers.
this programme is available on
The NRF remains focused on addressing the
page 75.
needs of researchers across the spectrum of
The support for and growth of the cohort
basic, applied and strategic research with an
of established researchers is critical, since
appropriate mix of programmes and funding
established researchers not only contribute to
mechanisms. Figure 11 depicts the Human
the generation of knowledge but, also provide
Capacity Development Excellence pipeline
supervision and training to next-generation and
Figure 11: The Human Capacity Development Excellence Pipeline
Next-generation researchers
Student support
 Free-standing
scholarships
 Grant-holderlinked bursaries
Thuthuka
PhD track
Emerging researchers
Post-doc
Thuthuka
post-doc
track
Established researchers
Thuthuka
rating track
Competitive
funding for
unrated
researchers
Incentive
Competitive
funding
funding
for rated
for rated
researchers researchers
Strategic investments
Blue Skies
research
Targeted
strategic
investments
SARChI
CoE
Discipline based
Strategic focus
Next Generation
Year
Studentship Thuthuka
support
PhD track
Post-doc
Emerging
Established
Strategic Investments
Thuthuka
Competitive Incentive Competitive
Targeted
Thuthuka
Blue Skies
Post-doc
funding
funding
funding
strategic
SARChI
CoE
rating track
research
track
unrated
rated
rated
investments
R
R
R
R
R
R
R
R
R
R
R
R
2008/09
Actual
183.20
5.65
23.09
2.38
5.67
–
10.50
–
–
33.11
100.01
51.15
2009/10
Actual
183.53
4.90
27.41
1.96
5.98
3.02
44.41
–
2.92
37.59
108.43
63.84
2010/11
Actual
307.34
4.18
48.30
2.41
5.75
5.21
70.98
5.10
3.54
49.69
141.43
68.77
2011/12
Actual
222.87
5.38
39.81
6.04
6.04
5.10
83.71
14.93
8.41
44.13
156.03
72.49
2012/13
Actual
328.08
7.36
47.56
9.35
5.46
6.41
97.60
29.10
3.11
69.17
170.58
83.23
21
emerging researchers. Supervisory capacity
funded by the dti, is discussed in more detail in
and knowledge generation is indicated in
is a potential bottle neck in the growth of the
Part B on page 70.
Figure 14. The values exclude student support
excellence pipeline however, a sustainable
expenditure and reflect only operating project
investment in established researchers ensures
Established Researchers
costs. There has been exponential growth in
that the pipeline; has a self-sustaining
The budgeted investment in promoting research
the areas of incentive and competitive funding
continuity.
at the high end of human capital development
for rated researchers
Next-Generation Researchers
Figure 13: Investments in Next-Generation Researchers
The investment in next-generation researchers
is through award of free-standing scholarships
200
and fellowships which are awarded directly, on
180
a competitive basis to students undertaking
160
full-time studies. Between the 2008/09 and the
R 'mil
2012/13 financial years, there has been a 91%
increase in the investment in next-generation
researchers. Refer to Figure 13.
140
120
100
Emerging Researchers
80
There has been a 59% growth in the investment
in emerging researchers between 2009 and 2013
60
excluding THRIP and International Collaboration.
40
THRIP and International Collaboration are crosscutting investments that can be accessed by
20
both emerging and established researchers
-
(Refer to Figure 12). The Technology and Human
Free-standing
scholarships
Resources for Industry Programme (THRIP),
2008/09 Actual
Grant holder-linked
bursaries
2009/10 Actual
Other development
grants
2010/11 Actual
Thuthuka PhD track
2011/12 Actual
2012/13 Actual
Figure 12: Investments in Emerging Researchers
180
Cross cutting initiatives
160
140
R mil
120
100
80
60
40
20
-
Free-standing
post docs
Grantholder-linked
post docs
2008/09 Actual
22
Thuthuka post
doc track
2009/10 Actual
Thuthuka rating
track
2010/11 Actual
Other emerging
grants
2011/12 Actual
Competitive funding for
unrated Researchers
2012/13 Actual
THRIP
International
Collaboration
Strategic Investment Instruments and Areas
The NRF has grown its investment in strategic
investment areas by 75% from 2008/09
to 2012/13 as shown by Figure 15. The
Figure 14: Investments in Established Researchers
investment in the SARChI programme has
120
increased by 71% since its inception in 2008
and the Centres of Excellence have increased
by 63% over the same period.
100
Progress within the Delivery Environment
year for the NRF. The developments that impacted
R 'mil
The 2012/13 financial year has been a successful
80
60
the delivery environment of the organisation
during reporting period are as follows.
40
 The scaling up the R&D Enterprise Funding
Framework resulted in the NRF securing
20
additional funding in the 2013/14 MTEF
allocation via the DST. The NRF received:
 R159m for the National Equipment
-
Programme (NEP) and the National
Incentive funding
Nanotechnology Programme (NNTP); and
2008/09 Actual
 an additional R91.5m for the National
Competitive funding for
rated researchers
2009/10 Actual
Focused research
grants
2010/11 Actual
2011/12 Actual
Blue skies research
2012/13 Actual
Research Facilities.
The DST indicated that more funds for
Figure 15: Growth in the NRF Strategic Investment Instruments and Areas
postgraduate student support will also be
180
made available during the course of the
2013/14 financial year;
160
 A review of the NASSP programme
recommended extending the programme’s
140
activities to the north of the country and
to operating the NASSP as a fully inter-
120
 The
process
of
consolidating
some
of the DST interventions into a single
programme that will include the South
African Nuclear Human Asset and Research
R'mil
institutional programme;
100
80
60
Programme (SANHARP) is ongoing. The
2012/13 business plan of the consolidated
40
programme, under the provisional name
Energy Human Capital Development and
Knowledge Generation (EHCD&KG), was
approved; and
 The DST previously provided funding to
support human capital development for the
20
Targeted Strategic Investment
2008/09 Actual
2009/10 Actual
SARChI
2010/11 Actual
Centres of Excellence
2011/12 Actual
2012/13 Actual
23
renewable energy sector through the South
Energy Scholarships programme (RSES). The
Table 2 is an indication of the organizations
African National Energy Research Institute
primary focus is to provide scholarship grants
performance against targets set in line with the
(SANERI). In 2011 the DST decided to transfer
at master’s and PhD levels, with emphasis on
Vision 2015 goals. The organisation outperformed all
this programme to the NRF. The programme
research studies that will support and facilitate
but one of its annual targets against the Vision 2015
is now called the Renewable and Sustainable
the shift towards a sustainable energy sector.
goals for the reporting period.
Table 2: NRF Performance towards Vision 2015 Goals
Actual
2008/09
Actual
2009/10
Target
2009/10
Actual
2010/11
Target
2010/11
Actual
2011/12
Target
2011/12
Actual
2012/13
Target
2012/13
Target
2013/14
Target
2014/15
Target
2015/16
Vision
2015
Proportion of global R&D outputs
0,48%
0,47%
0,48%
0,52%
0,50%
0,57%
0,50%
0,62%
0,54%
0,59%
0,60%
0,65%
1%
Number of NRF-rated researchers
1 914
2 142
2 471
2 400
2 638
2 560
2 714
2 876
3 049
2 500
Indicator description
Promoting internationally competitive research
2 285
Growing a representative science and technology workforce in South Africa
Proportion of NRF-rated
researchers from designated
groups to total rated researchers
Black
16%
Women
26%
17%
17%
19%
17%
20%
18%
22%
18%
20%
21%
21%
25%
367
-
433
-
506
-
569
520
543
604
640
-
27%
27%
28%
26%
29%
27%
30%
27%
29%
30%
30%
35%
578
-
634
-
717
-
780
750
787
863
915
-
Operating world-class evaluation and grant-making systems
Completion rate of application for NRF
rating per annum
95%
99%
95%
99,8%
95%
100%
95%
99,8%
95%
95%
95%
99%
95%
Proportion of available grant funding
expensed
64%
84%
65%
81%
70%
77%
86%
84%
90%
90%
90%
90%
100%
181
186
220
180
223
170
271
168
240
250
260
250
1 715
2 645
2 665
2 680
2 000
32,0
32,5
33,0
35,0
Providing cutting-edge research, technology and innovation platforms
Peer-reviewed journal articles (ISI and
others) authored or co-authored by National
Research Facility researchers
180
Contributing to a vibrant national innovation system
Doctoral students supported
1 370
1 384
1 370
1 937
1 220
1 979
1 519
2 031
PhDs per million of the population
26,0
27,9
-
28,4
-
31,2
-
32,6
In out-performing some of its annual targets, the NRF has also achieved four of its Vision 2015 goals by 2012/13.
24
Vision 2015 target
2 500
2 638
Rated researchers
Vision 2015 target
95%
99.8%
Completion rate of
application for NRF rating
Vision 2015 target
2 000
2 031
Doctoral students
supported
Vision 2015 target
250
Our drive for excellence is evident in
our performance. In 2012/13 the NRF
has already achieved some of its Vision
2015 targets
271
Peer-reviewed articles
25
The NRF Governance Structures: The Board
Governance Framework
The governance structures of the NRF consist
Reporting Framework, the DST Governance
Parliament (through the Parliamentary Portfolio
of systems by which the NRF is directed,
Framework for Public Entities and the South
Committee (PPC) on Science and Technology;
controlled
These
African Companies Act (No. 71 of 2008).
the Executive Authority (the Minister of Science
systems are determined by legislative policies
and
held
accountable.
In addition, the NRF also applies leading
and Technology); and the Accounting Authority
such as the NRF Act (No. 23 of 1998), the
governance practices by adhering to the
of the NRF (the NRF Board) are responsible for
Public Finance Management Amendment Act
requirements of the King Report on Corporate
conducting oversight over the entity (Figure 16).
(PFMA) (No. 29 of 1999), the National Treasury
Governance for South Africa (King III).
Figure 16: NRF Governance Structure
Parliament
The PPC on Science and
Technology
The Executive
Authority
The Minister of Science
and Technology
The Accounting
Authority
The Board of the NRF
The Accounting
Officer
Chief Executive Officer of
the NRF
The Corporate Executive
Committee
Programme 1
HR and
Stakeholder
Relations
26
Finance and
Business Systems
Programme 2
Programme 3
Research
and Innovation
Support and
Advancement
Science
Advancement
Programme 4
National Research
Facilities
SKA SA Project
Parliamentary Portfolio Committee
Authority
on Science and Technology
integrity and good judgement. The NRF Board:
exercises
leadership,
enterprise,
 provides strategic direction;
The Parliamentary Portfolio Committee (PPC) of
the National Assembly processes legislation and
conducts oversight over the work of the entity.
 exercises
oversight
with
respect
to
investment decisions; financial and risk
management; and organisational reviews;
The Committee is chaired by Dr ENN Ngcobo.
 is the custodian and driver of the social and
During 2012/13 the CEO and the NRF Corporate
 exercises oversight of the compliance
Executive had two (2) interactions with the PPC on
environment that impacts the organisation,
Science and Technology where the PPC exercised
including but not limited to the King Report
oversight over the planning and performance of
on Corporate Governance for South Africa
the organisation:
(King III).
ethics agenda of the organisation; and
 11 October 2012: NRF Annual Performance
Report for 2011/12; and
The functions of the NRF Board are stipulated in
 27 March 2013: NRF Annual Performance
the NRF Act and explicated in the Board Charter.
Plan for 2013/14.
NRF Board Charter
Minister of Science and Technology
as Executive Authority
The NRF Board has compiled a progressive Board
Charter that outlines their role, responsibility and
Mr DA Hanekom is the Minister of Science and
governance oversight. This document is available
Technology in South Africa. Table 3 below lists
from the office of the NRF Corporate Secretary.
the accountability documents submitted to
the Accounting Authority during the 2012/13
Shareholder Compact between
financial year.
Accounting and Executive Authorities
The NRF Board as Accounting Authority
The Chairman of the Board and the Minister
of Science and Technology agree annually
The NRF Board appointed by the Minister of
on a schedule of performance targets for the
Science and Technology, is empowered through
organisation that are set out in the Shareholder
the NRF Act (No. 23 of 1998 as amended) and
Compact
the PFMA (No. 29 of 1999 as amended). In terms
Executive Authorities. The Shareholder Compact
of the Acts the NRF Board as the Accounting
promotes good governance, and is used as a
between
the
Accounting
and
Table 3: Accountability documents Submitted to the Minister of Science and Technology during 2012/13 Financial Year
Accountability Report
Date of submission
Annual Performance Report 2011/12
27 August 2012
Annual Performance Plan and Shareholder Compact 2013/14
08 March 2013
First Quarterly Report 2012/13
20 July 2012
Second Quarterly Report 2012/13
19 October 2012
Third Quarterly Report 2012/13
18 January 2013
Fourth Quarterly Report 2012/13
19 April 2013
27
NRF Board Term of Office
Composition of the Board
annual performance information. The 2012/13
The three-year term of office of the NRF Board
As at 31 March 2013, the NRF Board was
Shareholder Compact was signed by the Minister
extends from 1 October 2011 to 30 September 2014.
constituted as follows:
management tool for the organisation. This
agreement then forms the basis for quarterly and
of Science and Technology on 17 May 2012.
Figure 17: Board Members as at 31 March 2013
Professor Robin Crewe
Dr Peter Clayton
Ms Tryphosa Ramano
Professor Murray Leibbrandt
Professor Mala Singh
Professor Ben Cousins
Professor Errol Tyobeka
Professor Peliwe Lolwana
Chairman
University of Pretoria
Rhodes University
The Open University
United Kingdom
University of the Western Cape
Mr André Fourie
SAB Miller
28
Pretoria Portland Cement
Company Limited (PPC)
Polytechnic of Namibia
Professor Sunil Maharaj
University of KwaZulu-Natal
University of Cape Town
University of the Witwatersrand
Dr Namane Magau
Consultant
Table 4: NRF Board Members with Board Directorships
Board directorships
Professor RM Crewe
(Board Chair)
Dr PG Clayton
Mr AJ Fourie
Professor PP Lolwana
Dr NT Magau
Ms MMT Ramano
Insiava
International Congress of Entomology 2008
Sera
Sera Fund Managers
The Gordon Institute of Business Science
Skye Foundation (Trustee)
African Journals Online
GBS Mutual Bank
SAB Boucher
South African Suppliers Diversity Council
South African Women in Health
MMI Foundation
Portion 8 of Stand 39 Kelvin
Hotazel Manganese Mine Education Trust (Trustee)
University of Fort Hare Council (member)
Human Resources Development Council SA (member)
Gauteng Advisory Council (member)
Quality Council on Trade and Occupations (Chairman)
Igwija Gaming Gauteng
Tselane Energy
Monara Empowerment Rating
Xhumani Zandla Bafazi Investments
B and D Solutions
Abidas Counting Solutions
African Women’s Development Fund – Southern Africa
Agility Global Health Solutions – Africa
AON South Africa
Baithekgi Investments
Boland Basadi Investments
Druid’s Luck Trading 15
ILF Communications
Kgalalelo Group
Kidrocare
Medical Distributors
Millennium Africa Foundation
Newshelf 1151 (RF)
NTP Radioisotopes
Precious Prospect Trading 371
Rheinmetall Man Military Vehicles RSA
Seven Seasons
Sizagraph Trading 279
The William Moffett Development
Tselane Basadi Capital
Crowie Holdings
Enza Construction
Pretoria Portland Cement (PPC)
Financial Service Board of SA (Appeal Board)
Landbank
Real Africa Holdings Ltd
Airports Company South Africa (ACSA)
NRF Board Members with Board Directorships
The directorships held by NRF Board members
are shown in Table 4.
4
29
Competencies of NRF Board members
annual internal risk-based audit in terms of the King
Remuneration and Human
Report on Corporate Governance for South Africa
Resources Committee
The competencies and experience of Board
(King III). The committee engages in the external
The committee has adopted formal terms
members are summarised in Table 5.
audit initiated by the Auditor General in line with
of reference in line with the King Report on
the PFMA (No. 1 of 1999 as amended by No. 29 of
Corporate Governance for South Africa (King III)
1999). The committee evaluates the organisation’s
and monitors the performance of the organisation
integrated reporting with specific focus on:
regarding human resources and remuneration.
NRF Board Committees
The NRF Board appointed three standing committees
 Financial reporting;
Through the committee, the Board conducts
to deal with relevant issues on a regular basis:
 Risk management;
an annual performance assessment of the
 Internal controls;
organisation as well as of the CEO. The Board’s
 Fraud risk as it relates to financial reporting;
Remuneration and Human Resources Committee
 Audit and risk committee;
 Remuneration
and
human
resources
committee; and
and
 Procurement committee.
takes these results into consideration when
 IT governance and risk.
making recommendations to the Board regarding
the remuneration levels of the NRF Corporate
Purpose and Composition of
The committee has adopted formal terms of
Executive. During the 2012/13 financial year
the Board Committees
reference through the audit and risk committee
this committee held three (3) meetings. For
charter in line with the requirements of section 51
more information on the meetings held by the
Audit and Risk Committee
(1) (a) of the PFMA (Act No. 1 of 1999 as amended
remuneration and human resources committee,
The independent audit committee ensures that
by Act No. 29 of 1999) and Treasury Regulations
refer to Table 8 on page 31.
the assurance coverage provided between
27.1.7 and 27.1.10. The committee discharged
management, and the internal and external audit
all its responsibilities for the year in line with
Procurement Committee
functions, is optimised and adequately focuses on
the charter. During 2012/13, the committee held
The Board sub-committee was formed in order to
areas of risk that directly impact the organisation.
four (4) meetings. For more information on the
facilitate the urgent procurement requirements of
The committee plays an integral role in the risk
meetings held by the audit and risk committee,
the Square Kilometre Array (SKA SA) project. The
management of the organisation and oversees the
refer to Table 7 on page 31.
approved terms of reference allow the committee
Table 5: Highest Qualifications and Areas of Expertise
Board member
Highest qualification
Areas of expertise
Prof RM Crewe
PhD
Biological sciences
Academic administration
Dr PG Clayton
PhD
Research and development
Higher education
management
Prof B Cousins
DPhil
Land reform
Rural development
Small scale agriculture
Mr AJ Fourie
MA & MBA
International politics
Political science
Corporate experience
Prof MV Leibbrandt
PhD
Development economics
Poverty, inequality and
labour markets
Prof PP Lolwana
PhD
Psychology
Education and skills
development
Teaching and research
Dr NT Magau
PhD/D.Ed
Prof SD Maharaj
PhD
General relativity
Cosmology
Relativistic astrophysics
Ms MMT Ramano
Chartered Accountant
Prof R Singh
DPhil
International higher
education policy
Comparative higher
education
Quality assurance in higher
education
Prof EM Tyobeka
PhD
Biochemistry
30
Government knowledge
management
to consider and approve procurement requests in
more information on the procurement committee
during the reporting period for their annual
line with the delegation of authority framework.
meetings held during 2012/13.
strategic planning meeting, had four (4) other
The committee meets regularly through scheduled
meetings but can convene at short notice should
pre-scheduled meetings and two (2) special
Meetings of the Board and its Committees
meetings. The dates and the attendance of
urgent matters require approval. The committee
members of those meetings are indicated in
held three (3) meetings during the 2012/13
The NRF Board met seven (7) times during the
financial year. Refer to Table 9 on page 32 for
2012/13 financial year. The Board met once
Tables 6 to 9.
Table 6: Attendance of Board Meetings: 01 April 2012 to 31 March 2013
Board members
Chairman
Ex officio
26 June 2012
26 July 2012
27 July 2012




































Prof RM Crewe
Dr PG Clayton
Prof B Cousins
Mr AJ Fourie
Prof MV Leibbrandt*
Prof PP Lolwana
Dr NT Magau
Prof SD Maharaj
Ms MMT Ramano
Prof RSingh
Prof EM Tyobeka
Dr AS van Jaarsveld
9 November
2012












14 November
2012












28 January 2013
27 March 2013
























 Absent with apology
 In attendance
*Was abroad on sabbatical.
26 June 2012: Special meeting for procurement purposes
9 November 2012: Special meeting at the time of the appointment of the new Minister of Science and Technology
Table 7: Audit and Risk Committee Meetings: 1 April 2012 to 31 March 2013
Board members
Mr AJ Fourie
Dr PG Clayton
Prof MV Leibbrandt
Prof SD Maharaj
Ms MMT Ramano
Mr B Singh
Ex officio
Dr AS van Jaarsveld
11 July 2012







Chairman
 In attendance
6 September 2012*







17 October 2012







14 March 2013







– Not an attending member
 Due to a technical problem the tele-link could not be facilitated
*6 September 2012: Special meeting
Table 8: Remuneration and Human Resources Committee Meetings: 1 April 2012 to 31 March 2013
Meetings
Board members
Chairman
Ex officio
4 July 2012
31 October 2012
4 March 2013
Dr NT Magau



Prof B Cousins



Prof PP Lolwana



Prof EM Tyobeka



Mr PB Thompson



Dr AS van Jaarsveld



 In attendance
31
Table 9: Procurement Committee Meetings: 1 April 2012 to 31 March 2013
Board members
Chairman
Ex officio
20 July 2012
5 November 2012
14 March 2013

Prof RM Crewe


Mr AJ Fourie



Dr NT Magau



Dr PG Clayton



Prof SD Maharaj*



Mr B Singh



Dr AS Van Jaarsveld



 In attendance
Remuneration of the Board
The remuneration of the NRF Board is determined
*Co-opted for quorum purposes – 14 March 2013 meeting
the NRF Board category for next financial year.
airfares, car hire, etc.) are covered by the NRF.
Table 10 below is a summary of the remuneration
“Other reimbursements” include actual costs
of the Board for the financial reporting period.
incurred by Board members for incidental
in line with the National Treasury guidelines. The
expenses such as airport parking costs, toll
NRF Board was categorised as a level E2 for the
It should be noted that Board members are
fees, Gautrain fares and use of personal
financial year under review. The Central Evaluation
not paid a daily allowance when travelling for
vehicles (reimbursed per kilometre as per NRF
Committee (CEC) has reviewed and amended
NRF purposes. However, all travel costs (e.g.
travel policies).
Table 10: Payments to Board Members (2012/13)
Remuneration
Other allowance
Other
reimbursements
Total
Prof RM Crewe
R 38 419,92
Nil
R 930,00
R 39 349,92
Dr PG Clayton
R 15 435,00
Nil
Nil
R 15 435,00
Name
Prof B Cousins
R 15 435,00
Nil
Nil
R 15 435,00
Mr AJ Fourie
R 26 036,64
Nil
Nil
R 26 036,64
Prof MV Leibbrandt
R 15 435,00
Nil
Nil
R 15 435,00
Prof PP Lolwana
R 15 435,00
Nil
R 1 705,00
R 17 140,00
Dr NT Magau
R 26 036,64
Nil
Nil
R 26 036,64
Prof SD Maharaj
R 15 435,00
Nil
R 3 617,50
R 19 052,50
Ms MMT Ramano
R 15 435,00
Nil
Nil
R 15 435,00
Prof R Singh
R 11 576,26
Nil
Nil
R 11 576,26
Prof EM Tyobeka
R 15 435,00
Nil
Nil
R 15 435,00
32
The NRF Management Structure
The CEO, together with the Corporate Executive
NRF Corporate Executive Committee
also provides the secretariat function to the
Committee, supported by Programme 1, provides
Corporate Executive meetings, as well as for
an enabling governance and compliance structure
The NRF Board is supported by the CEO as the
that ensures that the organisation meets its
Chairman of the Corporate Executive Committee.
mandate while operating within an established
This committee is the formal internal NRF
control environment. This structure provides
decision-making structure and is constituted
combined assurance to the NRF Board.
as shown in Figure 18. The Company Secretary
the NRF Directors’ Forum.
Figure 18: Corporate Executive Management
Dr AS van Jaarsveld
CEO
Mr PB Thompson
Group Executive:
Human Resources and
Stakeholder Relations
Mr B Singh
Group Executive:
Finance and Business
Systems
Dr D Pillay
Deputy CEO:
Research and Innovation
Support and Advancement
(RISA)
Dr BA Damonse
Group Executive:
Science Advancement
Prof N Chetty
Group Executive: Astronomy
(Secondment)
*Vacant
Deputy CEO:
Research Infrastructure and
National Research Facilities
33
Corporate Secretary
Programme 1 – Corporate
Programme 2 – RISA
The Corporate Secretary function is mandatory
Programme 1 of the NRF is a cross-cutting
Reporting to the Deputy CEO, the Research and
in terms of the Act and plays a pivotal role in the
Corporate programme which is responsible
Innovation Support and Advancement division
governance of the organisation. The Corporate
for the provision of enabling systems, policies
promotes and supports research and research
Secretary provides a central source of guidance
and structures that support the organisation.
capacity in all fields of research, innovation
and advice to the Board in terms of governance
Reporting to either the Group Executive for
and technology development. Figure 20 is a
principles and legislative compliance and in this
Finance and Business Systems or the Group
brief summary of the mandate of each of the
way supports the Board and all the sub-committees
Executive Human Resources and Stakeholder
directorates within RISA.
of the Board. The Corporate Secretary of the NRF
Relations, the executive directors and managers
is also the formal point of contact between the
in this area set the tone for statutory compliance
organisation, its Board, the line departments and
and best practice across the organisation. Refer
the relevant parliamentary committees
to Figure 19.
Figure 19: Programme 1
Mr PB Thompson: Group Executive – Human Resources and Stakeholder Relations (HRSR)
An integral cross-cutting contribution is made through the provision of Human Resources Management Services, Legal Services, Corporate
Communications and the management of stakeholder relationships. These functions provide the NRF with support and policy direction
Furthermore, the function leads, promotes and coordinates organisational training and development in order to enhance the intellectual capital of
the organisation.
Ms F Osman: Executive Director – Governance
The governance structures of the organisation specify a system of policies and procedures that support the achievement of objectives which reflect
the context of the regulatory, stakeholder and social environments. The governance structure entrenches a culture of openness, ethical behaviour
and accountability thereby enhancing public trust and stakeholder engagement.
Mr WM Skowronski: Executive Director – Information Communication Technology (ICT)
The corporate IT function supports the NRF through the provision of enabling IT structures and leadership. The IT policies of the NRF are designed
to ensure that the organisation adopts elegant and cost-effective technical solutions while adhering to IT Governance principles and leading
practice. In this way the organisation can ensure scalable and sustainable ICT solutions that support business objectives.
Mr RD Grace: Director – Corporate Finance
This function supports the Chief Financial Officer (CFO) by ensuring that there is adequate accountability and transparency in the form of annual
financial statements, management and statutory financial reporting. The section ensures that processing infrastructure is available through an
accounting software platform and reporting system; as well as providing a support service to all units on accounting and financial systems. The
unit enhances financial control through the design and provision of financial policies and financial training.
34
Dr NSR Skeef: Executive Director – Applied Research Innovation and Collaboration (ARIC)
ARIC promotes and develops applied research within the NSI. Applied research produces innovation for commercialization and can inform policy,
legislation and implementation of societal well-being in areas such as sustainability, poverty alleviation, food security, community security, housing,
governance and health.
Dr R Maharaj: Executive Director – Human Institutional Capital Development (HICD)
The goal of the HICD directorate is to develop institutional research capabilities and infrastructure in parallel with developing the appropriate human
capital to drive the research and development strategies within the NSI.
Dr AM Kaniki: Executive Director – Knowledge Fields Development (KFD)
KFD aims to investigate, map and analyse research interests and trends within and across disciplines and knowledge fields in order to promote
active interaction among researchers within and across disciplines and knowledge fields. The Unit attempts to strengthen scientific and
professional organisations serving the South African research community.
Dr A Stroebel: Executive Director – International Relations and Co-operation (IR&C)
The main aim of cooperative research is to support scientific excellence by stimulating interaction between research communities globally. Through
the IR&C directorate, the NRF as implementing agency for international science cooperation, ensures the establishment of sustainable long-term
cooperation agreements with the international networks.
Dr NB Nthambeleni: Executive Director – Grants Management and System Administration (GMSA)
The GMSA directorate was established to perform and coordinate all RISA’s grants management activities and to manage funding processes in
a way that separates the programme architecture from the programme funding implementation. The purpose of this arrangement is to ensure
the integrity and fairness of the system.
Dr SD Selematsela: Executive Director – Knowledge Management and Evaluation (KM&E)
The KM&E directorate is responsible for the implementation of knowledge management processes and principles primarily within the NRF, and
generally in the wider NSI context. The Unit provides information, knowledge, records and document management services and advice. The unit
also engages in the appraising, monitoring, evaluating and reviewing of internal and external research programmes; and the evaluating and rating of
research outputs of individual researchers.
35
Programme 3 – SAASTA
Programme 4 – National Research
Facilities
create an opportunity for multi-wavelength
collaboration between the domains of radio and
optical astronomy. Refer to Figure 22 for a brief
Reporting to the Group Executive for Science
Advancement, SAASTA is a dynamic business
The National Research Facilities provide cutting-
unit that seeks to communicate the value of
edge research platforms that exploit the national
Science, Technology, Engineering, Mathematics
geographic advantages in the fields of Astronomy,
Reporting to the CEO, the Biodiversity, Conservation
and Innovation to all levels of the South African
Biodiversity, Conservation and Environment and
and Environment and Nuclear Science National
community. Figure 21 briefly explains the role
Nuclear Sciences.
Research Facilities of the NRF provide a dynamic
of SAASTA in the broader context.
description of the facilities.
environment for research and the development of
Reporting to the Group Executive Astronomy,
the future generations of scientists. Figure 23 is a
the astronomy facilities and the SKA SA project
brief summary of the facilities.
Dr J Nukeri: Executive Director – South African Agency for Science and Technology Advancement (SAASTA)
SAASTA is a business unit of the NRF and promotes and communicates the value and impact of science, technology and innovation in
a dynamic knowledge economy. SAASTA is integral in facilitating access to cutting-edge and newly generated knowledge in the various
scientific focus areas, which are mainly of national importance and social significance.
Figure 22: Programme 4 – National Research Facilities – Astronomy
Prof TB Williams: Managing Director (from 1 January 2013) –
South African Astronomical Observatory (SAAO)
The SAAO is the premier optical facility on the African continent and supports optical and infrared astronomy research and
human capital development.
Prof PA Whitelock served as Managing Director from 1 February 2012-31 December 2012.
Dr M Gaylard: Managing Director – Hartebeesthoek Radio Astronomy Observatory (HartRAO)
HartRAO carries out and supports research in radio astronomy and space geodesy using radio telescopes and a variety of geodetic instruments.
Dr B Fanaroff: Project Director – Square Kilometre Array South Africa (SKA SA) Project
SKA SA is a project of the NRF and DST. SKA SA plays a critical role in the collaboration to design, develop and construct the world’s largest
radio telescope, the Square Kilometre Array. The major share of SKA SA will be built on the African continent.
36
Figure 23: Programme 4 – National Research Facilities – Biodiversity, Conservation and Environment and Nuclear
Dr C Nxomani: Managing Director – National Zoological Gardens (NZG)
The NZG is focused on achieving its mandate as a National Research Facility by developing flagship research programmes in wildlife
molecular ecology, wildlife health and the reproductive biology of wildlife, and animals of economic importance.
Dr A Paterson: Managing Director – South African Institute of Aquatic Biodiversity (SAIAB)
SAIAB has an internationally recognised profile in ichthyological research and, with its dynamic and productive research staff and
postgraduate students, plays a distinctive role within the NSI through provision of world-class research, human capital development and
unique research.
Mr J Pauw: Managing Director – South African Environmental Observation Network (SAEON)
SAEON serves as a research and education platform for long-term studies of ecosystems that will contribute to incremental advances in our
understanding of ecosystems and our ability to detect, translate and predict environmental change. Based on the three pillars of its mandate – namely,
observation, information management and education – SAEON has made considerable progress towards providing the following of value to South Africa.
Dr ZZ Vilakazi: Managing Director – iThemba Laboratory for Accelerator Based Sciences (iThemba LABS)
iThemba LABS is a multidisciplinary research laboratory providing facilities for basic and applied research using particle beams. The Facility
provides particle radiotherapy for the treatment of cancer and the supply of accelerator-produced radioactive isotopes for nuclear medicine and
research.
37
PART B
Programme 1
40
Human Resources and Stakeholder Relations
Introduction
The
Human
Resources
and
particularly in key positions. Succession
from 8.56% to 9.63% year-on-year (largely
plans at senior and top management levels
influenced by the demand for highly technical
Stakeholder
and in key jobs are also reviewed annually
skills in the market) against an average national
Relations (HRSR) function plays a key role in
to assure organisational continuity. This
turnover of 11%. As the economic situation in
facilitating and enabling the execution of the
review is undertaken and discussed with the
the country stabilises, it is expected that the
NRF’s strategy, Vision 2015. Its contribution is
Remuneration and HR Committee of the NRF
pressure will increase as competition for skilled
to ensure that the NRF has the right number
Board and endorsed by the full Board.
staff increases. The NRF will continue to lay
of quality staff aligned to the overall vision and
mission of the organisation. This is achieved
emphasis on retaining staff in key skill areas
Performance Management
and finding innovative ways of engaging and
through a number of processes, tools and
interventions in the HR value chain:
 Ensuring
that
the
organisation’s
incentivising staff in order to reduce the risk of
The NRF subscribes to the principle of
losing key personnel.
managing for performance, using its Integrated
Performance
are able to attract staff who are qualified,
functions within the Balanced Scorecard
motivated and competent for the jobs they
framework. Line management, with the support
As part of the process of ensuring the
are expected to perform;
of HR, are committed to continually improve the
sustainability of the organisation, the NRF
 Inculcating an organisational culture and
effective use of the system as a management
reviewed its staffing and succession plans in key
building competencies on an on-going
tool for strategy execution. There is growing
positions including senior and top management
basis in staff and management in line with
buy-in, compliance and understanding, as
levels. This review was undertaken, discussed
the strategic goals and needs of the NRF;
well as appropriate adaptation and application
and approved by the NRF Board. The effect of
across all business divisions.
this systematic process ensures that:
 Ensuring the retention of key staff,
Management
System
which
Improve Staff and Succession Planning
recruitment processes are such that they
 The risks to the organisation are managed;
managing the risks and planning for longterm succession in strategic and key
The
management and leadership positions;
effectiveness, through proper performance
enhancement
of
organisational
and
management planning, monitoring and review
 The resources are optimally used; and
 The sustainability of the organisation is
assured.
 Building relationships and maintaining
remains a key priority in the NRF. The creation
harmony among staff, management and
of a team conducive work environment, on-
Areas of improvement were identified and
stakeholder labour organisations.
going training and development and motivation
action to be taken fed into the short to medium-
of employees underpin our efforts towards
term implementation plans
Fundamental to the NRF’s current and future
building a world-class organisation
Improve the Competency Levels of Staff
success is our continued endeavour to improve
the execution and effective management of a
set of basic processes and tools; namely:
Set HR Priorities for the Year under
Review and the Impact of these
Priorities
Staff Recruitment, Turnover
Through Training and Development
Training and development is a growing priority at
the NRF and is receiving greater strategic focus
and Succession Planning
Improve Recruitment and Reduce Turn-Over
As part of the process of ensuring the
Recruitment in the organisation has declined,
across the business divisions is in place and
sustainability of the organisation, the NRF
with a year-on-year decrease of 15.2% over the
is maintained in line with performance plans
reviews its staff needs relative to its strategy
reporting period. Some 131 staff members (154
and requirements. The NRF offers customised
and annual performance plan for recruitment
in 2011/2012) joined the organisation in the
training programmes and various other focused
purposes. It also monitors staff turnover,
year under review. Overall turnover increased
training opportunities. Quarterly corporate
and enablement. A development programme
that addresses common skills requirements
41
Induction workshops, as well as NRF Values
cost effectively using internal staff and minimal
workshops, were also conducted during the
external inputs and cost.
period under review.
A
customised
 A platform was created for the unions
to address HR policy concerns in order
to increase comfort levels in terms of
one-year
Management
Improve Communication and
understanding and adoption of HR policies.
Interaction with Stakeholders
This has improved relations among staff,
Development Programme (MDP) designed
management and labour organisations;
together with the University of Stellenbosch
In addition to improving internal communication
 A new KPI-linked performance management
Business
Development
and assisting the respective divisions with a
model is being conceptualised, developed
(USB-ED) was initiated and is being offered
variety of inputs in interacting with their respective
and tested. A consultation process with all
for the next three consecutive years. This is a
stakeholder communities, the NRF also negotiated
internal stakeholders has commenced and
comprehensive programme aimed at developing
a successful partnership with SAFm through the
is on-going;
the leadership and management skills of staff
broadcast of a very successful NRF Science for
in middle and junior management, with a view
Society Lecture series. This has given the NRF
and
to bolstering performance and effectiveness
reach to and contact with over a million people,
Programme (MDP and NMDP) were
at these levels. Programme modules include
who have now been exposed to the work of the
launched
Organisational Change and Transformation,
NRF. We also developed a concept proposal for an
University of Stellenbosch Business School
People Management, Project Management,
“Mzanzi for Science Campaign” intended to start
– Executive Development (USB-ED). Some
Strategic Management, Financial Management
a movement for science. The proposal is slowly
30 managers and potential managers will
and Research Management. The first group,
gaining support amongst Science Councils and
complete their studies in December 2013;
consisting of 30 managers and potential
the DST. This campaign/movement is intended to
managers, began their studies in March 2013.
ensure that science is taken to every living room
 The Stakeholder Relations unit facilitated:
in the country and also to get the private sector’s
 R950 000 of research grant funding
School
Executive
Improve and maintain Harmony between
commitment to invest more in science.
Staff, Management and Labour
labour
relations
climate
New
Managers
in
collaboration
Development
with
the
and
from
Xstrata,
Anglo-American
and
Impala Platinum for a multi-disciplinary
Achievements
The
 A Management Development Programme
within
the
research project on the causes of
violence at Marikana; and
organisation has been and generally continues
 A training module was implemented on the
 The SKA SA, with compliance with the
to be stable with no adverse occurrences in the
HR system to assist in the automation of
National Lotteries Board requirements
period under review. However, greater investment
training planning and management;
for funding, secured a R25 million grant.
in relationship-building is still required in some
divisions. The percentage union membership in
 Staffing and succession planning was
completed and approved by the Board;
Future HR Plans/Goals
the organisation is constant, showing a marginal
 A new recruitment process which assisted in
year-on-year increase from 50.79% (2011/12) to
cutting down on recruitment lead times and
Future plans will include the following strategic
costs was revised and implemented;
shifts intended to adapt the organisation and its
50.81% in 2012/13.
 HR Delegation of Authority was developed,
Provide the Organisation with the
Necessary Legal Input and Advice
Some one hundred and twenty (120) contracts
were drafted and/or reviewed, thirty-six (36)
finalised, approved and implemented;
related HR processes and tools to the changing
demands of the environment and stakeholders:
 A job description profiler was developed,
 The adaptation and change of the
refined and successfully piloted. The profilers
Performance Management Model and
were linked to the Organising Framework for
associated reward mechanisms to be
Occupations (OFO);
aligned to the team and client-centric
labour-related matters in the form of disciplinary
 A full NRF salary market benchmarking
culture required in the organisation to meet
hearings and grievances were facilitated and
review and analysis was conducted. Results
its performance goals and stakeholder
resolved, sixty-three (63) legal opinions were
confirmed that significant progress has been
expectations;
provided and five (5) court cases were attended
made to close the gap between the NRF and
to in the period under review. This was achieved
general market salaries;
42
 A fundamental shift in the workforce
strategy and associated scorecard by
introducing strategic differentiation linked
change and employee profile should the
project mode aligned to the direction of
to the various strategic thrusts of the
NZG be transferred to SANBI and the
the RISA renewal strategy and continued
individual NRF divisions;
creation of an astronomy sub-agency; and
implementation of the NMDP and MDP
 The negotiation of a new deal with labour
 Reskilling of RISA staff to enable effective
as a result of the expected organisational
functionality within the new matrix and
programmes.
Human Resource Oversight Statistics
Personnel cost by Salary Band
Table 11: Personnel Cost by Salary Band as at 31 March 2013
Occupational level
Top Management
Personnel expenditure
(R’000)
as a % of total
expenditure (R’000)
No. of employees
Average personnel cost
per employee (R’000)
9 911
2%
6
1 652
25 807
6%
23
1 122
Professionally qualified and experienced specialists and
mid-management
145 489
34%
249
584
Skilled technical and academically qualified workers, junior
management, supervisors, foremen and superintendents
210 951
50%
677
312
22 620
5%
185
122
8 769
423 547
2%
100%
96
1 236
91
3 883
Performance rewards
(R’000)
(R’000)
No. of employees
Senior Management
Semi-skilled and discretionary decision making
Unskilled and defined decision making
TOTAL
Table 12: Performance Rewards as at 31 March 2013
Performance rewards
Occupational level
% of performance
rewards to total
personnel cost
Top Management
184
9 911
3
0,043%
Senior Management
159
25 807
5
0,038%
mid-management
1 293
145 489
60
0,305%
1 452
210 951
124
0,343%
72
22 620
16
0,017%
19
3 179
8 769
423 547
7
215
0,004%
0,750%
TOTAL
Table 13: Employment Changes as at 31 March 2013
Employment Changes Band
Salary Band
Top Management
Employment at
beginning of the period
Appointments
Terminations
6
–
20
3
mid-management
241
23
14
249
668
71
60
677
Senior Management
TOTAL
–
Employment at end of
the period
6
23
199
5
19
185
194
1 228
29
131
26
119
96
1 236
43
Table 14: Reasons for Staff Leaving as at 31 March 2013
No. of employees
Reasons for Leaving
Death
3
2,52%
57
47,90%
Dismissal
6
5,04%
Retirement
23
19,33%
–
0,00%
27
22,69%
3
2,52%
119
100,00%
Resignation
Ill Health
Expiry of Contract
Other
TOTAL
31 March 2013
% of total no of staff
leaving
Labour relations: Misconduct
and disciplinary action
Reason
Table 15: Labour Relations: Misconduct and Disciplinary Action as at
Nature of disciplinary action
Number
Verbal warning
1
Written warning
11
Final written warning
17
Dismissal
4
TOTAL
33
Table 16: Employment Equity Targets and Status as at 31 March 2013
Equity target and employment equity status
Male
African
Occupational level
Current
Coloured
Target
2016
Current
Indian
Target
2016
Current
White
Target
2016
Current
Target
2016
Top Management
1
2
0
0
3
1
1
1
Senior Management
5
6
2
0
1
1
9
6
29
38
14
5
7
3
92
65
management, supervisors, foremen and superintendants
144
179
77
83
1
9
85
88
100
124
13
12
0
2
4
17
17
17
12
8
0
0
1
2
296
366
118
108
12
16
192
179
Professionally qualified and experienced specialists and midmanagement
TOTAL
Table 17: Employment Equity Targets and Status as at 31 March 2013
Equity target and employment equity status
Female
African
Occupational level
Current
Coloured
Target
2016
Current
Indian
Target
2016
Current
White
Target
2016
Current
Target
2016
Top Management
0
2
1
1
0
0
0
0
Senior Management
2
4
0
0
2
0
0
2
10
34
6
11
3
5
26
19
165
147
62
63
16
13
83
62
47
74
16
16
2
4
2
15
16
12
20
15
0
0
0
1
240
273
105
106
23
22
111
99
Professionally qualified and experienced specialists and midmanagement
TOTAL
44
General
Remuneration
respect of prevailing economic conditions
and of the CEO. The Board’s Remuneration
are negotiated with representative unions
and Human Resources Committee takes these
on an annual basis. Differentiation between
results into consideration when recommending
salaries paid to individuals is based on
remuneration levels for executives and senior
The NRF Executive Management and general
performance as measured through the NRF
management. The Board also approves the
staff are remunerated in accordance with the
Integrated Performance Management System,
organisation’s remuneration levels in general.
total cost to company approach.
and rewarded through performance bonuses
To attract and retain high-calibre staff, the
and notch salary adjustments for deserving
In line with principles of transparency, Table 18
individuals.
below indicates the remuneration packages of
NRF positions its average salaries for good
the Corporate Executive Members. For more
performers at the median of the general
The
market.
performance assessment of the organisation
General
salary
adjustments
in
NRF
Board
conducts
an
annual
details refer to the Annual Financial Statements
on page 130.
Table 18: Remuneration Packages of the Corporate Executive Management as at 31 March 2013
2009/10
(R’000)
2010/11
(R’000)
2011/12
(R’000)
2012/13
(R’000)
1 835
2 123
2 278
2 457
220
1 511
1 677
1 810
G Mazithulela (from February 2009)
1 450
1 573
422
–
B Singh
1 197
1 301
1 604
1 731
PB Thompson
1 212
1 316
1 604
1 732
857
926
1 201
1 494
5 914
7 824
8 785
9 224
Corporate Executive Management
AS van Jaarsveld
D Pillay (from February 2010)
BA Damonse
Total remuneration
Note: Figures excludes Cellphone Allowance, Performance Bonus and Employer Contributions to UIF and COIDA
Employment Equity and Organisational Transformation
Table 19: The Employment Levels of NRF Staff in Terms of Race and Gender as at 31 March 2013
Designated
Occupational level
Male
Employment Equity
A
W
W
Male
Female
3
0
1
0
0
1
0
0
6
Senior Management
5
2
1
2
0
2
0
9
1
0
22
Professionally qualified and experienced specialists and mid-management
29
14
7
10
6
3
26
92
40
12
239
Skilled technical and academically qualified workers, junior management,
supervisors, foremen and superintendents
144
77
1
165
62
16
83
85
17
7
657
100
13
0
47
16
2
2
4
0
0
184
17
12
0
16
20
0
0
1
0
0
66
296
118
12
240
105
23
111
192
58
19
1 174
26
5
0
15
2
0
3
9
2
0
62
322
123
12
255
107
23
114
201
60
19
1 236
GRAND TOTAL
A: African;
C: Coloured;
I: Indian;
C
I
TOTAL
0
Non-permanent employees
A
Foreign Nationals
1
TOTAL PERMANENT
I
Male
Top Management
C
Non-Designated
Female
W: White
45
Gender per Level of Employment
Table 20: Trends in NRF Staff Gender Representation by Level of Employment (2009/10 and 2012/13)
Professional &
Academically
qualified
Male
Female
Male
Female
Male
Female
Male
Female
Male
Female
Male
Female
Total Staff
excluding
Foreign
nationals
2009/10
26
4
389
323
190
84
19
31
25
12
649
454
1 103
2010/11
22
4
448
354
178
77
19
34
26
15
693
484
1 177
2011/12
20
5
451
363
134
69
33
35
33
33
671
505
1176
2012/13
22
5
449
371
117
67
30
36
40
20
658
499
1 157
Year
Top & Senior
Management
Semi-skilled
Unskilled
Non-permanent
Total
There has been a steady increase in the overall
Gender equality is more
employment of women, especially at the level of
professional and academically qualified staff. In
pursuing the employment equality challenge, the
than a goal in itself. It is a
NRF expects that this trend will continue in the
precondition for meeting the challenge
coming financial years.
of reducing poverty, promoting
sustainable development and
building good governance.
Kofi Annan
Race per Level of Employment
Table 21: NRF Staff Representation in Terms of Designated and Non-Designated Groups by Level of Employment (2009/10 – 2012/13)
Total
Year
NonDesignated
Designated
NonDesignated
Designated
NonDesignated
Designated
NonDesignated
Total Staff
excluding
Foreign
nationals
Designated
Non-permanent
NonDesignated
Unskilled
Designated
Semi-skilled
NonDesignated
Professional &
Academically
qualified
Designated
Top & Senior
Management
2009/10
18
11
446
258
267
7
46
4
34
12
811
292
1 103
2010/11
18
8
487
315
246
9
50
3
31
10
832
345
1 177
2011/12
16
9
628
186
198
5
67
1
55
11
964
212
1176
2012/13
17
10
643
177
180
4
65
1
51
9
956
201
1 157
46
Staff Movement by Reason, Race and Gender
There has been a steady increase in the
at the level of professional and academically
employment of designated groups especially
qualified staff.
Table 22: Staff Movement by Reason, Race and Gender as at 31 March 2013
Designated
Coloured
Indian
Total
African
Colored
Indian
White
Total
White
Male
Female
Recruits
Female
African
Male
Non-Designated
Foreign
Male
Nationals
41
10
0
51
33
8
1
8
50
19
9
2
Designated
Total NonDesignated Group
Grand Total
30
131
Total NonDesignated Group
Grand Total
Non-Designated
Foreign
Nationals
Indian
Total
African
Colored
Indian
White
Total
White
Male
Female
Male
Coloured
Female
African
Male
Resignations
14
2
1
17
22
5
–
5
32
4
3
1
8
57
Retirements
13
–
–
13
4
–
–
3
7
3
–
–
3
23
Retrenchments
2
–
–
2
–
–
–
–
0
–
–
–
0
2
5
–
9
3
4
–
3
10
4
3
2
9
28
1
4
–
–
–
2
2
–
–
–
0
6
–
0
–
–
–
0
0
0
–
–
–
0
3
51
11
6
3
20
119
Contracts expiring
4
Dismissals
3
Ill Health / Disability
–
–
–
0
–
–
–
Death
2
1
–
3
–
–
–
TOTAL
38
8
2
48
29
9
0
13
Staff Profile by Age
Table 23: Staff Profile in Terms of Age for the Period from 2009/10 – 2012/13
Age group
2009/10
2010/11
2011/12
2012/13
20 – 29
30 – 39
40 – 49
50 – 59
60 – 71
Total
No. of staff
148
421
275
231
65
1 140
% of staff
12,98%
36,93%
24,12%
20,26%
5,70%
100,00%
No. of staff
150
444
313
245
68
1 220
% of staff
12,30%
36,39%
25,66%
20,08%
5,57%
100,00%
No. of staff
141
461
312
244
70
1228
% of staff
11,48%
37,54%
25,40%
19,86%
5,70%
100,00%
No. of staff
136
462
320
252
66
1 236
% of staff
11,00%
37,38%
25,89%
20,39%
5,34%
100,00%
Overall, the NRF is a relatively young organisation
age was increased from 60 to 65 years with effect
distribution of staff age gravitates towards the age
with 74.27% of its staff being younger than 50 years
from 1 January 2008 as a strategy to deal with
group between 30 and 49 with a noticeable increase
of age. It should be noted that the normal retirement
the risk of prematurely losing skilled staff. The
from 2009-2013 in the 40-49 age groups.
47
Staff Qualifications
Table 24: Proportion of Research Staff to Total Staff –
Trend per Business Unit for the Period from 2009/10 – 2012/13
Research Staff
The competitiveness of the organisation is
Number of
researchers
Total staff
% Researchers to
total staff
largely determined by the availability of suitably
2009/10
0
226
0%
qualified staff. The number of researchers
2010/11
0
231
0%
RISA
to total staff suggests a lower research staff
profile compared with other science councils.
It should be noted, however, that the work at
RISA and SAASTA is not research per se but
SAASTA
is considered research management and
administration and, therefore, requires a
different skills set to that required by research
SAAO
performing science councils or even a National
Research Facility.
RISA and SAASTA do not employ staff to conduct
HartRAO
research. At the National Research Facilities,
approximately 15% (144 of the total of 940 staff
members) are researchers. The percentage
SAIAB
ranges from 3% research staff at the NZG to 25%
2011/12
0
245
0%
2012/13
0
250
0%
2009/10
0
38
0%
2010/11
0
41
0%
2011/12
0
45
0%
2012/13
0
46
0%
2009/10
23
111
21%
2010/11
16
116
14%
2011/12
24
124
19%
2012/13
24
124
19%
2009/10
11
43
26%
2010/11
3
44
7%
2011/12
9
44
20%
2012/13
7
39
18%
2009/10
8
47
17%
2010/11
13
40
33%
2011/12
9
42
21%
research staff at SAIAB respectively. Table 24
2012/13
10
40
25%
provides more information on the proportion of
2009/10
0
9
0%
research staff to total staff per business unit.
2010/11
6
32
19%
SAEON
iThemba LABS
NZG
SKA SA
National Research
Facilities Total
Overall Total
48
2011/12
7
41
17%
2012/13
12
47
26%
2009/10
33
276
12%
2010/11
32
272
12%
2011/12
47
279
17%
2012/13
60
282
21%
2009/10
5
315
2%
2010/11
6
317
2%
2011/12
4
295
1%
2012/13
9
278
3%
2009/10
0
0
2010/11
5
95
2011/12
8
113
7%
2012/13
14
130
11%
2009/10
91
1 099
8%
2010/11
91
948
10%
2011/12
115
938
12%
2012/13
144
940
15%
2009/10
91
1 140
7,98%
2010/11
91
1 220
7,46%
2011/12
115
1228
9,36%
2012/13
144
1 236
12%
0
5%
Post-Graduate Staff Qualifications
People with Disabilities
Union Membership
In the financial year 2012/13 the NRF employed
There has been a year-on-year decrease in the
Union membership is relatively stable with
143 staff with Doctoral qualifications and 136
employment of people with disabilities. The decrease
marginal changes year-on-year, as shown in
with Master’s degrees. Some 12 staff members
is a result of the termination of two employment
Table 26.
enrolled for PhD studies and 21 for their Master’s
contracts due to death in service and a dismissal for
degrees. These figures reflect the efforts to up-
misconduct. The NRF has a total of 8 members of
skill the NRF staff in general.
staff with disablities as of 31 March 2013.
Table 25: Staff Profile in Terms of Qualifications 2009/10 – 2012/13
Facilities
PhD
%
Enrolled PhD
%
Master’s
%
Enrolled Master’s
%
2009/10
98
1 140
8,60%
17
1 140
1,49%
53
1 140
4,65%
23
1 140
2,02%
2010/11
115
1 220
9,43%
15
1 220
1,23%
82
1 220
6,72%
23
1 220
1,89%
2011/12
112
1 228
9,12%
26
1 228
2,12%
80
1 228
6,51%
31
1 228
2,52%
2012/13
120
1 236
9,70%
5
1 236
0,40%
96
1 236
7,77%
16
1 236
1,29%
RISA &
SAASTA
PhD
%
Enrolled PhD
%
Master’s
%
Enrolled Master’s
%
2009/10
25
1 140
2,19%
4
1 140
0,35%
45
1 140
3,95%
19
1 140
1,67%
2010/11
24
1 220
1,97%
13
1 220
1,07%
57
1 220
4,67%
19
1 220
1,56%
2011/12
21
1 228
1,71%
12
1 228
0,98%
36
1 228
2,93%
25
1 228
2,04%
2012/13
23
1 236
1,86%
7
1 236
0,57%
40
1236
3,34%
15
1 236
1,21%
Table 26: Membership by Union 2009/10 – 2012/13
Membership
Union
No. of staff qualifying for membership
2009/2010
2010/2011
2011/2012
2012/2013
1 073
1 135
1 195
1 179
466
363
432
429
South African Municipal Workers Union (SAMWU)
60
23
12
134
Public Servants Association of South Africa (PSA)
33
197
136
28
SOLIDARITY
33
32
27
8
0
0
0
0
592
615
607
599
55,17%
54,19%
50,79%
50,81%
National Education, Health and Allied Workers Union (NEHAWU)
Democratic Nursing Organisation of South Africa (DENOSA)
Total Union Membership
Total %
49
Corporate Governance
The NRF addresses the governance and
its stakeholders. The NRF risk management
and external audit are encouraged to cooperate
compliance requirements of the organisation
framework provides a common “risk language”
and ensure that there is an optimal level of
through the Governance Directorate within
and describes the roles and responsibilities of
overlap between these assurance providers. The
the Corporate Programme. The directorate
key players in the process of enterprise risk
internal audit function is tasked with compiling
is charged with supporting the Corporate
management.
an annual audit plan to be approved by the Audit
Executive through the established structures
committee that will:
and processes that support the duty of care,
The implementation of the enterprise risk
skill, diligence and the fiduciary duties of all
management framework contributes to:
directors and officers of the organisation,
 The proactive identification, management
while striving to achieve best practice. The
and monitoring of enterprise risks so as to
directorate provides the following cross-cutting
minimise losses and disruption to the NRF;
 Test the internal controls across the
business;
 Audit specific areas based on the outcome
of a risk assessment;
 Provide advisory service to the organisation
compliance and support services:
 Promoting and embedding a risk-conscious
Governing Structures
 Compliance with relevant legal and
Policy Framework
 The integration of risk into the internal
The NRF internal audit unit has adopted a co-
audit methodology such that internal audit
sourced model whereby the organisation makes
becomes risk based.
use of an internal audit service provider as well
culture and behaviour throughout the NRF;
as necessary; and
 Provide ad hoc audit and investigative
services as necessary.
regulatory requirements; and
The NRF Board approved a formal policy
framework for the NRF that guides the structure,
as an in-house audit to meet the mandate and
rationalisation and the approval protocol of all
Risk management and the tabling of the
responsibilities of the unit. The key activities
policies. All NRF policies are adapted to this
strategic risk register of the organisation is a
of the unit are to provide assurance, and to
framework. The NRF Executive established a
standing item on the agenda of the Audit and
provide an advisory service in some instance.
policy committee in order to ensure that the
Risk committee of the NRF Board. During the
organisation's policies are:
reporting period, the Corporate Executive
During the 2012/13 financial year, the NRF
 Effective;
committee, together with the Audit and Risk
conducted the following internal audit reviews:
 Efficient; and
committee, held a work session to review
 Data analytic review;
 Easy to use.
the strategic risk register of the organisation.
 Corporate governance review;
Operational risks are managed on an on-going
 Fraud prevention and implementation roadmap
Enterprise Risk Management
basis and critical operational risks are reported
as part of the quarterly reporting cycle by all
The organisation has adopted a risk-based
sub-programmes.
audit methodology aligned to the principles
of the King Report on Corporate Governance
(NZG);
 Financial integrity review (DRL, Phoenix and
Great Plains);
 Review on the controls and quality of
Internal Audit
for South Africa (King III) and the legislative
investment decisions in research (including
SKA SA);
requirements of the PFMA (Act No. 1 of 1999
The Internal Audit function derives its mandate
 Health and safety follow-up review (NZG);
as amended by Act No. 29 of 1999).
from the Audit committee’s terms of reference
 Business continuity management review
whereby the Audit committee is pivotal in
(Corporate);
management
ensuring that the internal audit functions are
 Information
principles are dependent on the taking of
independent and have the necessary standing
calculated risks in the pursuit of opportunities
and authority to discharge their functions. As a
for the achievement of strategic goals while not
critical assurance provider within the combined
jeopardising the direct interests of the NRF and
assurance framework of the business, internal
The
NRF’s
50
enterprise
risk
technology
general
controls
review; and
 SKA SA follow-up review of prior year issues.
Performance Planning and Reporting
such as the NRF Annual Performance Plan,
transparent system of metrics in order to track
the Annual Performance Report, the Key
performance. The directorate is also responsible
This unit supports the business by ensuring
Performance
the
for the development and implementation of an
that there is compliance with the relevant
Shareholder Compact and quarterly reports.
organisational business intelligence system
legislation, regulatory frameworks, guidelines
The units have complied will all reporting
in order to promote effective monitoring and
and best practice. The performance planning
requirements to the DST, the Auditor General
evaluation.
and reporting unit supports the business by
and National Treasury over the reporting period.
Indicator
(KPI)
report,
Sustainability
compiling relevant strategic, operational and
performance information as required.
Business Intelligence
In line with the National Treasury Framework
To ensure proper corporate performance
will continue to conduct business in a manner
and the requirements of the DST, the directorate
measurement, the Governance directorate
that meets existing needs without compromising
prepares all statutory reporting documents,
assists the organisation in developing a
the possibilities for future generations. The NRF
The NRF as an organisation has conducted, and
Table 27: Applicable Legislation and Best Practice Matrix
Legislation
SAEON SAASTA SAIAB HartRAO SAAO
iThemba
SKA SA
LABS
RISA
NZG
1 National Research Foundation Act 23 of 1998









2 Occupational Health and Safety Act 85 of 1993









3 National Water Act 36 1998









4 NEMA – National Environmental Management Act 107 of 1998









5 Public Finance Management (PFMA) Act 1 of 1999









6 New Companies Act 71 of 2008









7 Intellectual Property Rights from Publicly Financed Research and Development Act 51 of 2008









8 Skills Development Act 97 of 1998









9 Employment Equity Act 55 of 1998









10 Labour Relations Act 66 of 1995









11 Basic Conditions of Employment Act 75 of 1997











12 National Environmental Management Biodiversity Act 10 of 2004



13 National Environmental Management Biodiversity Act, 2004 (act 10 of 2004): Threatened
or Protected Species Regulations



14 Astronomy Geographic Advantage Act 21 of 2007

15 Mine Health and Safety Act 29 of 1996

16 Mineral and Petroleum Resources Development Act 28 of 2002

17 Marine Living Resources Act 18 of 1998

18 National Environmental Management Air Quality Act (NEM:AQA), 39 of 2004

19 National Environmental Management Waste Act 59 of 2008
20 Promotion of Access to Information Act 2 of 2002





21 Occupational Health and Safety Act 85 of 1993 – Diving Regulations









22 Occupational Health and Safety Act 85 of 1993 – Construction Regulations

23 National Radioactive Waste Disposal Institute Act 53 of 2008

24 National Health Act 61 of 2003

25 South African National Space Agency Bill (B20 of 2008)
26 Animal Health Act 7 of 2002




27 Compensation for Occupational Injuries and Diseases Act 130 of 1993
28 Animals Protection Act 71 of 1962


51
takes cognisance of the impact that the business
Fraud and Corruption
Empowerment Act;
has on its stakeholder community. To this end,
 Social
and
economic
development,
the NRF Board enhanced the Board’s Terms
including the entity’s standing in terms of:
The NRF has an all-encompassing policy
of Reference to include the implementation of
 The 10 principles set out in the United
entitled, “The Prevention, Detection and
legal requirements and prevailing codes of best
Resolution of Fraud and Corruption”, which
Nations Global Compact; and
practice and standards with regard to social
 The OECD recommendations regarding
and ethics matters including:
is to be tabled for approval. The organisation
 Good corporate citizenship through:
The social and ethics agenda is addressed at
 The promotion of equality, prevention of
unfair discrimination, and reduction of
includes a Fraud Prevention Plan. The policy
was reviewed during the reporting period and
corruption.
various levels of the organisation.
subscribes to the National Anti-Corruption
Hotline (NACH) where all allegations of fraud
and corruption and cases that are reported to
corruption; and
 The contribution to the development
Compliance with Laws and Regulations
the NACH are investigated in line with policy.
Depending on the outcome of the investigation
of communities in which its activities
are predominantly conducted or within
The NRF compiled a Priority Compliance listing
and based on the recommendations of the
which its products or services are
that identified pieces of priority legislation,
oversight committee, issues raised are reported
predominantly delivered;
regulations, and codes of best practise. This
to the NRF Board in terms of the Act.
 The environment, sustainability and public
list is continuously monitored and tracked with
regard to compliance.
Minimising Conflict of Interest
the entity in terms of the Global Reporting
The King Report on Corporate Governance for
A conflict of interest occurs when an individual
Initiative (GRI);
South Africa (King III) urges the organization’s
or an organisation is involved in multiple
leadership not only drive to compliance with
interests and where there is potential to
laws but to also focus on non-binding rules,
possibly corrupt the motivation to act in one
health and safety including the impact
of all activities, products and services of
 The establishment and maintenance of
proper stakeholder relations;
 Labour and employment, including the:
 International
Labour
Organization
Protocol;
 Employment Equity Act; and the
codes and standards. Table 27 and Table 28
or another interest. While it is understood that
contain some key (but not all-inclusive) laws
conflict of interest can be voluntarily identified
and best practice codes applicable to the NRF’s
and defused before corruption occurs, the
operations and mandate.
NRF, given its strategic role in the national
landscape, minimises the risk of such conflicts
 Broad-Based Black Economic
Table 28: Applicable Sustainability Best Practice Codes and Standards
Best Practice Codes and Standards
NZG
1 King III Code of Corporate Governance for South Africa









2 International Financial Reporting Standards (IFRS) for Financial Reporting















3 PAAZAB Code of Ethics

4 African Preservation Programme (APP) Resource Manual

5 SANS 10386:2008 South African National Standard for the
care and use of animals for scientific purposes

6 World Association of Zoos and Aquariums (WAZA) Code of Ethics and Animal Welfare

7 Occupational Health and Safety Management Systems 18001:2007

8 ISO 14001:2004 Environmental Management System

9 ISO 9001:2008 Quality Management System


SAEON SAASTA SAIAB HartRAO SAAO
iThemba
SKA SA
LABS
RISA


10 Current Good Manufacturing Practices (cGMP)

11 International Atomic Energy Agency (IAEA) standards

52
by ensuring that the proper segregation of
is the function of the Risk and Audit unit to
 The Men-in-the-Making Initiative where
duties exist at all levels of the organisation. In
ensure that the specific needs are met through
the NRF partnered with Tracker and the
the area of grant management, the business
customized Compliance solutions across the
South African Broadcasting Corporation’s
adopts the process of independent review and
NRF.
Metro FM radio station, in a drive to
evaluation as opposed to taking those decisions
develop boys by exposing them to the work
Supply Chain Management
internally.
environment, and motivating them with
respect to education, with a bias towards
All the organisation’s processes are open to audit,
In accordance with the statutory regulations
evaluation and review and the NRF engages in
stipulated under regulation 16 A of the PFMA
 The Plant Back Project, which is an
an organisation-wide review once every five
(No. 1 of 1999 as amended by No. 29 of 1999),
initiative of black professionals and
years as set out in the White Paper on Science
on Supply Chain Management, the NRF has
corporate leaders aimed at improving
and Technology. Specific programmes and sub-
implemented an effective and efficient supply
levels of education in the rural hinterland.
programmes are also open to external review as
chain management system for the acquisition
The NRF collected and facilitated the
necessary or as part of the governance of the
of goods and services and the disposal and
donation of new and used books from
programme or sub-programme.
letting of state assets, including the disposal
its network of professionals for delivery
of goods.
to Umzomhle High School in Mdantsane,
Code of Conduct
science and mathematics; and
Eastern Cape. SAASTA facilitated the
The corporate supply chain management’s role
provision of 100 learner and teacher
The NRF adopted a Code of Ethics, Values and
is to ensure that supply chain management
manuals for physical science, as well as
Business Conduct (“the Code”) in March 2011
processes adhere to international best practices,
career guidance information for secondary
as part of its suite of Consolidated Human
legislation and internal control in the areas of
school learners. This initiative was led
Resources Policies and Procedures. The Code
demand management, logistics management,
by the Minister of Defence, as well as
is complementary to the conditions of service
disposal management, SCM risk management
corporate leaders. This initiative benefited
of the NRF and is a statement of the values that
and assessment of SCM performance. This is
the NRF by raising awareness of its role
the NRF pursues in its dealings with people and
achieved through the design and implementation
among leaders and communities where it
organisations internally and externally.
was previously unknown.
The
of appropriate processes, including work flow, and
spirit of the Code is to support ethical conduct
support in the form of training, policies, systems,
by all individuals covered by it. To assist
templates,
employees in complying with both the letter and
forums, quality assurance for tenders; as well as
spirit of the Code, the NRF has developed a set
contributing to the bid adjudication processes.
of guidelines that are published with the Code.
The unit also ensures the use of transversal
A breach of the Code attracts censure and is
agreements and negotiates bulk rates where
dealt with in terms of the NRF’s Disciplinary
feasible.
advisories,
advice,
directives,
Code, which may result in sanctions as harsh
as dismissal in appropriate circumstances.
Corporate Social Investment
Health Safety and Environmental
Issues
The NRF has been involved in a number of
corporate social initiatives throughout the
reporting period. These include:
The Occupational Health and Safety (OHS) Act
 Cell C’s Take a Girl Child to Work
prescribe specific compliance requirements
initiative held on 31 May 2012, where the
for specific environments. Given the diverse
organisation hosted 15 girls as part of the
nature of the NRF, there are health and safety
programme that aims to inspire girls and
requirements that vary and therefore require
expose them to professional women at
specific interventions to meet the needs. It
work;
53
Information Communication Technology
The primary goal of the Information and
procurement of an integrated tele-presence
Electrotechnical
Communication Technology (ICT) division is to
(video conferencing) platform improved
International IT standards committee,
Commission
(IEC)
provide world-class IT services and support to
communication and significantly reduced
as part of national delegation, actively
all NRF business units across the NRF. The IT
travelling costs in the 2012/13 financial year
contributing to the development of new-
division has three service units: IT Software
and will continue to add value into the future;
Development, IT Infrastructure and IT Service
 The ICT Policy Committee completed a set of
generation of IT governance standards;
Desk. The NRF also actively participates in the
corporate ICT policies that was approved by
submission
national ICT standardisation initiative through
the NRF Board;
internally, was successfully launched at the
 A new, vastly improved NRF On-Line
system,
developed
fully
active membership of the relevant committees of
 The development and implementation of
the South African Bureau of Standards (SABS).
the ICT disaster recovery and business
Long-term strategies include the implementation
continuity plan, including the roll-out of
 National Equipment Data Base, operating
of a robust governance framework in line with
support infrastructure at NRF Corporate
since 2010, is due for an upgrade, which
the King III report on Corporate Governance for
offices, ensures that the organisation is
commenced in 2012 in line with IT systems
South Africa. The details of achieved objectives
well protected, which was reflected in
life cycle maintenance. The appointed service
are highlighted below.
independent third party assessment and
provider progressed with several focus group
annual IT audits;
meetings in order to finalise the scope and
Performance Highlights
 In
November
participated
 During the 2012/13 period, Corporate ICT
in
2012
the
Corporate
plenary
ICT
beginning of 2012 and is used to date for
processing of all NRF’s funding calls;
functional specification of the project; and
meeting
 All NRF sites were connected to the South
of the Joint Technical Committee 1
African National Research Network (SANReN)
made progress in improving both internal and
(JTC1)
for
in 2012, with only SAASTA outstanding and
external ICT services and infrastructure. The
Standardization
International
benefiting from the provision of bandwidth from
International
Organization
(ISO)/
TENET at 1 Gigabyte (Gb)/sec as a minimum
per site. This improved capacity represents
truly world-class infrastructure.
The NRF contributes to
environmental sustainability
through the adoption of the 3Rs
Cumulative down time for the year of the
principle (Reduce, Re-use and Recycle) in
performance limit metric of 1.5% and amounted
all its IT policies and by disposing of writtenoff equipment in accordance with the national
framework of the e-Waste Association of
South Africa (eWASA), which entitles the
organisation to carbon emission
reduction credits.
54
Performance Indicators
data centre and network was well below the
to less than 6 hours in total, i.e. less than 0.07%.
In pursuit of performance excellence through
cost-effective and efficient IT systems ...
0.07%
down time was
experienced, which is far
less than the projected
1.5%… enabling…
5 634
grant applications to be
processed through the IT
platforms…
resulting in…
297
Grant applications being
processed per staff
member … costing the
NRF only
and…
there was a
R62
ROI for each rand spent
on ICT
R 2,68
per grant application
processed
55
Finance
A detailed statement of the NRF’s financial position
R1 085m (2012: R940m) received from the DST
Designated income increased mainly as a
is provided in the annual financial statements
for designated projects/programmes.
result of the SKA SA project, the Global Climate
for 2012/13. The section below provides a brief
Research Programme and the South African
analytical overview of the organisation’s income
The parliamentary grant was reduced due to
Research Chairs Initiative, all of which are funded
and expenditure.
budget cuts implemented by National Treasury.
by the DST. Other income for 2012/13 remained
This resulted in the decline of the NRF’s
stable in relation to 2011/12. The income trend
Income Trend
parliamentary grant in real terms by 0.4%.
is shown in Figure 24.
The NRF ended the year with a total increase in
Figure 24: NRF Income Trend (2008/09 – 2012/13)
income from R2 131m in 2011/12 to R2 312m in
2012/13, according to financial reports prepared
2 500
in line with Generally Recognised Accounting
Practice (GRAP). The increase of 8% in total
2 000
income is directly attributable to designated
projects, which continues to grow relative to other
1 500
R’000
streams as is evident in Figure 24.
1 000
The NRF has three primary income streams: the
parliamentary grant, designated income, and
500
other income (including interest and trading).
Designated projects/income represents income
0
from specific contract funding. These contracts
Other income
provide the NRF with funding to manage specific
Designated income
projects and are done according to objectives laid
Parliamentary grant
down by the respective sponsors through formal
Total income
2008/09
168 699
699 665
2010/11
157 410
1 266 284
2011/12
123 114
1 229 573
2012/13
123 739
1 412 482
715 388
719 290
761 766
779 054
775 835
1 583 752
1 701 090
2 185 460
2 131 741
2 312 056
Year
contractual agreements. The primary source of
significant amounts of contract funding for the
2009/10
145 951
835 849
Income Ratios
NRF during the year is the DST, the Department of
Higher Education and Training and the Department
Figure 25: NRF Income Ratios (2008/09 – 2012/13)
of Trade and Industry. The NRF has included in its
70%
Statement of Financial Performance an amount of
80% of NRF’s total
income is received
from the DST
56
Income Ratio (%)
60%
50%
40%
30%
20%
10%
0%
Parliamentary grant to total income
Designated income to total income
Other income (incl interest and
trading income) to total income
2008/09
2009/10
2010/11
2011/12
45%
44%
11%
42%
49%
9%
35%
58%
7%
37%
58%
6%
2012/13
34%
61%
5%
Income per Business Unit
The total income per business unit (including
THRIP) is shown in Table 29.
Figure Table 29: Income per Business Unit (2011/12 – 2012/13)
Programme
2011/12
R’000
91 414
2012/13
R’000
66 408
1 317 928
1 415 156
169 241
174 579
Business division
1
Corporate
2
Research and Innovation Support and Advancement (including THRIP)
There has been an increase in income within
4
iThemba Laboratory for Accelerator Based Sciences
the RISA division primarily for the South African
4
South African Astronomical Observatory
73 957
67 359
4
Hartebeesthoek Radio Astronomy Observatory
24 818
22 937
4
South African Institute for Aquatic Biodiversity
20 032
20 127
3
South African Agency for Science and Technology Advancement
63 282
59 565
4
South African Environmental Observation Network
22 566
22 016
4
National Zoological Gardens of South Africa
96 562
106 081
4
Square Kilometre Array project
Total
251 941
2 131 741
2 312 056
Research Chairs Initiative. The increased activity
on the SKA SA project was made possible by
additional designated income received from the
DST during the course of the year.
Expenditure
357 828
Expenditure Trend
The total expenditure of the NRF increased from
R2 188m in 2011/12 to R2 312m in 2012/13
Designated income to total
(including THRIP), representing a 5.7% increase.
This is mainly due to the 172% increase in net
income increased from 44%
capital expenditure attributed to the MeerKAT
development costs for the SKA SA project, which
in 2009 to 61% in 2013.
commenced in the 2012/13 financial year.
The employees’ remuneration increase of 8.6%
includes mainly salary increases due to inflation
and new staff recruited for the SKA SA project. The
decrease in programme and operating expenditure
is attributable to the capitalisation of professional
Figure 26: Expenditure Trends (2008/09 – 2012/13)
services on the SKA SA project in 2012/13 as well
2 500
as a non-recurring post-retirement medical benefit
buy-out in 2011/12. Grant expenditure remained
2 000
The major expenditure trends per category of
1 500
expense are shown in Figure 26.
R’000
stable from 2011/12 to 2012/13.
1 000
500
The NRF
investment in
MeerKAT increased
by 430%.
0
Net capital expenditure
2008/09
79 441
Employees’ remuneration
286 559
Programme operating and
other expenditure
312 363
910 952
1 589 315
Grants and bursaries
Total expenditure
2009/10
108 850
2010/11
79 026
2011/12
70 789
2012/13
192 333
327 785
377 587
408 608
443 745
309 552
353 481
426 829
394 653
965 129
1 364 790
1 282 487
1 282 177
1 711 315
2 174 884
2 188 713
2 312 908
57
Table 30: Expenditure per Business Unit (2011/12 – 2012/13)
Programme
Expenditure per Business Unit
2011/12
R’000
Business division
1
Corporate Support
2
Research and Innovation Support and Advancement (including THRIP)
2012/13
R’000
78 831
53 316
1 340 046
1 379 209
The expenditure (including capital expenditure)
per NRF business division (including THRIP) is
presented in Table 30.
4
181 477
188 977
4
88 755
86 456
The major variance in total expenditure from
4
27 615
25 184
28 812
26 304
2011/12 to 2012/13 is related to the increased
4
3
South African Agency for Science and Technology Advancement
65 464
60 808
4
101 624
112 509
4
27 760
26 218
4
Square Kilometre Array project
Total expenditure
248 329
2 188 713
2 312 908
spend in the SKA SA project for the MeerKAT
radio telescope development which has gained
momentum.
353 927
Figure 27: Overhead Ratio (2010/11 – 2012/13)
Overhead Expenditure
The NRF has kept a close watch over its overhead
Overhead %
expenditure to ensure correct distribution of
25%
the overheads and corporate costs across the
20%
programmes. This is important for the efficient
15%
distribution of administrative resources and for
credibility among stakeholders. The NRF’s ratio
10%
of overhead expenditure for the year of 8,7% is
5%
well within the international norm of 10%. The
NRF’s overhead ratio is reflected in Figure 27.
0%
RISA
National
Facilities
SAASTA
Special
projects
Total
NRF
2010/11
6,0%
21,4%
13,3%
9,0%
9,6%
2011/12
6.6%
2012/13
5,6%
19,6%
11,5%
10,4%
10,0%
19,7%
15,5%
5,8%
8,7%
Overhead expenditure
**Included in the above distribution is the corporate overhead which has been maintained below 2%.
has remained constant
Figure 28: Remuneration as % of total NRF Costs (2008/09 – 2012/13)
and below 10% due to
efficiency measures
Remuneration %
25%
20%
put in place.
15%
10%
5%
0%
8.2.4
Remuneration Expenditure
Corporate
RISA
SAASTA
National
Facilities (incl. SKA)
Total
NRF
2008/09
0,9%
2,9%
0,5%
12,0%
16,4%
The ratio of remuneration to total expenditure of
2009/10
1,0%
4,6%
0,6%
13,5%
19,7%
the NRF remains below 20%. The ratio of each
2010/11
1,2%
3,8%
0,6%
12,5%
18,0%
programme is in line with the level of operational
2011/12
1,5%
3,3%
0,6%
13,3%
18,7%
activity performed by each programme. The
2012/13
1,4%
3,6%
0,6%
13,6%
19,2%
National Research Facilities programme has
58
the highest ratio of remuneration expenditure
due to the nature of its operations which is
largely labour intensive and requires a highly
skilled technical staff complement due to the
uniqueness of the infrastructure platforms. The
ratio of remuneration to total expenditure per
programme is shown in Figure 28 on page 58.
Grant Expenditure
Figure 29: RISA Expenditure (2011/12 – 2012/13)
Approximately 95% of grant expenditure of the
NRF is managed by RISA. Within RISA (including
THRIP), there was an increase of 2.5% in grant
1 400 000
expenditure in 2012/13, compared to 2011/12.
1 200 000
The relative increase in salary, programme and
operating expenditure of RISA is attributed
(Figure 29).
NRF Five-Year Financial Trend
1 000 000
R’000
mainly to inflationary increases in cost
2.5%
800 000
Salaries (% of grants)
600 000
Programme and Operating
Expenditure (% of grants)
400 000
The five-year financial review as at 31 March
2013 gives a summary of financial trends for
200 000
the period between 2008/09 and 2012/13 (see
6%
7%
5%
RISA 2012
6%
RISA 2013
Table 31).
Table 31: NRF Five-Year Financial Review as at 31 March 2013
2008/09
R’000
2009/10
R’000
2010/11
R’000
Total income
1 583 752
1 701 090
2 185 460
2 131 741
2 312 056
Total expenditure
1 589 315
1 711 315
2 174 884
2 188 713
2 312 908
1 086 025
1 643 146
1 384 620
1 134 521
1 302 336
Financial Indicators
2011/12
R’000
2012/13
R’000
Income and Expenditure
Statement of Financial Position
Current assets
Current liabilities
Total assets
936 995
1 483 908
1 209 362
1 124 909
1 441 066
1 451 723
2 112 721
1 930 206
1 726 974
2 237 371
1.16
1.11
Ratio Analysis
Current ratio (Current assets divided by current liabilities)
1.14
1.01
0.90
Employees and Interns
Number of permanent employees
Number of interns
1 207
1 222
1 220
1 248
1 236
0
167
424
84
406
59
Square Kilometre Array South
Table 32: SKA SA Project Trial Balance
Africa Project Trial Balance
The SKA SA project is managed as a special
project of the NRF on behalf of the DST and is
of international strategic scientific importance.
The South African SKA pathfinder project
includes the construction of the KAT7 prototype
telescope array (7 antennas) and the MeerKAT
radio telescope (64 antennas) in the Karoo.
Once operating, MeerKAT will be the largest
radio telescope in the world for many years.
The abridged financial information extracted from
the SKA SA project trial balance, as requested by
National Treasury, is shown in Table 32.
60
Account Description
Income
Designated income/parliamentary grant
Sales of goods and services
Interest received
Gains on disposal of assets
Other Income
Expenditure
Employees’ remuneration
Accommodation
Audit fees
Books and journals
Computer requisites
Conferences
Depreciation
Fees for services
Insurance and licences
Loss on disposal of assets
Marketing
Printing and stationery
Purchases
Recruitment
Training
Refreshments (conferences and workshops)
Repairs and maintenance
Security
Travel (staff and non-staff)
Telephone and postage
Other expenses
Assets
Inventory
Trade and other receivables
Cash
Investments (short-term deposits)
Property and equipment
Cost
Buildings
Land
IT equipment
Infrastructure
Office furniture
Office equipment
Machinery and equipment
Motor vehicles
Research equipment
Capital work in progress
Accumulated depreciation
Buildings
IT equipment
Infrastructure
Office furniture
Office equipment
Motor vehicles
Research equipment
Capital
Capital Fund (assets)
Liabilities
Trade and other payables
Designated income received in advance
Accrued grants
Provision leave and savings scheme
Finance leases
2010/11
2011/12
R’000
2012/13
152 438
–
37 225
17
7
228 605
1 300
21 617
8
410
346 106
1 269
10 372
–
0
44 336
5 240
–
174
1 155
620
2 940
33 594
37 925
658
–
186
1 004
5 723
1 198
391
293
816
1 094
8 605
779
7 634
48 523
5 571
–
22
911
1 280
3 779
59 764
65 413
667
–
1 880
397
2 697
912
364
368
1 163
1 295
9 355
1 859
7 602
50 567
7 673
67
221
1 922
808
8 080
30 026
30 958
372
203
975
485
2 751
606
474
390
18 074
2 064
8 264
1 276
4 683
2
14 222
7
481 335
191 795
201 752
–
18 659
6 141
–
1 294
3 491
–
8 393
11 209
152 565
(9 957)
–
(3 138)
–
(235)
(476)
–
(1 542)
(4 566)
4
2 776
8 310
268 945
226 301
239 862
–
18 659
7 215
–
1 477
4 706
–
12 626
14 742
180 437
(13 561)
–
(4 123)
–
(354)
(877)
–
(2 534)
(5 673)
–
155 339
-6 784
124 696
409 289
433 319
17 394
16 518
7 684
919
1 935
4 994
976
16 245
101 606
265 046
(24 030)
(2 272)
(4 593)
(34)
(486)
(1 408)
(40)
(4 439)
(10 757)
191 795
226 301
409 289
12 816
479 615
–
3 063
71
14 845
259 031
2 766
3 238
154
8 835
251 864
7 396
4 788
370
Programme 2
61
Client-centric approach enhances science menu in RISA
RISA’s renewal strategy
is based on the three
comprise
bursaries,
scholarships,
grants,
awards, rating outcomes, and the like.
Collaboration (ARIC)
2. Research Chairs and Centres of Excellence
layers of a sandwich:
“Genuine client-centricity means providing
deliverables, products and
challenges. RISA’s challenge lay in tailormaking
service. But with artisinal
bread and customised
1. Applied Research, Innovation and
innovative
solutions
to
clients’
unique
its products to be responsive to those
institutions’ needs,” he states.
(RCCE)
3. Human and Infrastructure Capacity
Development (HICD)
4. Institutional Engagement and Partnership
Development (IEPD)
5. Grants Management and Systems
Present-day engagement was answered by
Administration (GMSA)
fillings, this sandwich
future ambitions. “We started out by asking
6. Reviews and Evaluation (RE)
is not your standard
each university visited under this initiative to
7. Knowledge Fields Development (KFD)
define its unique research areas, and finding out
8. International Relations and Cooperation (IR&C)
supermarket offering.
from the university leadership their key flagship
project(s)/the legacies they wished to leave
The corporate and cross-cutting directorates
behind for their institutions. Their focus informed
are Knowledge Management (KM) and Science
the definition of our products,” says Dr Pillay.
Engagement and Corporate Relations.
to buy it or not. When you have clients, they
Encouraging universities to concentrate on their
Dr Pillay describes the new RISA matrix as a
tell you what they need and you make it for
niche areas of research – the ones that gave
“sandwich”. At the bottom layer are the three key
them, assured that they will buy it. This client-
them a competitive edge because of their track
deliverables underpinning the NRF mandate, namely
centric approach is key to any service-oriented
record, expertise or geographical situation –
human capital development, knowledge production,
business and was the catalyst in the strategy of
will enable RISA to better service them with
and the provision of infrastructure and equipment.
the NRF’s RISA renewal initiative.
customised products and support them from
Within RISA the directorates responsible for these
investment-specific
are HICD, KFD and RCCE, respectively.
If you have customers, you provide them with
something you have made. They can choose
areas.
These
funding
“We had to understand our clients’ needs better
areas will not be open to research-intensive
to enable us to support them more effectively
institutions and thus the funding playing field
The top layer of the sandwich is made up of the
and efficiently,” says Dr Gansen Pillay, Deputy
may be levelled.
external services the NRF delivers to ensure its
CEO of the NRF.
delivery promise of internationalisation, industry
When the environment changes, corporate
connectivity and niche area development.
“Our universities in South Africa are by their
strategy must adapt and after determining
The directorates addressing these respective
very nature differentiated, yet we were trying
its clients’ needs, RISA turned the spotlight
deliverables are IR&C, ARIC and IEPD.
to service our Higher Education Institutions by
on itself. This introspection resulted in the
making available a standard array of products
formation of eight directorates, with two
The “filling” of the sandwich matrix is provided
to compete for.” These products typically
corporate and cross-cutting directorates:
by core internal services necessary to deliver
62
efficiency, quality assurance and performance,
and science communication. These functions
are performed by GMSA, RE, and Science
Engagement and Corporate Relations. The new
KM directorate, responsible for document and
data management and information services, will
facilitate best practices in the management of
knowledge.
This new matrix not only gives a new face to
the NRF when interacting with its clients, but
demands a new mind-set as well.
“When undergoing change, most companies
focus on their structures and processes while
neglecting their people and organisational
culture,” informs Dr Pillay.
The NRF has involved its employees on this
organisational transformation journey from the
outset. During a highly consultative process,
employees were infused with a sense of passion
for their work. They were encouraged to work
collaboratively to effect greater efficiencies and
creative solutions. Most of all, they were guided to
adopt the new mind-set of client-centricity.
The challenge has been to institute a different
method of working while keeping the NRF operating
effectively. “It’s like trying to fix an aeroplane while
it is still flying,” comments Dr Pillay.
But a new sense of purpose and renewed
excitement for the privilege to change people’s
lives are fuelling RISA’s progress.
63
Research and Innovation Support
and Advancement (RISA)
RISA promotes and supports research and
research capacity in all fields of research,
African Research Chairs Initiative (SARChI) to
drive human capital development;
innovation and technology. This is achieved by
 Negotiating and servicing international
investing on a competitive basis in research,
and inter-agency research collaboration
people and infrastructure. Excellence is the
agreements; and
cornerstone of all funding decisions.
Sources of Funding
RISA receives the following funding:
 Discretionary funds allocated to the NRF
through the DST Parliamentary grant (core
funds);
 Facilitating collaboration between various
 Designated funds from the DST for
stakeholders within the NSI.
Purpose and Scope
supporting programmes such as CoE and
SARChI;
The above are achieved through various instruments
RISA is the grant-making programme of the
and services resident in six RISA directorates. In
NRF, and translates the science and technology
addition, a few special projects are managed through
government departments, for example:
strategies and policies of government into
RISA. The directorates include:
 Department of Higher Education and
programmes and initiatives that support research
institutions and researchers. The key function of
RISA is to ensure that the country has appropriately
qualified people and the necessary high-level
infrastructure to produce knowledge that can
transform the economy of South Africa into one
that can compete globally. This is done through:
 Investing on a competitive basis in
knowledge, people and infrastructure;
 Developing research capacity and advancing
equity and equality among researchers;
 Applied
Research,
Innovation
 Contract funds received from various
Training (DHET) for the National Skills
and
Development Fund;
Collaboration (ARIC);
 Department of Trade and Industry (the
 Grants Management and Systems
dti) for the THRIP programme; and
Administration (GMSA);
 Human
and
Institutional
 Department of Environmental Affairs (DEA)
Capacity
for partial support of the South African
Development (HICD);
National Antarctic Programme (SANAP).
 International Relations and Co-operations
(IR&C); and
 Knowledge Fields Development (KFD); and
Designated and contract funds are managed
 Knowledge Management and Evaluation
according to objectives laid down by the
respective sponsors.
(KM&E).
 Promoting the development of institutional
capacity at HEIs; and
Figure 30: Growth Rate for RISA Funding Streams (R’000) (2010/11 – 2012/13) R ’000
 Facilitating strategic national and international
1 600 000
research partnerships and networks.
1 400 000
Services
1 200 000
1 000 000
RISA provides support to the NSI by:
800 000
 Implementing government policies such as
600 000
the National Research Development Strategy
(NRDS) and managing appropriate initiatives;
400 000
 Coordinating and managing peer-review and
200 000
evaluation systems to enable independent
-
2010/11
306 796
MTEF
Designated
Income
116 721
 Establishing high-end instruments such as the
2011/12
317 889
232 019
725 577
-
12 753
1 288 238
Centres of Excellence (CoEs) and the South
2012/13
319 773
258 965
774 374
-
17 433
1 370 545
and objective research funding decisions;
MTEF Core
Income
 Managing a grant-making and administration
service;
64
Designated
Income
787 242
Additional
Government Other Income
Total
Grant
205 434
28 002
1 444 195
Figure 31: Structural Organisation of RISA
Figure 30 provides an indication of the income
trends. The discretionary funds are made up
NRF CEO
of the MTEF core allocation and other income.
Designated funding has grown by 8% year-on-
Deputy CEO:
Research and
Innovation Support
and Advancement
(RISA)
year between 2011/12 and 2012/13.
The RISA discretionary funding has grown at
1% over the reporting period (4%: 2011/12).
Special Projects
This slow growth over the three year period is
Applied
Research,
Innovation and
Collaboration
(ARIC)
primarily driven by the substantial additional
income received in 2010/11 through a
ministerial grant – longer-term views reflect
a gradual increase. In addition the MTEF
allocations suggest a more rapid growth in this
area into the future.
Human
and
Institutional
Capacity
Development
(HICD)
RISA Structure
The structural organisation of RISA is depicted
in Figure 31.
RISA Performance in Respect of its
Strategic Goals
Knowledge Fields
Development
(KFD)
RIMS
International
Relations and
Co-operations
(IR&C)
ICSU ROA
Grant
Management
and Systems
Administration
(GMSA)
DST/NRF
Internship
Programme
Knowledge
Management and
Evaluation (KM&E)
Promoting Internationally
Competitive Research as the Basis
for a Knowledge Economy
RISA-supported research outputs: The goal
of the NRF is to contribute to the knowledge
Figure 32: Trend in Research Outputs Supported through RISA Funding (2009/10 – 2012/13)
economy. In support of this goal, 5 185 peerreviewed ISI publications were published by
6 000
RISA-supported grant-holders. This figure
exceeds the target for the reporting period
5 000
(4 000) by 1 185. The performance by RISAsupported grant-holders indicates increased
4 000
productivity, increased generation of new
knowledge and international competitiveness.
Figure 32 indicates the growth in the number
of peer-reviewed publications by grant-holders
supported by RISA. Exceeding the targets set
for research outputs during 2012/13 can be
attributed to an increase in the funding base
and a corresponding increase in collaborations
and research outputs.
Peer-reviewed articles
(ISI and others)
Books
Chapters in books
Patents
3 000
2 000
1 000
0
2009/10
2010/11
2011/12
Performance
2012/13
2012/13
Target
65
Growing a Representative Science and
Human capital development through RISA
These range from:
Technology Workforce in South Africa
 Science
awareness
and
education
The NRF places high value on developing
appropriately skilled human resources. The
NRF contributes to this strategic goal by
providing a diversity of development and support
programmes.
 Bursary and scholarship programmes for
grants
to
emerging
of a highly skilled science and technology
workforce through training in basic research
the next generation of researchers;
 Research
granting: One of the major foci of the NRF
strategy (NRF Vision 2015 ) is the development
programmes at schools level;
and
as well as through multidisciplinary, strategic
research projects. Figure 33 shows the
established researchers; and
 Research infrastructure support to research
investment of the NRF in support of this dual
approach. The figure indicates NRF funding
institutions.
level per investment area in the human capacity
Figure 33: Total RISA Investment into the Human Capacity Excellence Pipeline (2009/10 – 2012/13)
2012/13). In an effort to grow human capital
400.00
and contribute to a sustainable knowledge
base, the NRF has substantially increased its
350.00
investment in the next generation of researchers
300.00
by 91% in the current reporting period.
250.00
R 'mil
development excellence pipeline (2009/10-
2008/09 Actual
200.00
150.00
100.00
2009/10 Actual
Human capital development: RISA support
2010/11 Actual
for the next generation of researchers
2011/12 Actual
Highlighted in Figure 34 are the total numbers
2012/13 Actual
of students supported by RISA during the
reporting period. The NRF has exceeded targets
in the area of Doctoral and BTech/Honours
50.00
bursaries and scholarships.
Next Generation
Emerging
Researchers
Cross Cutting
Instruments
Established
Researchers
Strategic
Investments
Providing Cutting-edge Research,
Technology and Innovation Platforms
Figure 34: Number of Students Supported through Bursaries and
Scholarships including THRIP Nominations and CoEs for 2012/13
During 2012/13 approximately R48m (3%)
was spent on all RISA information services and
4 000
platforms. The annual budget allocation for this
3 500
purpose was 4%. These services include:
 Nexus Database system: Current and
3 000
Completed Research Projects –
2 500
http://nexus.NRF.ac.za;
3rd /4th year
BTech/Honours
Master’s
Doctoral
Postdoctoral
2 000
1 500
1 000
 National Electronic Theses and
Dissertations Portal http:// www.netd.ac.za;
 South African Data Archive –
http://sada.NRF.ac.za;
 World Data Centre for Biodiversity
Human Health – http://wdc.qsens.net;
500
 National Digitisation and
0
2009/10
2010/11
2011/12
2012/13
Performance
66
2012/13
Target
Preservation Centre (Carnegie
Project) – http://digi.NRF.ac.za;
 Research Information Management
Systems RIMS: http://www.rims.ac.za.;
The growth in
During the period under review, a total of R912m
 The NRF work-flow project; and
was invested in these research areas with the
 RISA IT support systems
highest investment in Natural Sciences. More
including hardware.
effort is being made by RISA to sustain the
the number of rated
researchers exceeded target
research investment in the Social Sciences
Operating World-class Evaluation
and Humanities. The investment in 2012/13
and Grant-making Systems
amounted to R129m in this field.
by 3%. This already exceeds
the Vision 2015 target of
The management and operation of world-class
2 500 by 5.5%
evaluation and grant-making systems is the core
business of the NRF. In an endeavour to meet our
customers’ needs, the NRF continues to strive
to improve the efficiency of its grant-making
Figure 35: Number of Rated Researchers in all Disciplines (2008/09 – 2012/13)
process. During the reporting period a total of
R1.2bn (84%) of the total NRF grant funding
available was expensed against the 2012/13
Target 2012/13
annual target of R1.5bn (89%). It is important
grants, it does not have any control over the rate
of uptake of the grants by researchers.
Evaluating and rating system: The NRF’s
evaluation and rating of the outputs of individual
2012/13
Actual performance
to note that in as much as the NRF awards the
2 560
2 638
2011/12
Target 2012/13
Actual performance 2012/13
2 471
2010/11
2 285
2009/10
2 142
researchers are designed to encourage quality
research by continuously benchmarking research
outputs against international standards. There
is an increasing trend in the total number of
2008/09
1 922
-
500
1 000
1 500
2 000
2 500
3 000
NRF-rated researchers, from 1 922 in 2008/09
to 2 638 in 2012/13. Figure 35 highlights the
Figure 36: RISA Research Grant Investment
Figure 37: Percentage Researchers per
growth in the NRF rated researchers.
per Research Area (2012/13)
Research Area (2012/13)
In order to achieve the organisational strategic
goals and mandate, targets were set for the RISA
10%
9%
programme in line with the expected outcomes
13%
8%
of the Vision 2015 Strategy. Figure 36 and
Figure 37 indicates the performance of RISA
8%
11%
5%
towards the key result areas of NRF Vision 2015
16%
goals. The researchers funded by RISA emanate
from five broad research areas. These are:
 Humanities;
68%
52%
 Social Sciences;
 Engineering;
 Health and Medical Sciences; and
 Natural Sciences.
Social Sciences
Engineering
Health and Medical
Sciences
Humanities
Natural Sciences
67
Table 33: RISA Performance against Annual Targets
Actual
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Target
2012/13
Target
2013/14
Target
2014/15
3 570
3 648
4 468
4 349
4 337
4 600
4 700
4 800
3 239
2 753
3 935
4 777
5 185
4 000
4 100
4 200
Number of research grants with reported expenditure
Research outputs by RISA grant-holders
– To be reported annually only
Peer-reviewed
journal articles (ISI)
Books
146
43
61
134
141
70
80
90
Chapters in books
568
216
221
524
535
240
250
260
2 890
3 079
2 850
3 650
3 820
Growing a representative science and technology workforce in South Africa (Externally)
RISA support for researchers
Number of grant-holders supported
Proportion of grant-holders from
designated groups supported
2 422
2 442
2 927
Black
27%
26%
29%
26%
26%
30%
31%
32%
Women
37%
35%
34%
33%
34%
40%
41%
42%
1 914
2 142
2 285
2 471
2 638
2 560
2 560
2 740
Black
16%
17%
19%
20%
22%
18%
20%
21%
Women
26%
27%
28%
29%
30%
27%
29%
30%
195
286
425
451
470
420
440
460
Black
37%
76%
54%
62%
63%
70%
73%
75%
Women
49%
56%
45%
41%
41%
50%
55%
57%
1 215
1 696
2 718
1 723
2 951
1 950
2 428
2 355
Black
66%
73%
75%
79%
78%
80%
80%
80%
Women
55%
59%
54%
54%
56%
55%
60%
60%
2 475
2 373
3 566
3 564
3 397
3 390
3 904
3 830
Black
36%
53%
54%
54%
57%
55%
59%
60%
Women
51%
52%
50%
49%
50%
50%
54%
55%
1 370
1 384
1 937
1 979
2 031
1 715
2 181
2 231
Black
36%
52%
55%
56%
54%
56%
57%
58%
Women
50%
51%
48%
48%
48%
50%
54%
55%
222
304
405
402
460
390
420
440
Black
26%
40%
40%
42%
46%
44%
44%
45%
Women
41%
48%
42%
40%
45%
44%
44%
45%
8%
12%
18%
18%
10%
12%
12%
12%
531
466
429
315
237
530
545
560
183 256
188 868
191 610
187 478
188 747
179 079
184 452
189 985
Number of NRF-rated researchers
Proportion of NRF rated researchers
from designated groups to total rated
researchers
RISA Support for students
3rd-year/4th-year students supported
Proportion of 3rd-year/4th-year students
from designated groups supported
BTech/Honours students supported
Proportion of BTech/Honours students
from designated groups supported
Master’s students supported
Proportion of Master’s students from
Doctoral students supported
Proportion of Doctoral students from
Postdoctoral students supported
Proportion of Postdoctoral students from
Equipment support
Proportion of RISA grant investment in research equipment at
Research Institutions and National Research Facilities (R'000)
RISA research information services and platforms
Requests received for the datasets of the
South African Data Archive
Requests received to Nexus Database system
68
69
Renewable Energy Research
According to the Department of Energy’s Policy-Adjusted
Performance highlights
Integrated Resource Plan on Electricity (IRP2010), 42% of all new
THRIP efficiently managed the budget allocated
electricity-generating capacity in the country will come from renewable sources
to the project by ensuring that all funds were
(including wind, solar and hydro) over the next 20 years. Twenty-three percent of
optimally used to achieve the mandate of the
electricity will be generated by nuclear power stations, which means that a suite of
project. This encourages the sustainability of the
nuclear power plants that are able to generate a total of 9.6 GWe of power will be built by
project and increases the chance of continued
2030. In recognising this challenge, the DST has developed energy research instruments which
funding of the project.
consist of Energy Chairs, an Energy Hub and Energy Spokes.
The overall aim of the Renewable Energy Research Spokes is to accelerate the delivery of
appropriate human resources and knowledge capacity in strategic focus areas of renewable
and sustainable energy in support of accelerated and shared economic growth within the
areas of environmental sustainability. The Spokes are based at the following institutions:
 Wind : University of Stellenbosch and the University of Cape Town;
Solar thermal: University of Stellenbosch and

the University of Pretoria; and
 Solar Polar Voltaic: University of Fort Hare and
Nelson Mandela Metropolitan University .
The directorate did not reach some of its KPI targets
by some margins, the worst being 37%. These
included student numbers supported and efforts to
increase the number of black grant-holders. As the
larger programme in the directorate, THRIP was
the biggest contributor to this situation. Decreasing
student numbers for THRIP has been a pattern
in the recent years and a matter of concern. In
addressing this, the directorate believes that
some of the measures mentioned below will be
instrumental in improving these performance areas
going forward.
In recognition of the fact that THRIP has not
changed significantly over the many years of
its existence, a process of revising and reinvigorating the programme was initiated by
RISA Performance Highlights per SubProgramme
programme (SANHARP), the Renewable and
management during 2012/13, in consultation with
Sustainable Energy Scholarships (RSES), the
the THRIP Advisory Board. Key changes that have
Master’s in Accelerator and Nuclear Science,
already been adopted include the following:
Applied Research, Innovation
(MANUS), the Master’s in Material Science
and Collaboration (ARIC)
(MatSci) and the Doctoral Studies in Energy
Efficiency (DSEE);
Applied Research, Innovation and Collaboration
(ARIC) promotes and develops applied research
 The Bioinformatics and Functional Genomics
(BFG) programme funded by the DST;
within the NSI. Applied research produces
 The Technology and Human Resources for
innovation for commercialisation and can inform
Industry Programme (THRIP), funded by the
policy, legislation and implementation of societal
dti; and
well-being in areas such as sustainability, poverty
 The Research and Technology Fund (RTF)
alleviation, food security, community security,
funded by the Department of Agriculture,
housing, governance and health. ARIC manages
Forestry and Fisheries.
the following projects:
Knowledge
THRIP initiative;
 Revision of funding ratios as an incentive for
large enterprises to partner with THRIP;
 Simplification of “The Technology Innovation
Promotion through the Transfer of People”
(TIPTOP); and.
 Disbursing funds on a "first-come-first-serve"
basis.
In the latter part of the year the Department for
Performance Monitoring and Evaluation (DPME)
 The Energy Human Capital Development
and
 Awarding of bursaries for the first time in the
initiated preparations for evaluating THRIP from
(EHCD&KG)
support interventions and programmes such
an impact perspective, as part of its basket of
programme, a programme which at this stage
as those of the Technology Innovation Agency
public programmes and institutions identified for
is the product of consolidation of the South
(TIA) and the Support Programme for Industrial
evaluation by Government. In parallel, ARIC is driving
African Nuclear Human Asset and Research
Innovation (SPII).
the development of the new THRIP strategic plan
70
Generation
The ARIC programmes complement innovation
to guide the programme beyond the end of the
in the sector and knowledge about relevant
current plan (31 March 2014). It is expected that
research projects that are applicable and useful
the influence of the outcomes and implementation
for the SET industry. Below are some of the
thereof from all these exercises will significantly
pictures captured from the life skills workshop.
strengthen the ability of the programme to do better
in achieving its objectives and targets.
Figure 38: Student investment per level through ARIC programmes
EHCD&KG is uniquely designed as a programme
where the interventions start, from as early as grade
28
Doctoral
10, and supports young people from designated
groups that show potential. The programme
99
Postgraduates
60
Masters
provides them with holistic support and funding
to advance their academic performance as well
Honours
11
Fourth year
11
as broader life skills. The intention is to retain the
students, adopted at the early stage, and nurture
them through to postgraduate study and offer them
employment in the sector through the partnerships
22
Third year
84
Undergraduates
of the programme. Figure 38 shows a breakdown
of students supported under the different initiatives
26
Second year
within ARIC.
First year
One of the key development support interventions
provided by EHCD&KG to its students is the Life
25
0
10
20
Number of students
30
40
50
60
70
Skills Workshop which aims at assisting students
with skills that are not provided at university.
The last workshop was attended by 163 of the
183 E-HCD&KG students. The distinctive feature
of the 2013 workshop was the growth in the
number of participants and the mix of students
from a variety of aspects. Post-graduate students
were pleased with practical tips on how to be a
competent communicator and also an opportunity
granted to share their research work through verbal
presentations and to be assessed by peers.
The session was used as a platform to welcome
new students to the EHCD&KG programme and
its component interventions. This also provided
an opportunity to acquaint new students and new
stakeholders to the Programme Model which was
adapted from SANHARP.
Students were furthermore presented with an
opportunity to learn more about the energy
sector, its skills requirements, careers available
71
African scientists make international breakthrough
A partnership model to
in Switzerland and recently discovered a new
The project has been run as a true international
compound that not only has the potential
collaboration with real-time sharing of data,
to become part of a single-dose cure for all
monthly project meetings and real scientific
strains of malaria, but might also be able to
excellence being leveraged from around the
block transmission of the parasite from person
globe, including tapping into the MMV network of
to person.
large pharmaceutical companies.
This is the first compound researched on
With support from the Swiss Tropical and Public
Malaria is responsible for 24% of total child
African soil to enter preclinical development in
Health Institute in Switzerland, the Centre
deaths in sub-Saharan Africa and kills almost one
partnership with the MMV, one of the world’s
for Drug Candidate Optimization at Monash
million people every year. The malaria parasite
leading organisations driving the quest to find
University in Australia, and Syngene in India,
has become resistant to a number of clinically
a single-dose cure for malaria. In July 2013 the
it took the team just 18 months to identify and
used medicines to the extent that malaria has
MMV honoured Prof Chibale and his team by
develop a candidate suitable for pre-clinical
become impossible to treat in some parts of the
naming the discovery its 2012 Project of the
development. Following extensive pre-clinical
world. There are also signs of resistance to the
Year, thus heralding the power of continental
development, the compound is expected to be
artemisinin class of drugs, the last line of defence
and international scientific collaboration so
ready for human testing in March 2014.
against drug-resistant parasites. There is thus an
essential to address societal challenges.
find a single-dose cure for
malaria has resulted in a
uniquely African solution.
urgent need to develop new drugs to effectively
treat the disease.
The drug is very potent; it displayed a complete
“UCT launched a drug discovery centre to
cure of animals infected with malaria parasites
develop African expertise towards solving the
in a single dose given orally, and thus has the
Research emanating from the Research Chair in
health problems that beset the developing
potential to cure millions of people. Developing the
Drug Discovery at the University of Cape Town
world,” informs Prof Chibale. “In the process
drug also made possible the training of more local
(UCT) has identified a strong candidate for a
of identifying the molecule, code-named
scientists as it resulted in the UCT malaria team
possible single-dose malaria cure.
MMV390048, we have developed a unique
growing from four to 10 members. This world-
model for successful technology platforms
class training provided to the next generation of
Under the guidance of Professor Kelly Chibale,
and generic modern pharmaceutical industry
African scientists bodes well for the discovery
the chairholder, the team collaborated with the
expertise and skills, to discover drugs in
of novel medicines for the major communicable
Medicines for Malaria Venture (MMV) based
potentially any disease area in Africa.”
diseases in developing countries.
72
Contribution
to the NSI:
Students trained:
15 Postdoctoral fellows
13 PhD students
5 MSc students
Patents and papers:
2 Patents
4 Published papers, plus 1 in press
Prof Chibale and the Technology Innovation Agency (TIA)/Medicines for Malaria Venture (MMV)
team with visiting collaborators from the UK, Switzerland and Australia.
Prof Chibale and the TIA/MMV team.
73
Human and Institutional Capacity
Development (HICD)
The
NRF identified the
PhD as a driver and intends to
increase the annual production of
PhDs to 6 000 by 2025. The NRF is
pursuing this goal by investing in…
The goal of the HICD directorate is to develop
institutional
Full-time studies at
HEIs
research
capabilities
and
infrastructure in parallel with developing the
appropriate human capital to drive the research
and development strategies within the NSI.
The directorate comprises of five programmes
that are implemented in collaboration and
partnership with government departments, HEIs,
research institutions, industry and other national
and international players. These programmes are:
Full-time studies at
international universitites
South African PhD (SA PhD) Project
The objective of this project is to increase the
number of research Doctoral graduates in South
Africa in order to strengthen the academic and
research and development (R&D) workforce.
This is done by, inter alia, fostering public-private
partnerships for human capital development
Full-time studies in
programmes where Doctoral
students are registered at
South African universities
and promoting collaborative partnerships for
international research.
During the period 2012/13:
 The SA PhD project hosted three regional
Figure 39: Number of Attendees at the SA PhD Regional Conferences during 2012/2013
conferences in Durban, Cape Town and
Johannesburg. This offered participants a
networking platform and provided valuable
American Association for
the Advancement of
Science (AAAS)
46
information on Doctoral opportunities and
guidance on completing Doctoral studies.
A total of 701 participants attended the
The SA PhD Project
conference which offered a base for science
Exhibitors
outreach (refer to Figure 39);
77
has gone national….
 The project held a Pan-African Science and
Society meeting that sought to map a plan
offering regional conferences
to maximise student
to form a continent-wide Pan African-Forum;
Delegates
 By being a nomination agency for
578
Commonwealth
Split-Site
the
Doctoral
Scholarships, the project aligns with the
participation
0
200
400
600
800
NRF’s strategy to leverage international
partnerships
and
reach
the
Doctoral
graduate targets with modest resource
contributions; and
74
 The NRF and Vrije University (VU) Amsterdam
Table 34: Thuthuka Programme Investment
entered into a partnership to co-fund South
African Doctoral students. This programme is
open to candidates seeking to undertake PhD
Financial Years
studies in four specific areas – development
Amount Expensed
(including
bursaries)
R’000
Number of
Researchers
Females
Average
Investment per
Researcher
R
economics, theology, sports sciences (human
2009/10
26 038
418
70.6%
62 291
movement studies) and the social sciences.
2010/11
27 163
322
68.0%
84 359
2011/12
27 505
324
62.7%
84 891
2012/13
30 537
358
65.4%
85 299
The Human Capacity Programme (HCP) offers:
 A range of bursaries and fellowships
targeting post-graduate students and earlycareer researchers at the Postdoctoral level;
 Research support and targeted interventions
for funded Postdoctoral research fellows;
 The DST-NRF Internship programme for
unemployed SET graduates; and
 Funding in strategic research disciplines
to increase human resources in identified
scarce skills areas.
The Institutional Capacity Programme (ICP)
is geared towards developing researchers from
designated groups such as black, female and
disabled researchers. The programme supports
and implements funding initiatives to develop
A Move
Towards Full Costing
The Thuthuka research funding programme introduced
a Budget Assist costing tool to help early career researchers
formulate realistic budgets towards a full costing model. Thuthuka took a
huge step forward when it became the first NRF programme to adopt a Budget
Assist Costing tool.
and enhance human capital development and to
The tool was introduced to assist researchers with securing funds for their proposals. Many
strengthen sustained institutional research capacity
proposals fail to make it past the NRF’s rigorous review process, with significant numbers failing
at public higher education and research institutions.
because of poor budgeting. The tool aims to assist researchers in developing more realistic and
The Thuthuka programme is growing due to
credible budgets for their projects and thereby help applicants to secure funding. The tool has been
additional investments of R60m from the DST for
favourably received by the research community and is in use across a large number of institutions.
the 2012/13 MTEF for a three-year period. These
additional funds will support 50 new grant-holders
Full Costing is gaining importance following new statutory requirements. The Intellectual Property
each year. Table 34 highlights the investment in the
Rights from Publicly Financed Research and Development Act, IPR Act No. 51 of 2008, requires that
Thuthuka programme from 2009/10 to 2012/13.
institutions report on the “full cost of undertaking research and development”. The main objective
of this exercise is to allow the National Intellectual Property Management Office (NIPMO)
The NRF has also recognised that there are
to determine the rand value of any intellectual property resulting from publicly funded
numerous disciplines that are vulnerable, e.g.
research. The NRF, as disburser of public funds for research, has a direct interest
nursing sciences. In recognition of this, the NRF
in the application of Full Costing, not least because of the IPR Act, but also
has co-funded an intervention with SANTRUST
because of other imperatives such as requiring value for money,
and Irish Aid to enable more women to enter PhD
transparency and accountability.
studies in the nursing sciences through a focused
Predoctoral programme. This has resulted in
more professionals in the Nursing Sciences who
have successfully submitted quality research
proposals to the NRF for PhD studies
75
RISA Research Platforms
The Strategic Platforms Programme focuses on:
Centre for the High
Resolution Transmission Electron
Microscope (HRTEM) Centre
 Establishing enabling infrastructure, including stateof-the-art research equipment and National Research
Facilities;
The Centre for High Resolution Transmission Electron Microscopy was
 Providing access to research equipment and facilities
officially launched on 11 October 2011 and over the past year there have
through mobility and research grants;
been a number of publications in high-impact factor journals, successful local
 Promoting collaboration among researchers working at
and international collaborations, widespread recognition for the high quality of
universities and those at National Research Facilities
research outputs generated and the awarding of honorary professorships to two
through collaborative research grants;
leading international scientists.
 Supporting flagship research projects in strategic areas,
such as nanotechnology; and
An important achievement was the training of a critical mass of young electron
 Developing specialised technical expertise within existing
microscopists who have now been appointed as research staff in the Centre.
and developing strategic platforms
These young highly skilled scientists are now playing an important role
in the training of the next generation of electron microscopists and
materials scientists for South Africa. Internationally, the Centre
has attracted collaborative research projects and
exchange programmes for student training.
New Research Equipment
The Electron Microscope (EM) Unit
at the University of the Western Cape
held an unveiling ceremony for the new
AURIGA High Resolution Scanning Electron
Microscope (HR-SEM). This addition to the EM Unit
at the university was acquired through an NNEP
grant. Worth around R9m, the instrument – one of only
two of its kind in the country – is equipped with a range
of state-of-the-art detectors and special components.
This instrument will allow biologists, chemists, materials
scientists and nano-scientists of all sorts at the
university to observe objects and conduct
research at the nanometre scale.
The Auriga
HR-SEM is capable
of magnifications of up to
1 000 000 (one million) times, and
can resolve detail as small as one
nanometre in size (one millionth
of a millimetre).
76
The South African Research Chairs Initiative
(SARChI) is a knowledge and human capacitybuilding intervention led by the DST and the NRF.
SARChI has five objectives, namely:
capacity of South Africa;
South
scientists;
priorities according to the DST’s 10-Year
Innovation Plan and the mandate of the NRF.
 Increase the production of Master’s and
Doctoral graduates; and
 Expand the scientific research and innovation
 Improve
 Attract and retain excellent researchers and
Figures 40 and 41 below show the distribution
and allocation of the Chairs in line with DST
 Create research career pathways for young
imperatives and the respective areas of research.
and mid-career researchers with a strong
Africa’s
international
research and innovation competitiveness
research, innovation and human capital
Just like the Centres of Excellence (CoEs), the
development output trajectory.
South African Research Chairs Initiative (SARChI)
while responding to the social and economic
challenges of the country;
is also a strategic initiative to:
In 2012, SARChI was expanded by awarding 62
additional Research Chairs. The incorporation into
Figure 40 and 41: Thematic Distribution and
SARChI of the three energy Research Chairs that
Allocation of the Chairs Awarded in 2012/13
were previously managed by the DST, brings the
total number of Research Chairs to 157, of which
8
research (Figure 41);
 Increase the number of highly skilled people
(Table 34); and
 Generate
strategic
and
internationally
competitive research outputs (Table 35).
127 Chair positions have been filled.
23
 Channel funding into strategic areas of
The thematic distribution and allocation of the
19
52
Chairs aim to support the areas of national
Figure 42: Investment Trends in CoEs and SARChI (2009/10 – 2012/13)
17
R'm
18
SARChI
20
170
156
Technology Missions
Innovation, Engineering and
Technology Development
Science Missions
141
Open Categoery
Priority Research Areas
S&T for Poverty Alleviation
108
Directed
83
64
72
69
10%
20%
2009/10
11%
2010/11
2011/12
2012/13
59%
Steady growth in investments in CoEs and SARChI over time:
2009–2013 growth in CoEs 22.8%
2009–2013 growth in SARChI 36%
Investment in the CoE and SARChI will increase in the coming financial years, following robust activities undertaken by the
Engineering
Humanities
Natural Sciences
Social Sciences
programme during 2012/13 that seek to improve the effectiveness and impact of the programmes. These activities include the
increase in the number of Centres and Chairs.
77
Table 35 demonstrates the SARChI support for
strategic research outputs over the last six years
2011/12 to 2012/13, which was 30 and 31,
capacity development of the next generation
are considered (Table 36).
respectively. The 2011/12 year reflects year 5 in
of researchers. Students supported by SARChI
the first five-year cycle and the peak in outputs
include students funded through RISA bursaries
Following a steady increase in research outputs
was an effort to meet milestones at the end of the
and other funding leveraged by the Chairs.
from 2007/08 to 2011/12, the research outputs
first review period. Research outputs are expected
dipped in 2012/13. This is presumed to be linked
to increase as new knowledge generation
The research capacity-building effect of the Chairs
to the high number of Research Chairs that
progresses in the second five-year cycle.
is evident when the internationally competitive
underwent a five-year review over the period
Table 35: Number of Post-Graduate and Postdoctoral Researchers Supported through SARChI per Level (2010/11 – 2012/13)
Black
Female
Black Male
Total Black
White
Female
White male
Total White
2012/13
Total
2011/12
Total
2010/11
Total
Undergraduate
3
4
7
0
1
1
8
8
0
Honours/B Tech
30
20
50
25
17
42
92
176
150
Master’s
114
138
252
64
87
151
403
337
297
Doctoral
81
164
245
86
77
163
408
347
335
Postdoctoral
11
27
38
20
20
40
78
75
125
Grand Total
239
353
592
195
202
397
989
943
907
Table 36: SARChI Research Outputs (2007/08 – 2012/13)
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
162
385
477
544
763
503
4
11
10
12
24
19
13
58
62
64
72
43
Keynote addresses/ plenaries
3
28
63
107
113
110
Technical reports
4
20
16
12
14
13
Patents
1
17
7
13
12
7
Peer-reviewed journal articles
Books
Chapters
78
Pomegranates punch above their weight
It’s no larger than the
This has led to a surge in pomegranate production in
readiness and fruit quality.
average orange pip, but the
South Africa to supply fruit for export in the counter
season. During the past five years, pomegranate fruit
“The most beneficial recommendation emanating
pomegranate aril is set to
production in South Africa has grown rapidly from
from our research was for producers to first know
70 000 cartons exported in 2010, to over 400 000
their cultivars, from growth and maturation to shelf-
cartons in 2011 and close to 500 000 cartons in the
life. Each cultivar has its own optimum harvesting
2012 season.
period after full bloom is reached, with unique sugar-
unleash a powerhouse of
benefits, thanks to a research
chairholder and his team.
to-acid ratios and juice production. For instance,
When Prof Opara arrived in South Africa in
our research showed that to maintain optimum
2009, his previous research prompted key
postharvest quality and reduce losses, ‘Bhagwa’
industry role players to approach him about the
cultivar should be harvested 167-175 days after
Gram for gram, the pomegranate aril is the
postharvest
facing
full bloom (DAFB) when the sugar content is more
world’s most expensive fruit. Helping producers
the rapidly emerging pomegranate fruit sector.
than 16 degree Brix (°Bx), while ‘Ruby’ should be
extract the maximum value from this ancient
“We immediately undertook a study tour of the
harvested at about 143 (DAFB) when the sugar:acid
Persian fruit thus has major potential for a
pomegranate-producing areas in the country and
ratio is more than 55 units,” says Prof Opara.
country’s economy.
developed a postharvest technology research
South Africa is at the forefront of pomegranate
technological
challenges
road map based on inputs from growers and
Now producers can manage each cultivar
processors,” explains Prof Opara.
for maximum value. “If they combine our
research and Prof Umezuruike Opara is leading
the largest group in the world working intensely
on pomegranate postharvest research.
Prof Opara is chairholder of the South African
Research Chair in Postharvest Technology
in the Department of Horticultural Science,
recommendations with good farming practices,
Two key issues emerged:
they can be assured of a good harvest.
 the lack of scientific (objective) methods to
determine the maturity of fruit for optimal
“We also rigorously interrogated all the factors
harvesting; and
involved in pomegranate production: from
 the high incidence of fruit spoilage and losses
due to internal rot and external cracks.
determining the factors affecting optimal
ripeness, to storage potential, packaging and
Stellenbosch University.
sensory analysis by a trained panel. Previous
The postharvest technology research road map
One of the projects initiated by Postharvest
fruit research had not gone into such detail.”
identified three critical areas of intervention:
Technology is entitled “Postharvest Innovation
 development of science-based maturity
Another important consideration was our approach
for the Emerging South African Pomegranate
indices to assess crop readiness for
to packaging design and analysis. “Because of the
Fruit Sector”. Unlike apple, pear and citrus,
commercial harvest to ensure optimum
youth of the trees, the internal quality of the fruit
postharvest performance;
is doubtful. The pomegranates often look plump
pomegranate fruit production and export
marketing is a fairly new industry in South
Africa. However, there is rising global demand
for pomegranate fruit due mainly to its high
content
of
health-promoting
compounds
and popular positioning as a “super fruit”.
 postharvest protocols for cold storage of fruit
and rosy on the outside, but may have anaemic,
to reduce losses and maintain quality; and
underdeveloped pips. For young trees, especially
 development
packaging
of
modified
technology
to
atmosphere
extend
the
postharvest life of the arils.
There is also the opportunity to fill a niche
where there is high incidence of pest that damage
fruit, our recommendation was that only the edible
part of the fruit (arils) should be packaged, not the
whole fruit. Harvested fruit is now cut open, the
marketing window in the northern hemisphere:
Unique to the research approach is that it went
arils extracted and only the arils are packed for
of the 2,5 million tons of commercially grown
beyond the traditional measurements of fruit
both export and local markets,” says Prof Opara.
pomegranates in the world less than 5% of
development and followed a value-chain approach,
that is grown in the southern hemisphere and
from orchard to market. It also considered cultivar
Research also looked at how the fruit behaved in
mainly in Peru.
type, which has a tremendous bearing on crop
cold storage, which resulted in the team establishing
80
Impact
on the NSI
19 peer-reviewed publications
3 postgraduate theses
optimum storage temperatures for both the arils as
5 current theses on postharvest technology of pomegranate fruit
well as the whole fruit. By measuring and modelling
8 postgraduate students trained
fruit respiration and transpiration, the research
2 PhDs working as Postdoctoral research fellows on future
findings could further help producers and packing
pomegranate research
houses select suitable modified atmosphere
1 former research assistant on pomegranates is now a PhD student with
packaging (MAP) to extend the postharvest life of
the Chair working on a research project to reduce superficial scald in
The
apples supported by the Agricultural Research Council
Chair acknowledges
pomegranate arils.
1 former research assistant on pomegranates is now completing
the tremendous hard work and
“Our knowledge of the behaviour of fruit under
his MSc thesis in food science working on storage of
dedication of his team of postgraduate
storage and the evolution of volatile compounds
pomegranates
students and staff, the majority of whom had
is now helping us towards developing active and
1 graduate working in the fresh produce
not seen or tasted pomegranate fruit before
intelligent packaging which will tell the consumer
sector.
joining the group. The support received from
how well the fruit is ‘behaving’ and when the fruit is
no longer edible,” informs Prof Opara.
Close collaboration with the industry, combined with
the research capabilities and findings offered by the
Research Chair, has seen one of the major processors
of pomegranates in South Africa implementing the
findings. His success and immediate benefits can
now be applied to other agro-industries.
industry, Prof Opara and his team feel this is only
the beginning of the benefits. Further value-added
research will aim to demonstrate the pharmaceutical
and nutritional benefits of pomegranates, with the
intention of extracting the bioactive and flavour
components in the unutilised peel and seed.
the
fledgling
pomegranate
Achievements/
Outputs
Products Export Control Board has been
instrumental in linking the research
In the last three years, the research programme on
group with industry.
postharvest technology of pomegranates set up by the Chair has
achieved the following:
1. Developed science-based tools for assessing pomegranate fruit readiness for
harvest to meet the long distance cold chain requirements and maintenance of fruit
quality.
Despite the immediate impact on the pomegranate
When
Citrogold (Pty) and South African Perishable
industry
approached Prof Opara for help, the average age
of commercial trees was under five years old, with
2. Determined optimum cold storage requirements to reduce losses and maintain quality of
pomegranate fruit during storage.
3. Developed mathematical models of fruit respiration and transpiration to assist in selecting
suitable modified atmosphere packaging to extend the postharvest life of pomegranate arils.
4. Identified and characterised the health-promoting components and pharmacological
properties of pomegranate cultivars grown in South Africa.
5. Identified potential biochemical markers related to the postharvest life of
pomegranate arils. These could be applied in future research to develop
intelligent packaging to provide information to consumers on the “use
by date” of arils inside modified atmosphere packaging on
the market shelf.
fruit production still meagre. Four years later, there
is a beneficial confluence of factors: pomegranates
are a fashionable culinary ingredient, a recognised
health giant, the yield of the trees has dramatically
increased and the research results are optimising
the harvest and export potential.
As with fruit harvesting, success is all in the
timing …
81
Knowledge Fields Development (KFD)
Figure 43: RISA Investment in the Incentive Programme for Rated Researchers (IPRR)
The broad aim of the directorate for Knowledge
Fields Development (KFD) is to facilitate the:
 Advancement of the frontiers of existing
Incentive funding programme
knowledge;
 Development of new fields of knowledge; and
R97m
R84m
 Generation of the necessary associated
R71m
research capacity.
R44m
Knowledge Fields Development’s specific goals
are to:
 Investigate, map and analyse research
interests and trends within and across
2009/10
2010/11
2011/12
2012/13
disciplines and knowledge fields;
 Promote
active
interaction
among
researchers within and across disciplines
and knowledge fields;
 Strengthen
scientific
and
professional
organisations serving the South African
research community;
 Facilitate the expansion of the frontiers of
existing knowledge and creation of new
knowledge; and
 Refine or re-define calls for proposals in the
light of developments and interventions.
Sub-programme Highlights
Belmont Forum 2013
The
Global
Change
Research
Programme
(GCRP) of KFD acts as the co-secretariat of the
Belmont Forum which is a high-level group of
the world’s major and emerging funders of global
environmental change research and international
The Incentive Funding programme has grown by 54.6% from 2009/102012/13.Of note, during 2012/13 KFD facilitated the development of
Palaeosciences strategy on behalf of the DST. One of the interventions of the
strategy was the establishment and launch of DST-NRF Centre of Excellence in
Palaeosciences with the hub based at the University of the Witwatersrand, bringing the
total number of DST-NRF CoEs to nine (9).
This Centre will integrate palaeontology, palaeoanthropology, archaeology and related
disciplines to create interdisciplinary research, and also develop the necessary human capital
in these disciplines. In addition, a developmental DST-NRF Centre in Indigenous Knowledge
Systems with a hub based at the University of KwaZulu Natal and involving four collaborating
institutions was established. After four to five years the centre will undergo a rigorous review
to assess the extent to which it meets the criteria to be established as a Centre of Excellence.
The DST and NRF will make the decision of its future status thereafter.
science councils. Dr Albert van Jaarsveld, CEO
of the NRF is currently Co-Chair of the Belmont
Forum. The goal of the Belmont Forum is to
mobilise international resources and expertise in
order to drive global environmental research for
earth system sustainability. Of the fifteen (15)
international collaborative projects funded in
Coastal Vulnerability, and Fresh Water Security,
three were awarded to projects involving South
Africans as principal investigators.
82
The uniqueness of this Centre, unlike the other Centres, is that in as much as it is
hosted at the University of Witswatersrand it will also be working in conjunction
with a number of other institutions and national Museums.
Centres of Excellence (CoE)
The objective of the individual CoEs is to promote
Established in 2004 through a collaborative
knowledge and human capital development
effort between the Department of Science
in areas of strategic importance to South
and Technology (DST) and NRF, the DST-NRF
Africa, promote collaborative research, develop
CoE programme seeks to enable researchers
interdisciplinary research and systematically
to collaborate across disciplines on long-
develop a creative research training environment
term projects that are locally relevant and
that is internationally competitive, strives for
internationally competitive in order to enhance
the highest standards of quality and diffuses
the pursuit of research excellence and human
knowledge to where it is needed.
capacity development. The Centres have grown
in the past decade with a total of nine (9) CoEs
In fulfilling its mandate of building sustainable
and an institute. The institute is managed and
human capacity and advancing the gender and
operated like a centre of excellence, and is being
race transformation agenda, the CoEs have had a
established to address the need to conduct
steady growth in student support with an increase
research on the national geographical advantage.
of honours through to Postdoctoral students of
The Centres
established in
46% from (2010/11:446 to 2012/13:652). Female
During 2012/13, a review of the DST/NRF Centres
students have increased by 23% (2010/11:230 to
of Excellence (CoEs) programme was conducted.
2012/13:284) and black students have increased
The review was to evaluate the performance and
by 78.5% (2004:73 to 2013: 341) since 2004.
success of the programme and address areas
With the planned expansion and increase of the
that need to be improved in order to enhance the
CoE and increased funding already under way,
CoE’s international competitiveness in terms of
these numbers are expected to increase.
2004/05 were reviewed
in 2012/13. The review
report will be available
in July 2013
the research outputs and capacity building. The
review panel interacted with 70 stakeholders
Table 37 shows the number of students
from the National Planning Commission, the DST,
supported by the Centres. It should be noted that
CoE Boards, Universities hosting the CoEs, CoE
the total number of students supported through
funders, CoE directors, representatives of the CoE
CoEs increased by 160 from 492 in 2011/12 to
stakeholder community, postgraduate students
652 in 2012/13.
and NRF staff members. The review report will be
finalised in July 2013.
Table 37: Number of Students Supported through Centres of Excellence by Level (2012/13)
Black
White
Female
Male
Total
Female
Male
Total
2012/13
Total
2011/12
Total
2010/11
Total
Honours
23
25
48
10
9
19
67
38
31
Master’s
68
72
140
61
71
132
272
203
198
Doctoral
51
87
138
56
51
107
244
198
159
Postdoctoral
8
20
28
23
19
42
69
53
58
Grand Total
150
204
354
150
150
300
652
492
446
83
Although there has been an upward trend in the
outputs. This is done through collaborative research
participation of blacks and women in the CoE
efforts and interdisciplinary and multidisciplinary
programme since 2008, there seems to be very
research activities. As shown in Table 38, from
slow growth in the number of black students
2010/11 to 2012/13 the CoEs collectively produced
recruited to the programme, with a total of 341
an average of 475.6 peer-reviewed journal articles
supported in 2012/13. Figure 44 shows the trend
per annum, which is significant progress in
with regard to the number of black and women
contributing to the knowledge economy of South
students supported.
Africa. This trend is expected to further increase in
the coming financial year due to the increase in the
In an effort to contribute to the creation and
number of CoEs and a concerted effort by RISA to
development of new knowledge and technology,
ensure a more effective and efficient client-centric
the CoEs are actively involved in producing research
grant management system.
Figure 44: Number of Black and Female Students Supported through Centres of Excellence
(2008/09 – 2012/13)
400
350
300
250
200
150
100
50
0
2008/09
2009/10
2010/11
2011/12
2012/13
Female students
192
199
230
240
284
Black students
206
229
251
257
341
Table 38: Production of Peer-Reviewed Journal Articles at the CoEs (2010/11 – 2012/13)
Peer-reviewed journal articles
2010/11
2011/12
2012/13
165
85
87
Catalysis
15
21
16
Invasion Biology
93
120
103
Epidemiological Modelling and Analysis
29
39
33
Strong Materials
57
63
77
Biomedical TB Research
46
47
47
Tree Health Biotechnology
32
30
33
ACCESS
0
34
21
NITheP
0
63
71
437
502
488
Birds as Keys to Biodiversity Conservation
Total
84
The CoEs Currently Managed and Funded through the NRF
Centre of Excellence in Invasion Biology (hosted by Stellenbosch University)
Strong Materials (hosted by the University of the Witwatersrand)
Birds as Key to Biodiversity Conservation at the Percy FitzPatrick Institute (hosted by the University
of Cape Town)
Catalysis (hosted by the University of Cape Town)
Biomedical Tuberculosis (TB) Research (co-hosted by the University of Cape Town, University of
Stellenbosch and University of the Witwatersrand)
Tree Health Biotechnology at the Forestry and Agricultural Biotechnology Institute (FABI) (hosted by
the University of Pretoria)
Applied Centre for Climate and Earth Systems Science (ACCESS) (hosted by the Council for Scientific
and Industrial Research)
Epidemiology Modelling and Analysis (hosted by the South African Centre for Epidemiological
Modelling and Analysis (SACEMA) at the University of Stellenbosch)
National Institute for Theoretical Physics (NITheP) (co-hosted by Stellenbosch University, the
University of KwaZulu-Natal and the University of the Witwatersrand) Appointed in 2012/13, is in the
process of being established into a full CoE
85
Let the learning (and sharing) begin!
If science is to be of benefit to society, it stands to
interaction with “community-oriented” partners,
involvement. Universities of Technology were
reason that those conducting the research need to
and to contribute to the understanding of the
much more interactive with firms, government
know what society needs. While there is a major
changing role of the university within the National
organisations, communities, schools and civil
drive for higher education institutions to generate
System of Innovation (NSI).
society, showing frequent interaction with
new scientific knowledge that can contribute to
multiple partners.”
the economic development of South Africa, it is
Dr Kruss found that there is much debate about
apparent that universities have a strong social
what constitutes community engagement for
Analysis of patterns has revealed areas for
development mandate as well.
academics. For her it was important not to focus
strategic intervention across the NSI.
debate simply on how universities conceptualised
Since 2010 Dr Glenda Kruss, a Director in the
community engagement, but to understand what
While many universities had a set of structures
Education and Skills Development research
they did to extend their knowledge to the benefit
in place to promote engagement or displayed
programme at the Human Sciences Research
of community partnerships.
an advocacy approach to publicise engagement
Council (HSRC), has been investigating how
activities, it was evident that engagement was
universities can extend their knowledge for
“Engaged academic scholarship goes beyond
not a major criterion in performance reviews and
the benefit of society, whether for companies,
teaching and research,” she says. “It needs to
promotion opportunities.
communities or government.
apply knowledge for the direct benefit of external
audiences.
“In developing countries the range of partners
“If you want to promote engagement, it has to
be part of the academic core,” advises Dr Kruss.
that universities can work with is not restricted
“While directors or vice-chancellors may have
“As we see it, community engagement is related
to firms in the industrial sector. There are other
had an impression of best practice in this area,
to their roles as academics (not as citizens). For
economic actors, such as farmers, cooperatives
it was essential to measure what the academics
example, helping to paint an orphanage would
and communities that universities can partner
were doing in their daily practice.”
classify as engagement on a personal level and
with for change. Universities as knowledge
anybody could do that. However, if an academic
producers thus have a range of social partners
Her project analysed data on interaction of
were head of Mathematical Sciences and helped
who can benefit from their knowledge,” she
2 159 academics from five universities, each
the same orphanage to structure an early
comments.
of a distinct institutional type, and tried to map
childhood development programme, that would
patterns of interaction.
be integral to his role as an academic.” This goes
Dr Kruss has been investigating how higher
to the heart of the role of universities.
education interacts with communities in the hope
“One of the key findings was that there is a strong
that her research will inform the development
awareness of engagement (81%), but most of
The next three-year funding cycle will see this
of a new funding programme and contribute
the academics interpret community interaction
research extend to investigate the patterns of
to meaningful community engagement. The
as being with other academic partners and
interaction in science councils, to contribute to
objective of her study was to map the scale and
universities. Communities, small farmers and
the DST’s fifth Grand Challenge of understanding
forms of university research and development
civil society ranked very low on the levels of
the human and social dynamics of innovation.
86
Contribution
to the NSI:
Helping to make science meaningful
for society by closing the
innovation gap.
87
International Relations and
The DST appointed the NRF as the implementing
Science and Technology agreements formalise
Cooperation (IR&C)
agency for these agreements and memberships. The
scientific
role of the NRF, through the IR&C, is to:
communities of intergovernmental signatories and
IR&C plays a contributing role in the promotion
 Develop
of research excellence with regard to the
internationalisation
of
research
and
the
science
and
technology
cooperation agreements;
relationships
among
research
they establish long-term, sustainable scientific
cooperation and networks. The main purpose
higher
 Draft the programme of cooperation, which
of cooperative research is to support projects of
education, and in particular to the concerted focus
generally details modalities, criteria, priorities
scientific excellence by promoting the exchange
on Africa within the NRF. Through the synergies of its
and conditions; and
of researchers and stimulating interaction among
core initiatives and strategic projects, IR&C strives
 Negotiate funding levels.
scientific communities. There is great emphasis
to make a significant contribution to human capacity
on training. The agreements also encourage the
development in the national system of innovation,
Working closely with the DST, the IR&C assumes
inclusion of PhD students and the exchange of
particularly to issues relating to redressing inequality.
a proactive responsibility to facilitate and enhance
Postdoctoral fellows within approved projects.
international scientific collaboration between
The NRF may enter into cooperation agreements
Within government, the Department of Science and
individual scientists, higher education institutions,
with counterpart organisations, independently of
Technology (DST) is the custodian of international
research bodies and scientific and professional
the overarching intergovernmental agreements.
science cooperation, agreements and memberships.
associations (unions) in South Africa and abroad.
Membership of international science bodies gives
South African scientists access to knowledge,
There are four broad focus areas/units within the
data and networking opportunities.
IR&C, namely: the Overseas Cooperation (OC);
An intensive review of
the International Relations
and Cooperation (IR&C) grants
management process has been launched
in collaboration with the DST and GMSA.
Initiatives include a more robust and qualityorientated system; an optimal turn-around
time; a streamlined process with ad hoc grant
requests from the DST; an online system;
and a more nuanced and accurate
reporting system to the DST
according to key performance
indicators.
the Africa and Multi-lateral Cooperation (AMC);
Below are some of the highlights of activities
the Secretariat for the International Council for
undertaken by the IR&C in order to enhance the
Science (ICSU) and Knowledge Interchange and
science and technology collaboration between
Collaboration (KIC). There is also an additional
South Africa and international partners.
category of grant funding referred to as Special
Projects. The main mandate of all the IR&C’s
Breakdown of International Grant Holders
broad focus areas is to advance the NRF’s Key
Out of all the applications received under the four
Performance of growing a representative science
broad areas within the IR&C, a total of 515 grant-
and technology workforce in South Africa. This is
holders were supported through the bilateral and
mainly done through the management of South
inter-agency agreements. A total of 181 postgraduate
Africa’s bi and multilateral science and technology
students were supported through the NRF/DAAD
agreements.
Joint Scholarship Programme. Under the current
review period, it has shown that high percentages of
bilateral agreements are now active.
Figure 45: Number of Grant Holders funded through IR&C in 2012/13
The IR&C has, in this regard, exceeded its
annual target of supporting 450 grant-holders by
350
supporting an extra 65, with a sufficient increase
299
300
of female participants. However, there are still
250
181
200
128
150
100
67
50
The NRF/DAAD scholarship programme has
0
88
KIC
Overseas Bilateral
Special Projects
disadvantaged universities participating.
There is also a positive growth in student intake.
21
Focus on Africa
insufficient numbers of black researchers and
Scholarships
Programme
managed to improve the number of student
participation from 105 (annual target set) to 181.
Bilateral and Inter-agency Agreements
UNESCO SADC Project
Training aimed at building policy capacity in
Southern African Development Community (SADC) countries
by exposing the participants to the fast-changing world of policies
associated with higher education, research and innovation and enabling them
to develop strategies for their own domestic contexts, formed the framework of this
international training opportunity. The contract was signed to enable the NRF to utilise
the funds for the UNESCO needs and numbers study and also to support the SADC science,
technology and innovation training workshops.
UNESCO, in collaboration with Manchester Business School, designed training modules to
enable trainees to acquire knowledge of different themes relating to science, technology and
innovation policy such as Intellectual Property Rights (IPR), technology transfer, and monitoring
and evaluation. Two SADC Policy training workshops took place in South Africa, attended by
33 policy makers/implementers from all over SADC, facilitated by five Manchester Business
School lecturers and supported by eight staff from the University of Zimbabwe.
The UNESCO needs and numbers study deliberations commenced
in April 2013 through a task group meeting. It was
concluded that the SADC countries would formulate
a working group that will develop terms of
reference on how the study should
be undertaken.
South Africa-Germany Partnership
The bilateral agreement on science and technology (S&T) cooperation between South Africa
and Germany was signed in 1996. Since then, the two countries have successfully launched calls for
proposals in the fields of environmental research and sustainability such as water, biodiversity as well as on
technological development, and have jointly initiated numerous other cooperation activities.
Closing event: Prof. Dr Johanna Wanka,
The countries agreed to celebrate this partnership through a “Year of Science” (YoS) programme between 2012
Minister of Education and Research of
and 2013 that offered an excellent framework for increasing the visibility of successful existing bilateral activities
the Federal Republic of Germany and
of the ministries and the research and intermediary organisations. At the same time, it offered an opportunity to
Mr Derek Hanekom, Minister of Science
put important political ideas into motion together with stakeholders working in the areas of science, research
and Technology of the Republic of South
and innovation in both countries, with the aim of developing the partnership in a sustainable way and taking full
Africa, signing a letter of intent for a
Research Chair in South Africa.
advantage of the potential of South African-German research and development (R&D).
One of the outcomes of this initiative was an agreement by the two countries to establish a South
Africa-Germany Bilateral Research Chair. To this effect, in April 2013 the South African
and the German Minister of Science and Technology signed the Bilateral Research Chair
Declaration of Intent.
89
DST review of the SA ICSU
Grants Management and Systems
National Committees
Administration (GMSA)
Efficient Granting System
The main aim of DST/NRF engagement in ICSU
is to maximise South Africa’s participation and
The
Grants
Management
solicit opportunities from ICSU that can benefit
Administration
South Africa and Africa as a whole. In light of
established to perform and coordinate all
this mandate, DST/NRF undertook a review
RISA’s grants management activities and
of all the unions that are being supported by
to manage funding processes in a way that
DST/NRF, with the aim of assessing the value
separates the programme architecture from
that South Africa is deriving from participating
the programme funding implementation. The
in the unions and assessing whether the
purpose of this arrangement is to ensure the
unions are aligned and contribute to the
integrity and fairness of the system.
(GMSA)
and
Systems
directorate
was
The NRF runs an efficient research
grants management process which includes
pre- and post-award activities. The turnaround
time for approval of applications was 8.3 months
against the annual target of 8.5 months. In
addition the completion rate for NRF rating
applications per annum was 99.5%
against the annual target of 95%.
current development imperatives in Science,
Technology and Innovation (STI) facing the
As a granting directorate, GMSA aims to
South African government.
provide an efficient and effective grantmaking service for the benefit of the
The National Research and Development
research
community
in
South
Africa.
Strategy of 2012 indicates that South Africa’s
The establishment of GMSA resulted in
human resources are not being adequately
the centralization of grants management
developed and renewed; and the country has
activities, which in turn helped to achieve
an aging and shrinking scientific population. It
economies of scale and improve efficiencies.
is against this background that the unions were
Figure 46 is a summary of the overall grant
also assessed in terms of status and progress
expenditure over the reported period.
A total of 51 calls were
advertised during 2012/13
in meeting the transformation goals (looking
at the gender, race and age composition of
the union members). Fifteen committees
participated in the survey which was received
Figure 46: Overall NRF Grant Expenditure
in July 2012.
1800
ICSU National Board of SA – Internal reviews:
A subcommittee of the ICSU National Board of
SA met to review the committees of IGBP and
CODATA and held an internal review of the
board. The resolutions from these meetings
were distributed to the Chairs of the SA National
Committees.
1600
1564
1400
1294
1267
1263
Grants awarded
Grants released
Grants claimed
1200
1000
800
600
400
200
0
Adjusted budget
90
Knowledge Management and
Evaluation (KM&E)
programmes; and
observation status of Research Offices in panel
 Evaluating and rating the research outputs of
individual researchers.
commendations and recommendations, the
The Knowledge Management and Evaluation
(KM&E) directorate is responsible for:
effective screening mechanism and through
Sub-programme Highlights
ensuring transparent, efficient and effective
 Implementing and acting as a custodian of
review processes.
knowledge management processes primarily
The directorate is responsible for the evaluation
within the NRF, and generally in the wider NSI
and rating of individual researcher’s KM&E
context;
exceeded the 2500 target set for 2012/13. This
 Providing information, knowledge, records and
document management services and advice;
 Appraising, monitoring, evaluating and
reviewing internal and external research
meetings, feedback model that encompasses
achievement is reflective of the organisation’s
commitment
to
building
a
sustainable
knowledge economy through representivity
in the composition of panels,
Number of
rated researchers
• Target: 2 560
• Performance: 2 638
Number of black
rated researchers
Exceeded annual
targets for rated
researchers in
2012/13
• Target: 520
• Performance: 569
Number of
women rated
researchers
• Target: 750
• Performance: 780
91
Carnegie Project
• The University of
the Witwatersrand
Library appointed as
host institution for the
National Digitisation and
Preservation Centre
Marketing
of RISA
Information
Systems
• The Nexus database
usage statistics:
188, 747
• South African Data
Archive : 237
• National Electronic Theses
and Dissertations (ETDs)
portal hosted for HEIs
CSI Project: Danville
Community Library
The NRF has been involved in three corporate
social investment projects over the past
two years. The most recent project was
the refurbishment and upgrading of the
Danville Community Library in Pretoria. The
library was provided with furniture for the
children’s section, soft toys, educational
toys and other learning aids. The project
was handed over to the community.
92
Records and
Document
Managment
• The Electronic Records
and Document
Management System has
been installed
• RISA Registry Facility
compliant with National
Archives (NARSSA)
prescript
• File Plan series approved
(NARSSA)
• PAIA requests succesfully
satisfied
NRF Resource
Centre
• The NRF Resource Centre
was revamped and an
open day held as part of
National Library Week to
create more awareness of
the services.
• Use of information
platforms:
• Information searches: 167
• H-Index searches: 920
• Bibliometric studies: 13
• Enquiries via e-mail info@
nrf: 1069
• Internal visitors: 734
• External visitors: 7
• Lending services: 231
• Electronic Documents
delivery sorced: 460
• Journal alerts: 470
• Current awareness: 52
• Interlibrary Loans: 8
• Acquisitions: 159
RISA Special Projects Performance
DST/NRF Internship Programme
Established in 2005, the DST-NRF Internship
Programme
provides
accelerated
work
experience to unemployed Science, Engineering
and Technology (SET) graduates, in a manner
that builds critical occupational competencies
required by the Science System. The aim of the
DST-NRF Internship Programme is to address
the skills shortage within the science system
Almost double the
number of interns placed
in 2012/13. Number of interns
employed increased fourfold since inception
in response to the priorities of the National
System of Innovation (NSI) and the Human
Resource Development Strategy for the public
service. In addition, the programme assists in
developing capacity in research management,
research support and administration through
a partnership with the Southern African
Research
and
Innovation
Management
Association (SARIMA) and Research Innovation
Management System (RIMS).
Figure 47: Progress on the Internship Programme
600
500
400
300
Hosted by 73 institutions nationally, 517 interns
were placed at the respective institutions during
200
the period under review. This is almost double
compared with 2011/12 when 276 interns were
100
placed. This was a result of the expansion of
the programme to include undergraduates
studying in the social science and humanities
field. Figure 47 shows that at least 45% of
interns are absorbed into the national science
2005/06 2006/07 2007/09
No. Placed
Employed
Further Study
49
38
4
169
135
21
92
46
34
2009/10 2010/11 20011/12 2012/13
160
70
34
280
124
54
276
96
83
517
186
126
system post the internship year, while 23%
choose to pursue further studies
of a suite of 8 modules and 22 sub-modules
provide the DST with a high-level view of the
that were customized by the HEIs, with the
impact of public funding on the national system
Research Information
support of the RIMS project team. The Research
of innovation
Management System (RIMS)
Administration and Management capability
supports best practice and is a shift towards a
The RIMS project continued to face financial
The NRF was contracted by the DST to manage
standardized method of research administration
constraints during the course of the 2012/13
the customization and roll-out of an InfoED based
and management within institutions (23 HEIs and
financial year, but managed to make significant
Research
Management
9 Science Councils). The business intelligence
progress with customization of the InfoEd
System and to simultaneously develop a
system utilizes best of breed technology to
modules. The project team continues to engage
business intelligence warehouse to support
provide a scalable and sustainable platform to
all relevant stakeholders to ensure a sustainable
the Research Information Management System
support data collection from the 32 institutions,
future for this unique system.
(RIMS). The administration system consists
in order to provide aggregated reports that will
Administration
and
93
The RIMS project is the first
of its kind in the world where a
diverse set of research institutions share
a common platform in support of research
administration and management processes. An
important capability of the RIMS solution is a business
intelligence warehouse, where public institutions and
science councils contribute data that can be used to
produce aggregated reports to inform government
policy and strategic decision making.
Visit http://info.rims.ac.za/ for
more information.
International Council for Science
ICSU ROA has contributed a great deal to the
as well as the Rio+20 UN Conference on
Regional Office for Africa (ICSU ROA)
agenda of sustainable development. These
Sustainable Development. ROA has continued
started with a consultative workshop for
to be a science and technology partner for the
Strengthening the involvement of
Africa held in 2011/12, with contributions
UNECA and UNEP post-Rio+20 activities, as
Developing Countries in the Research
from UNESCO Nairobi and three South African
well as for South Africa through working with
Agenda for Global Sustainability
government departments. Through a portion
the Department of Environmental Affairs.
This project was implemented by ICSU ROA
from the Sida grant, ICSU ROA contributed
using its allocation from a Sida grant to ICSU for
to the science and technology forum of ICSU
activities in three areas:
 strengthening high-quality research;
 research capacity building; and
 policy impact.
Activities for the project included regional
workshops, global–regional integration workshops,
capacity-building meetings, as well as policy impact
activities. Facilitated research collaboration and
project conceptualization, involving researchers
from Africa and developing countries, contributed
to capacity building for African researchers, and
in particular early-career scientists, and provided
opportunities for ICSU ROA to participate in the
sustainable development policy processes in Africa.
94
Future Earth Regional Consultative workshop: Africa, held in Cape Town from 30 October to 2 November 2012.
Programme 3
95
Science Advancement
South Africa’s innovation revolution must help
investment in science, research and innovation,
Facilities are significant infrastructure platforms that
solve our society’s deep and pressing socio-
as a country we must communicate and engage
significantly contribute to the science advancement
economic challenges. Global competitiveness,
the wider community more fully in science and
mandate of the NRF.
shrinking
in an understanding of the knowledge economy
resource
availability
and
the
requirements of a skilled labour force mean that,
to which we aspire.
increasingly, an awareness and understanding
South African Agency for Science and
Technology Advancement (SAASTA)
of why science and research are critical to our
The South African Agency for Science and Technology
lives is essential for developing an innovation
Advancement (SAASTA) is a business unit of the
SAASTA’s mandate is to interact with the
culture. To fully realise the social, economic
NRF tasked with facilitating the communication and
public on issues of science, engineering and
and environmental benefits of the significant
advancement of science. The National Research
technology; to communicate the advances in
these fields to the public, and to steer young
minds to careers in science, engineering and
technology. These goals are pursued through
a large number of science engagement
programmes which fall under three key
strategic areas:
 Science education, which aims to build
the supply of tomorrow’s scientists and
innovators;
 Science communication, through which
SAASTA shares science and technology
achievements with the public, building
up their appreciation of the benefits of
science; and
 Science awareness platforms, which
engage the public with the phenomena of
science, engineering and technology.
Focus and infrastructure
SAASTA and the National Research Facilities
interact closely with a network of science centres,
higher education institutions, science councils,
professional science associations and a host
of other science-based entities at national and
international levels to engage the public in science,
engineering and technology. They have adopted a
matrix, ensuring that the SAASTA cross-cutting
science advancement strategy is implemented
without encroaching on the operational activities
of the National Research Facilities.
96
Science Advancement Activities at SAASTA
Interaction with learners,
educators and students
 SAASTA
runs
impact
programmes
targeting learners and educators. These
are intensive interventions involving a
group of participants over a period of more
than a year. The aim of these programmes
is to improve both participation and
performance in mathematics, physical
science, life science and natural science
by targeting both learners and educators.
The activities include curriculum-aligned
workshops in these critical subjects
during camps; the provision of educational
resource
materials;
interaction
with
role models; and participation in SET
Olympiads and competitions. The following
programmes were rolled out in different
provinces during 2012/13:
The 26,5 inch refractor Innes telescope at the Johannesburg Observatory. It has been refurbished by SAASTA and is still used for
 Primary Schools Science Intervention:
astronomy awareness activities
9 provinces, 18 900 learners and 420
educators reached;
 Science
Camps
for
Learners
with
Potential: 5 provinces and 303 learners
municipalities and the Department of
York to visit the American Museum of Natural
Basic Education;
History. Many more learners and educators
 SAASTA’s SET awareness campaign is
than the actual participating teams gain
aimed at creating opportunities for under-
from this project: 6 000 information packs
 Nurturing Talent in SET: 1 115 learners,
and postgraduate students to interact with
to assist learners and educators with their
178 educators and 26 schools reached;
role models from industries and research
preparations to participate in the competition
 Harmony Enrichment Programme: 634
facilities in their work environment. The
learners and 47 educators from 16 schools
project proved to be very popular and the
within Harmony Gold Mining Company’s
target for participants was exceeded. Eight
Science Centre at North West University’s
areas of operation in North West and the
higher education institutions, 386 students
Potchefstroom campus to run a competition
and 20 lecturers participated;
aimed at creating awareness of the
reached;
Free State; and
were distributed; and
 SAASTA
invited
the
Potchefstroom
 DST-adopted Schools: 9 provinces, 2 670
 Nine schools (one from each province)
significance of hydrogen fuel cells. After
learners, 106 educators and 29 schools
participated in the final competition in
the 19 entries in the 2012/13 Hydrogen
reached.
SAASTA’s
Debates
Fuel Cell Awareness Competition had been
 Over 8 000 learners and 100 educators
programme. The theme for the debates was
screened, the five most promising entrants
in all provinces participated in SAASTA’s
based on the United Nations declaration of
were invited to present their projects to the
career profiling campaign which focuses
2012 as the International Year for Sustainable
judges and a fascinated audience at the
on careers in engineering, space science,
Energy for All. The topic for the provincial
science centre in March. Dolf Jansen van
biotechnology and chemistry among other
debates was, ‘Can genetic engineering make
Rensburg was announced the winner of this
fields. The target number set for learners
biofuels a sustainable alternative energy?’
student competition with his radio-controlled
was exceeded because of the enthusiastic
Crawford College in Gauteng was the national
aeroplane which uses hydrogen fuel cells as
involvement of community organisations,
champion and won a four-day trip to New
energy source.
National
Schools
97
Touch young people today
Pause for effect
Engage a future generation
Science centres make science come alive with their
Shadrack
engaging experiences in science and technology.
Science Awareness Platform, explains that. “It
South Africa’s 34 science centres are no exception.
is particularly rewarding when we see centres
“To use our limited funding efficiently, we have
that were locked into providing just one or two
created three Central Training Areas,” informs
Besides delighting and challenging visitors, though,
education programmes flourish after their staff
Shadrack. “The science centres are then
they also need to be run as businesses that provide
had attended training in developing multiple,
clustered according to regions and people are
a quality service to their key stakeholders: the
stimulating exhibits.”
trained at specific venues in those regions, with
Mkansi,
manager
of
SAASTA’s
community.
funding for further development.
a trainer travelling to the venue.
Basic business training is offered in Phase 1
When the Department of Science and Technology
of the Science Centre Capacity Building
“Since training started in 2004, we have trained
(DST) investigated the possibility of building a
programme: financial management for non-
150 people. Some of them have stayed with the
network of science centres in the country as far
financial managers; writing skills; marketing
science centres as the centres grew, but we
back as 2004, the study established the need for
and programme management. In Phase 2
have also seen a large turnover in staff. While
capacity building among science centre operators.
science centre staff are shown how to develop
this means we have to start afresh each year.
SAASTA, the South African Agency for Science and
exhibits and relevant science programmes, how
We are satisfied that a big pool of people trained
Technology Advancement, was appointed to support
to communicate science to a diverse audience,
in science awareness are creating conversations
science centre officials in managing and improving
and how to evaluate their impact. This phase
around this strategic area.”
the effectiveness of their respective centres.
is particularly relevant in securing appropriate
98
Contribution to the NSI:
Developing human resources
Providing high-quality infrastructure to promote science awareness
400 exhibits developed
6 people underwent science centre management training in Australia
8 people undertook a study visit to the USA
50 new exhibits designed
99
Interaction with the public
development of human capital in STEMI. The
394 people through these science festivals,
 Science festivals are public events aimed at
DST and SAASTA are the main sponsors of
exceeding the annual target of 120 000. This
exciting people about science, engineering
science festivals across the country. Over the
performance is attributed partly to SAASTA’s
and technology and their relevance for the
year to date, SAASTA reached a total of 143
participation in a festival in Mpumalanga
that was a joint collaboration between the
NRF/SAASTA and the Department of Basic
Education;
 An agreement was reached with the Beijing
SAASTA Collaboration with HRTEM Centre for
Association for Science and Technology
High-resolution Transmission Electron Microscopy
(BAST) in China to send delegates to
Located at Nelson Mandela Metropolitan University (NMMU), the
HRTEM facility is a resource hub that promotes knowledge and human capital
development in areas of strategic importance to the country, such as energy,
nanotechnologies, general and advanced materials sciences, medicine, forensic
sciences, hydrogen fuel cell technology, and many more. The technology also makes it
possible to perform important research into national priorities, which include clean water,
energy, mineral beneficiation and manufacturing. SAASTA forms part of the advisory panel of
the Centre to ensure that the outreach, awareness, science advancement and communication
objectives of the Centre are fully supported. Represented on the Centre’s advisory Board
panel by Lorenzo Raynard, manager of the Science Communication unit at SAASTA, the
science advancement activities will ensure that information and data are provided that will
improve human knowledge and understanding of the research being conducted. For
more information go to: http://www.saasta.ac.za/getsetgo/issues/201301/09.php
attend and participate in the ‘Science
Popularisation Carnival’ in Beijing during
September 2012. SAASTA exhibited and
conducted science shows, focusing on the
science of music. Three learners and a
curriculum adviser participated in a science
competition in Beijing, and a workshop for
science educators was held in collaboration
with BAST in Pretoria in March 2013;
 A group of six science centre staff undertook a
study visit to Miami in the USA which has already
shown a large impact on the Centre’s activities.
Members of this group are implementing
The facility serves as a resource hub to promote
various programmes at their centres after their
knowledge and human capital development in
learning experience in Miami, including social
areas of strategic importance to the country.
media feedback sessions that are now part of
(Image: NMMU)
the KwaZulu-Natal Science Centre; the Miami
Zoo programme that is being incorporated into
Irene Schoeman from the SciEnza Science Centre (left) and Bafedile Kgwadi of SAASTA demystify
science for their audience of young Kenyans
100
activities at the National Zoological Gardens,
and at Sci-Enza Science Centre (University of
Pretoria) the educator development training
and the computer online design program that
has been introduced to 1000 tertiary students
and approximately 500 members of the public
from under-resourced areas;
 Five Media Round Tables and three Critical
Thinkers’ Fora were hosted for the media and
members of the public. Themes of these events
included, among others, research into the
interaction between science and society and
the status of stem cell research in South Africa;
 Four new Biotech World touch screen exhibits
were procured and exhibited at 10 events; and
 A Viral Media Production profiling wireless,
remote-controlled hybrid cars was developed
Science Centre Capacity Building
SAASTA is administering funds on behalf of the DST to support and capacitate
the staff at science centres throughout South Africa.
The programme aims to provide training to science centre staff and to create an
environment that will enable the exchange of ideas and best practices between the
developed and developing science centres.
This programme not only includes training in areas as varied as writing, presenting
and publishing papers (30 participants), and manufacturing educational toys (33
participants), but also offers opportunities for networking and information sharing both
locally and internationally. A group of six South African science centre staff recently
undertook a study visit to Miami in the USA to gain handson experience in science
centre management.
and the knowledge gained as well as lessons
learnt from the development of viral media
campaigns were shared with the South
African science outreach and awareness
sector at a conference. The final versions
of the production were placed on YouTube
Stem Cells
and within two months, the advertisement
managed to have more than 3 000 hits.
A Critical Thinker Forum brought together academics, policy makers, industry
partners, the media and members of the general public to discuss the state of
stem cell research and therapy in South Africa
101
Teach the parent first
A school outing to a science festival needs no
Africa and Science Unlimited. They support
an increasing role in the emergence of science
second invitation. But involving a family in their
different scientific areas of importance to South
festivals in under-served provinces, where
child’s curriculum has not been that successful.
Africa such as astronomy, climate change and
communities have embraced the opportunity
After all, if parents are excited about science their
biodiversity, and showcase technology that
to understand science and technology. “We
passion will spark an interest in their children
is not easily available in the classroom. More
have had particular success at Hammanskraal
and grandchildren, thus creating a pool of young
importantly, science festivals aim to demonstrate
and Daveyton, where we involved not only the
people with an appreciation for science.
the impact of science and technology in people’s
broader community, but made the festivals
everyday lives, thus stimulating an interest in
accessible to handicapped people as well.”
One of the solutions SAASTA’s Science Awareness
pursuing science as a career.
Platform has identified is to engage community
While the larger festivals get the bulk of their
organisations to reach out to the general public
While Shadrack is happy to report an increase in
funding from corporate sponsors, SAASTA
and convince them that science festivals present
adults attending festivals, he is not content with
manages a DST funding programme that
an interesting outing for the whole family.
the pace at which this is changing.
supports the smaller festivals in the country
This has seen attendance at science festivals
“Festivals targeting the youth will always attract
Attendance at these festivals has grown from
increase from 60 000 in 2010 to over 140 000 in
more learners and we accept that. However,
57 000 in 2010 to 143 000 in 2012/13.
the 2012/13 financial year. The astronomy festival
what is not acceptable is that learner attendance
ScopeEx, for example, now attracts more public
is increasing at a substantially higher rate than
That the science festivals are now diversified
interest than school attendance.
general public attendance.
across regions is good news for those
“Science festivals are effective, user-friendly
“Participants at our festivals are mostly learners,
next generation of scientists. “An event like
ways of disseminating science, engineering and
exhibitors and teachers, but we want more
the Polokwane Science Festival may present
technology information through a variety of fun
parents to become involved and we hope that by
the only opportunity for a rural learner from
activities, from workshops to cultural events,”
using community organisations to promote their
that area to come face to face with a scientist,
informs Shadrack Mkansi, manager of SAASTA’s
educational value, we will involve the general
researcher or astronomer. Dry facts will not
Science Awareness Platform.
public to a greater extent.”
inspire our learners to pursue careers in science
(E!sef in Limpopo and TESS in Mpumalanga).
concerned about the feeder stream for the
and technology, but inspiring leaders can.”
South Africa currently hosts eight annual
The existence of a support framework for
science festivals, the largest of which are Scifest
science festivals has allowed SAASTA to play
102
Contribution to the NSI:
R1.3 million provided for eight local science fairs, as well as ones
in Kenya and Mozambique.
A 130% increase in science festival attendance (2009 – 2012/13).
A 250% increase in science festivals attendance 2010 to 2013.
103
Science Advancement at the
The aim was to focus on the general effects of
alcohol abuse in Sutherland and particularly the
 The NZG hosted its Third Youth Symposium
impact on pregnant women. The programme
with the theme of ‘Sustainable energy for
included cultural and musical presentations.
all’. The symposium was presented during
Astronomy
Biodiversity /Conservation / Environment
 The SAAO ran a successful four-week
 As part of the Citizen Science Programme
summer school attended by 16 students: 10
for Sutherland and surrounding areas,
 The NZG hosted its Second Life Science
from South Africa, two from Sudan, one from
SAAO engaged with learners from the
Competition with the theme of ‘Urban wildlife’.
Mozambique, two from Zambia and one from
town’s Roggeveld Primary School using
The competing schools each chose their top
Ghana. The course addressed a diverse range
Las Cumbres Observatory Global Telescope
three grade 10 learners to participate, and
of topical astronomical themes presented
and involving the learners in analysing
gave them the opportunity to win prizes
by expert researchers from South Africa as
real exoplanet data from the Las Cumbres
for their school and for themselves. The
Observatory database; and
programme provided practical insights into
well as from abroad. The programme laid
National Science Week;
the foundation and prepared the students to
 A Worldwide Telescope workshop was
aspects of the life science curriculum such
participate in courses as part of the National
organised jointly with the International
as observation, classification, conservation,
Astrophysics and Space Science Programme
Astronomical Union’s Office of Astronomy for
sustainable living, food webs and population
(NASSP), including some essential scientific
Development, and Microsoft. This attracted
dynamics. The competition gave learners the
computing skills. A significant part of the time
32 outreach practitioners from science
chance to use knowledge obtained from their
was devoted to a robot-building challenge, with
centres and planetariums, postgraduate
school studies to complete the competition
the aim of teaching the students about working
astronomy students, amateur astronomers
tasks set by the NZG;
in a team, project management and addressing
and teachers. The workshops were enriching
 SAEON’s education outreach programme
various technical challenges, from software to
and empowering, and there are plans to hold
successfully negotiated with the Oceans
electronics and mechanics;
similar workshops in Gauteng and KwaZulu-
and Coast Branch of the Department of
Natal.
Environmental Affairs (DEA) for two learners
 An awareness evening was held in Sutherland
as part of SAAO’s Community Programme.
and two teachers from Cape Town to be part
of the inaugural cruise of the SA Agulhas II
research vessel, with all expenses covered
The HartRAO Science
Awareness Programme
HartRAO conducted several initiatives targeting teachers and
learners far from the big cities – these included: Vryburg, Mafikeng,
Rustenburg Waterberg region of Limpopo, Mokopane, Polokwane,
Phalaborwa, Thohoyandou, Jane Furse, Mount Frere and Matatiele. The
Limpopo outreach activities were aimed at primary and secondary schools. The
team gave astronomy presentations, highlighting the importance of astronomy as
a science as well as radio astronomy, concentrating on the importance of multiwavelength astronomy, space geodesy, VLBI and the Square Kilometre Array.
For the younger grades, the emphasis was on our solar system and our place
in the universe. In addition to the astronomy presentations, the team also ran
planetarium shows – showing and talking about the night sky, encouraging
star-gazing and showing astronomy videos.
by the DEA;
 SAIAB participated successfully in National
Science Week 2012 with programmes in
the Algoa Bay area. These generated good
public participation and media coverage;
 The successful trip to Willowvale in the
Transkei by the DST’s public participation
programme, Imbizo, provided a valuable
opportunity to showcase SAIAB and the
African Coelacanth Ecosystem Programme
(ACEP),
particularly
ACEP’s
Phuhlisa
programme, to the Minister and DirectorGeneral of Science and Technology as well
as to the Deputy Minister of Education. The
Phuhlisa programme was started in 2012
All these activities were well received by all the learners as
and focuses on providing funding, logistical
they had never had such interventions at their schools
support and mentor-ship to students from
before.
historically disadvantaged universities. The
SAIAB/ACEP display attracted the attention
104
of learners and teachers from the many
including lectures, talk shops, workshops
schools that attended the function;
and exhibitions.
Science Advancement Infrastructure
Development
 As part of a visit to SAIAB by the International
Universities
Group,
28
environmental
Capital Investment, Maintenance
Nuclear Sciences
and Asset Management
educators from universities in Rwanda,
 iThemba LABS was involved in a number of
Kenya, Egypt and Mozambique visited
science advancement activities, including
SAIAB and were exposed to a National
collaboration with Stellenbosch University;
During the 2012/13 financial year a number
Research Facility in the area of biodiversity,
a programme that attracted approximately
of improvements to science advancement
and the science that underpins and informs
1 000 learners and educators; the iThemba
infrastructure were completed. Refer to Table 39
environmental management; and
LABS open day on 18 August 2012; and a
for details on Capital Investment.
 At the request of Science Festival (Scifest)
joint event between iThemba LABS and
Africa, SAIAB became a new, official off-
The largest variance in the 2012/13 financial year
the SKA SA project.
site main festival venue for Scifest, called
was due to the purchase of new exhibitions for
‘Water World’. SAIAB hosted all water-
contract-funded projects, as the actual items
related activities on the festival programme,
were not received in the financial year
Table 39: SAASTA Infrastructure Projects
Infrastructure projects
Status
Planned projects
•
Innes dome maintenance phase 1
Completed
•
Refurbishment of Didacta building first floor phase 1
Completed
•
Carports at the Didacta building as well as the Observatory site
Completed
•
Routine maintenance on buildings and grounds
Completed
Unexpected projects (due to necessity):
•
Reunert Telescope maintenance
Disposals:
•
Three telescopes (research equipment) were donated to Dinaledi Schools
•
Two laptops were stolen
Measures taken to ensure that the NRF’s asset register remained up-to-date during the period under review include:
•
Assets are capitalised as soon as they have been received, are ready for use and all the relevant risks and rewards of ownership have been transferred to SAASTA.
•
Disposals were captured as soon as the necessary approvals were obtained.
Major maintenance projects that have been undertaken during the period under review include:
•
Innes dome maintenance phase 1
•
Reunert Telescope maintenance
•
Refurbishment of Didacta building 1st floor phase 1
•
Carports at the Didacta building as well as at the Observatory site
The maintenance backlog still exists due to insufficient funding, but has decreased from the previous financial year. The rate of progress is according to plan.
Table 40: Capital Investment, Maintenance and Asset Management Plan
2011/2012
Infrastructure projects
Name of platform
2012/2013
Budget
Actual
(Over)/Under expenditure
Budget
Actual
(Over)/Under expenditure
R’000
R’000
R’000
R’000
R’000
R’000
SAASTA
765
621
144
640
697
-57
Maintenance – equipment
Maintenance – Buildings and grounds
58
77
-19
196
189
7
Maintenance – vehicles
45
34
11
46
45
1
Exhibits and research equipment
2 350
1 464
886
1 039
507
532
Other assets
Total
1 004
4 222
768
2 964
236
1 258
970
2 891
640
2 078
330
813
105
SAASTA exceeded 83% of their targets for the reporting period. Table 41 is a summary of performance for the 2012/13 financial year.
Table 41: Science Advancement (SAASTA and National Research Facilities) Performance towards Vision 2015 Targets
Actual
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Target
2012/13
Target
2013/14
Target
2014/15
Number of Educator resources produced
11
10
7
6
6
6
6
Number of Learner resources produced
15
22
9
7
6
6
6
Actual
2008/09
Science
Advancement
Number of technical manuals and fact sheets produced
6
12
22
14
11
12
15
Number of science promotion publications produced
17
16
16
15
12
15
15
36 738
468 021
618 113
592 607
524 789
796 000
876 250
913 500
4 102
18 909
21 286
27 608
41 722
26 356
28 396
28 660
Number of learners reached through science advancement activities
Number of educators reached through science advancement activities
SET Careers Awareness
Between 2007 and 2009, the SAASTA education unit
collaborated with the University of Johannesburg, working with
73 schools across five provinces, namely Eastern Cape, KwaZulu-Natal,
Free State, Limpopo and Mpumalanga. The focus was on career guidance and
maths and science support. The main objectives were to identify and nurture talent
and to broaden the learners’ knowledge of the range of possible SET careers. The project
started with 2 555 learners who were taking Mathematics and Science as subjects in grade
10 (2007) and continued with them until they reached grade 12 (2009). In 2010, SAASTA did
a follow-up study of students from a sample of 54 of these 73 schools and tracked university
entrance. The results showed that 40% of the tracked learners were in higher education, 54%
(or 572) of these learners were studying in SET fields, and 24% (252) of the SET field learners
were studying engineering.
In 2012/13 only 1 386 students of the original group of
2 555 were tracked. Of these 1 386:

44% (612) are not studying, leaving 56% (774) furthering their studies;
 of the 774, 62% (482) are studying at higher education
institutions, furthering their studies in STEMI; and

30% (147) of these 482 students
are in engineering.
106
Programme 4
107
The National Research Facilities provide unique
researchers from formerly disadvantaged
research infrastructure platforms through a
communities.
 Ensure
access
to
state-of-the-art
infrastructure;
multi-location network of institutions. These
 Produce internationally competitive research;
General Activities
 Coordinate and manage large international
research institutions with access to “big
The National Research Facilities provide the
 Provide human resources training in a high-
science” equipment. It is through the National
infrastructure required to generate and support
tech environment by providing lectures,
Research Facilities that South Africa can
internationally competitive research. The facilities
student supervision and experiential training
compete and cooperate with international
have the mandate to:
in collaboration with higher education
platforms support research areas of strategic
importance and provide researchers and
projects;
counterparts.
Figure 48: Management of the National Research Facilities
Definition
According to the White Paper on Science and
Technology (1996), an institution qualifies as a
National Research Facility when it has:
NRF CEO
 A unique position in South African knowledge
production;
 Core technologies, research methods or data
pools/collections that live up to international
standards;
 Goals that are aligned with the overall
objectives of the NSI;
 A critical mass of equipment, skills and users;
 Potential for networking and attracting
international collaborators; and
 Opportunities
for
human
Deputy CEO: Research
Infrastructure and National
Research Facilities
[Vacant]
Group Executive: Astronomy
[Secondment]
resource
development, with special efforts to involve
The growth in
the number of peer
Nuclear Cluster
Biodiversity /
Conservation /
Environment Cluster
Astronomy Cluster
iThemba LABS
SAIAB, NZG, SAEON
HartRAO, SAAO-SALT,
SKA SA project
reviewed journals published
by the National Research
Facilities has increased by
50.5% between 2008/09
and 2012/13
108
institutions (HEIs);
As science awareness platforms, the National
 Use multidisciplinary and multi-institutional
programmes as platforms for the training
prospective postgraduate students.
Research Facilities strive to:
 Improve the scientific and technological
and education of students;
literacy and awareness of South Africans;
 Develop strong technical competencies to
 Encourage inclusion of science and technology
produce high-quality instrumentation and
content in educational programmes and
equipment in niche areas;
curriculum activities;
 Grow scientific and technical collaborations
 Present summer and winter schools to
Performance of the National Research
Facilities according to the Goals
The National Research Facilities performance in
 Host regular science-related activities and
peer-reviewed articles (ISI and others) has grown
national events, such as National Science
exponentially. This exceptional performance
Week and national quiz activities;
is a result of increased collaborations by the
with HEIs locally; and
 Build sustainable international collaborations
(particularly in Africa) and enhance the
 Conduct educator workshops to improve
National Research Facilities who are collectively
science and technology profile of South
the understanding and delivery of science
enhancing the organisation’s agenda of creating
Africa internationally.
concepts; and
new knowledge for the betterment of lives for the
people of South Africa. Figure 49 shows a steady
Figure 49: Trend on Peer-Reviewed Journal Articles (ISI and others)
growth in peer-reviewed articles published by the
National Research Facilities.
2012/13
271
Although the number of students undertaking
experiential training has declined from the
Actual Performance
2011/12
previous year, the target for the current year
233
has again been exceeded. The NZG continues
to attract such students for short-term projects
2010/11
220
due to its diverse activities. Planning for these
students is difficult as the National Research
2009/10
Facilities are entirely dependent on the student
181
throughput at the universities.
2008/09
180
Table 42 gives an overview of the performance
trend of the National Research Facilities in key
0
50
100
150
200
250
300
areas.
Table 42: Performance of the National Research Facilities
Actual
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Target
2012/13
Target
2013/14
Target
2014/15
Expected research outputs
by National Research Facility
researchers
Peer-reviewed journal articles (ISI and others)
180
181
220
233
271
168
181
197
Peer-reviewed journal articles (ISI and others)
with external co-authors (subset of the above)
128
152
213
229
255
157
166
175
1 049
382
615
1 368
798
438
446
453
Experiential training: no. of students spending time at and participating in work of
facilities as part of their formal training
No. of students employed to undertake temporary research-related work
Postgraduate students making use of facilities for training
47
15
38
23
21
43
45
47
411
446
523
494
491
546
596
626
Honours/Btech
Students supervised by staff of
facilities:
Master’s
Doctoral
Total
54
55
35
35
44
138
111
131
132
140
80
217
171
272
263
89
65
70
73
255
231
237
257
109
Experiential
training: the number
of students spending
time and participating in
work at the facilities as
part of their formal
training
Postgraduate students:
making use of the
Facilities for training
Number of students
employed: to undertake
temporary research
work
Exceeded
2012/13 target of
438 by 360 (Actual
performance 798)
...we are almost
there...
Exceeded 2012/13
target of 546
by 55 (Actual
performance 491)
Exceeded
2012/13 target
of 45 by 2 (Actual
performance 43)
National Research Facilities Subprogrammes
...we are almost
there...
The one emerging facility, SAEON, has not
legally been declared.
Post-graduate numbers have remained stable
over the past 3 years; this is primarily due to
The education and training focus of the facilities
current capacity constraints, both in terms of
aims to enrich and empower individuals to
 The management of the Astronomy cluster
scientists available for supervision as well as
function as productive knowledge workers. In
is in a transitional phase; the NRF Board
project capacity. The maximisation of the PDP and
alignment with the science missions identified
resolved that a dedicated stand-alone unit
other similar programmes will enhance capacity
in the National Research and Development
should be established for the cluster in the
and so will the investment in infrastructure in the
Strategy (NRDS) of August 2002, six National
coming 3-5 year period.
Research Facilities were declared and are
clustered into three broad categories according
110
It should be noted that:
2013/14 financial year;
 The SKA SA is managed as a project within
the Astronomy cluster; and
to their areas of specialisation, namely
 SAEON is not a declared National Research
astronomy; biodiversity, conservation and
Facility, but is managed within the structures
environment sciences and nuclear sciences.
of the National Research Facilities.
Astronomy
The South African Astronomical
Observatory (SAAO)
Research focus and infrastructure platform
The South African Astronomical Observatory
(SAAO) is the premier optical astronomy facility
on the African continent and supports optical and
infrared astronomy research and human capital
development. The primary function of the facility
is to conduct fundamental research in astronomy
and astrophysics, by providing a world-class
infrastructure platform which also forms a critical
node in the global astronomy network. The SAAO
is host to astronomers and scientists from around
the world who observe at the remote site at
Sutherland, about 380 km from Cape Town. The
In and around the SAAO
remote Sutherland site exhibits critical geographic
© Stephen Potter
advantages which make it a prime astronomy
location in the southern hemisphere. The site
is protected under the Astronomy Geographic
1.0m, 0.75m and 0.5m. The larger telescopes
relevant and do not become both technologically
(1.9m and 1.0m) have had significant upgrades
and scientifically obsolete and that the geographic
The research platform consists of several “small
and new instrumentation during the past five
advantage in astronomy is maximised.
telescopes” which include diameters of 1.9m,
years, ensuring that these instruments remain
Advantage (AGA) Act of 2007.
In addition, SAAO hosts and operates, on behalf
of the SALT Consortium, of which South Africa
Unwinding the
Secrets of a Dying Star
Earlier observations of the red giant star, R Sculptoris,
found a bright, thick dusty shell around the star consisting
of material lost from the stars outer atmosphere. More recent,
detailed observations using the Atacama Large Millimetre/submillimetre Array (ALMA), the most powerful telescope of its kind in the
world, have been able to study the shell in greater detail and have revealed
a spiral shape inside the bright layer. The spiral is thought to have been
created by a previously unknown faint companion star that drags the gas
along with it as it orbits around R Sculptoris. Astronomer Dr Shazrene
Mohamed of the SAAO has deduced the properties of the binary star
system by conducting computer simulations which accurately
reproduce the observations. This work is one of the first
ALMA early-science results to be published and
appears in the journal Nature.
has the major shareholding of around 33%, the
Southern African Large Telescope.
The facility strives for excellence in the field
of opto-mechanical instrumentation design,
development and precision manufacturing.
SAAO also plays host to a number of international
facilities that include the Seismograph (USA),
GeoForschungsZentrum (GFZ) (Germany), the
Birmingham Solar Oscillations Network (BiSON)
(United Kingdom), the InfraRed Survey Facility
(IRSF) (Japan and South Africa), Super Wide
Angle Search for Planets (SuperWASP) (United
Kingdom), the Monitoring Network of Telescopes
(MONET) (Germany), Las Cumbres Observatory
111
Global Telescope Network (LCOGT) (USA), the
 The high standard of research conducted is
Williston was an unqualified success. The
Kilo-degree Extremely Little Telescope (KELT)
reflected in the results of the collaboration
Sutherland Community Development Centre
(USA), and SOLARIS (Poland).
between Brent Miszalski of SAAO and the ESO
was officially opened by the Chair of the NRF
Very large Telescope Astronomers on a pair of
Board on 15 November, and funding of R1,5m
“Dying Stars”. A paper has been published in
was received from the DST.
The key achievements during
the year include:
 Excellent
the 9th November issue of Science;
project
SALT
 Shazrene Mohammed has collaborated
The Las Cumbres Observatory Global Telescope
observation time with the over-subscription
with ALMA researchers and a paper has
(LCOGT) network has moved a step closer to
rate
been published in Nature. This involves
completion with the installation and first light
observation time on SALT has been
observations
of three new 1m telescopes at the South African
restricted by unusually adverse weather
R Sculptoris;
being
proposals
around
for
180%.
However,
conditions and the breakdown of the
the
giant
red
star,
 In total 97 ISI papers were published by users
SALTICAM. Nevertheless, it is anticipated
that the observations will yield extremely
of
of the Facility; and
Astronomical Observatory’s (SAAO) observing
site in Sutherland. The telescopes are an integral
part of a network of telescopes around the world
 The Astronomy Road show in the towns
used to study time domain astrophysics, a branch
of Sutherland, Fraserberg, Calvinia and
of astronomy concerned with the study of objects
positive research results for publication;
which vary intrinsically with time or which change
their appearance with time due to interactions with
other objects. Examples of these types of objects
FACILITY SPECIFIC KPI:
which will be studied with the new telescopes
Number of refereed papers published by users
include exoplanets, supernovae, gamma-ray bursts
of the observatory excluding SAAO researchers.
and minor planets in our solar system. The addition
2012/13
of the telescope node at Sutherland is crucial as
Target:
it will allow astronomers to conduct observations
Local – 5
over long time periods in the South without
International – 30
interruptions. These telescopes will be operated
Performance – 49
remotely from Santa Barbara, USA.
Against the annual target of 35, a total of 49 papers were
published by external scientists using the SAAO platform. Of
the 49 papers, 11 were authored or co-authored by South
Africans scientists. The remaining 38 paper were
by international partner authors.
112
HartRAO Collaborates on
“RadioAstron / Spektr-R”
Hartebeesthoek Radio Astronomy
Observatory (HartRAO)
The radio telescope “RadioAstron / Spektr-R” was built by
Russia for astronomical VLBI from space and successfully put
The Hartebeesthoek Radio Astronomy Observatory
into orbit in July 2011. The radio telescope is 10m in diameter and is
(HartRAO) performs and supports research in
equipped with four receiver systems. The HartRAO 26 m telescope is one
radio astronomy and space geodesy using radio
of the ground-based VLBI radio telescopes with which the orbiting radio
telescopes and a variety of geodetic instruments.
telescope is working. Several HartRAO astronomers are participating in the
It is the only facility of its kind in Africa, and is
science programme of Radioastron. In addition, Russia and South Africa
located in a valley in the Magaliesberg hills, 50 km
signed an agreement in March 2013 to convert an 18-m antenna at the
Telkom Hartebeesthoek Satellite Station to a data downlink facility to
north-west of Johannesburg.
support the Radioastron operation. This will be operated by the South
The key instrument is the 26-m-diameter radio
African National Space Agency Space Operations centre at
telescope, which is equipped with sensitive
Hartebeesthoek, and HartRAO is assisting with aspects of
radio receivers operating in microwave bands
this development and operation.
at wavelengths of 18 cm, 13 cm, 6 cm, 5 cm,
3.5 cm, 2.5 cm and 1.3 cm. The telescope
is multi-purpose, as it can be used as an
independent instrument and as part of global
radio telescope arrays using the Very Long
Baseline Interferometry (VLBI) technique for
astronomical imaging, astrometry and geodesy.
The 26-m telescope also provides an absolute
reference point for the other geodetic techniques
for precise position determination and the
measurement of satellite orbits. These are
located at Hartebeesthoek and include:
 Global Navigation Satellite System (GNSS)
base-station receivers, for the US Global
Positioning System (GPS), the Russian
Global
Navigation
Satellite
System
(GLONASS) and the European Galileo;
 National
Aeronautics
and
Space
Administration (USA) MOBile LASer ranger
6 (NASA MOBLAS-6) Satellite Laser
Ranger (SLR); and
 Doppler
positioning
Orbitography
Integrated
and
Radio-
by
Satellite
(DORIS). This French system is located at
the adjacent Space Operations Centre of
NASA SLR ranges to a spacecraft while the 26m telescope participates in a geodetic VLBI experiment.
the South African National Space Agency
(SANSA), to avoid possible radio-frequency
The 15m experimental Development Model
converted by HartRAO for geodetic, astrometric
interference with the radio telescopes at
(XDM) radio telescope was built at HartRAO
and astronomical VLBI purposes with a dual
HartRAO. It has been surveyed with the
in 2007 as a development prototype for the
frequency 2.3+8.4 GHz cryogenic receiver and
instruments at HartRAO.
Karoo Array Telescope (KAT). It has been
VLBI recording system.
113
HartRAO also fulfils the following roles:
 Installs and operates GNSS base-station
Goddard Geophysical and Astronomical
in parallel with the 26 m telescope in order
Observatory (GGAO).
to test all aspects of its VLBI performance.
receivers at various locations across South
The telescope was also used in a VLBI
Africa, southern Africa, on islands off Africa
The facility achieved the
experiment with Australia and the success
and in Antarctica, for the International GNSS
following during 2012/13:
rate currently is around 95%.
Service (IGS), in support of the African
 The upgraded indoor/outdoor microwave
Geodetic Reference Frame (AFREF) and for
receiver test facility has been used to assess
HartRAO hosted a successful two-day workshop in
other research purposes;
the C-BASS receiver developed by the
January 2013 on enhancing Astronomy in the North.
University of Oxford; and
Discussions also included offering NASSP outside
 Is developing a Lunar/Satellite Laser
Ranger using a 1 m telescope donated
 The commissioning of the 15 m radio
its current base of Cape Town. Initial indications are
by Observatoire Cote d’Azur (OCA),
telescope is now complete. The telescope
that both North West University (NWU) and UKZN are
in collaboration with OCA and NASA’s
has run several geodetic VLBI experiments
willing to host this postgraduate programme.
A radio image of the nebula 3C 58,
which surrounds and is powered by
the young pulsar PSR J0205+6449,
were both left behind by a supernova
explosion a few thousand years
Percentage time available on the 26 m
ago. The green arrow on the image
shows the direction in which the
telescope to participate in the international Very
pulsar moves, with the arrow length
Long Baseline Interferometry (VLBI) experiments
2012/13
being the distance it will move in
Target: 95%
approximately 10 000 years.
Performance: 98%
Michael Bietenholz / HartRAO and
Against the annual target of 95%, HartRAO
York University, Toronto
allocated 98% of the time available on the
telescope for participation in the Very Long
Baseline Interferometry (VLBI)
experiments.
Measuring the impact of
an earthquake with radio telescopes
The radio telescopes at HartRAO regularly operate
as part of global radio telescope networks to study
the Earth, using the technique known as Very Long
Baseline Interferometry (VLBI). One of the product
is an accurate measurements of the distances
between each pair of radio telescopes. These
distances change as the Earth’s tectonic plates
move. The changing distance between HartRAO
and the telescope at Tsukuba, Japan is shown in the graph. Until 2011, the distance had been slowly closing at a rate of 11.4 +0.4 mm/year. This changed dramatically with the major earthquake that shook Japan on 11 March 2011. This instantly shifted the
Japanese telescope 23 cm further away, and the distance has continued to grow, as the graph clearly shows.
MSc student Nokwazi Nkosi and PhD student Sphumelele
Ndlovu standing at the azimuth-elevation mount of the 1 m LLR
telescope.
114
Square Kilometre Array South Africa Project
Square Kilometre Array South Africa
(SKA SA)
Highlights for the Year:
 The two key projects, the MeerKAT
Within the Science and Technology sphere in South
Antennae manufacture and the associated
Africa, the year 2012 will be remembered for the
site infrastructure, commenced during
announcement that the majority of the largest
the year. Initially, 64 dishes will be
global radio telescope to be built, the Square
manufactured with the first dish expected
Kilometre Array (SKA), will be based in South Africa
to be delivered in December 2013 and
(the remainder of the planned network array will
testing is scheduled for January to March
be in Australia). This achievement is the result of
2014. The site infrastructure projects will
unwavering work by many people since this project
be completed by March 2014 and include
was formed under the leadership of Dr Khotso
the antennae foundations, road works,
Mokhele of the NRF and Dr Rob Adam of the DST in
buildings, electricity sub-station, airfield,
2002. The decision on the SKA SA, especially with
power back-up and IT infrastructure;
MeerKAT being an integral part of Phase I, will play
President Zuma inaugurating the KAT 7 / MeerKAT / SKA SA as SIP16
 KAT-7 is currently operating with seven
a unique catalytic role in the history of the county
cryogenically
– where the re-engineering of our developing
observations are being run continuously,
economy is centred on two aspects, namely people
except if telescope resources become
and infrastructure. The SKA SA, representing
unavailable due to scheduled maintenance
scientific equipment on the largest scale, stands as
and/or engineering work. Due to some
a beacon of hope and as an example of what can
belated
be achieved towards developing our people and
the receivers, commissioning will be
infrastructure by having great belief in our ability to
completed within the first six months of
achieve the “impossible” .
the 2013/14 financial year; and
cooled
technical
receivers,
snags
relative
and
to
 The SKA SA International Funding task
The bid for the SKA SA project has already
team has been established and Dr A
galvanised significant local spin-offs for South
Tiplady and D du Toit are representing SKA
Africa’s manufacturing and scientific capacity.
SA. Initial tasks include agreeing to the
The dishes for the Karoo Array Telescope (KAT)
host premium for Phase I and the hosting
were manufactured locally. 123 scholarships
agreement.
MeerKAT antenna design
have been funded by SKA SA during the reporting
period. And R4.4m has been expensed as grants
SKA SA is in discussions with the DST on the
to the HEIs in support of domain-specific research.
establishment of a SKA SA industry forum and
The SKA SA itself will propel more innovation.
associated activities which would serve to
The flow of data that will come from the eventual
inform SA industry about possible mechanisms
3 000 dishes is expected to exceed the total traffic
for engagement in SKA SA programmes.
on the worldwide web – the kind of challenge that
These discussions parallel those in other SKA
South Africans thrive on. In addition, the partner
SA countries where industry is enquiring on
African countries will have great spin-offs within
involvement in the international project. An
their respective countries including research and
initial meeting has been held with industry and
human capacity development.
a further one is scheduled during 2013.
SKA SA interns working on African VLBI Network (AVN)
hardware.
115
Biodiversity, Conservation and Environment Sciences
Wildlife
Disease Epidemiology
National Zoological Gardens
of South Africa (NZG)
Three-quarters of new human diseases come from
wildlife, yet apart from trade-sensitive diseases and wildlife
The National Zoological Gardens of South Africa
diseases that affect food safety, little is known about disease in free-
(NZG) is focused on achieving its mandate as a
ranging and captive wildlife. The NZG is in a unique position, with its links
National Research Facility by developing flagship
with the DAFF, DoH, National Institute for Communicable Diseases (NICD) and
research programmes in wildlife molecular
DEA, to co-ordinate this effort. This project is establishing baseline disease levels
ecology, wildlife health and the reproductive
in order to detect the emergence of new diseases that might affect humans in contact
biology of wildlife, and animals of economic
with wildlife in urban and rural environments. To date, with a staff of two and a limited
importance. In addition, as host to up to 600 000
budget, this project has generated 13 publications, numerous conference contributions,
visitors per annum, the NZG seeks to establish
and 3 book chapters in the past 6 years. It has supported 7 veterinary, 2 Master’s
itself as a hub for science engagement, through
and 1 PhD students. Since data and samples are stored from the project, together
public engagement programmes and research
with cases submitted by other pathologists in the country, the NZG provides
on public understanding of biodiversity and
samples for an additional 20 research projects, and material for the crucial
environmental sustainability. These focal areas
development of molecular diagnostic techniques for wildlife diseases
are to be underpinned by specific research and
in the country. Annual workshops on conservation medicine (or
on health) build capacity for effective multidisciplinary
operational hubs, namely:
disease investigations in human and
 the Centre for Conservation Science
animal populations.
(CfCS) in support of wildlife molecular
ecology research;
 the Centre for Conservation Medicine for
Wildlife Health; and
 the envisaged Life Science Centre for
science engagement.
 Develops high-quality human resources
science and biodiversity; and
in the form of conservation biology
 Enhances the quality of life of the
scientists and biodiversity conservation
community by providing a top-class
practitioners;
metropolitan ecotourism facility, a family
 Undertakes ex situ conservation of wildlife
The NZG fulfils the following functions: it
 Conducts high-quality and high-impact
research to generate knowledge for the
conservation of threatened/endangered
and makes qualified contributions to in
situ conservation of threatened species
and their habitats;
 Provides
a
science
engagement
species and their ecosystems globally,
platform: a place of learning and a
focusing on African fauna;
source of inspiration to action for
The ZooClub...
• provides exciting, handson science activities;
• improves science performance and skills;
• supports preservation of the environment;
• enhances intellectual development; and
• encourage young people to choose
Life Science as a career path.
116
attraction of first choice that inspires
 DAFF accreditation has been obtained by
discovery, appreciation, care, knowledge
the Zoo for its quarantine facilities and
and respect for nature.
pathology laboratory;
 The NZG has implemented technology
Major activities during the year included:
that aids in the genetic management of
 The NZG hosted a number of researchers in
populations through the identification of
terms of the bilateral agreement between
Single-Nucleotide Polymorphisms (SNP)
South Africa and Hungary. This project
for African penguins, blue and black
aims at developing knowledge surrounding
wildebeest and white rhino;
the genetic structure of the Cape clawless
and spotted-necked otter populations;
 The development of research activities
is highlighted by the publication of 17 ISI
 The facility, in collaboration with the
Kruger National Park, has introduced a
papers of which 14 had NZG staff/students
as principal authors; and
veterinarian residency programme. This
 The facility hosted its first molecular
programme will allow for a veterinarian
genetics summer school and facilitated
to spend three years at the NZG while
one at SAIAB.
The NZG has developed
technology that aids in the
genetic management of
populations through the
identification of singlenucleotide polymorphisms
in African penguins, blue
and black wildebeest
and white rhino.
studying towards a MMedVet degree at the
University of Pretoria;
The NZG….
• promotes world
class research and
enhances human capacity;
Critically Endangered and African, the Northern
Bald Ibis breeds well in the collections of the
• undertakes, facilitates and coordinates
high quality, competitive research; and
• establishes information platforms
and a skills base.
NZG staff assited in the planning and radio-collaring for a
Black-footed Cat release
117
South African Institute for Aquatic
The Collections and associated Specialised
and Somali Currents Large Marine Ecosystems
Biodiversity (SAIAB)
Laboratories Platform offers specialised facilities
project (ASCLME). The DST-funded ACEP flagship
relative to the National Fish Collection and
programme is an active partner, and proof of,
the JLB Smith Collection Management Centre
South Africa’s commitment to ASCLME. Several
The South African Institute for Aquatic Biodiversity
includes a collection-sorting laboratory, as well
other large national and internationally funded,
(SAIAB) is located in Grahamstown, in the rural
as accommodation for staff, visiting scientists
multidisciplinary and inter-institutional projects,
Eastern Cape. SAIAB has an internationally
and students.
such as ATAP, are managed by SAIAB and give
recognised profile in ichthyologic research and,
further weight and momentum to its role as a hub
with its dynamic and productive research staff
The Biodiversity Information Platform (including
and postgraduate students, plays a distinctive role
biodiversity informatics and library services),
within the NSI. Despite its relatively remote location,
which is one of SAIAB’s unique features and
The facility’s key human capital development
SAIAB provides the NSI with four major research
strengths, is the link between the Collections
initiative is ACEP’s Phuhlisa Programme. Through
platforms, which are available to researchers in the
and the Biodiversity Information Platform. The
targeted outreach to HEIs, SAIAB aims to establish
country as well as from overseas countries.
Biodiversity Information Platform includes a web-
a strong student network from undergraduate to
based data information portal along with a full
postgraduate level, to promote careers in aquatic
The Marine Research Platform comprises the
database collection including all wet collection
sciences and grow human resource capacity in the
African Coelacanth Ecosystem Programme (ACEP),
specimens, X-rays, photographs, distribution
biodiversity sector. SAIAB hosts and mentors interns
which provides maritime infrastructure such as the
records, art (paintings and scientific illustrations)
from a variety of internship programmes including
13-metre research vessel, uKwabelana, equipped
and GIS layers. The modern Margaret Smith
with a remotely operated vehicle (ROV), and the
Library houses one of the largest document
rapidly expanding Acoustic Tracking Array Platform
collections and resource centres for African
(ATAP), which comprises an expanded network of
aquatic biodiversity research in Africa.
automated data-logging acoustic receivers that
are moored to the ocean’s floor around the South
SAIAB’s operational platform is enhanced
African coast in order to monitor the movements
by hosting SAEON’s Elwandle Node and
and migrations of inshore marine animals
the management unit for the Agulhas
118
for aquatic biodiversity research in southern Africa.
Use of uKwabelana as a marine platform.
2012/13
Target: 30
Performance: 57
Targets have been exceeded as a result of the following:
 The platform can be accessed by many organisations as
it represents equipment belonging to a National Facility.
 The platform provides a skipper, technician ,and many
kinds of coastal research instrumentation.
 The vessel lives up to its name uKwabelana,
which means ‘to share’.
 The vessel is affordable, versatile and suitable for coastal,
in-shore work and is available at short notice.

Short operating periods allow substantial saving
of time for researchers and students.
interns from SANBI, Rhodes University and the NRF.
to a biodiversity national research facility
A total of 12 interns were mentored in 2012/13.
and the science that underpins and informs
environmental management, and
SAIAB has had a rewarding year with the demand for
 The SAIAB Advisory Council was established
its research facilities growing. This is evident in the
and the first meeting was held in September
over-subscription of its marine platforms. The facility
2012.
achieved a record high of 50 research papers for the
year with its citation levels above the international
norm. Other highlights for the year include:
 Agreements with Albany Museum, the Iziko
South African Museum and Natal Museum
have resulted in fish types from these
collections been transferred to SAIAB;
 SAIAB
contributed
to
a
SANPAD
multidisciplinary workshop to develop a
decision-support model for assessing the
risks of alien fish introductions in South Africa
and a collaborative paper is being drafted;
 Twenty-eight environmental educators from
universities in Rwanda, Kenya, Egypt and
Mozambique visited SAIAB to be exposed
Climate Change –
Stressed-out Fish Species
Seek to Escape Thermal Extremes
in the Western Indian Ocean (WIO)
Since 2011 two reports have been submitted to
the Western Indian Ocean Marine Science Association
(WIOMSA) on projects investigating the diversity and
distribution of shared fishery species in the subtropical
Western Indian Ocean. The results from research into
population genetics and distribution modelling show that
endemic fishes are likely to be increasingly threatened by
climate change. They also suggest that Marine Protected
Areas (MPAs) could play an important role in
protecting stocks and that strategies need to be
uniformly applied for the management of
shared endemic species in the
region.
The ACEP Phuhlisa
development programme is fully
subscribed. The programme, which had a
highly successful first year, is a strategic partnership
between SAIAB/ACEP, the University of Fort Hare
and Walter Sisulu University, with the aim of supporting
and promoting postgraduate studies in marine science
by providing funding, shared infrastructure and
academic support. So far, the programme
Deploying the SkiMonkey III benthic camera at the Prince Edward Islands
aboard the S.A. Agulhas II. The camera was custom built in South Africa,
and was purchased through NRF Strategic Research Equipment Funding.
has supported 12 honours students
from the two universities.
The camera is used to photograph the sea floor in deep offshore regions,
in order to study changes in marine biodiversity.
119
South African Environmental
progress towards providing the following value
Observation Network (SAEON)
add to South Africa:
 Ensuring that valuable observation systems
and data are not lost when programmes
 Comprehensive and reliable data and
and projects are disbanded, thereby
information about long-term environmental
increasingly improving opportunities for
The South African Environmental Observation
change, which society needs in order
data analysis; and
Network (SAEON) consists of six geographically
to
sustainable
 Enhancing free and open access to
dispersed nodes (environmental observatories,
development, vulnerability, environmental
information by providing data online and
degradation and poverty;
by offering management tools for the
field stations and research sites) representing
the diverse landscapes, coastal areas, and
address
issues
of
 Contributing to the knowledge economy
the offshore marine environments of South
through
Africa. The nodes are linked by an information
functioning and ecosystem services and
management network, and their activities are
through human capacity development in
coordinated by the National Office in Pretoria.
the field;
research
on
ecosystem
platform for long-term studies of ecosystems
that will contribute to incremental advances in
and
data
systems
to
SAEON’s key activities for the year included:
National Global Change Conference that was
participating
organisations and researchers;
 Meaningful opportunity for the coordination
the understanding of ecosystems and the ability
and
to detect, translate and predict environmental
research programmes over space and
change. Based on the three pillars of its mandate
time, thereby enhancing the quality and
– namely, observation, information management
cost-effectiveness of outputs from such
and education – SAEON has made significant
programmes;
acceleration
of
environmental
SAEON assisted with the SANPARKS Kids-in-Parks camps at Mokala National Park. Here SAEON field technician Marco Pauw
is explaining vegetation monitoring methods to the learners.
120
visualisation.
 The Facility actively participated at the 1st
 Enhancing the NSI by providing observation
SAEON serves as a research and education
development of data searches and geospatial
Number of collaborations with national
and provincial departments as well as
research institutions.
2012/13
Target: 18
Performance: 53
The exceeded performance compared to target
can be attributed to the rise in prominence
of SAEON’s profile, which makes it an
attractive option for collaboration with
institutions.
Research Documentary
held in Boksburg from 26 to 28 November,
with 10 presenters, 2 session rapporteurs,
1 session chair, and 1 voluntary session
co-organised with ASSET Research. SAEON
delivered 15% of all the oral papers at the
conference;
 The Elwandle and Grasslands-WetlandsForest Nodes commenced work with
iSimangaliso Wetland Park Authority and
SAEON’s research sites at
Jonkershoek and Bird Island were
selected by Unboxed Media of Australia
for the filming of a documentary, The Tipping
Point, which showcases areas around the
globe that are at greatest potential risk
from the impacts of climate change. The
documentary is scheduled to be
released in October 2013.
Ezemvelo KwaZulu-Natal Wildlife to establish
a new research platform, a sentinel site, at
iSimangaliso; and
 The development of the South African
The SAEON Fynbos node team
Estuaries Information Systems and Database
assembles the high-elevation
platform has been completed for the Water
weather station at Dwarsberg
Research Commission.
in the Jonkershoek Mountains.
Here SAEON field technician
Weather monitoring equipment was installed at
Abri de Buys is assisted by
the summit of the Panorama Trail in Jonkershoek
SAEON interns Siyasanga
whilst a weather station was commissioned at
Mphele and Nick Zaloumis.
Cathedral Peak.
The Baited Remote Underwater Video (BRUV) equipment is prepared for launching by SAEON student Denham Parker.
121
Karoo research produces a science gem
Long-term trials, recording vegetation change over
“Credit must go to the visionaries of old who
Rainfall outcomes are complicated by the timing,
70 years, have delivered an “ecological science
initiated this research in the 1930s,” says Prof
frequency and intensity of rainfall events, as well
gem”. The Karoo has seen a significant increase
O’Connor. “The trials that have been conducted
as conditions of surface temperature, humidity,
in grassland, and little is left of the original Karoo
over the past 70-odd years could classify as the
soil, slope and vegetation. These complexities,
character of dwarf shrubland.
oldest grazing trials in the world and the data
coupled with differential responses by scores of
emanating from Grootfontein is a true national
species, cause uncertainty about the direction
asset.”
and extent of rainfall-induced change.
(GADI) in the eastern Karoo, Prof Tim O’ Connor
He explains that arid systems in particular are slow
“While we cannot extrapolate these findings to
says: “We have observed definite signs of a system
to reflect change. “The normal signs typified by
all arid zones, given their diversity of rainfall
change. Not only do we have an idea of what the
the average three-year research of a PhD student
patterns
systems looked like more than seven decades ago,
give us just a glimpse of change. Only long-term
research is offering us a glimpse that change is
but we know how they been managed, lending
observation gives us an idea of the causes of
evident,” says Prof O’Connor. “A clear shift in the
gravitas to our findings.”
change and the extent thereof.”
rainfall pattern has been observed and that has
Prof O’ Connor is science advisor to the SAEON Arid
Grootfontein focuses on small stock and in
substantial effects on how agriculture is
Lands Node hosted by SANParks in Kimberley.
agricultural production in semi-arid to arid climates
practised.”
Commenting on the field trials based at the
Grootfontein Agricultural Development Institute
and
vegetation,
the
Middelburg
major effects on vegetation and corresponding
and the trials have looked at the effects of small
The arid zone is one of six geographically
stock grazing on vegetation.
distributed nodes managed by SAEON to advance
“We are witnessing how the investment made all
those years ago in research is delivering returns
understanding of South Africa’s ecosystems and our
“The surprise finding was that a section of the
on an ongoing basis and we can expect future
ability to detect, predict and react to environmental
Karoo has moved into a transition zone, reflecting
returns in a deeper understanding of what is
change.
an increase in grassland where the typical Karoo
happening to arid vegetation.”
‘bossie’ should be growing. There has also been a
One of the primary features of SAEON’s Long
change in the rainfall pattern, with an increase in
He is particularly pleased that the trials reflect
Term Ecological Research (LTER) approach is
summer rainfall noted.”
an example of SAEON collaborating directly
that it overcomes the deficiencies associated with
with the National Department of Agriculture and
postgraduate research projects. Typically, those
As a consequence of losing the typical Karoo
society seeing the benefits of a commitment to
cannot interpret environmental variability because
shrubland and having grassland established in
long-term research.
of the pressure to produce a thesis within two to
its place, farmers have made their own choices
three years.
to replace small stock with cattle for greater
productivity.
122
Statement of financial position
as at 31 March 2013
Contribution
to the NSI:
PhD student at
Grootfontein.
Seligman Old Block trial
Bergkamp trial
PhD candidate, Justin du Toit, together with a combined GADI and
SAEON team sampling the Camp 6 experiment at Grootfontein
123
Nuclear Science
iThemba Laboratory for Accelerator
energies. Charged particles to be accelerated are
Based Sciences (iThemba LABS)
fed to the accelerators through one of two smaller
injector cyclotrons, one providing intense beams
of light ions, and the other, beams of polarised
The iThemba Laboratory for Accelerator Based
light ions or heavy ions. The other two are Van de
Sciences (iThemba LABS) is a multidisciplinary
Graaff electrostatic accelerators, a 6 MV single-
research laboratory providing facilities for:
ended machine in the Western Cape and a 6 MV
 basic and applied research using particle
During a recent test experiment
we demonstrated the feasibility
of performing high-resolution light ion
experiments in which the iThemba LABS
K600 particle spectrometer, operated in zero
degree mode, can be used in conjunction with highpurity Germanium gamma detectors. This unique
combination that opens exciting new research
opportunities has been made possible by
extensive developments on the spectrometer
as well as by the excellent beam quality
for the iThemba LABS SSC.
tandem accelerator in Gauteng.
beams;
 particle radiotherapy for the treatment of
iThemba LABS brings together scientists working
in the physical, medical and biological sciences. Its
cancer; and
 the supply of accelerator-produced radioactive
isotopes for nuclear medicine and research.
facilities provide opportunities for modern research,
advanced education, the treatment of cancers,
and the production of unique radioisotopes. The
Activities are based on five subatomic particle
facilities are housed at two sites: one in Faure,
accelerators. The large k=200 separated sector
Cape Town, and the other on the University of the
cyclotron (SSC) accelerates protons to energies
Witwatersrand campus in Johannesburg.
of 200 MeV, and heavier particles to much higher
Separated sector cyclotron (SSC) at iThemba LABS
“The 11 MeV Cyclotron,
iThemba LABS also fulfils a key role by
a product of the collaboration
scientifically, university research groups that wish
acquiring the capacity to service, technically and
between iThemba LABS and NTP, was
to use international facilities such as CERN (now
the European Laboratory for Nuclear Physics) and
commissioned in September 2012. The success
JINR in Russia. Such activities are key functions
of this major project can be ascribed to the excellent
thus the facility hosts numerous international
work done by various role players both internally and
externally. The cyclotron that is dedicated to
scientists from countries such as Italy, Germany,
France, USA and England.
Other highlights include:
the production of 18F-FDG adds value
The LABS has
to the nuclear medicine community
had an extremely
in the Western Cape and
of national research laboratories internationally,
productive year as
 Very good progress is being made on the
collaboration with the Ion Source Group
at CERN and encouraging experimental
results with the GTS2 ion source of iThemba
LABS have been obtained. Experiments
Eastern Cape by ensuring
evidenced by the 74 peer-
will continue to investigate the influence of
a consistent supply.
reviewed papers produced
further increases in the beam current and
during 2012/13
124
supporting gases like helium and oxygen for
improved source reliability;
iThemba LABS’s
 Members of the South African CERN - ALICE
group organized the International Muon
Workshop which was successfully hosted
at iThemba LABS from 30 April to 4 May
2012. South African researchers are part
of the lead teams within this project at the
Large Hadron Collider – CERN Switzerland.
Sixteen international delegates attended
this workshop and around 20 international
delegates were able to be part of the workshop
using iThemba LABS’ newly installed video
11
MeV
Cyclotron
generator in Europe and North America
is being pursued with the respective
distributors. Final registration of this product
will ensure that the iThemba LABS’s
generator is recognised by the authorities
as the preferred option for use in
conferencing facilities, via EVO;
 The
registration of the 68Ge/68Ga
project,
in
collaboration between iThemba LABS and
nuclear medicine clinics.
NTP, was commissioned on 25 September
2012. The success of this major project, with
a total cost of around R14m (mainly funded
by the NTP), was a result of the excellent
collaboration on the Radioactive Ion Beams
nuclear physics and enhance collaborations as
work done by various role players both
project. This is a major research initiative
well as scientific outputs; and
internally and externally. The cyclotron will
within the facility and will ensure the
 The high calibre of researchers at iThemba
produce 18F-FDG daily, and the added value
international competitiveness and relevance
LABS has been acknowledged by the
of iThemba LABS in the long term;
appointment of Professor Malik Maaza, a
for the Nuclear Medicine Community in the
Western and Eastern Cape is the additional
 It has been successfully demonstrated that the
senior researcher in the Materials Research
availability of the product on a Monday and
K600 particle spectrometer, operating in zero
Department, to the recently established
during iThemba LABS’ mid-year shut down;
degree mode, can be used in conjunction with
UNESCO-UNISA Chair in Nanoscience and
 A MoA has been signed with the National
high-purity Germanium gamma detectors; this
Nanotechnology.
Nuclear Physics Laboratory in Italy for
finding will now open new research horizons in
The AMS facility, the flagship project of iThemba
LABS, Gauteng, has become operational with the
commissioning of the low-energy injection system
in February 2013. The focus will now shift to the
delivery of the high-energy system during 2014.
Proportion of international research
collaborations.
2012/13
Target: 20%
Performance: 49%
Of a total of 572 research collaborations in which
iThemba LABS was involved during 2012/13,
281 (49%) were of an international nature.
125
WARNING: Danger Ahead
The Metafer automated
“This will affect how cancer patients’ tumours
where an accident has occurred and the safety of
respond to treatment, as well as the severity of
workers may have been compromised. She cites
scanning microscope is
the side-effects on surrounding healthy tissue,”
a case where an employee sought compensation
says Dr Baeyens.
for the high levels of radiation he experienced, but
already able to detect levels
of radiation damage in a
person’s blood. It may soon
help as an early warning
system for cancer or how
HIV and cancer patients will
respond to radiotherapy.
when his blood was screened there was no visible
“The ideal outcome would be if we could use the
change from his annual test results. “The trouble
research results to develop a test that will predict
with radiation is that you cannot see or smell it.
breast cancer risk,” she says.
The only way to test its presence in the body is
through chromosomal radiobiology,” she says.
In broad terms, the research focuses on how
individuals respond differently to radiation, using
“As a large portion of radiation workers are
Metafer, an automated scanning microscope.
also HIV-positive, one of the outcomes of my
research is to see whether the occuptional limits
Early studies have found that HIV-positive people
for radiation should be lowered for countries like
are more sensitive to radiation, which puts their
South Africa where there is a high incidence of
bodies under additional stress should they develop
HIV/AIDS.”
cancer. And since many of the workers who
Hollywood actress Angelina Jolie made headlines
are regularly exposed to ionising radiation also
Part of this research would also test whether
in June 2013 when she chose to have a double
have HIV-AIDS, research on their chromosomal
people taking antiretrovirals (ARVs) are more
mastectomy after learning that she had the
radiosensitivity is of huge importance.
sensitive to radiation, which would have
implications for HIV-positive people going for
BRCA-1 gene, which gave her an 87% chance of
developing breast cancer.
Chromosomal radiosensitivity is determined by
radiotherapy as their tumours would also be more
taking blood and giving it in vitro radiation to
sensitive.
In South Africa a research project is under way
mimic what happens to cells during radiotherapy.
to test radiosensitivity in individuals to see if
Blood is taken from cancer patients as well as
This is only the second automated microscope in
they are more prone to developing cancer and
a control population of healthy people. After
South Africa, having been acquired via the NRF
how they will respond to radiation therapy during
radiation, cell division is stimulated and the
infrastructure grant funding for the iThemba
cancer treatment.
number of micronucleii (chromosome fragments)
LABS Radiation Biology Laboratory located in
left is a strong indicator of DNA damage. This
the Department of Radiation Sciences, University
“While Angelina Jolie is genetically loaded with
micronucleus test may be useful as a biomarker
of the Witwatersrand and Charlotte Maxeke
genes well known for breast cancer, our research
of cancer risk in people with no cancer.
Academic Hospital.
problems in their breast cancer genes are more
Of more immediate relevance is the microscope’s
Dr Baeyens did her PhD on radiosensitivity in
radiosensitive because they have more DNA
ability to help with biological dosimetry for
breast cancer patients in Belgium, using the
damage,” says project head Dr Ans Baeyens
radiation workers. “Workers should be tested
same methodologies. She is pleased with the
of iThemba LABS. The Radiation Biophysics
before they start working in high-radiation
scientific results to date, giving her confidence
Department of iThemba LABS is working with
environments and monitored every year for any
that her students can finish their studies in the
Prof Vral from Ghent University, Belgium, to follow
changes in their radiation levels,” explains Dr
given timeframes. “The advanced technology is
the influence of BRCA-1 and BRCA-2 genes on
Baeyens. Her team screens many samples for
releasing data more efficiently and reliably.”
radiosensitivity.
the private sector on a routine basis, and also
wishes to determine whether people who have
126
Immediate
outcome:
of radiation in workers
Contribution
to NSI:
exposed to radiation.
Four female full-time students
Correctly analysing the level
involved in the research:
2 PhD, 1 Master’s,
1 Honours
Potential outcome:
In people with cancer, to test whether their
chemotherapy dosages should be increased
or decreased due to their sensitivity to
radiation.
In healthy people, to test their
propensity to develop cancer.
127
Infrastructure Development
Capital Investment, Maintenance
and Asset Management Plan
used in the Fish Collection facility;
 A Hydrogen Maser and associated timing
July and work commenced in August. The first
equipment for use within the VLBI network at
dish is expected to be manufactured by the
HARTRAO; and
end of 2013 with 2017 being the target date for
 Marine and weather monitoring systems at
of the 64 MeerKAT antennae was awarded in
SAEON (Algoa Bay and Drakensberg).
The year-on-year real decline in the core NRF grant
project completion. During the year, KAT-7, the
forerunner to MeerKAT, was commissioned, the
capital cost of KAT-7 is around R90m and this
has restricted investment in the Research Platforms.
The maintenance plan at all the facilities, with the
network has now been capitalised. Concurrently,
Capital expenditure of R37m (excluding SKA SA) was
exception of the NZG, which is still in progress,
a project called the African VLBI Network (AVN)
limited to essential items and included repairs and
has been achieved. The majority of the assets are
to develop an African Network for the VLBI in
maintenance cost of R13.5m, which represents 11%
in a fair condition but technological obsolescence
SKA SA partner countries commenced during
of total investment. The total expenditure of R51m
remains a major concern as this will severely impact
the year with progress being much slower than
was below the original budget of R70m, mainly due
on future research activities. It is anticipated that the
anticipated due to the lack of ability to receive
to slow infrastructure projects roll-outs at the NZG.
allocation from the DST for infrastructure over the
the project in partner countries, elections and
next three years will significantly mitigate this risk.
no funding. R120m was received from the
These include the following projects:
African Renaissance Fund via Department of
 Refurbishment of the animal enclosures;
Good controls are in place for fixed assets
International Relations and Cooperation (DIRCO)
 Fresh water mains supply;
management with the asset register being reconciled
for this project. The funds will mainly be used for
 Fire prevention equipment;
every month and a comprehensive review of the
the conversion of redundant telecommunication
 Back-up power supply; and
operational/physical status of the assets performed
dishes in partner countries for use as radio
 Upgrade of IT network infrastructure.
each January. Disposals are also well managed
telescopes.
with unexplained asset write-offs being minimal.
Major projects completed
Disposals for the year totalled a mere R0,6m at book
Capital spending during the year totalled R189m
during the year include:
value, which represents 0,3% of the total asset
with R121m spent on MeerKAT infrastructure
value.
and R68m on KAT-7 commissioning and initial
 The low-energy AMS, Cooling Towers, Gauteng
Office Refurbishments and the Automated
Scanning Microscope at iThemba LABS;
 Upgrades to the 1m and 1,9m telescopes at
SAAO;
MeerKAT system design development.
SKA SA
The SKA SA project is a capital-intensive
Engineering project with 2012/13 activities
 Marine telemetry, molecular laboratory and
concentrating on the development of the roads,
hazardous waste handling equipment at SAIAB
building, services and IT infrastructure for
as well as the replacement of the large tanks
MeerKAT. Also, the tender for the manufacture
128
Table 43: Capital Investment, Maintenance and Asset Management Plan for the National Facilities and SKA SA Projects
2011/2012
Expenditure Type
Adjusted
Actual
Original
Budget
Budget
Expenditure
R’000
R’000
R’000
(Over)/Under
Expenditure vs. Original Budget
Adjusted Budget
R’000
R’000
2012/2013
Adjusted
Actual
Budget
Expenditure
(Over)/Under
Expenditure vs.
Adjusted Budget
R’000
R’000
R’000
iThemba LABS
Capital Expenditure
7 375
29 001
23 405
5 596
15 500
30 870
23 043
Repairs and Maintenance
6 054
6 054
7 519
(1 465)
6 334
6 334
6 931
(597)
13 429
35 055
30 924
4 131
21 834
37 204
29 974
7 230
(283)
Total
7 827
SAAO
434
7 052
8 646
(1 594)
2 225
3 524
3 807
Capital Expenditure
1 815
1 815
2 430
(615)
1 508
1 508
2 292
(784)
Total
2 249
8 867
11 076
(2 209)
3 733
5 032
6 099
(1 067)
3 443
13 905
7 118
6 787
4 282
4 594
4 199
395
629
629
786
(157)
750
750
1 161
(411)
4 072
14 534
7 904
6 630
5 032
5 344
5 360
(16)
3 031
6 282
5 403
879
6 480
2 035
2 490
(455)
244
244
278
(34)
183
183
355
(172)
3 275
6 526
5 681
845
6 663
2 218
2 845
(627)
HartRAO
Capital Expenditure
Total
SAIAB
Capital Expenditure
Total
NZG
0
0
796
(796)
3107
3247
1 182
2 065
Capital Expenditure
968
968
4 447
(3 479)
13 234
13 234
2 618
10 616
Total
968
968
5 243
(4 275)
16 341
16 481
3 800
12 681
36 211
1 024
2 746
(17 22)
3 756
3 756
2 408
1 348
SAEON
Capital Expenditure
Total
183
183
105
78
206
206
194
12
3 804
1 207
2 851
(1 644)
3 962
3 962
2 602
1 360
57 264
48 114
9 150
35 350
48 026
37 129
10 897
SUB-TOTAL (National Research Facilities)
Capital Expenditure
Total
TOTAL FACILITIES
OPERATING COSTS
17 904
9 893
9 893
15 565
(5 672)
22 215
22 215
13 551
8 664
27 797
67 157
63 679
3 478
57 565
70 241
50 680
19 561
–
–
–
–
–
466 272
458 238
–
163 446
163 446
38 277
125 169
483 011
483 011
188 794
294 217
Special Projects: SKA SA
Capital Expenditure
Total SKA SA
1 754
1 754
1 163
591
19 417
19 417
1 614
17 803
165 200
165 200
39 440
125 760
502 428
502 428
190 408
312 020
181 350
220 710
86 391
134 319
518 361
531 037
225 923
305 114
11 647
11 647
16 728
(5 081)
41 632
41 632
15 165
26 467
192 997
232 357
103 119
129 238
559 993
572 669
241 088
331 581
Total
Capital Expenditure
Repairs and
Maintenance
Total
(The adjusted budget includes the roll-over of ring-fenced as well as unspent infrastructure funds from the previous year)
129
Heading 1
PART C
130
as at 31 March 2013
from
R2 131m
in 2011/12
8%
increase in NRF
income
to
R2 312m
in 2012/13
131
132
Annual Financial Statements
The reports and statements set out below comprise the annual financial statements presented to the
National Parliament:
Statement of Responsibility by the NRF Board of Directors
Audit and Risk Committee Report
..........................................................
134
.............................................................................................................
135
Report of the Auditor-General to Parliament on the National Research Foundation
.........
136
......................................................................
138
.......................................................................................................
139
........................................................................................................
140
......................................................................................................................................
141
Statement of Financial Position as at 31 March 2013
Statement of Financial Performance
Statement of Changes in Net Assets
Cash Flow Statement
Statement of Comparison of Budget and Actual Amounts
Accounting Policies
............................................................
142
.........................................................................................................................................
143
Notes to the Annual Financial Statements
Supplementary Information
............................................................................................
159
.........................................................................................................................
179
133
Statement of Responsibility
by the Board of Directors
The Board is required by the Public Finance
judgements and estimates. The NRF’s annual
The focus of risk management in the NRF is on
Management Act (Act 1 of 1999) (PFMA), to
financial statements exclude the financial activities
identifying, assessing, managing and monitoring
maintain adequate accounting records and
and transactions of one key programme, namely
all known forms of risk across the organisation.
is responsible for the content and integrity of
the Technology and Human Resources for Industry
While operating risk cannot be fully eliminated,
the annual financial statements and related
Programme (THRIP), as the control over this
the NRF endeavours to minimise it by ensuring
financial information included in this report. It
programme was exercised by the Department of
that appropriate infrastructure, controls, systems
is the responsibility of the Board to ensure that
Trade and Industry (the dti), while the operational
and ethical behaviour are applied and managed
the annual financial statements fairly present the
management is undertaken by the NRF on a
within predetermined procedures and constraints.
state of affairs of the NRF as at the end of the
contract basis. Separate financial statements have
financial year and the results of its operations
been prepared for this programme.
and cash flows for the period then ended. The
The Board is of the opinion, based on the information
and explanations given by management, that the
external auditors are engaged to express an
The Board acknowledges that it is ultimately
system of internal control provides reasonable
independent opinion on the annual financial
responsible for the system of internal financial
assurance that the financial records may be relied
statements and were given unrestricted access to
control established by the NRF and places
on for the preparation of the annual financial
all financial records and related data. The Board
considerable importance on maintaining a strong
statements. However, any system of internal
believes that all the representations made to the
control environment. To enable the Board to meet
financial control can provide only reasonable,
independent auditors during their audit were valid
these responsibilities, the Board sets standards for
and not absolute, assurance against material
and appropriate. The report of the Auditor-General
internal control aimed at reducing the risk of error
misstatement or deficit. The Board has reviewed the
is presented on page 136-137.
or deficit in a cost effective manner. The standards
NRF’s cash flow forecast for the year to 31 March
include the proper delegation of responsibilities
2014 and, in the light of this review and the current
The annual financial statements have been
within a clearly defined framework, effective
financial position, it is satisfied that the NRF has,
prepared in accordance with Standards of
accounting procedures and adequate segregation
or has access to adequate resources to continue
Generally Recognised Accounting Practice (GRAP)
of duties to ensure an acceptable level of risk.
in operational existence for the foreseeable future.
including any interpretations, guidelines and
These controls are monitored throughout the
directives issued by the Accounting Standards
NRF and all employees are required to maintain
The annual financial statements set out on pages
Board. The annual financial statements are based
the highest ethical standards in ensuring the
138 to 178 which have been prepared on the
upon appropriate accounting policies consistently
NRF’s business is conducted in a manner that in
going concern basis, were approved by the Board
applied and supported by reasonable and prudent
all reasonable circumstances is above reproach.
on 26 July 2013 and were signed on its behalf by:
134
Prof RM Crewe
Dr AS van Jaarsveld
Chairperson: NRF Board
Chief Executive Officer: NRF
Audit and Risk Committee Report
We are pleased to present our report for the
actions and suggested enhancements to the
financial year ended 31 March 2013.
controls and processes. From the various reports
 reviewed significant adjustments resulting
from the audit.
of the internal auditors, the audit report on the
Audit committee responsibility
annual financial statements, and the management
The audit committee concurs with and accepts
report of the Auditor-General South Africa, it was
the Auditor-General of South Africa's report on the
The audit committee reports that it has complied
noted that no matters were reported that indicate
annual financial statements, and is of the opinion
with its responsibilities arising from section 51(a)
any material deficiencies in the system of internal
that the audited annual financial statements
(ii) of the PFMA and Treasury Regulation 3.1.13.
control or any deviations therefrom. Accordingly,
should be accepted and read together with the
we can report that the system of internal control
report of the Auditor-General of South Africa.
The audit committee also reports that it has
over financial reporting for the period under review
adopted appropriate formal terms of reference
was efficient and effective.
The Audit and Risk Committee recommends the
as its audit committee charter, has regulated its
affairs in compliance with this charter and has
adoption of the annual financial statements by the
Evaluation of annual financial statements
NRF Board.
The audit committee has:
Internal audit
discharged all its responsibilities as contained
therein.
 reviewed and discussed the audited annual
The effectiveness of internal control
The system of internal control applied by the NRF
over financial and risk management is effective,
financial statements to be included in the
The audit committee is satisfied that the internal
annual report, with the Auditor-General and
audit function is operating effectively and that it
the accounting authority;
has addressed the risks pertinent to the NRF and
 reviewed the Auditor-General of South
efficient and transparent. In line with the PFMA,
Africa's
internal audit provides the audit committee and
management’s response thereto;
management with assurance that the internal
report
and
Auditor-General of South Africa
 reviewed changes in accounting policies and
controls are appropriate and effective. This is
achieved by means of the risk management
management
its audits.
practices;
 reviewed the entity's compliance with legal
process, as well as the identification of corrective
and regulatory provisions; and
The audit committee has met with the AuditorGeneral of South Africa to ensure that there are
no unresolved issues.
Mr AJ Fourie
Chairperson of the Audit and Risk Committee
15 July 2013
Date
135
Report of the Auditor-General to Parliament
on the National Research Foundation
Report on the Financial Statements
Introduction
2004 (Act No. 25 of 2004) (PAA), the
Opinion
1.
I have audited the financial statements of
General Notice issued in terms thereof
6.
the National Research Foundation set out
and International Standards on Auditing.
present fairly, in all material respects, the
on pages 138 to 178, which comprise the
Those standards require that I comply with
financial position of the National Research
statement of financial position as at 31
ethical requirements and plan and perform
Foundation as at 31 March 2013, and its
March 2013, the statement of financial
the audit to obtain reasonable assurance
financial performance and cash flows for
performance, statement of changes in
about whether the financial statements
the year then ended in accordance with SA
net assets and the cash flow statement
are free from material misstatement.
Standards of GRAP and the requirements of
for the year then ended, and the notes,
comprising a summary of significant
In my opinion, the financial statements
the PFMA.
4.
An audit involves performing procedures
accounting policies and other explanatory
to obtain audit evidence about the
information.
amounts and disclosures in the financial
statements.
Report on other Legal and Regulatory
Requirements
The procedures selected
Accounting Authority’s responsibility
depend on the auditor’s judgement,
for the financial statements
including the assessment of the risks of
General Notice issued in terms thereof,
2.
The accounting authority is responsible
material misstatement of the financial
I report the following findings relevant
for the preparation and fair presentation of
statements, whether due to fraud or
to performance against predetermined
these financial statements in accordance
error. In making those risk assessments,
objectives, compliance with laws and
with South African Standards of Generally
the auditor considers internal control
regulations and internal control, but not
Recognised
for the purpose of expressing an opinion.
Accounting
Practice
7.
In accordance with the PAA and the
(SA
relevant to the entity’s preparation and fair
Standards of GRAP) and the requirements
presentation of the financial statements in
of the Public Finance Management Act of
order to design audit procedures that are
South Africa, 1999 (Act No. 1 of 1999)
appropriate in the circumstances, but not
(PFMA), and for such internal control as
for the purpose of expressing an opinion
the accounting authority determines is
on the effectiveness of the entity’s internal
about the usefulness and reliability of the
necessary to enable the preparation of
control. An audit also includes evaluating
information in the annual performance
financial statements that are free from
the appropriateness of accounting policies
report as set out in Part B from page 38 to
material misstatement, whether due to
used and the reasonableness of accounting
129 and Part D from page 182-185 of the
fraud or error.
estimates made by management, as well
annual report
Predetermined objectives
8.
I performed procedures to obtain evidence
as evaluating the overall presentation of
Auditor-General’s responsibility
3.
the financial statements.
9.
The
reported
performance
against
predetermined objectives was evaluated
My responsibility is to express an opinion
I believe that the audit evidence I have
against the overall criteria of usefulness and
audit. I conducted my audit in accordance
obtained is sufficient and appropriate to
reliability. The usefulness of information in the
with the Public Audit Act of South Africa,
provide a basis for my audit opinion.
annual performance report relates to whether
on these financial statements based on my
136
5.
it is presented in accordance with the National
Achievement of planned targets
specific matters in key applicable laws and
Treasury’s annual reporting principles and
12. Of the total number of 46 targets planned,
regulations as set out in the General Notice
whether the reported performance is consistent
only 29 of targets were achieved during
with the planned objectives. The usefulness
the year under review. This represents
of information further relates to whether
37% of total planned targets that were not
indicators and targets are measurable (i.e.
achieved during the year under review. For
well defined, verifiable, specific, measurable
further details on the extent and reasons
15. I did not identify any deficiencies in internal
and time bound) and relevant as required by
for deviations between planned targets
control which I considered sufficiently
the National Treasury Framework for managing
and actual performance refer to Part D,
significant for inclusion in this report
programme performance information.
page 184 – 187 of the overview of entity’s
issued in terms of the PAA.
Internal control
performance report.
The reliability of the information in respect
of the selected objectives is assessed to
Material adjustments to the
determine whether it adequately reflects
Annual Performance Report
the facts (i.e. whether it is valid, accurate
13. Material misstatements in the annual
and complete).
performance report were identified during
the audit, all of which were corrected by
10. There were no material findings on the
management.
annual performance report concerning the
usefulness and reliability of the information.
Additional matters
Compliance with laws and regulations
14. I performed procedures to obtain evidence
11. Although no material findings concerning the
that the entity has complied with applicable
usefulness and reliability of the performance
laws and regulations regarding financial
information were identified in the annual
matters, financial management and other
performance report, I draw attention to the
related matters. I did not identify any
following matters below.
instances of material non-compliance with
Pretoria
30 July 2013
Auditing to build public confidence
137
Statement of Financial Position
as at 31 March 2013
Note(s)
2012/13
R’000
2011/12
R’000
5 253
3 384
Assets
Current assets
Inventory
8
Receivables from exchange transactions
10
144 159
117 584
Grants and bursaries paid in advance
11
510 323
602 738
Other loans
12
–
6
Cash and cash equivalents
13
605 774
360 062
1 265 509
1 083 774
694 021
502 663
Non-current assets
3
Intangible assets
4
55 516
54 553
Interest in associate
6
32 650
35 054
Retirement benefit asset
14
–
183
Prepayments
7
152 848
–
Total assets
935 035
592 453
2 200 544
1 676 227
Liabilities
Current liabilities
Finance lease obligation
16
845
874
Payables from exchange transactions
17
74 921
71 586
18
1 328 473
1 001 702
1 404 239
1 074 162
854
Non-current liabilities
Finance lease obligation
16
940
Retirement benefit obligation
14
2 673
–
3 613
854
1 407 852
1 075 016
Total liabilities
Assets
2 200 544
1 676 227
Liabilities
(1 407 852)
(1 075 016)
792 692
601 211
Net assets
Reserves
SALT fund
19
32 650
35 054
Capital fund
20
748 445
556 112
Infrastructure development fund
21
19 707
9 893
(8 110)
152
792 692
601 211
Accumulated (deficit)/surplus
Total net assets
138
Note(s)
2012/13
R’000
2011/12
R’000
Revenue from non-exchange transactions
Parliamentary grant
23
918 290
895 661
Designated income
24
1 110 670
960 500
Revenue from exchange transactions
Sale of goods and services
25
Entrance fees
48 542
37 796
29 634
25 640
Other income
26
14 095
15 198
Interest income
27
33 898
46 667
2 155 129
1 981 462
(1 268 077)
(1 262 810)
Total revenue
Expenditure
Research funding
(586 882)
(568 039)
Science advancement
Research platforms
(56 386)
(59 704)
Corporate support costs
(45 636)
(47 203)
(1 956 981)
(1 937 756)
(780)
(556)
(2 404)
(3 096)
(280)
105
Total expenditure
Loss on foreign exchange
Share of deficit in associate
6
(Loss)/gain on disposal of assets
Post-retirement medical benefits
(2 856)
(26 071)
Finance costs
29
(347)
(271)
Surplus for the year before asset acquisitions*
30
191 481
13 817
* R192m (2012: R71m) of this figure has been applied to the net acquisition of assets
(refer to Statement of Changes in Net Assets)
139
Statement of Changes in net Assets
SALT fund
R’000
Balance at 01 April 2011
Capital fund
R’000
Infrastructure
development
fund
R’000
Total reserves
R’000
Accumulated
(deficit)/
surplus
R’000
Total net assets
R’000
38 150
506 329
–
544 479
64 549
609 028
Surplus for the year
–
–
–
–
13 817
13 817
Transfer to infrastructure development
fund
–
–
9 893
9 893
(9 893)
–
Changes in net assets
Transfer of HMO to SANSA
–
(21 006)
–
(21 006)
(628)
(21 634)
(3 096)
–
–
(3 096)
3 096
–
–
70 789
–
70 789
(70 789)
–
Total changes
(3 096)
49 783
9 893
56 580
(64 397)
(7 817)
Balance at 01 April 2012
35 054
556 112
9 893
601 059
152
601 211
Surplus for the year
–
–
–
–
191 481
191 481
Transfer to infrastructure development
fund
–
–
9 814
9 814
(9 814)
–
(2 404)
–
–
(2 404)
2 404
–
–
192 333
–
192 333
(192 333)
–
Total changes
(2 404)
192 333
9 814
199 743
(8 262)
191 481
Balance at 31 March 2013
32,650
748 445
19 707
800 802
(8 110)
792 692
Transfer from SALT fund
Transfer to capital fund
Changes in net assets
Transfer from SALT fund
Transfer to capital fund
Note(s)
140
19
20
21
Cash Flow Statement
Note(s)
2012/13
R’000
2011/12
R’000
1 063 869
1 078 945
33 898
46 667
Cash flows from operating activities
Receipts
Parliamentary grant
Interest income
Other receipts
76 759
63 928
1 280 805
690 380
2 455 331
1 879 920
Employees' remuneration
(439 791)
(404 977)
Suppliers
(489 656)
(484 219)
(347)
(271)
(1 039 657)
(1 313 401)
–
(628)
(1 969 451)
(2 203 496)
Designated income
Payments
Finance costs
Total receipts
2 455 331
1 879 920
Total payments
(1 969 451)
(2 203 496)
32
485 880
(323 576)
Purchase of property and equipment
3
(238 172)
(100 628)
Proceeds from sale of property and equipment
3
610
2 159
Purchase of other intangible assets
4
(1 428)
(12 224)
Proceeds from sale of other intangible assets
4
–
4
(238 990)
(110 689)
Finance lease payments
(1 178)
(1 097)
Net cash flows from financing activities
(1 178)
(1 097)
Net increase/(decrease) in cash and cash equivalents
245 712
(435 362)
Cash and cash equivalents at the beginning of the year
360 062
795 424
605 774
360 062
Net cash flows from operating activities
Cash flows from investing activities
Net cash flows from investing activities
Cash flows from financing activities
Cash and cash equivalents at the end of the year
13
141
Statement of Comparison
of Budget and Actual Amounts
Budget on Accrual Basis
Difference
between final
budget and actual
R’000
Final approved
budget
Actual amounts on
comparable basis
R’000
R’000
51 474
48 542
(2 932)
1 118 366
918 290
(200 076)
14 169
14 095
(74)
40
40
Note
Revenue
Sale of goods and services
Parliamentary grant
Other income
1 671 357
1 110 670
(560 687)
Interest income
50 603
33 898
(16 705)
Entrance fees
29 416
29 634
218
2 935 385
2 155 129
(780 256)
(471 305)
(439 791)
31 514
(45 083)
(43 521)
1 562
Designated income
Total revenue
40
Expenditure
Employees' remuneration
Depreciation and amortisation
40
–
(4 103)
(4 103)
(1 475 454)
(1 132 072)
343 382
40
(465 594)
(337 494)
128 100
40
Total expenditure
(2 457 436)
(1 956 981)
500 455
Operating surplus
477 949
198 148
(279 801)
(20)
(280)
(260)
90
(780)
(870)
Impairment loss
Programme and operating expenses
Loss on disposal of assets
Gain/(loss) on foreign exchange
Share of deficit in associate
Finance costs
Actual amount on comparable basis as presented in the
budget and actual comparative statement
142
–
(2,404)
(2 404)
(127)
(347)
(220)
–
(2 856)
(2 856)
(57)
(6 667)
(6 610)
477 892
191 481
(286 411)
Accounting Policies
1.
Basis of preparation
The annual financial statements have been
date is the date on which the acquirer obtains
Where an asset is acquired at no cost, or for a
control of the function and the transferor loses
nominal cost through a non-exchange transaction,
control of that function.
its cost is its fair value as at the date of acquisition.
prepared in accordance with Standards of
Practice
The consideration received from the acquirer can
Where an item of property and equipment is
(GRAP), including any interpretations, guidelines
be in the form of cash, cash equivalents or other
acquired in exchange for a non-monetary asset
and directives issued by the Accounting Standards
assets. If the consideration received is in the
or monetary assets, or a combination of monetary
Board as well as the Public Finance Management
form of other assets, the entity measures such
and non-monetary assets, the asset acquired is
Act (Act 1 of 1999).
assets at their fair value on the transfer date in
initially measured at fair value (the cost). If the
accordance with the applicable Standard of GRAP.
acquired item’s fair value was not determinable,
Basis of measurement
The difference between the carrying amounts of
it’s deemed cost is the carrying amount of the
These annual financial statements have been
the assets transferred, the liabilities relinquished
asset(s) given up.
prepared on an accrual basis of accounting and are
and the consideration received from the acquirer
in accordance with the historical cost convention.
is recognised in accumulated surplus or deficit.
Generally
Recognised
Accounting
These annual financial statements are presented in
South African Rand, which is the entity’s functional
Major spare parts and stand-by equipment
which are expected to be used for more than one
1.2
currency, and all values are rounded to the
period are included in property and equipment.
In addition, spare parts and stand-by equipment
nearest thousand (R’000), except when otherwise
Property and equipment are tangible non-current
which can only be used in connection with an item
indicated. The financial statements have been
assets (including infrastructure assets) that are
of property and equipment are accounted for as
prepared on a going concern basis.
held for use in the production or supply of goods
property and equipment.
or services, rental to others, or for administrative
A summary of the significant accounting policies,
purposes, and are expected to be used during
When significant components of an item of
which have been consistently applied, except
more than one period.
property and equipment have different useful
when stated otherwise, are disclosed below.
1.1
Transfer of functions between
entities under common control
lives, they are accounted for as separate items
Initial recognition and measurement
(major components) of property and equipment
The cost of an item of property and equipment is
and depreciated separately.
recognised as an asset when:
 it is probable that future economic
Subsequent expenditure
Accounting by the entity as transferor
benefits or service potential associated
Property and equipment is subsequently carried
Derecognition of assets transferred
with the item will flow to the entity; and
at cost, less accumulated depreciation and any
and liabilities relinquished
 the cost of the item can be
As of the transfer date, the entity derecognises
measured reliably.
accumulated impairment losses. Land is carried
at cost less accumulated impairment losses.
from its annual financial statements all the
assets transferred and liabilities relinquished in
Property and equipment are initially measured at
Subsequent expenditure of an item of property
a transfer of functions at their carrying amounts.
cost.
and equipment is recognised as an asset when:
amount at which an asset or liability is recognised
The cost of an item of property and equipment is
a) it is probable that future economic benefits or
in the statement of financial position.
the purchase price and other costs attributable
service potential associated with the item will
to bring the asset to the location and condition
flow to the entity; and
The carrying amount of an asset or liability is the
Until the transfer date, the entity continues to
necessary for it to be capable of operating in the
measure these assets and liabilities in accordance
manner intended by management. Trade discounts
with applicable Standards of GRAP. The transfer
and rebates are deducted in arriving at the cost.
b) the cost or fair value of the item can be
measured reliably.
143
Costs include costs incurred initially to acquire or
The residual value, the useful life and depreciation
of the National Zoological Gardens (NZG) to attach
construct an item of property and equipment and
method of each asset are reviewed at the end of
values to these animals. In addition, the NZG is
costs incurred subsequently to add to or replace
each reporting date. If the expectations differ
not in the business of trading with these animals.
part of it. If a replacement cost is recognised in
from previous estimates, the change is accounted
the carrying amount of an item of property and
for as a change in accounting estimate.
be valued and any attempt to attach values to any
equipment, the carrying amount of the replaced
part is derecognised.
Therefore, on the basis that many species cannot
Items of property and equipment are derecognised
species may be unethical, it was considered that
when the asset is disposed of or when there are
any assessment of value would be misleading to
Recognition of costs in the carrying amount of an
no further economic benefits or service potential
the users of the financial statements.
item of property and equipment ceases when the
expected from the use of the asset.
1.4
item is in the location and condition necessary
Intangible assets
for it to be capable of operating in the manner
The gain or loss arising from the derecognition of
intended by management.
an item of property and equipment is included in
An asset is identified as an intangible asset when it:
surplus or deficit when the item is derecognised.
 is capable of being separated or divided from
Major inspection costs which are a condition
an entity and sold, transferred, licensed,
of continuing use of an item of property and
an item of property and equipment is determined
rented or exchanged, either individually or
equipment and which meet the recognition
as the difference between the net disposal
together with a related contract, asset or
criteria above are included as a replacement in
proceeds, if any, and the carrying amount of the
the cost of the item of property and equipment.
item.
liability; or
 arises from contractual rights or other legal
rights, regardless of whether those rights
Any remaining inspection costs from the previous
Zoological animals
inspection are derecognised.
1.3
Property and equipment are depreciated on the
Zoological animals have not been included as an
straight line basis over their expected useful
asset on the statement of financial position. The
lives to their estimated residual value. Land
reason is that the essential recognition criteria of
 it is probable that the expected future
has an unlimited useful life and therefore is not
measurement for recognising assets cannot be
economic benefits or service potential that
depreciated.
met for the majority of the animals.
are attributable to the asset will flow to the
are transferable or separate from the entity
or from other rights and obligations.
Depreciation of an asset begins
An intangible asset is recognised when:
entity; and
when it is available for use, i.e. when it is in
the location and condition necessary for it to be
The majority of zoological animals are received
capable of operating in the manner intended by
as donations, transfers from other zoos or from
management.
births. As a result, they do not have a cost.
The useful lives of items of property and
In addition, it is considered impracticable to assign
Cost includes the cost of materials, direct labour
equipment have been assessed as follows:
a fair value to the animals due to a variety of
and overhead costs that are directly attributable
reasons. These reasons include, amongst others,
to preparing the asset for its intended use.
considerations such as the lack of a market for
Subsequent expenditure on capitalised intangible
assets is capitalised only when it increases the
 the cost or fair value of the asset can be
measured reliably.
Intangible assets are initially recognised at cost.
Item
Useful life
Buildings
1 – 48 years
1 – 10 years
the majority of the animals because they are not
Office furniture
1 – 30 years
commodities, the lack of an active market, as well
future economic benefit embodied in the specific
Motor vehicles
1 – 10 years
as restrictions on trade of exotic animals which
asset to which it relates and the costs can be
Office equipment
1 – 20 years
IT equipment
1 – 13 years
precludes the determination of a fair value.
measured reliably.
Infrastructure
25 years
Exhibits
2 – 10 years
Research equipment
1 – 20 years
Leased assets
144
The shorter of the lease
term and the useful life
All other expenditure is
expensed as incurred.
The animals for which it may be possible to
determine an arbitrary value approximates 8%
When an intangible asset is acquired through a
of the total animal collection. It is the view of the
non-exchange transaction, the cost shall be its
NRF that it is unethical and not in the best interest
fair value as at the date of acquisition.
Expenditure on research (or on the research
as changes in accounting estimates.
that form part of the investment, is reduced
phase of an internal project) is recognised as an
to zero and the recognition of future losses is
Internally
expense when it is incurred.
generated
brands,
mastheads,
discontinued, except to the extent that the entity
publishing titles, customer lists and items similar
has an obligation or has made payments on behalf
An intangible asset arising from development
in substance are not recognised as intangible
of the associate.
(or from the development phase of an internal
assets.
1.6
project) is recognised when:
Financial instruments
 it is technically feasible to complete the asset
The amortisation charge for each period is
so that it will be available for use or sale;
recognised in surplus or deficit unless it is
A financial instrument is any contract that gives
 there is an intention to complete and use or
included in the carrying amount of another asset.
rise to a financial asset of one entity and a
financial liability or a residual interest of another
sell it;
 there is an ability to use or sell it;
 it will generate probable future economic
benefits or service potential;
Intangible assets are derecognised:
entity.
 on disposal; or
 when no future economic benefits or service
The amortised cost of a financial asset or
potential are expected from its use or
financial liability is the amount at which the
disposal.
financial asset or financial liability is measured
 there are available technical, financial and
other resources to complete the development
at initial recognition minus principal repayments,
and to use or sell the asset; and
 the expenditure attributable to the asset
The gain or loss is the difference between the
plus or minus the cumulative amortisation using
during its development can be measured
net disposal proceeds, if any, and the carrying
the effective interest method of any difference
reliably.
amount. It is recognised in surplus or deficit when
between that initial amount and the maturity
the asset is derecognised.
amount, and minus any reduction for impairment
Subsequent to initial recognition
Intangible assets are carried at cost, less any
or uncollectibility.
1.5
Interest in associate
Credit risk is the risk that one party to a financial
accumulated amortisation and any impairment
losses.
An investment in an associate is initially accounted
instrument will cause a financial loss for the other
for at cost and subsequently using the equity method
party by failing to discharge an obligation.
Amortisation on intangible assets is provided
of accounting. An associate is an entity over which
on a straight line basis over their useful life.
the NRF is in a position to exercise significant
Currency risk is the risk that the fair value or future
Intangible assets are amortised from the day
influence, but not control, through participation in
cash flows of a financial instrument will fluctuate
they are available for use. During the period of
the financial and operating policy decisions of the
because of changes in foreign exchange rates.
development, the asset is tested for impairment
investee. Significant influence is presumed to exist
annually. Amortisation is provided to write down
when the entity holds between 20 and 50 per cent
The effective interest method is a method of
the intangible assets, on a straight line basis, to
of the voting power of another entity. The NRF’s
calculating the amortised cost of a financial
their residual values as follows:
share of the total recognised gains and losses of
asset or a financial liability (or group of financial
associates is recognised in the financial statements,
assets or financial liabilities) and of allocating
from the date that significant influence commences
the interest income or interest expense over
until the date that significant influence ceases, using
the relevant period. The effective interest rate
Item
Computer software
Useful life
2 – 6 years
the equity method of accounting. The financial
is the rate that exactly discounts estimated
The amortisation period and the amortisation
statements of the associate are prepared using
future cash payments or receipts through
method for intangible assets are reviewed at each
uniform accounting policies and the associate has
the expected life of the financial instrument
reporting date. Changes in the expected useful
the same year end as the NRF.
or, when appropriate, a shorter period to the
life or the expected pattern of consumption of
net carrying amount of the financial asset or
future economic benefits embodied in the asset
When the entity’s share of losses exceeds its
financial liability. When calculating the effective
are accounted for by changing the amortisation
interest in the associate, the carrying amount of
interest rate, the entity estimates cash flows
period or method, as appropriate, and are treated
the investment, including any long-term interests
considering all contractual terms of the
145
financial instrument (for example, prepayment,
instrument or its issuer, or factors affecting all
transaction costs that are directly attributable to
call and similar options) but does not consider
similar financial instruments traded in the market.
the acquisition or issue of the financial asset or
future credit losses. The calculation includes
financial liability.
all fees and points paid or received between
Classification
parties to the contract that are an integral
The entity has the following types of financial
Subsequent measurement of financial
part of the effective interest rate, transaction
assets (classes and category) as reflected on the
assets and financial liabilities
costs, and all other premiums or discounts.
face of the statement of financial position or in the
The entity measures all financial assets and
There is a presumption that the cash flows
notes thereto:
financial liabilities after initial recognition using
and the expected life of a group of similar
financial instruments can be estimated reliably.
However, in those rare cases when it is not
possible to reliably estimate the cash flows or
the expected life of a financial instrument (or
group of financial instruments), the entity shall
use the contractual cash flows over the full
Class
Category
Trade and other
receivables
Financial asset measured
at amortised cost
Cash and cash
equivalents
Financial asset measured
at amortised cost
Grants and bursaries paid Financial asset measured
in advance
at amortised cost
contractual term of the financial instrument (or
group of financial instruments).
the following categories:
 Financial instruments at amortised cost.
All financial assets measured at amortised cost
are subject to an impairment review.
Fair value measurement considerations
The best evidence of fair value is quoted prices
Trade and other receivables include trade debtors,
in an active market. If the market for a financial
designated income receivable and other receivables.
instrument is not active, the entity establishes fair
Interest rate risk is the risk that the fair value or future
value by using a valuation technique. The objective
The entity has the following types of financial
of using a valuation technique is to establish what
because of changes in market interest rates.
liabilities (classes and category) as reflected on
the transaction price would have been on the
the face of the statement of financial position or in
measurement date in an arm’s-length exchange
the notes thereto:
motivated by normal operating considerations.
Liquidity risk is the risk encountered by an entity
in the event of difficulty in meeting obligations
Class
Category
Financial liability measured
at amortised cost
Finance leases
Financial liability measured
at amortised cost
associated with financial liabilities that are settled
by delivering cash or another financial asset.
Loan commitment is a firm commitment to provide
credit under pre-specified terms and conditions.
Loans payable are financial liabilities, other than
Valuation techniques include using recent arm’slength market transactions between knowledgeable,
willing parties, if available, reference to the current
fair value of another instrument that is substantially
the same, discounted cash flow analysis and
option pricing models. If there is a valuation
Trade and other payables include trade payables
technique commonly used by market participants
and other payables.
to price the instrument and that technique has
short-term payables on normal credit terms.
been demonstrated to provide reliable estimates of
Initial recognition
prices obtained in actual market transactions, the
Market risk is the risk that the fair value or future
The entity recognises a financial asset or a
entity uses that technique. The chosen valuation
financial liability in its statement of financial
technique makes maximum use of market inputs
because of changes in market prices. Market
position when the entity becomes a party to the
and relies as little as possible on entity-specific
risk comprises three types of risk: currency risk,
contractual provisions of the instrument.
inputs. It incorporates all factors that market
interest rate risk and other price risk.
Other price risk is the risk that the fair value or
participants would consider in setting a price and is
The entity recognises financial assets using trade
consistent with accepted economic methodologies
date accounting.
for pricing financial instruments. Periodically, an
future cash flows of a financial instrument will
entity calibrates the valuation technique and tests it
fluctuate because of changes in market prices
Initial measurement of financial
for validity using prices from any observable current
(other than those arising from interest rate risk or
assets and financial liabilities
market transactions in the same instrument (i.e.
currency risk), whether those changes are caused
The entity measures a financial asset or
without modification or repackaging) or based on
by factors specific to the individual financial
financial liability initially at its fair value plus
any available observable market data.
146
The fair value of a financial liability with a demand
If, in a subsequent period, the amount of the
obligation specified in the contract is discharged,
feature (e.g. a demand deposit) is not less than
impairment loss decreases and the decrease can
cancelled, expires or is waived.
the amount payable on demand, discounted from
be related objectively to an event occurring after
the first date that the amount could be required
the impairment was recognised, the previously
An exchange between an existing borrower and
to be paid.
recognised impairment loss is reversed by
lender of debt instruments with substantially
adjusting an allowance account. The reversal
different terms is accounted for as having
Reclassification
does not result in a carrying amount of the
extinguished the original financial liability and
The entity does not reclassify a financial
financial asset that exceeds what the amortised
a new financial liability is recognised. Similarly,
instrument while it is issued or held unless it is:
cost would have been had the impairment not
a substantial modification of the terms of
been recognised at the date the impairment is
an existing financial liability, or a part of it, is
reversed. The amount of the reversal is recognised
accounted for as having extinguished the original
in surplus or deficit.
financial liability and having recognised a new
 a combined instrument that is required to be
measured at fair value; or
 an investment in a residual interest that
meets the requirements for reclassification.
financial liability.
Derecognition
Gains and losses
Financial assets
The difference between the carrying amount of
For financial assets and financial liabilities
The entity derecognises financial assets using
a financial liability (or part of a financial liability)
measured at amortised cost or cost, a gain or
trade date accounting.
extinguished or transferred to another party
loss is recognised in surplus or deficit when the
and the consideration paid, including any non-
financial asset or financial liability is derecognised
The entity derecognises a financial asset only
cash assets transferred or liabilities assumed,
or impaired or through the amortisation process.
when:
is recognised in surplus or deficit. Any liabilities
 the contractual rights to the cash flows
that are waived, forgiven or assumed by another
Impairment and uncollectibility
from the financial asset expire, are settled
entity by way of a non-exchange transaction are
of financial assets
or waived;
accounted for in accordance with the Standard
The entity assesses at the end of each reporting
 the entity transfers to another party
period whether there is any objective evidence
substantially all of the risks and rewards of
that a financial asset or group of financial assets
of GRAP on Revenue from Non-exchange
Transactions (Taxes and Transfers).
ownership of the financial asset; or
is impaired. Objective evidence includes default
 the entity, despite having retained some
or delinquency by a debtor, restructuring of
significant risks and rewards of ownership
Interest relating to a financial instrument or a
an amount due to the entity on terms that the
of the financial asset, has transferred
component that is a financial liability is recognised
entity would not consider otherwise, indications
control of the asset to another party and the
as revenue or expense in surplus or deficit.
that a debtor will enter bankruptcy or economic
other party has the practical ability to sell
conditions that correlate with defaults.
the asset in its entirety to an unrelated third
Dividends or similar distributions relating to a
party, and is able to exercise that ability
financial instrument or a component that is a
Financial assets measured at amortised cost
unilaterally and without needing to impose
financial liability is recognised as revenue or
If there is objective evidence that an impairment
additional restrictions on the transfer. In
expense in surplus or deficit.
loss on financial assets measured at amortised
this case, the entity:
cost has been incurred, the amount of the loss is
 derecognise the asset; and
Losses and gains relating to a financial instrument
measured as the difference between the asset’s
 recognise separately any rights and
or a component that is a financial liability is
carrying amount and the present value of estimated
obligations created or retained in the
recognised as revenue or expense in surplus or
future cash flows (excluding future credit losses
transfer.
deficit.
Presentation
that have not been incurred) discounted at the
financial asset’s original effective interest rate. The
Financial liabilities
A financial asset and a financial liability are
carrying amount of the asset is reduced through
The entity removes a financial liability (or a part of
only offset and the net amount presented in the
the use of an allowance account. The amount of the
a financial liability) from its statement of financial
statement of financial position when the entity
loss is recognised in surplus or deficit.
position when it is extinguished, i.e. when the
has a current legally enforceable right to set off
147
the recognised amounts and intends either to
reversal of any write-down of inventory, arising
Impairment is a loss in the future economic
settle on a net basis, or to realise the asset and
from an increase in net realisable value or current
benefits or service potential of an asset, over and
settle the liability simultaneously.
replacement cost, is recognised as a reduction in the
above the systematic recognition of the loss of
amount of inventory recognised as an expense in the
the asset’s future economic benefits or service
period in which the reversal occurs.
potential through depreciation (amortisation).
1.7
Inventory
Non-current assets held for
Inventory is initially measured at cost except
1.8
where inventory is acquired through a non-
sale and disposal groups
exchange transaction; then the cost is the fair
A cash-generating unit is the smallest identifiable
group of assets held with the primary objective
of generating a commercial return that generates
Non-current assets and disposal groups are
cash inflows from continuing use that are largely
classified as held for sale if their carrying amount
independent of the cash inflows from other assets
Subsequently, inventory is measured at the lower
will be recovered principally through a sale
or groups of assets.
of cost and net realisable value.
transaction rather than through continuing use.
value as at the date of acquisition.
This condition is regarded as met only when the
The recoverable amount of an asset or a cash
Net realisable value is the estimated selling price
sale is highly probable and the asset (or disposal
generating unit is the higher of its fair value, less
in the ordinary course of operations, less the
group) is available for immediate sale in its present
costs to sell and its value in use.
estimated costs of completion and the estimated
condition. Management must be committed to
costs necessary to make the sale, exchange or
the sale, which should be expected to qualify for
Criteria developed by the entity to distinguish
distribution.
recognition as a completed sale within one year
cash-generating
from the date of classification.
generating assets are as follows:
Current replacement cost is the cost the entity
incurs to acquire the asset on the reporting date.
The cost of inventory comprises all costs of
assets
from
non-cash-
 All assets generating a commercial
Non-current assets held for sale (or disposal
return that generate cash inflows are
group) are measured at the lower of its carrying
classified as cash generating. All other
amount and fair value, less costs to sell.
assets are non-cash generating.
purchase, costs of conversion and other costs
incurred in bringing the inventory items to their
A non-current asset is not depreciated (or
Identification
present location and condition.
amortised) while it is classified as held for sale, or
The entity assesses at each reporting date
while it is part of a disposal group classified as held
whether there is any indication that a cash-
for sale.
generating asset may be impaired. If any such
The cost of inventory is assigned using the first
in, first out (FIFO) formula, except for restaurant
indication exists, the entity estimates the
and animal-related stock where it is valued on the
Interest and other expenses attributable to the
weighted average method. The same cost formula
liabilities of a disposal group classified as held for
is used for all inventory items having a similar
sale are recognised in surplus or deficit. Income
Irrespective of whether there is any indication
nature and use to the entity.
recognised from non-current assets held for sale
of impairment, the entity also tests a cash-
is disclosed in a separate line in the statement of
generating intangible asset with an indefinite
financial performance.
useful life or a cash-generating intangible
When inventory is sold, the carrying amounts of these
inventory items are recognised as an expense in the
period in which the related revenue is recognised.
recoverable amount of the asset.
asset not yet available for use for impairment
1.9
Impairment of cash-generating assets
If there is no related revenue, the expenses are
annually by comparing its carrying amount with
its recoverable amount. This impairment test is
recognised when the goods are distributed, or
Cash-generating assets are those assets
performed at the same time every year. If an
related services are rendered. The amount of any
held by the entity with the primary objective
intangible asset was initially recognised during
write-down of inventory to net realisable value or
of generating a commercial return. When an
the current reporting period, that intangible
current replacement cost and all losses of inventory
asset is deployed in a manner consistent with
asset will be tested for impairment before the
are recognised as an expense in the period the
that adopted by a profit-orientated entity, it
end of the current reporting period.
write-down or loss occurs. The amount of any
generates a commercial return.
148
Value in use
Cash-generating units
The value in use of a cash-generating asset is the
If it is not possible to estimate the recoverable
 its fair value, less costs to
present value of the estimated future cash flows
amount of the individual asset, the entity
sell (if determinable);
expected to be derived from the continuing use
determines the recoverable amount of the cash-
 its value in use (if determinable); and
of an asset and from its disposal at the end of its
generating unit to which the asset belongs (the
 zero.
useful life.
asset’s cash-generating unit).
the highest of:
The amount of the impairment loss that would
When estimating the value in use of an asset,
If an active market exists for the output produced
otherwise have been allocated to the asset is
the entity estimates the future cash inflows and
by an asset or group of assets, that asset or group
allocated pro-rata to the other cash-generating
outflows to be derived from continuing use of the
of assets is identified as a cash-generating unit,
assets of the unit.
asset and from its ultimate disposal and the entity
even if some or all of the output is used internally.
applies the appropriate discount rate to those
If the cash inflows generated by any asset or cash-
Where a non-cash-generating asset contributes
future cash flows.
generating unit are affected by internal transfer
to a cash-generating unit, a proportion of the
pricing, the entity uses management’s best
carrying amount of that non-cash-generating
Discount rate
estimate of future price(s) that could be achieved
asset is allocated to the carrying amount of the
The discount rate is a pre-tax rate that reflects
in arm’s-length transactions in estimating:
cash-generating unit prior to estimation of the
current market assessments of the time value of
 the future cash inflows used to determine
money, represented by the current risk-free rate
the asset’s or cash-generating unit’s value
of interest and the risks specific to the asset for
in use; and
which the future cash flow estimates have not
been adjusted.
Recognition and measurement
recoverable amount of the cash-generating unit.
Reversal of impairment loss
 the future cash outflows used to determine
The entity assesses at each reporting date whether
the value in use of any other assets or cash-
there is any indication that an impairment loss
generating units that are affected by the
recognised in prior periods for a cash-generating
internal transfer pricing.
asset may no longer exist or may have decreased. If
(individual asset)
any such indication exists, the entity estimates the
If the recoverable amount of a cash-generating
Cash-generating units are identified consistently
asset is less than its carrying amount, the carrying
from period to period for the same asset or types
amount of the asset is reduced to its recoverable
of assets, unless a change is justified.
amount. This reduction is an impairment loss.
recoverable amount of that asset.
An impairment loss recognised in prior periods
for a cash-generating asset is reversed if there
The carrying amount of a cash-generating unit is
has been a change in the estimates used to
An impairment loss is recognised immediately in
determined on a basis consistent with the way the
determine the asset’s recoverable amount since
surplus or deficit.
recoverable amount of the cash-generating unit
the last impairment loss was recognised. The
is determined.
carrying amount of the asset is increased to its
When the amount estimated for an impairment
recoverable amount. The increase is a reversal
loss is greater than the carrying amount of the
An impairment loss is recognised for a cash-
of an impairment loss. The increased carrying
cash-generating asset to which it relates, the
generating unit if the recoverable amount of the
amount of an asset attributable to a reversal of
entity recognises a liability only to the extent that
unit is less than the carrying amount of the unit.
an impairment loss does not exceed the carrying
it is a requirement in the Standard of GRAP.
The impairment is allocated to reduce the carrying
amount that would have been determined (net of
amount of the cash-generating assets of the unit
depreciation or amortisation) had no impairment
After the recognition of an impairment loss, the
on a pro-rata basis, based on the carrying amount
loss been recognised for the asset in prior periods.
depreciation (amortisation) charge for the cash-
of each asset in the unit. These reductions in
generating asset is adjusted in future periods
carrying amounts are treated as impairment
A reversal of an impairment loss for a cash-
to allocate the cash-generating asset’s revised
losses on individual assets.
generating asset is recognised immediately in
carrying amount, less its residual value (if any),
surplus or deficit.
on a systematic basis over its remaining useful
In allocating an impairment loss, the entity does
life.
not reduce the carrying amount of an asset below
After a reversal of an impairment loss is recognised,
149
the depreciation (amortisation) charge for the
above the systematic recognition of the loss of
reproduction (replication) of the existing asset or
cash-generating asset is adjusted in future periods
the asset’s future economic benefits or service
through replacement of its gross service potential.
to allocate the cash-generating asset’s revised
potential through depreciation (amortisation).
The depreciated replacement cost is measured as
carrying amount, less its residual value (if any), on
a systematic basis over its remaining useful life.
the reproduction or replacement cost of the asset,
Identification
whichever is lower, less accumulated depreciation
When the carrying amount of a non-cash-generating
calculated on the basis of such cost, to reflect the
A reversal of an impairment loss for a cash-
asset exceeds its recoverable service amount, it is
already consumed or expired service potential of
generating unit is allocated to the cash-generating
impaired.
the asset.
amounts of those assets. These increases in
The replacement cost and reproduction cost of an
carrying amounts are treated as reversals of
whether there is any indication that a non-
asset is determined on an “optimised” basis. The
impairment losses for individual assets. No part
cash-generating asset may be impaired. If any
rationale is that the entity would not replace or
of the amount of such a reversal is allocated to
such indication exists, the entity estimates the
reproduce the asset with a like asset if the asset
a non-cash-generating asset contributing service
recoverable service amount of the asset.
to be replaced or reproduced is an overdesigned or
assets of the unit pro-rata with the carrying
potential to a cash-generating unit.
overcapacity asset. Overdesigned assets contain
Irrespective of whether there is any indication
features which are unnecessary for the goods or
In allocating a reversal of an impairment loss for
of impairment, the entity also tests a non-cash-
services the asset provides. Overcapacity assets
a cash-generating unit, the carrying amount of an
generating intangible asset with an indefinite
are assets that have a greater capacity than
asset is not increased above the lower of:
useful life or a non-cash-generating intangible
is necessary to meet the demand for goods or
 its recoverable amount (if determinable); and
asset not yet available for use for impairment
services that the asset provides. The determination
 the carrying amount that would have been
annually by comparing its carrying amount with
of the replacement cost or reproduction cost of
determined (net of amortisation or depreciation)
its recoverable service amount. This impairment
an asset on an optimised basis thus reflects the
had no impairment loss been recognised for
test is performed at the same time every year. If
service potential required of the asset.
the asset in prior periods.
an intangible asset was initially recognised during
the current reporting period, that intangible asset
Restoration cost approach
The amount of the reversal of the impairment loss
will be tested for impairment before the end of the
Restoration cost is the cost of restoring the service
that would otherwise have been allocated to the
current reporting period.
potential of a cash-generating asset to its pre-
asset is allocated pro-rata to the other assets of
the unit.
impaired level. The present value of the remaining
Value in use
service potential of the asset is determined by
The value in use of non-cash-generating assets
subtracting the estimated restoration cost of
Redesignation
is the present value of the non-cash-generating
the asset from the current cost of replacing the
The redesignation of assets from a cash-
assets remaining service potential.
remaining service potential of the asset before
generating asset to a non-cash-generating asset
impairment. The latter cost is determined as the
or from a non-cash-generating asset to a cash-
The present value of the remaining service
depreciated reproduction or replacement cost of
generating asset only occur when there is clear
potential of a non-cash-generating asset is
the asset, whichever is lower.
evidence that such a redesignation is appropriate.
determined using the following approach:
Service units approach
1.10
Impairment of non-
cash-generating assets
Depreciated replacement cost approach
The present value of the remaining service
The present value of the remaining service potential
potential of the asset is determined by reducing
of a non-cash-generating asset is determined as
the current cost of the remaining service potential
Non-cash-generating assets are assets other
the depreciated replacement cost of the asset.
of the asset before impairment, to conform to the
than cash-generating assets.
The replacement cost of an asset is the cost to
reduced number of service units expected from
replace the asset’s gross service potential. This
the asset in its impaired state. The current cost
Impairment is a loss in the future economic
cost is depreciated to reflect the asset in its used
of replacing the remaining service potential of
benefits or service potential of an asset, over and
condition. An asset may be replaced either through
the asset before impairment is determined as the
150
depreciated reproduction or replacement cost of
reversal of an impairment loss does not exceed
another party, the reimbursement is recognised
the asset before impairment, whichever is lower.
the carrying amount that would have been
when, and only when, it is virtually certain that
determined (net of depreciation or amortisation)
reimbursement will be received if the entity
Recognition and measurement
had no impairment loss been recognised for the
settles the obligation. The reimbursement
If the recoverable service amount of a non-cash-
asset in prior periods.
is treated as a separate asset. The amount
generating asset is less than its carrying amount,
recognised for the reimbursement is limited to
the carrying amount of the asset is reduced to its
A reversal of an impairment loss for a non-cash-
recoverable service amount. This reduction is an
generating asset is recognised immediately in
impairment loss.
surplus or deficit.
An impairment loss is recognised immediately in
After a reversal of an impairment loss is
Provisions are reversed if it is no longer probable
surplus or deficit.
recognised,
the amount of the provision.
Provisions are reviewed at each reporting date
and adjusted to reflect the current best estimate.
(amortisation)
that an outflow of resources embodying economic
charge for the non-cash-generating asset is
the
depreciation
benefits or service potential will be required to
When the amount estimated for an impairment
adjusted in future periods to allocate the non-
settle the obligation.
loss is greater than the carrying amount of the
cash-generating asset’s revised carrying amount,
non-cash-generating asset to which it relates, the
less its residual value (if any), on a systematic
Where discounting is used, the carrying amount of
entity recognises a liability only to the extent that
basis over its remaining useful life.
a provision increases in each period to reflect the
it is a requirement in the Standards of GRAP.
passage of time. This increase is recognised as an
1.11
Provisions and contingencies
interest expense.
After the recognition of an impairment loss,
the depreciation (amortisation) charge for the
non-cash-generating asset is adjusted in future
periods to allocate the non-cash-generating
Provisions are recognised when:
 the entity has a present obligation as a result
 it is probable that an outflow of resources
value (if any), on a systematic basis over its
embodying economic benefits or service
remaining useful life.
potential will be required to settle the
obligation; and
the provision was originally recognised.
of a past event;
asset’s revised carrying amount, less its residual
Reversal of an impairment loss
A provision is used only for expenditures for which
 a reliable estimate can be made of the
obligation.
whether there is any indication that an impairment
Provisions are not recognised for future operating
deficits.
If an entity has a contract that is onerous, the
present obligation (net of recoveries) under
the contract is recognised and measured as a
provision.
loss recognised in prior periods for a non-cash-
The amount of a provision is the best estimate
generating asset may no longer exist or may have
of the expenditure expected to settle the present
Contingent assets and contingent liabilities are
decreased. If any such indication exists, the entity
obligation at the reporting date.
not recognised.
Where the effect of the time value of money is
1.12
estimates the recoverable service amount of that
asset.
Leases
material, the amount of a provision is the present
An impairment loss recognised in prior periods
value of the expenditures expected to settle the
A lease is classified as a finance lease if it
for a non-cash-generating asset is reversed if
obligation.
transfers substantially all the risks and rewards
incidental to ownership. A lease is classified as an
there has been a change in the estimates used to
determine the asset’s recoverable service amount
The discount rate is a pre-tax rate that reflects
operating lease if it does not transfer substantially
since the last impairment loss was recognised.
current market assessments of the time value of
all the risks and rewards incidental to ownership.
The carrying amount of the asset is increased to
money and the risks specific to the liability.
The determination of whether an arrangement
its recoverable service amount. The increase is
a reversal of an impairment loss. The increased
Where some or all of the expenditure required to
is, or contains, a lease is based on the
carrying amount of an asset attributable to a
settle a provision is expected to be reimbursed by
substance of the arrangement at inception date
151
of whether the fulfilment of the arrangement
Operating leases – lessee
is dependent on the use of a specific asset or
Operating lease payments are recognised as an
transaction will flow to the entity; and
assets or the arrangement conveys a right to
expense on a straight-line basis over the lease
 the costs incurred or to be incurred
use the asset.
term. The difference between the amounts
in respect of the transaction can be
recognised as an expense and the contractual
measured reliably.
service potential associated with the
Finance leases – lessee
payments is recognised as an operating lease
Finance leases are recognised as assets and
asset or liability.
Sale of goods includes the sale of food, curios
liabilities in the statement of financial position
and isotopes.
at amounts equal to the fair value of the leased
Assets
under
operating
leases
are
not
property or, if lower, the present value of the
recognised in the statement of financial
Rendering of services
minimum lease payments. The corresponding
position.
When the outcome of a transaction involving
liability to the lessor is included in the
statement of financial position as a finance
the rendering of services can be estimated
1.13
Revenue from exchange transactions
lease obligation.
reliably,
revenue
associated
with
the
transaction is recognised by reference to the
Revenue is the gross inflow of economic benefits
stage of completion of the transaction at the
The discount rate used in calculating the
or service potential during the reporting period
reporting date. The outcome of a transaction
present value of the minimum lease payments
when those inflows result in an increase in net
can be estimated reliably when all the following
is the interest rate implicit in the lease.
assets.
conditions are satisfied:
 the amount of revenue can be measured
Minimum lease payments are apportioned
An exchange transaction is one in which the
between the finance charge and reduction of
entity receives assets or services, or has
 it is probable that the economic benefits
the outstanding liability. The finance charge is
liabilities extinguished, and directly gives
or service potential associated with the
allocated to each period during the lease term so
approximately equal value (primarily in the form
transaction will flow to the entity;
as to produce a constant periodic rate of reduction
of goods, services or use of assets) to the other
on the remaining balance of the liability.
party in exchange.
Any contingent rentals are expensed in the
Measurement
period in which they are incurred.
Revenue is measured at the fair value of the
the costs to complete the transaction can
consideration received or receivable, net of
be measured reliably.
reliably;
 the stage of completion of the transaction
at the reporting date can be measured
reliably; and
Subsequent to initial recognition, the asset
 the costs incurred for the transaction and
trade discounts and volume rebates.
is accounted for in accordance with the
When
services
are
performed
by
an
Sale of goods
indeterminate number of acts over a specified
Revenue from the sale of goods is recognised
time frame, revenue is recognised on a straight-
Operating leases – lessor
when all the following conditions have been
line basis over the specified time frame unless
Operating lease income is recognised as revenue
satisfied:
there is evidence that some other method better
accounting policy applicable to that asset.
on a straight-line basis over the lease term.
Initial direct costs incurred in negotiating
 the entity has transferred to the purchaser
represents the stage of completion. When
significant risks and rewards of ownership
a specific act is much more significant than
of the goods;
any other acts, the recognition of revenue is
and arranging operating leases are added to
 the entity retains neither continuing
the carrying amount of the leased asset and
managerial involvement to the degree
recognised as an expense over the lease term
usually associated with ownership nor
Service revenue is recognised by reference
effective control over the goods sold;
to the stage of completion of the transaction
on the same basis as the lease revenue.
 the amount of revenue can be measured
Income for leases is disclosed under revenue in
the statement of financial performance.
152
reliably;
 it is probable that economic benefits or
postponed until the significant act is executed.
at the reporting date. Stage of completion is
determined by services performed to date as
a percentage of total services to be performed.
Rendering of services includes parking at the
As the entity satisfies a present obligation
future financial years is transferred to income
National Zoological Gardens (NZG) and providing
recognised as a liability in respect of an inflow
received in advance as it represents an actual
tours to the public.
of resources from a non-exchange transaction
liability if conditions are not met.
recognised as an asset, it reduces the
Interest
carrying amount of the liability recognised and
Revenue arising from the use by others of the
recognises an amount of revenue equal to that
entity’s assets yielding interest is recognised
reduction.
1.15
Cost of sales
The related cost of providing services recognised
as revenue in the current period is included in cost
when:
 it is probable that the economic benefits
Measurement
of sales.
or service potential associated with the
Revenue from a non-exchange transaction is
transaction will flow to the entity, and
measured at the amount of the increase in net
 the amount of the revenue can be
1.16
assets recognised by the entity.
Grants and bursaries granted are recognised
measured reliably.
Where a liability is required to be recognised,
as expenditure in the statement of financial
Interest is recognised, in surplus or deficit,
it will be measured as the best estimate of the
performance in the period in which the grants and
using the effective interest method.
amount required to settle the obligation at the
bursaries are claimed.
reporting date, and the amount of the increase in
1.17
Research and development expenditure
Entrance fees
net assets, if any, recognised as revenue. When
The National Zoological Gardens charges
a liability is subsequently reduced, because a
patrons an entrance fee. This revenue is
condition is satisfied, the amount of the reduction
Research costs are charged against operating
recognised when the tickets are sold.
in the liability is recognised as revenue.
surplus as incurred. Development costs are
recognised as an expense in the period in which
1.14
Revenue from non-
exchange transactions
Gifts and donations, including goods in-kind
they are incurred unless the following criteria
Gifts and donations, including goods in kind,
are met:
are recognised as assets and revenue when it
 the product or process is clearly defined
Conditions on transferred assets are stipulations
is probable that the future economic benefits
and the costs attributable to the process
that specify that the future economic benefits
or service potential will flow to the entity and
or product can be separately identified and
or service potential embodied in the asset is
the fair value of the assets can be measured
required to be consumed by the recipient as
reliably.
 the technical feasibility of the product or
Government grants and designated income
 the existence of a market or, if to be used
specified or future economic benefits or service
potential must be returned to the transferor.
measured reliably;
process can be demonstrated;
Government grants and designated income
internally rather than sold, its usefulness
Non-exchange transactions are transactions
are recognised in the statement of financial
to the entity can be demonstrated;
that are not exchange transactions. In a non-
performance in the period to which the grant
exchange transaction, an entity either receives
or contract income relates. The government
availability can be demonstrated, to
value from another entity without directly giving
grant and designated income is recognised if
complete the project and then market or
approximately equal value in exchange, or gives
there is reasonable assurance that the entity
use the product or process; and
value to another entity without directly receiving
will comply with the conditions attached to
approximately equal value in exchange.
the grant or contract and that the grant or
 adequate
resources
exist,
or
their
 the asset must be separately identifiable.
Where development costs are capitalised,
designated income will be received.
Recognition
they are written off on a straight-line basis
An inflow of resources from a non-exchange
The
and
over the life of the process or product. The
transaction recognised as an asset is recognised
designated income, that are earmarked for
amortisation begins from the commencement
as revenue, except to the extent that a liability is
a specific purpose and are thus conditional,
of the commercial production of the product or
also recognised in respect of the same inflow.
relating to expenditure that will be incurred in
use of the process to which they relate.
portion
of
government
grants
153
1.18
Employee benefits
term employee benefits expected to be paid in
have no legal or constructive obligation to pay further
exchange for that service:
contributions if the fund does not hold sufficient
Employee benefits are all forms of consideration
 as a liability (accrued expense), after
given by an entity in exchange for services
deducting any amount already paid. If
rendered by employees.
the amount already paid exceeds the
assets to pay all employee benefits relating to
employee service in the current and prior periods.
undiscounted amount of the benefits, the
When an employee has rendered service to
Termination benefits are employee benefits
entity recognise that excess as an asset
the entity during a reporting period, the entity
payable as a result of either:
(prepaid expense) to the extent that the
recognise the contribution payable to a defined
 an entity’s decision to terminate an
prepayment will lead to, for example, a
contribution plan in exchange for that service:
employee’s employment before the normal
reduction in future payments or a cash
retirement date; or
refund; and
 an employee’s decision to accept voluntary
 as a liability (accrued expense), after
deducting any contribution already paid.
 as an expense, unless another standard
If the contribution already paid exceeds
requires or permits the inclusion of the
the contribution due for service before the
benefits in the cost of an asset.
reporting date, an entity recognise that
redundancy in exchange for those benefits.
Short-term employee benefits
excess as an asset (prepaid expense) to the
Short-term employee benefits are employee
The expected cost of compensated absences
extent that the prepayment will lead to, for
benefits (other than termination benefits) that are
is recognised as an expense as the employees
example, a reduction in future payments or a
due to be settled within twelve months after the
render services that increase their entitlement
end of the period in which the employees render
or, in the case of non-accumulating absences,
 as an expense, unless another standard
the related service.
when the absence occurs. The entity measures
requires or permits the inclusion of the
the expected cost of accumulating compensated
contribution in the cost of an asset.
cash refund; and
Short-term employee benefits include items such
absences as the additional amount that the
as:
entity expects to pay as a result of the unused
Post-employment benefits:
entitlement that has accumulated at the reporting
Defined benefit plans
date.
Defined benefit plans are post-employment benefit
 wages,
salaries
and
retirement
fund
contributions;
 short-term compensated absences (such
plans other than defined contribution plans.
as paid annual leave and paid sick leave)
The entity recognises the expected cost of
where the compensation for the absences
bonus, incentive and performance related
Actuarial gains and losses comprise experience
is due to be settled within twelve months
payments when the entity has a present legal or
adjustments (the effects of differences between
after the end of the reporting period in which
constructive obligation to make such payments as
the previous actuarial assumptions and what has
the employees render the related employee
a result of past events and a reliable estimate of
actually occurred) and the effects of changes in
service;
the obligation can be made. A present obligation
actuarial assumptions. In measuring its defined
exists when the entity has no realistic alternative
benefit liability the entity recognise actuarial gains
but to make the payments.
and losses in surplus or deficit in the reporting
 bonus, incentive and performance related
payments payable within twelve months
after the end of the reporting period in which
period in which they occur.
the employees render the related service;
Post-employment benefits
and
Post-employment benefits are employee benefits
The amount recognised as a defined benefit
(other than termination benefits) which are
liability is the net total of the following amounts:
 non-monetary
benefits
(for
example,
medical care, and free or subsidised goods
payable after the completion of employment.
 the present value of the defined benefit
Post-employment benefits:
 minus the fair value at the reporting date
or services such as housing, cars and
cellphones) for current employees.
obligation at the reporting date;
Defined contribution plans
of plan assets (if any) out of which the
When an employee has rendered service to
Defined contribution plans are post-employment
obligations are to be settled directly;
the entity during a reporting period, the entity
benefit plans under which an entity pays fixed
recognise the undiscounted amount of short-
contributions into a separate entity (a fund) and will
154
 plus any liability that may arise as a result of
a minimum funding requirement
The amount determined as a defined benefit
on service or as the benefit/years of service
actuarial assumptions (including current market
liability may be negative (an asset). The entity
method) sees each period of service as giving
interest rates and other current market prices).
measures the resulting asset at the lower of:
rise to an additional unit of benefit entitlement
 the amount determined above; and
and measures each unit separately to build up
When it is virtually certain that another party
 the present value of any economic benefits
the final obligation.
will reimburse some or all of the expenditure
available in the form of refunds from the
required to settle a defined benefit obligation,
plan or reductions in future contributions
In determining the present value of its defined
the right to reimbursement is recognised as a
to the plan. The present value of these
benefit obligations and the related current
separate asset. The asset is measured at fair
economic benefits is determined using a
service cost and, where applicable, past service
value. In all other respects, the asset is treated
discount rate which reflects the time value
cost, an entity shall attribute benefits to periods
in the same way as plan assets. In surplus or
of money.
of service under the plan’s benefit formula.
deficit, the expense relating to a defined benefit
However, if an employee’s service in later years
plan is presented as the net of the amount
Any adjustments arising from the limit above is
will lead to a materially higher level of benefit
recognised for a reimbursement.
recognised in surplus or deficit.
than in earlier years, an entity shall attribute
benefit on a straight-line basis from:
The entity determines the present value of
 the date when service by the employee first
defined benefit obligations and the fair value
leads to benefits under the plan (whether or
of any plan assets with sufficient regularity
not the benefits are conditional on further
such that the amounts recognised in the annual
service); until
financial statements do not differ materially from
 the date when further service by the
the amounts that would be determined at the
employee will lead to no material amount of
reporting date.
further benefits under the plan, other than
from further salary increases.
The entity recognises the net total of the
Actuarial assumptions
Actuarial
assumptions
are
unbiased
and
mutually compatible.
Financial assumptions are based on market
expectations, at the reporting date, for the period
over which the obligations are to be settled.
The rate used to discount post-employment
benefit obligations (both funded and unfunded)
following amounts in surplus or deficit, except
An actuarial valuation is conducted on an
reflect the time value of money. The currency
to the extent that another standard requires or
annual basis by an independent actuary. The
and term of the financial instrument selected to
permits their inclusion in the cost of an asset:
results of the valuation are updated for any
reflect the time value of money are consistent
 current service cost;
material transactions and other material
with the currency and estimated term of the
 interest cost;
changes in circumstances (including changes
post-employment benefit obligations.
 the expected return on any plan assets and
in market prices and interest rates) up to the
on any reimbursement rights;
reporting date.
 actuarial gains and losses;
Post
employment
benefit
obligations
are
measured on a basis that reflects:
 past service cost;
The entity recognises gains or losses on the
 the benefits set out in the terms of the
 the effect of any curtailments or settlements;
curtailment or settlement of a defined benefit
plan (or resulting from any constructive
plan when the curtailment or settlement occurs.
obligation that goes beyond those terms) at
and
 the effect of applying the limit on a defined
benefit asset (negative defined benefit
liability).
The gain or loss on a curtailment or settlement
comprises:
 any resulting change in the present value of
the defined benefit obligation; and
The entity uses the Projected Unit Credit Method
to determine the present value of its defined
 any resulting change in the fair value of the
plan assets.
benefit obligations and the related current service
the reporting date; and
 estimated future changes in the level of
any state benefits that affect the benefits
payable under a defined benefit plan, if, and
only if, either:
 those changes were enacted
before the reporting date; or
cost and, where applicable, past service cost.
Before determining the effect of a curtailment or
The Projected Unit Credit Method (sometimes
settlement, the entity re-measures the obligation
indicates that those state benefits
known as the Accrued Benefit Method pro-rated
(and the related plan assets, if any) using current
will change in some predictable
 past history, or other reliable evidence,
155
manner, for example, in line with
1.19
Translation of foreign currencies
the statement of financial performance in the
future changes in general price
levels or general salary levels.
year that the expenditure was incurred. The
Foreign currency transactions
expenditure is classified in accordance with the
A foreign currency transaction is recorded, on
nature of the expense, and where recovered, it
Assumptions about medical costs take account of
initial recognition in Rand, by applying to the
is subsequently accounted for as revenue in the
estimated future changes in the cost of medical
foreign currency amount the spot exchange rate
statement of financial performance.
services, resulting from both inflation and specific
between the functional currency and the foreign
changes in medical costs.
currency at the date of the transaction.
1.22
Post-retirement health care benefits
At each reporting date:
Irregular expenditure as defined in section 1
The entity provides post-retirement health care
 foreign currency monetary items are
benefits upon retirement to some retirees.
of the PFMA (Act no 1 of 1999, as amended)
is
translated using the closing rate;
Irregular expenditure
expenditure
other
than
unauthorised
 non-monetary items that are measured in
expenditure incurred in contravention of, or that
The entitlement to post-retirement health care
terms of historical cost in a foreign currency
is not in accordance with, a requirement of any
benefits is based on the employee remaining in
are translated using the exchange rate at the
applicable legislation, including this Act.
service up to retirement age and the completion of
date of the transaction.
All expenditure relating to irregular expenditure
the minimum service period. The expected costs
of these benefits are accrued over the period of
Exchange differences arising on the settlement
is recognised as an expense in the statement
employment. Independent qualified actuaries carry
of monetary items or on translating monetary
of financial performance in the year that the
out valuations of these obligations at least every
items at rates different from those at which they
expenditure was incurred.
three years.
were translated on initial recognition during the
period or in previous annual financial statements
The amount recognised as a liability for other
are recognised in surplus or deficit in the period in
long-term employee benefits is the net total of the
which they arise.
1.23
Taxation
The NRF is exempt from paying income taxation
and Value-Added Tax (VAT).
following amounts:
 the present value of the defined benefit
obligation at the reporting date;
Cash flows arising from transactions in a foreign
currency are recorded in Rands by applying to
1.24
Related parties
 minus the fair value at the reporting date of
the foreign currency amount the exchange rate
plan assets (if any) out of which the obligations
between the Rand and the foreign currency at the
The NRF operates in an economic environment
are to be settled directly.
date of the cash flow.
currently denominated by entities directly
or indirectly owned by the South African
The entity shall recognise the net total of the
Comparative figures
1.20
government. As a result of the constitutional
independence of all three spheres of government
following amounts as expense or revenue, except
to the extent that another standard requires or
Where necessary, comparative figures have been
in South Africa, only parties within the national
permits their inclusion in the cost of an asset:
reclassified to conform to changes in presentation
sphere of government will be considered to be
in the current year (Refer to note 39).
related parties. Only transactions with such
 current service cost;
parties which are not at arm’s length and not
 interest cost;
 the expected return on any plan assets and
1.21
Fruitless and wasteful expenditure
on normal commercial terms are disclosed.
on any reimbursement right recognised as an
Fruitless
asset;
 actuarial gains and losses, which shall all be
recognised immediately;
and
wasteful
expenditure
means
Key management is defined as being individuals
expenditure which was made in vain and would have
with the authority and responsibility for planning,
been avoided had reasonable care been exercised.
directing and controlling the activities of the
entity. All individuals from the level of Corporate
 past service costs, which shall all be
recognised immediately; and
 the effect of any curtailments or settlements.
156
All expenditure relating to fruitless and wasteful
Executives up to the Board of Directors are
expenditure is recognised as an expense in
regarded as key management.
Close family members of key management are
Transfers
capital fund from the accumulated surplus/(deficit)
considered to be those family members who
Transfers from heritage assets are only made when
and is allocated back to accumulated surplus/
may be expected to influence, or be influenced
the particular asset no longer meets the definition of
(deficit) in the proportions and over the periods in
by, key management individuals or other parties
a heritage asset.
which depreciation/amortisation on such property
related to the entity.
and equipment or intangible asset is charged or
Transfers to heritage assets are only made when the
1.25
Heritage assets
when the asset is retired.
asset meets the definition of a heritage asset.
1.27
Significant judgements and
sources of estimation uncertainty
Heritage assets are assets that have a cultural,
Derecognition
environmental, historical, natural, scientific,
The entity derecognises heritage assets on disposal,
technological or artistic significance and are
or when no future economic benefits or service
In preparing the annual financial statements,
held indefinitely for the benefit of present and
potential are expected from its use or disposal.
management is required to make estimates and
assumptions that affect the amounts presented
future generations.
in the annual financial statements and related
An inalienable item is an asset that an entity
a heritage asset is determined as the difference
disclosures. Use of available information and the
is required by law or otherwise to retain
between the net disposal proceeds, if any, and
application of judgement is inherent in the formation
indefinitely and cannot be disposed of without
the carrying amount of the heritage asset. Such
of estimates. Estimates and underlying assumptions
consent.
difference is recognised in surplus or deficit when
are reviewed on an ongoing basis. Revisions of
the heritage asset is derecognised.
accounting estimates are recognised in the period
Recognition
in which the estimates are revised and in any future
The entity recognises a heritage asset as an
Transitional provision
period affected. Actual results in the future could
asset if it is probable that future economic
The entity changed its accounting policy for heritage
differ from these estimates which may be material
benefits or service potential associated with
assets in 2013. The change in accounting policy was
to the annual financial statements. Significant
the asset will flow to the entity, and the cost or
made in accordance with the transitional provision
judgements include:
fair value of the asset can be measured reliably.
per Directive 2 of the GRAP Reporting Framework.
Initial measurement
According to the transitional provision, the entity
The entity assesses its trade receivables and
Heritage assets are measured at cost.
is not required to measure heritage assets for
loans and receivables for impairment at the end of
reporting periods beginning on or after a date within
each reporting period. In determining whether an
Where a heritage asset is acquired through a
three years following the date of initial adoption of
impairment loss should be recorded in surplus or
non-exchange transaction, its cost is measured
the Standard of GRAP on Heritage Assets. The
deficit, the entity makes judgements as to whether
at its fair value as at the date of acquisition.
transitional provision expires on 6/30/2015.
there is observable data indicating a measurable
Trade receivables and loans and receivables
decrease in the estimated future cash flows from
Subsequent measurement
The exemption from applying the measurement
a financial asset. Each receivable is reviewed
After recognition as an asset, a class of
requirements of the Standard of GRAP on
individually at year-end.
heritage assets is carried at its cost less any
Heritage Assets implies that any associated
accumulated impairment losses.
presentation and disclosure requirements need
Fair value estimation
not be complied with for heritage assets not
The carrying value less impairment provision of
Impairment
measured in accordance with the requirements of
trade receivables and payables are assumed
the Standard of GRAP on Heritage Assets.
to approximate their fair values. The fair value
whether there is an indication that it may be
impaired. If any such indication exists, the
of financial liabilities for disclosure purposes is
1.26
Capital Fund
entity estimates the recoverable amount or
estimated by discounting the future contractual
cash flows at the current market interest rate
the recoverable service amount of the heritage
The proportion of income used to acquire property,
that is available to the entity for similar financial
asset.
equipment and intangible assets is transferred to the
instruments. The carrying amount of cash and
157
cash equivalents, trade and other receivables and
to have an estimated useful life different to the
General purpose financial reporting by the entity
trade and other payables approximate their fair
estimated useful life of the asset as a whole.
shall provide information on whether resources
value due to the short-term maturities of these
were obtained and used in accordance with the
Post-retirement benefits
assets and liabilities.
legally adopted budget.
The present value of the post-retirement
Impairment testing
obligation depends on a number of factors that are
The approved budget is prepared on an accrual
The recoverable amounts of cash-generating
determined on an actuarial basis using a number of
basis and presented by economic classification
units
linked to performance outcome objectives.
been
assumptions. The assumptions used in determining
determined based on the higher of value-in-use
and
individual
assets
have
the net cost (income) include the discount rate. Any
calculations and fair values, less costs to sell.
changes in these assumptions will impact on the
The approved budget covers the fiscal period
These calculations require the use of estimates
carrying amount of post-retirement obligations.
from 4/1/2012 to 3/31/2013.
National Zoological Gardens animals
The budget for the economic entity includes all
The entity reviews and tests the carrying
Zoological animals have not been included as an
the entity’s approved budgets under its control.
value of assets when events or changes in
asset in the statement of financial position due to
circumstances suggest that the carrying amount
the essential recognition criteria of measurement
The annual financial statements and the
may not be recoverable. Assets are grouped at
that cannot be met for the majority of animals.
budget are prepared on a comparable basis of
the lowest level for which identifiable cash flows
On the basis that many species cannot be valued
accounting and therefore a comparison with the
are largely independent of cash flows of other
and any attempt to attach values to any species
budgeted amounts for the reporting period has
assets and liabilities. If there are indications that
may be unethical, it was considered that any
been included in the Statement of Comparison of
impairment may have occurred, estimates are
assessment of value would be misleading to
Budget and Actual Amounts.
prepared of expected future cash flows for each
the users of the financial statements. However,
group of assets. Expected future cash flows used
disclosure of the different species is provided.
and assumptions.
Comparative information is not required.
to determine the value in use of tangible assets
are inherently uncertain and could materially
Development costs
change over time.
Initial capitalisation of costs is based on
management’s judgment that technological and
Property and equipment and
economical feasibility is confirmed, usually when
Intangible assets
a product development project has reached a
The entity’s management determines the
defined milestone according to an established
estimated useful lives and residual values of
project management model.
property and equipment and intangible assets.
These assessments are made on an annual
1.28
Budget information
basis and use historical evidence and current
The entity is typically subject to budgetary
economic factors to estimate the values.
limits in the form of appropriations or budget
Administrative
computer
equipment,
office
authorisations
(or
equivalent),
which
is
furniture and equipment, exhibits and motor
given effect through authorising legislation,
vehicles are not componentised. These assets
appropriation or similar.
do not have significant parts that are considered
158
Notes to the Financial Statements
2.
2.1
New standards and interpretations
statements as similar accounting policies are
and
already applied.
accounting by the acquirer and transferor,
Standards and interpretations
liabilities
assumed
or
relinquished,
disclosure, transitional provisions as well as
issued, but not yet effective
IGRAP 7: The Limit on a Defined
the effective date of the standard.
Benefit Asset, Minimum Funding
The entity has not applied the following
Requirements and their Interaction
This standard has been approved by the
standards and interpretations, which have been
This Interpretation of the Standards of GRAP
Board but its effective date has not yet been
published and are mandatory for the entity’s
applies to all post-employment defined benefits
determined by the Minister of Finance.
accounting periods beginning on or after 1 April
and other long-term employee defined benefits.
2013 or later periods:
It is unlikely that the amendment will have a
GRAP 25: Employee benefits
The effective date of the interpretation is for
material impact on the entity’s annual financial
years beginning on or after 1 April 2013.
The objective of GRAP 25 is to prescribe
already applied.
the accounting and disclosure for employee
The entity expects to adopt the interpretation
benefits. The Standard requires an entity to
for the first time in the 2013/14 annual financial
GRAP 106: Transfers of functions between
recognise:
statements.
entities not under common control
 a liability when an employee has provided
The objective of this Standard is to establish
service in exchange for employee benefits
accounting principles for the acquirer in a
to be paid in the future; and
transfer of functions between entities not
under common control. It requires an entity that
already applied.
prepares and presents financial statements
 an expense when an entity consumes
the
economic
benefits
or
service
potential arising from service provided
under the accrual basis of accounting to apply
by an employee in exchange for employee
GRAP 105: Transfers of functions between
this Standard to a transaction or other event that
benefits.
entities under common control
meets the definition of a transfer of functions.
The objective of this Standard is to establish
It includes a diagram and requires that entities
GRAP 25 must be applied by an employer in
accounting principles for the acquirer and
consider the diagram in determining whether
accounting for all employee benefits, except
transferor in a transfer of functions between
this Standard should be applied in accounting
share-based payment transactions.
entities under common control. It requires an
for a transaction or event that involves a
acquirer and a transferor that prepares and
transfer of functions or merger.
The standard also deals with entity combinations
presents financial statements under the accrual
and curtailments and settlements.
basis of accounting to apply this Standard to a
It furthermore covers definitions, identifying
transaction or event that meets the definition
a transfer of functions between entities not
The effective date of the standard is for years
of a transfer of functions. It includes a diagram
under common control, the acquisition method,
beginning on or after 1 April 2013.
and requires that entities consider the diagram
recognising and measuring the difference
in determining whether this Standard should be
between the assets acquired and liabilities
The entity expects to adopt the standard for
applied in accounting for a transaction or event
assumed and the consideration transferred,
the first time in the 2013/14 annual financial
that involves a transfer of functions or merger.
measurement period, determining what is
statements.
part of a transfer of functions, subsequent
It furthermore covers definitions, identifying
measurement and accounting, disclosure,
It is unlikely that the standard will have a
the acquirer and transferor, determining the
Transitional provisions as well as the effective
transfer date, assets acquired or transferred
date of the standard.
159
statements of the reporting entity in accordance
GRAP 16: Intangible assets website costs
with the Standard of GRAP on Consolidated and
The effective date of the interpretation is for
Separate Financial Statements. This standard
years beginning on or after 1 April 2013.
also applies to individual annual financial
statements.
The entity expects to adopt the interpretation
for the first time in the 2013/14 annual financial
already applied.
GRAP 20: Related parties
statements.
It is unlikely that the interpretation will have a
This standard requires disclosure of related
It is unlikely that the standard will have a
party
already applied.
and
outstanding balances, including commitments,
relationships,
in the consolidated and separate financial
already applied.
160
transactions
3.
Property and Equipment
Cost
R’000
2012/13
2011/12
Accumulated
depreciation and
accumulated
impairment
R’000
Accumulated
depreciation and
accumulated
impairment
R’000
Carrying value
Cost
Carrying value
R’000
R’000
29 898
–
29 898
32 039
–
32 039
Buildings
112 249
(25 464)
86 785
89 835
(20 105)
69 730
Machinery
13 624
(1 637)
11 987
9 957
(434)
9 523
Land
R’000
Office furniture
16 636
(7 886)
8 750
15 017
(6 668)
8 349
Motor vehicles
33 733
(14 602)
19 131
29 421
(11 445)
17 976
Office equipment
47 081
(24 156)
22 925
45 454
(21 779)
23 675
IT equipment
59 707
(41 883)
17 824
54 673
(36 284)
18 389
Infrastructure
919
(34)
885
–
–
–
Exhibits
3 953
(829)
3 124
3 440
(509)
2 931
287 970
–
287 970
207 916
–
207 916
Research equipment
365 648
(160 906)
204 742
251 313
(139 178)
112 135
Total
971 418
(277 397)
694 021
739 065
(236 402)
502 663
Reconciliation of property and equipment – 2012/13
Opening balance
Additions
Disposals
Transfers
Depreciation
Impairment loss
Total
R’000
R’000
R’000
R’000
R’000
R’000
R’000
–
29 898
Land
32 039
–
–
(2 141)
–
Buildings
69 730
2 539
(10)
19 899
(5 373)
–
86 785
Machinery
9 523
3 651
–
16
(1 203)
–
11 987
Office furniture
8 349
1 423
(72)
309
(1 259)
–
8 750
Motor vehicles
17 976
4 999
(244)
32
(3 632)
–
19 131
Office equipment
23 675
4 374
(207)
(590)
(4 327)
–
22 925
IT equipment
18 389
7 813
(148)
39
(8 269)
–
17 824
Infrastructure
–
172
–
747
(34)
–
885
2 931
513
–
–
(320)
–
3 124
207 916
197 888
–
(117 834)
–
–
287 970
Exhibits
Research equipment
112 135
16 035
(209)
99 520
(18 636)
(4 103)
204 742
502 663
239 407
(890)
(3)
(43 053)
(4 103)
694 021
Depreciation includes R0.85m (2012: R0.98m) relating to leased assets. Transfers during the year relate to assets capitalised from capital work in progress upon
completion of the assets, as well as assets reclassified. Other changes and movements in 2011/12 relate to the transfer of Hermanus Magnetic Observatory (HMO)
to SANSA (refer to note 22). Included in capital work in progress is the construction of a 108,5km powerline between the Eskom Karoo substation and the SKA SA
core site with the purpose of providing power to the SKA SA telescope site, consisting of a wooden pole section as well as a steel monopole section. It is uncertain at
this stage whether the wooden pole section (73 km) will be transferred to Eskom, for no consideration, to operate and maintain once commissioned. Control over the
powerline will be re-assessed when a formal agreement between the NRF and Eskom is concluded.
161
Reconciliation of property and equipment – 2011/12
Opening
balance
R’000
Additions
Disposals
Transfers
R’000
R’000
Other changes,
movements
Depreciation
Total
R’000
R’000
R’000
R’000
Land
36 347
–
–
–
(4 308)
–
32 039
Buildings
65 560
11 514
(74)
2 684
(7 322)
(2 632)
69 730
–
239
–
9 718
–
(434)
9 523
Office furniture
8 394
1 391
(8)
–
(226)
(1 202)
8 349
Plant and machinery
Motor vehicles
14 638
7 283
(520)
332
(888)
(2 869)
17 976
Office equipment
17 633
4 527
(68)
6 822
(796)
(4 443)
23 675
IT equipment
16 601
10 371
(98)
412
(1 266)
(7 631)
18 389
1 970
1 401
(12)
–
(196)
(232)
2 931
189 402
50 240
–
(31 724)
(2)
–
207 916
Exhibits
Research equipment
114 156
13,662
(1 275)
11 756
(5 992)
(20 172)
112 135
464 701
100 628
(2 055)
–
(20 996)
(39 615)
502 663
2012/13
R’000
2011/12
R’000
1 574
1 370
Assets subject to finance lease (net carrying amount)
Office equipment
Details of properties
Portion 1 of the farm Scientia No 627, Pretoria, with buildings thereon
Land
Building
1 277
1 277
24 547
23 021
25 824
24 298
9 717
9 717
Portion 4 of the farm No 996, Blue Downs, Stellenbosch, with buildings thereon
Land
Building
23 541
21 552
33 258
31 269
346
336
Portion 6 of the farm Kuilenburg No 96, Sutherland, with buildings thereon
Land
Building
7 562
6 604
7 908
6 940
263
273
6 512
6 407
6 775
6 680
92
92
1 557
1 557
1 649
1 649
Erf 26423, Observatory, Cape Town, with buildings thereon
Land
Building
Stand No 2859, 211 Skinner Street, Pretoria, with buildings thereon
Land
Building
162
2012/13
R’000
2011/12
R’000
1 685
1 685
Portion 1 of Erf 1, Observatory, Johannesburg
Land
9 410
9 404
11 095
11 089
7 796
8 860
16 317
–
24 113
8 860
Land
8 722
9 800
Building
1 078
–
9 800
9 800
762
460
20 963
20 829
142 147
121 874
Building
Portion 1 of the farm Losberg No 73, Fraserburg Regional District
Land
Building
Mey’s Dam Farm No 68, Fraserburg Regional District
Leasehold improvements, HartRAO
Capitalised expenditure
Leasehold improvements, SAIAB
Capitalised expenditure
Total cost of land and buildings
Land and buildings were valuated by an independent valuator as at 1 April 2013. The market values of land and buildings are:
Portion 1 of the farm Scientia No 627, Pretoria
53 500
43 400
Portion 4 of the farm No 996, Blue Downs, Stellenbosch
43 900
36 000
Portion 6 of the farm Kuilenburg No 96, Sutherland
11 950
8 674
Erf 26423, Observatory, Cape Town
49 700
40 600
Stand No 2859, 211 Skinner Street, Pretoria
17 100
16 500
Portion 1 of Erf 1 Observatory, Johannesburg
13 800
8 900
Portion 1 of the farm Losberg No 73, Fraserburg and the farm Mey’s Dam No 68, Carnarvon *
Total market value
24 330
24 330
214 280
178 404
* This property was valued on 1 April 2010. R 15,2m has since been spent on infrastructure projects at Losberg.
The land and buildings situated in Pretoria are subject to a pre-emptive right in favour of the CSIR should the NRF decide to sell the property.
It will revert back to the CSIR for no consideration should the NRF be disbanded.
Land and buildings of the NZG are situated in Boom Street, Pretoria. This property is not reflected in the records of the NRF as ownership thereof resides with the
Department of Public Works. The NZG occupies the property for no consideration.
NZG animal collection
Refer to note 1.3 for reasons why no value is attached to these animals.
Mammals
Aves
Reptiles
Pisces
Amphibia
Invertebrates
2012/13
No. of specimens
1 335
2011/12
No. of specimens
2 099
1 271
1 039
308
358
4 955
4 948
53
58
647
645
8 569
9 147
163
4.
Intangible Assets
Cost
R’000
Computer software in
development, internally generated
Computer software
Total
2012/13
2011/12
Accumulated
amortisation and
accumulated
impairment
R’000
Accumulated
amortisation and
accumulated
impairment
R’000
Carrying value
Cost
R’000
R’000
Carrying value
R’000
54 096
–
54 096
53 724
–
53 724
2 542
(1 122)
1 420
1 481
(652)
829
56 638
(1 122)
55 516
55 205
(652)
54 553
Additions
R’000
Transfers
R’000
Amortisation
R’000
Total
R’000
Reconciliation of intangible assets – 2012/13
Opening balance
R’000
Computer software in development, internally generated
53 724
372
–
–
54 096
829
1 056
3
(468)
1 420
54 553
1 428
3
(468)
55 516
Computer software
Reconciliation of intangible assets – 2011/12
Computer software in
development, internally generated
Computer software
164
Opening balance
R’000
Additions
R’000
Disposals
R’000
Other changes,
movements
R’000
Amortisation
R’000
Total
R’000
41 835
11 889
–
–
–
53 724
893
335
(4)
(11)
(384)
829
42 728
12 224
(4)
(11)
(384)
54 553
2012/13
R’000
5.
Heritage Assets
2011/12
R’000
cephalopods and diatoms held at SAIAB. There is
Smith. The earliest publication dates back to 1546
also a molecular tissue bank of aquatic samples
but most are from the 18th and 19th centuries.
Heritage assets for which fair values
for genetic analysis and a dry collection of fish
cannot be reliably measured
skeletons and otoliths.
Heritage assets for which fair values
Sellschop collection
cannot be reliably measured
The Sellschop collection at iThemba LABS
Images collection
A fair value for the collection of heritage assets
includes scientific artefacts, certificates, pictures,
This collection includes between 5 000 and 6 000
cannot be reliably estimated at this stage. A
files and a collection of 259 books.
original paintings, drawings, photographs and
feasibility study to determine whether a fair value
slides and is held at SAIAB.
exercise will be practical will be undertaken in the
Biological specimen collection
2013/14 financial year.
This is a national collection of museum
Rare books and museum artefacts
specimens comprising about 70 000 fish and
This collection, which is held at SAIAB, includes
other aquatic organisms such as amphibians,
206 items built up in the 1950s by Professor JLB
6. Investments in associates
Name of entity
SALT Foundation (Pty) Ltd
Listed / Unlisted
% holding 2013
% holding 2012
Unlisted
36.78%
36.78%
Carrying amount
2013
Carrying amount
2012
32 650
35 054
Opening balance
35 054
38 150
Share of deficit
(2 404)
(3 096)
32 650
35 054
The carrying amounts of associates are shown net of impairment losses.
Movements in carrying value
Principal activities, country of incorporation and voting power
Legal name
SALT Foundation (Pty) Ltd
Principal activity
Construction & operation of an 11 metre telescope for optical
astronomy research
Country of
incorporation
Proportion of
voting power
S.A.
36.78%
Summary of associate’s financial information
SALT Foundation (Pty) Ltd.
Current assets
37 970
57 548
127 720
126 588
5 137
16 846
Revenue
25 135
22 453
Loss for the year after taxation
(6 737)
(8 217)
Non-current assets
Current liabilities
7.
Prepayments
Prepayments represent a net advance payment made to the contractor awarded the contract for the construction of the MeerKAT antennas for the SKA SA project.
The estimated contract completion date is December 2016.
Prepayments on contracts
152 848
–
165
2012/13
R’000
2011/12
R’000
Consumable stores and maintenance spares
3 711
2 957
Restaurant stock
1 542
427
5 253
3 384
8.
9.
Inventory
Financial assets by category
The accounting policies for financial instruments have been applied to the line items below:
2013
Financial assets
at amortised cost
R’000
Total
R’000
118 274
118 274
605 774
605 774
510 323
510 323
1 234 371
1 234 371
2012
Loans and
receivables
R’000
Loans to employees
Total
R’000
6
6
64 782
64 782
360 062
360 062
602 738
602 738
1 027 588
1 027 588
The fair value of financial assets is not expected to differ materially from their carrying values due to the short-term nature thereof.
10. Receivables from Exchange Transactions
Trade debtors
57 231
Employee costs in advance
Prepayments
Deposits
Designated income and other receivables
Credit quality of trade and other receivables
Credit risk with respect to trade and other receivables is limited due to the large number of customers comprising the NRF’s
customer base and their dispersion across different industries and geographical areas.
None of the financial assets that are fully performing have been renegotiated in the last year.
166
19 179
180
113
24 047
51 130
1 658
1 559
61 043
45 603
144 159
117 584
2012/13
R’000
2011/12
R’000
2 353
1 509
Trade and other receivables past due but not impaired
Trade and other receivables which are generally less than 3 months past due are not considered to be impaired. At 31 March 2013,
R14 455m (2012: R7, 728m) was past due but not impaired.
The ageing of amounts past due but not impaired is as follows:
1 month past due
2 months past due
512
2 177
3 months past due
11 590
4 042
957
1 098
Trade and other receivables impaired
As of 31 March 2013, trade and other receivables of R0,95m (2012: R0,95m) were impaired and provided for.
The amount of the allowance was R0,95m as of 31 March 2013 (2012: R0,95m).
Reconciliation of allowance for impairment of trade and other receivables
Opening balance
Allowance for impairment
82
12
Unused amounts reversed
(82)
(153)
957
957
510 323
602 738
–
6
The creation and release of the allowance for impaired receivables have been included in operating expenses in surplus or deficit (note 30).
Amounts charged to the allowance account are generally written off when there is no expectation of recovering additional cash.
The maximum exposure to credit risk at the reporting date is the fair value of each class of receivable mentioned above. The entity
does not hold any collateral as security.
11.
Grants and Bursaries Paid in Advance
The NRF advances funding to Higher Education and Research Institutions in the form of grant deposits. The advances are calculated
based on the expected grant awards for the year. The balance is reviewed annually. The advances are done in order to facilitate
adequate cash flow for the grant-making process at these institutions. Per agreement, the interest earned on the grant deposits by
the institutions is used to fund staff of the institutions that are dedicated to the NRF grant administration process. Should the interest
earned be more than funding requisites to fund extra human capacity for staff supporting NRF projects, the institution has the right to
utilise such amounts as it deems appropriate. The original grant deposits are repayable to the NRF on 30 days’ notice in an event of
the funding being discontinued.
Grants and bursaries payments in advance to Higher Education and Research Institutions
12.
Other Loans
Staff loans consist of non-interest-bearing loans. The short-term portion of staff loans is repayable within the next 12 months.
Staff loans
Short-term portion of other loans
167
13.
2012/13
R’000
2011/12
R’000
125
129
524 697
318 945
Cash and Cash Equivalents
Cash and cash equivalents consist of cash on hand and balances with banks and investments in fixed deposits.
Cash on hand
Short-term deposits
Bank balance
80 952
40 988
605 774
360 062
Present value of the defined benefit obligation
(13 307)
(11 741)
Fair value of plan assets
10 634
11 924
Net (liability)/asset
(2 673)
183
Non-current assets
–
183
(2 673)
–
(2 673)
183
357
582
10 277
11 342
(183)
110 200
Employer benefit payments
–
(7 264)
Benefit payments from plan assets
–
265
Effect of settlement
–
(102 174)
Employer prefunding contributions
–
(12 189)
Net expense recognised in the statement of financial performance
2 856
10 979
Closing balance of net liability/(asset)
2 673
(183)
These monies relate primarily to designated income received in advance.
Credit quality of cash at bank and short-term deposits, excluding cash on hand
Cash equivalents and short-term deposits are placed with highly rated financial institutions.
14.
Employee Benefit Obligations
The NRF undertook a buy-out exercise in the final quarter of the 2011/12 financial year. Offers were made to current and future
pensioners on a voluntary basis. The NRF continues to have a subsidy obligation for those members who did not accept the offer. To
manage the residual liability that has remained, the NRF has acquired an annuity policy which qualifies as a plan asset.
Carrying value
The fair value of plan assets includes:
Annuity Insurance Policy
Market value of the Growth Account
Value of the Guaranteed Account
The annuity portfolio is made up of a growth account and a guaranteed account. Increases are guaranteed at a minimum of CPI
per annum. Funds are transferred from the growth account to the guaranteed account annually to fund any increase in employer
contributions in excess of the guaranteed annuities.
Changes in the present value of the defined benefit obligation are as follows:
Opening balance
168
Net expense recognised in the statement of financial performance
Current service cost
Interest cost
Actuarial losses
Expected return of plan assets
Total included in employee related costs
Calculation of actuarial gains and losses
Actuarial losses – Obligation
Actuarial losses – Plan assets
Total
Changes in the fair value of plan assets are as follows:
Opening balance
Expected return
Actuarial losses
Contributions by employer
Benefits paid
Closing balance
Key assumptions used
Assumptions used at the reporting date:
Discount rates used
Consumer Price Inflation ('CPI')
Net discount rate – Next 5 years
Net discount rate – After 5 years
Expected return on plan assets
Health care cost inflation – Next 5 years
Health care cost inflation – After 5 years
Normal retirement age
2012/13
R’000
2011/12
R’000
35
986
2 922
(1 087)
2 856
678
9 857
444
10 979
1 533
1 389
2 922
444
–
444
11 924
1 087
(1 389)
–
(988)
10 634
–
–
–
12 189
(265)
11 924
8.00%
6.50%
(1.14)%
0.70%
8.00%
9.25%
7.25%
65
8.75%
6.25%
0.93%
0.93%
9.50%
7.75%
7.75%
65
One %
increase
14 549
1 149
One %
decrease
12 226
953
2009/10
R’000
(106 784)
–
–
2008/09
R’000
(92 218)
–
–
39 493
29 142
Other assumptions
Assumed healthcare cost trend rates have a significant effect on the amounts recognised in surplus or deficit. A one percentage
point change in assumed healthcare cost trend rates would have the following effects:
Employer's accrued liability
Employer's service and interest cost
Amounts for the current and previous four years are as follows:
2012/13
R’000
Defined benefit obligation
(13 307)
Plan assets
10 634
(Deficit)/surplus
(2 673)
2011/12
R’000
(11 741)
11 924
183
2010/11
R’000
(110 200)
–
–
Defined contribution plan
It is the policy of the entity to provide retirement benefits to all its employees through the National Research Foundation Pension
Fund, which is subject to the Pensions Fund Act. The fund is administered by Alexander Forbes Consultants and Actuaries.
The entity is under no obligation to cover any unfunded benefits.
The amount recognised as an expense for defined contribution plans is
169
2012/13
R’000
15.
2011/12
R’000
Financial Liabilities by Category
The accounting policies for financial instruments have been applied to the line items below:
2013
Financial
liabilities at
amortised cost
R’000
36 151
1 785
1 785
37 936
37 936
Financial
liabilities at
amortised cost
R’000
Total
R’000
36 961
36 961
1 728
1 728
38 689
38 689
Finance leases
16.
R’000
36 151
Finance leases
2012
Total
Finance Lease Obligation
Minimum lease payments due
– within one year
969
– in second to fifth year inclusive
1 029
1 034
926
2 003
1 955
(218)
(227)
1 785
1 728
– within one year
845
874
940
854
1 785
1 728
940
854
Current liabilities
845
874
1 785
1 728
less: future finance charges
Present value of minimum lease payments
Present value of minimum lease payments due
The average lease term is 3.5 years and the average effective borrowing rate is 11% (2012: 12%).
The entity’s obligations under finance leases are secured by the lessor’s charge over the leased assets. (Refer to note 3)
Interest costs on finance leases charged to the Statement of Financial Performance for the year amounted to R0.347m (2012:
R0.271m).
Market risk
The fair value of finance lease liabilities approximates their carrying amounts.
170
2012/13
R’000
2011/12
R’000
Trade payables
30 915
30 263
Accrued leave pay
34 856
30 777
3 914
3 848
17.
Payables from Exchange Transactions
Remuneration accrual
Other payables
5 236
6 698
74 921
71 586
1 328 473
1 001 702
Opening balance
556 112
506 329
Net acquisition of assets
192 333
49 783
3&4
240 835
112 852
–
(21 006)
3&4
(48 502)
(42 063)
748 445
556 112
1 063 869
1 078 945
(145 579)
(183 284)
918 290
895 661
18.
Designated Income Received in Advance
Funding that is earmarked for a specific purpose and thus conditional, relating to expenditure that will be incurred in future financial
years, is transferred to income received in advance until the related costs are incurred.
Designated income advances
19.
SALT Fund
The SALT fund represents income received from the Department of Science and Technology for the purpose of investing the funds
in the SALT Foundation (Pty) Ltd. The balance is reduced with post-acquisition losses of the SALT Foundation (Pty) Ltd.
20.
Capital Fund
Acquisition of property, equipment and intangible assets
Depreciation and disposal of property, equipment and intangible assets
21.
Infrastructure Development Fund
This fund represents funds set aside to fund future infrastructure projects.
22. Transfer of Function under Common Control
The Hermanus Magnetic Observatory (HMO) was transferred to the South African National Space Agency (SANSA) with effect from
1 April 2011. All assets and liabilities of HMO as at 1 April 2011 were transferred to SANSA. This transfer can be regarded as a
transfer of a function between entities under common control as both the NRF and SANSA are controlled by the Department of
Science and Technology.
23.
Parliamentary Grant
Parliamentary grant received
Ring-fenced funds carried forward
171
2012/13
R’000
2011/12
R’000
Department of Science and Technology
943 035
822 921
Other government organisations
117 422
87 319
50 213
50 260
1 110 670
960 500
28 988
19 035
24.
Designated Income
Other
The NRF manages a number of projects/programmes for government departments, as well as local and international organisations
on a contractual basis. These funds are designated for specific projects.
Excluded from this amount are contracts with the Department of Trade and Industry for the THRIP programme, amounting to R157m.
(2012: R155m).
25.
Sale of Goods and Services
Sale of isotopes
Services rendered
1 739
1 965
17 370
16 334
445
462
48 542
37 796
Sundry income
9 122
12 070
Rent received
2 525
805
18
31
2 430
2 292
14 095
15 198
33 865
46 622
30
45
3
–
33 898
46 667
143
217
2 465
2 579
National Zoological Gardens sales
Other sales
26.
Other Income
Donations received
Management fees received
27.
Interest Income
Bank
Interest charged on trade and other receivables
Interest received other
28. Auditors’ Remuneration
Current year audit
Prior year audit
Other services
29.
163
200
2 771
2 996
(347)
(271)
Finance Costs
Finance leases
172
30.
2012/13
R’000
2011/12
R’000
7 150
6 927
280
(105)
Operating Surplus
Operating surplus for the year is stated after accounting for the following:
Operating lease charges
Loss/(gain) on sale of property and equipment
4 103
–
Loss on exchange differences
Impairment on property and equipment
780
556
Amortisation on intangible assets
468
382
43 053
39 615
5 815
5 958
439 791
404 977
39 493
29 142
R’ 000
Total
package
2012/13
R’ 000
Total
package
2011/12
R’ 000
Prof. RM Crewe (Chairperson from 1 October 2011)
38
38
20
Prof. B Bozzoli (Chairperson up to 30 September 2011)
–
–
10
Dr PG Clayton (From 1 October 2011)
15
15
9
Prof. JW Fedderke (Up to 30 September 2011)
–
–
4
Mr TS Gcabashe (Up to 30 September 2011)
–
–
6
Prof. B Cousins (From 1 October 2011)
15
15
9
Dr NT Magau (From 1 October 2011)
26
26
18
Mr AJ Fourie (From 1 October 2011)
26
26
14
Depreciation on property and equipment
Cost of sales
Employee costs
Defined contribution plan
31.
Board and Corporate Executive Members Remuneration
Non-Executive Members (Board members)
Short-term benefits
Mr TM Netsianda (Up to 30 September 2011)
–
–
4
Prof. MV Leibbrandt (From 1 October 2011)
15
15
9
Prof. PP Lolwana (From 1 October 2011)
15
15
9
Prof. T Nyokong (Up to 30 September 2011)
–
–
4
Prof. M Singh (From 1 October 2011)
12
12
–
Prof. V Pillay (Up to 30 September 2011)
–
–
4
Ms T Ramano
15
15
11
Ms NZ Yokwana (Up to 30 September 2011)
–
–
4
Prof. SD Maharaj (From 1 October 2011)
15
15
9
Prof. EM Tyobeka (From 1 October 2011)
15
15
9
207
207
153
173
2012/13
R’000
Total
package
2012/13
R’ 000
2011/12
R’000
Total
package
2011/12
R’ 000
Short-term
benefits
R’ 000
Bonuses and
performancerelated payments
R’ 000
* Dr AS van Jaarsveld
(CEO of the NRF)
2 095
–
295
39
42
2 471
2 277
Ms BA Damonse
(From November 2011)
1 284
61
173
23
29
1 570
615
Dr D Pillay
1 567
61
224
–
34
1 886
1 677
–
–
–
–
–
–
422
1 439
61
214
59
33
1 806
1 604
Members of the Corporate
Executive
Dr G Mazithulela
(Up to June 2011)
Mr B Singh
Mr PB Thompson
Total remuneration
Retirement Fund
contributions
R’ 000
Medical
contributions
R’ 000
Other
benefits
R’ 000
1 457
–
186
68
36
1 747
1 604
7 842
183
1 092
189
174
9 480
8 199
8 049
183
1 092
189
174
9 687
8 352
191 481
13 817
43 521
39 997
* Denotes ex officio member of the NRF Board
Corporate Executive members are considered to be key management personnel as they are the delegated key decision-makers.
32.
Cash Generated from/(used in) Operations
Surplus before asset acquisitions
Adjustments for:
Depreciation and amortisation
Loss/(gain) on sale of assets and liabilities
280
(104)
Deficit from equity-accounted investments
2 404
3 096
Impairment loss
4 103
–
Movements in retirement benefit assets and liabilities
2 856
(110 383)
–
(628)
(1 869)
300
(26 575)
(7 303)
(152 848)
–
92 416
(172 748)
6
11
3 334
4 619
Changes in working capital:
Inventory
Receivables from exchange transactions
Prepayments
Other loans
Payables from exchange transactions
326 771
(94 250)
485 880
(323 576)
618 231
73 824
33. Commitments
Authorised capital expenditure
Already contracted for but not provided for
The capital expenditure will be financed from Medium-Term Estimate Funding (MTEF) and designated funds.
174
2012/13
R’000
2011/12
R’000
Operating leases as lessee (expense)
– within one year
5 196
5 986
1 266
4 075
6 462
10 061
1 068
–
1 412
126
937
144
2 349
270
2 814 552
1 709 028
1 206
1 081
1 644
4 862
17 800
24 800
The total future minimum sublease payment expected to be received under non-cancellable sublease
Operating lease payments represent rentals payable by the entity for certain of its office properties. These non-cancellable leases are
negotiated for a term of between 2 and 99 years and rentals escalate between 0% and 10% annually. No contingent rent is payable.
Operating leases as lessor (income)
– within one year
The NRF has entered into non-cancellable commercial property leases for the duration of the lease period. These leases are negotiated
for a term of between 1 and 10 years and rentals escalate between 0% and 10% annually. There are no contingent rents receivable.
34.
Contingencies
Future grants awarded
The NRF has awarded multi-year grants for up to 5 years with subsequent years’ payments conditional upon receipt of progress
reports.
City of Johannesburg
The amount represents municipal billing in respect of rates, taxes and water charges which is in dispute. The NRF does not consider
itself liable for this amount.
35. Related Parties
Relationships
Controlling entity
Associates
Refer to note 6
Members of key management
Refer to note 31
The remuneration of key management is included in employee’s remuneration (refer to note 31 for Corporate Executive members’
remuneration).
By virtue of the fact that the NRF is a national public entity and controlled by national government, any other controlled entity of the
national government is a related party. All transactions with such entities are at arm’s length and on normal commercial terms.
Related party balances
Amounts included in Receivables from exchange transactions regarding related parties
SALT Foundation (Pty) Ltd.
Prepayment to SALT Foundation (Pty) Ltd.
The outstanding balance at year end is unsecured, interest free and settlement occurs in cash. There have been no guarantees
received. No impairment has been recorded of the amount owed.
175
2012/13
R’000
2011/12
R’000
Related party transactions
The NRF paid SALT Foundation (Pty) Ltd a levy for the use of the telescope
9 373
8 373
SALT Foundation (Pty) Ltd paid the NRF for the recovery of monthly services
20 878
21 616
7 000
–
1 063 869
1 078 945
NRF’s contribution to the SALT Foundation (Pty) Ltd’s Equipment Development Fund
Government grant received from the Department of Science and Technology
36.
Risk Management
Financial risk management
The entity’s activities expose it to a variety of financial risks: market risk (including currency risk and interest rate risk), credit risk and
liquidity risk.
The entity’s overall risk management programme focuses on the unpredictability of financial markets and seeks to minimise potential
adverse effects on the entity’s financial performance. Risk management is carried out by a central treasury department under policies
approved by the accounting authority. Entity treasury identifies, evaluates and hedges financial risks in close co-operation with the
entity’s business units. The accounting authority provides written principles for overall risk management, as well as written policies
covering specific areas, such as foreign exchange risk, interest rate risk, credit risk and investment of excess liquidity.
Liquidity risk
Prudent liquidity risk management implies maintaining sufficient cash and the availability of funding. The entity’s risk to liquidity is
a result of the funds available to cover future commitments. The entity manages liquidity risk through an ongoing review of future
commitments, through proper management of working capital, capital expenditure and actual vs. forecasted cash flows and its
investment policy. Adequate reserves and liquid resources are also maintained.
The table below analyses the entity’s financial liabilities into relevant maturity groupings based on the remaining period at the Statement
of Financial Position to the contractual maturity date. The amounts disclosed in the table are the contractual undiscounted cash flows.
Balances due within 12 months equal their carrying balances as the impact of discounting is not significant.
Less than
1 year
At 31 March 2013
Finance leases
36 151
–
1 328 473
–
969
1 034
Less than
1 year
At 31 March 2012
Finance leases
Between
1 and 5 years
Between
1 and 5 years
36 961
–
1 001 702
–
1 029
926
Interest rate risk
Interest rate risk results from the cash flow and financial performance uncertainty arising from interest rate fluctuations. Financial
assets and liabilities affected by interest rate fluctuations include bank and cash deposits.
Interest rate exposure and investment strategies are evaluated by management on a regular basis. Interest-bearing investments are
held with reputable banks in order to minimise exposure. The entity furthermore manages its interest rate risk by obtaining competitive
rates from different banks. No significant risks have been identified with regard to interest rates.
176
2012/13
R’000
2011/12
R’000
Cash flow interest rate risk
Current
interest rate
Due in
less than
a year
–%
61 043
–
Trade receivables – normal
credit terms
8.00%
57 231
–
Cash in
institutions
4.00%
80 952
–
Financial instrument
Other receivables
current
banking
Short-term deposits
Due in one to
two years
5.09%
524 697
–
–%
36 151
–
Grants and bursaries paid in
advance
–%
510 323
–
Designated income received in
advance
–%
1 328
473
–
11.00%
845
940
Finance leases
Credit risk
Credit risk arises from the risk that a counter-party may default or not meet its obligations timeously. The entity is exposed to risk from
its operating and financing activities. Credit risk consists mainly of cash deposits, cash equivalents and trade debtors. The entity only
deposits cash with major banks with high-quality credit standing and limits exposure to any one counter-party.
Trade receivables comprise a widespread customer base. Management evaluates credit risk relating to customers on an ongoing basis.
Risk control assesses the credit quality of the customer, taking into account its financial position, past experience and other factors.
The entity has no significant concentration of credit risk. The carrying amounts of the financial assets included in the Statement of
Financial Position represent the entity’s maximum exposure to credit risk in relation to these assets. The entity does not have any
significant exposure to any individual customer or counter-party.
Foreign exchange risk
Foreign exchange risk arises on financial instruments that are denominated in a foreign currency, i.e. in a currency other than the
functional currency in which they are measured. For the purposes of GRAP, currency risk does not arise from financial instruments
that are non-monetary items or from financial instruments denominated in the functional currency.
There were no foreign currency transactions covered by forward exchange contracts at the end of the year. The entity transacts with
foreign entities on a minimal basis and therefore the balance on foreign exchange debtors and creditors is considered immaterial and
therefore minimal risk is involved.
The entity does not use derivative financial instruments for speculative purposes.
37.
Irregular Expenditure
Finance lease payments on contracts in excess of a 36-month contract period
Procurement not in accordance with Treasury Regulations and PPPF Act
Income tax not deducted for personal service provider
767
1 179
1 500
588
157
–
2 424
1 767
In terms of section 66 of the PFMA, Treasury Regulation 32 and Practice Note 5 of 2006/2007, finance leases for office equipment
may not exceed a period of 36 months without National Treasury approval. Included in the finance lease payments for the current year
is an amount of R 23,347 relating to a new 60-month lease contract inadvertently entered into. An investigation is pending regarding
this matter.
177
Irregular expenditure of various transactions amounting to R 1,5m in 2012/13 relates to the procurement of goods and services
not in accordance with Treasury Regulations 16A8.4, 16A6.4, 16A9.1(d), Practice Note 6 of 2007/2008, Preferential Procurement
Regulation No. 14 and section 2(a) of the Preferential Procurement Policy Framework Act No. 5 of 2000. These transactions have
subsequently been condoned by the NRF Corporate Executive after investigation, with the exception of one group of items. The
exception is the subject of a disciplinary process which is currently underway.
In terms of the Income Tax Act, No. 58 of 1962, a personal service provider, which is in receipt of remuneration, is subject to employees’
tax. No employees’ tax was inadvertently deducted for a period of 3 months for one of the entity’s personal service providers.
38.
Adoption of New Accounting Standards
The annual financial statements have been prepared in accordance with Standards of Generally Recognised Accounting Practice on a
basis consistent with the prior year except for the adoption of the following new or revised Standards:
 GRAP 24: Presentation of Budget Information in the Financial Statements
 GRAP 103: Heritage assets
 GRAP 104: Financial instruments
GRAP 24
A Statement of Comparison of Budget and Actual Amounts, with variance explanations, is now included in the annual financial
statements, as required by GRAP 24.
GRAP 103
Heritage assets are now disclosed in the annual financial statements as required by GRAP 103. According to the transitional provision,
the entity is not required to measure heritage assets for reporting periods beginning on or after a date within three years following the
date of initial adoption of the Standard. The accounting policy on Heritage assets is made in accordance with the transitional provision.
GRAP 104
Financial assets have been classified as Financial assets at amortised cost, instead of Loans and Receivables, in accordance with the
requirements of GRAP 104. There were no further significant changes made to the policy
39. Comparative Figures
Certain comparative figures have been reclassified.
The entity disclosed expenditure in the Statement of Financial Performance by nature up to 31 March 2012.
Expenditure is now represented per function in the following categories:
Research funding, Research platforms, Science Advancement and Corporate support costs.
The change from expenditure disclosed by nature to function has no effect on total expenditure as per the Statement of Financial
Performance and does not effect the Statement of Financial Position.
40.
Budget Differences
Material differences between budget and actual amounts
The decrease in the parliamentary grant is due to ring-fenced funding for the South African Research Chairs (SARChI) not spent
in 2011/12 and 2012/13 and moved to 2013/14. Designated income represents contract income as well as SKA SA project
funding. The movement in designated income includes funding moved to 2013/14, when expenditure is expected to be incurred as
well as a significant decrease in anticipated SKA SA funding received in 2011/12, which impacted 2012/13. The National Equipment
Programme was delayed as a contingent measure to possibly fund the SKA SA project.
Lower interest income is due to increased grant deposits as well as a large prepayment made on a SKA SA project contract.
The movement in grants and bursaries expenditure is due to the delayed take up of grants, mainly SARChI and the equipment
programme (refer to parliamentary grant and designated income variances). The decrease in the programme and operating
expenses is mainly a result of a reclassification of SKA SA project expenditure, relating to the MeerKAT telescopes, to capital work in
progress and a slower SKA SA project roll-out.
The decrease in employees' remuneration is due to a delayed recruitment of SKA SA personnel due to slower-than-expected project roll
out.
178
Supplementary Information
Financial information by segment
For management purposes, the NRF is
currently
organised
into
the
acts as liaison and reporting centre for the
sources of aquatic biodiversity data. It also
entire NRF. The corporate office includes the
generates knowledge on aquatic biodiversity
office of the deputy CEO National Facilities.
through interactive and collaborative scientific
following
segments and these segments are the basis
on which the NRF reports its primary segment
research,
iThemba Laboratory for Accelerator
Based Sciences (iThemba LABS)
information. All segment revenue and expenses
and
disseminates
scientific
knowledge at all levels.
Hermanus Magnetic Observatory
(HMO)
are directly attributable to the segments.
This National Research Facility provides
Segment assets include all operating assets
advanced, viable, multidisciplinary facilities
used by a segment and consist principally
for training, research and services in the fields
This facility was transferred to the South
of property and equipment, as well as
of sub-atomic nuclear science and applied
African National Space Agency (SANSA)
current assets. Segment liabilities include all
radiation medicine.
with effect from 1 April 2011. All assets and
liabilities of HMO were transferred to SANSA.
operating liabilities and consist principally of
trade creditors. These assets and liabilities
are all directly attributable to the segments.
South African Astronomical
Observatory (SAAO)
This transfer can be regarded as a transfer of
a function between entities under common
control as both the NRF and SANSA are
Segment revenue, expenses and results
include transfers between business segments
This National Research Facility performs
controlled by the Department of Science and
and between geographical segments. Such
fundamental research in astronomy and
Technology.
transfers are accounted for at competitive
astrophysics at a national and international
market
unaffiliated
level. SAAO is the National Research Facility
customers for similar goods. These transfers
for optical and infrared astronomy in South
are eliminated on consolidation.
Africa. SAAO is also responsible for managing
prices
charged
to
Research and Innovation Support and
Advancement (RISA)
This segment’s main business is to provide
the operations of the Southern African Large
SAASTA is positioned as an agency in
Telescope (SALT).
advancing the public awareness, appreciation
and understanding of science, engineering
for the promotion and support of research and
This National Research Facility was established
knowledge and technology through investing
for radio astronomy research in South Africa.
in knowledge, people and infrastructure;
Its primary function is the support of research
developing research capacity and advancing
and training in radio astronomy and space
equity and equality to unlock the full creative
geodesy.
partnerships; and knowledge networks.
This national research facility serves as
Corporate
integration of science awareness activities
of South Africa (NZG)
The NZG is a national facility for research
in terrestrial biodiversity and an active
potential of researchers; assisting with
facilitating strategic national and international
and technology in South Africa, as well as the
across the NRF.
research capacity development in all fields of
the development of institutional capacity;
South African Agency for Science and
Technology Advancement (SAASTA)
participant in terrestrial biodiversity research.
a research hub for aquatic biodiversity in
southern Africa by housing and developing
SAEON is a National Research Facility
general
the National Fish Collection and associated
that
leadership, coordinates new initiatives and
resource collections as research tools and
(environmental observatories, field stations or
The
corporate
office
provides
establishes
and
maintains
The supplementary information presented in this section does not form part of the annual financial statements and is unaudited.
179
nodes
sites) linked by an information management
network to serve as research and education
South African Square
Kilometre Array (SKA SA) Project
Once operating, MeerKAT will be the largest
radio telescope in the world for many years.
platforms for long-term studies of ecosystems
The MeerKAT is a project of the Department of
that will provide for incremental advances
The South African SKA SA pathfinder project
Science and Technology, executed through the
in our understanding of ecosystems and
includes the construction of the KAT7 prototype
National Research Foundation and the South
our ability to detect, predict and react to
telescope array (7 antennas) and the MeerKAT
African SKA project office.
environmental change.
radio telescope (64 antennas) in the Karoo.
Corporate (incl.
Dep. CEO NF)
RISA
iThemba LABS
SAAO (incl. SALT)
HartRAO
SAEON
2012/13 2011/12 2012/13 2011/12 2012/13 2011/12 2012/13 2011/12 2012/13 2011/12 2012/13 2011/12
R’000
R’000
R’000
R’000
R’000
R’000
R’000
R’000
R’000
R’000
R’000
R’000
Revenue
Parliamentary grant
Designated income
Other revenue
580 738 549 908
670 752 612 825
29
163
42 557
39
23 494
55 024 134 605
10 893
7 570
25 006 29 885
132 615
14 408
19 689
39 428
25 942
391
38 940
32 328
341
21 395
1 255
70
21 079
1 297
14
18 592
3 132
–
18 317
3 722
2
Other income
1 251 519 1 162 896
6 710
4 721
66 090
318
90 923
491
172 060
2 519
166 712
2 360
65 761
1 598
71 609
2 379
22 720
217
22 390
2 426
21 724
292
22 041
532
Total income
1 258 229 1 167 617
66 408
91 414
174 579
169 072
67 359
73 988
22 937
24 816
22 016
22 573
Expenses
Employee costs
Other expenses
79 650 67 757
1 073 255 1 051 973
67 159 53 503
31 593
460
17 026
33 017
–
19 408
107 638
1 714
74 711
98 104
1 237
77 268
46 454
1 310
36 605
44 388
435
36 054
13 297
994
9 360
12 433
786
8 666
14 688
407
10 142
13 819
1 038
11 569
Total expenses
1 220 064 1 173 233
49 079
52 425 184 063
176 609
84 369
80 877
23 651
21 885
25 237
26 426
(440)
(2 442)
(3 173)
95
(52)
(36)
(7)
(619)
2 879
(3 257)
(3 860)
(4 736)
(1 628)
(5 676)
(945)
(1 334)
12 583 (14 397) (12 236) (19 097) (14 798)
(2 247)
(2 797)
(4 202)
(5 194)
Other disclosable items
(998)
(71)
Net unspent funds/
(deficit)
37 167
(5 687)
14 472
12 901
(9 581)
(7 977) (19 452) (10 062)
(1 219) (16 430)
(1 380)
(318)
(4 816)
(4 259)
Net unspent funds/
(deficit) after capital
expenditure
35 948 (22 117)
13 092
Total assets
Total liabilities
No. of employees excl.
interns
(2 857) (26 088)
1 097 304
980 801
776 144
661 274
–
–
202
207
48
(97)
– 169 548 166 457
– 32 533 28 566
44
282
282
355
45 395
8 905
47 752
10 561
40 706
8 304
39 515
7 751
15 164
6 821
12 249
5 722
124
125
39
44
47
41
180
SKA SA
SAIAB
SAASTA
NZG
TOTAL
2012/13
R’000
2011/12
R’000
2012/13
R’000
2011/12
R’000
2012/13
R’000
2011/12
R’000
2012/13
R’000
2011/12
R’000
2012/13
R’000
2011/12
R’000
Revenue
Parliamentary grant
Designated income
Other revenue
–
346 106
10 436
–
228 605
22 313
12 825
7 222
1
12 636
7 055
1
16 345
42 386
101
16 103
46 614
108
51 805
6 266
47 667
51 039
2 753
42 466
918 290
1 110 670
112 074
895 661
960 500
110 103
Other income
356 542
1 286
250 918
1 015
20 048
79
19 692
413
58 832
733
62 825
468
105 738
343
96 258
393
2 141 034
14 095
1 966 264
15 198
Total income
357 828
251 933
20 127
20 105
59 565
63 293
106 081
96 651
2 155 129
1 981 462
50 567
30 958
89 306
48 523
65 413
100 025
14 231
2 701
9 085
13 654
2 213
9 424
14 392
20 273
26 223
13 011
17 559
33 658
67 279
–
45 502
60 271
–
42 550
439 791
1 132 072
385 118
404 977
1 140 654
392 125
Total expenses
Other disclosable items
170 831
(108)
213 961
146
26 017
(72)
25 291
(86)
60 888
(16)
64 228
(12)
112 781
(135)
102 821
(106)
1 956 981
(6 667)
1 937 756
(29 889)
Net unspent funds/
(deficit)
186 889
38 118
(5 962)
(5 272)
(1 339)
(947)
(6 835)
(6 276)
191 481
13 817
(182 988)
(34 506)
(215)
(3 508)
96
(1 236)
407
1 214
(192 333)
(70 789)
Net unspent funds/
(deficit) after capital
expenditure
3 901
3 612
(6 177)
(8 780)
(1 243)
(2 183)
(6 428)
(5 062)
(852)
(56 972)
682 542
273 251
506 337
280 036
36 307
8 873
37 809
9 653
75 963
58 880
56 656
39 908
37 615
29 483
33 308
31 545
2 200 544
1 407 852
1 676 227
1 075 016
130
113
40
44
46
46
278
302
1 236
1 248
Expenses
Employee costs
Other expenses
Total assets
Total liabilities
No. of employees excl.
interns
181
Heading 1
PART D
182
as at 31 March 2013
183
Performance Indicator Report
Table 44: NRF Performance Against its Strategic Goals
Annual Report 2012/13
Strategic
goal
Performance
Actual
2011/12
Nominator
or number
Denominator
Ratio % or
number
Target
Variance
Annual
target
Variance
Promoting internationally competitive research as a basis for a knowledge economy
Percentage of total resources expensed to grants (incl scholarships) as proportion
of RISA expenditure (R’000) within the current financial year
80%
1 186 878
1 454 065
82%
87%
-5%
Total NRF expenditure as % of R4 billion per annum target (2015) (R’000)
56%
2 312 908
4 000 000
58%
80%
-22%
Average number of ISI publications per NRF-supported researcher across all
disciplines (reported annually)
2.07
–
–
2.21
1.9
0.31
Average number of ISI publications per National Facility researcher (reported
annually)
1.82
–
–
2.46
2
0.46
82%
2 638
3 000
88%
72%
16%
Black
20%
569
2 638
22%
18%
4%
Women
29%
780
2 638
30%
27%
3%
16%
2 031
14 161
14%
14%
0%
Growing a representative science and technology workforce in South Africa
NRF-rated researchers as a proportion of estimated active ISI researchers in the
country
Proportion of NRF-rated researchers from designated groups to total
number of rated researchers
Proportion of NRF-funded PhDs to total PhDs registered nationally (reported
annually)
Proportion of NRF grantholders from designated groups to total
number of NRF grantholders
Black
26%
790
3 079
26%
30%
-4%
Women
33%
1 044
3 079
34%
40%
-6%
592 607
–
–
524 789
796 000
-271 211
27 608
–
–
41 722
26 356
15 366
Number of learners reached through science advancement activities
Number of educators reached through science advancement activities
Growing a representative science and technology workforce in South Africa : Corporate human resources and transformation (NRF internally)
Black
68%
842
1 236
68.1%
71.5%
-3.4%
Women
41%
499
1 236
40.4%
41.3%
-0.9%
Disabilities
1.0%
8
1 236
0.6%
1.2%
-0.6%
Black
34%
94
278
33.8%
44.3%
-10.5%
Women
22%
51
278
18.3%
28.8%
-10.5%
Proportion of foreign nationals employed to total NRF staff
4.2%
77
1 236
6.2%
3.0%
3.2%
Staff turnover: below 5%
8.4%
119
1 236
9.6%
6.0%
3.6%
Proportion of seconded staff employed
(to provide additional internal expertise) to total NRF staff
0.2%
3
1 236
0.2%
0.2%
0.0%
Proportion of training expenditure to total salary budget (R’ 000 000)
1.9%
9 355
443 745
2.1%
2.0%
0.1%
Proportion of NRF staff with postgraduate qualifications
27%
376
1 236
30.4%
25.0%
5.4%
Proportion of NRF staff members from designated groups to total NRF
staff
Proportion of South Africans from designated groups in three highest
employment categories
184
Key Performance Indicator Report
Two (2) approaches have been used in organising
the data in the tables:
 NRF performance against the
Balanced Scorecard perspectives.
The following section contains tables on the
performance targets set for 2012/13 and the
NRF’s actual performance against this target.
 NRF performance indicators against
organizational goals; and
Comments on deviations
This deviation is largely due to the SARChI programme. Once the NRF awards a Chair to the HEI, the NRF is not in control of the rate at which the recruitment process, internal to the
HEI, is implemented in order to fill the position. Additional contributors to the variance are the fact that the National Equipment programme was delayed in anticipation of a shortfall of
funds in the SKA SA project. This did not materialise during the period under review. Also, SAASTA income was reduced by 20%.
Same as above: This deviation is largely due to the SARChI programme. Once the NRF awards a Chair to the HEI, the NRF is not in control of the rate at which the recruitment process,
internal to the HEI, is implemented in order to fill the position. Additional contributors to the variance are the fact that the National Equipment programme was delayed in anticipation of
the shortfall of funds in the SKA SA project. This did not materialise during the period under review. Also, SAASTA income was reduced by 20%. The NRF has carried forwarded these
funds to the next financial year. It should be noted that the current years targets were ambitious and will be adjusted accordingly in the coming financial year.
–
Due to increased collaborations both locally and abroad and the increase in the number of students supported by the National Research Facilities, there is an appreciable increase in
performance with respect to research outputs.
This is an indication of the research community's acceptance of the rating system as a key driver in the NRF’s aim to build a globally competitive science system in South Africa. Going
forward the target will be adjusted appropriately.
The organisation is making excellent progress by exceeding the targets for black and female researchers. Through the application of targeted programmes, the NRF has been successful in
attracting and retaining researchers from designated groups to the NSI. Since this indicator is purely dependent on the demographics of the pipeline of students coming through from basic
education to higher education and the recruitment of researchers at HEIs (a process that NRF has no control over), the NRF is unable accurately to project the throughput.
–
This indicator is a ratio of the designated group to total NRF grant-holders. While both the numbers of black and female grant-holders increased over the reporting period, the total
number of grant-holders also increased by 6.5%, which has impacted on the ratio and the performance against target.
While it was noted that there was an element of double counting while setting this performance target, the variance is due to the audit requirement to provide third party assurance on
performance in this area. This target will be adjusted accordingly in the Annual Performance Plan for the new financial year.
The National Zoological Gardens implemented a formal teacher-tracking system. This intervention improved the ability to track educators and resulted in increased interactions. In
addition, other National Research Facilities increased science advancement interventions and collaborations with other organisations and institutions, thereby increasing the interaction
with educators.
The NRF continues to prioritise the attraction and retention of skilled people from designated groups.
The deviation from target is a result of the termination of two employment contracts due to death in service and a dismissal for misconduct.
Members of designated groups are in high demand, especially in the highest employment categories. The NRF competes in an environment where the public sector is often outpriced
by the private sector. For this reason, the NRF has implemented the Professional Development Programme and the Management Development Programme which are capacity-building
instruments.
There is a small pool of South African women with the required skills and competencies to work at these levels. The NRF will use the Professional Development Programme to build
capacity.
The organisation is required to meet specific strategic goals that require rare skills e.g. the astronomy domain . For this reason, the recruitment of certain positions is open to foreign
nationals in order to meet the domain-specific requirements. The NRF implements skills-transfer programmes in parallel to ensure local capacity building continues.
There is a demand in the market for highly skilled technical functionaries. NRF staff are trained in a multidisciplinary environment and get targeted and head-hunted for their skills. It
should be noted that the performance of the organisation is still below the national average of 11%.
–
–
The NRF by its nature and mandate attracts postgraduates to positions at all levels.
185
Table 44: NRF Performance Against its Strategic Goals (continued)
Strategic
goal
Performance
Actual
2011/12
Nominator
or number
Denominator
Ratio % or
number
Target
Variance
Annual
target
Variance
Proportion of RISA grant investment (excluding scholarships) in research
equipment at Research Institutions and National Research Facilities (R'000)
18%
90 350
918 438
10%
10%
0%
Proportion of RISA competitive grants investment (excluding scholarships) in
National Research Facilities (R’000)
3%
20 863
918 438
2%
4%
-2%
Proportion of RISA expenses invested in RISA information services & platforms
(R’000)
4%
48 655
1 454 065
3%
4%
-1%
Proportion investment in CAPEX (R’000)
5%
208 753
2 312 908
9%
16%
-7%
Proportion of RISA grant expenses (excluding scholarships) allocated to researchers
& HEIs for access to National Research Facilities and equipment (R’000)
0.2%
458
0.0%
2.0%
-1.9%
918 438
SAAO
Refereed papers published by SA users of the observatory (excl
NF researchers)
–
–
–
11
5
6
iThemba LABS
Proportion of international collaboration to total collaboration
–
281
572
49%
20%
29%
SAEON
Number of collaborations with National and Provincial
departments as well as research institutions
–
–
–
53
18
35
SAIAB
Marine Platform: Use of Ukwabelana - no. of trips per annum
–
–
–
57
30
27
NZG
No. of researchers using the Facility excluding National Facilities
staff
–
–
–
18
25
-7
SKA SA
International projects accommodated on and supported by the
Karoo Astronomy Reserve
–
–
–
3
3
0
HartRAO
Percentage time available on the 26 m telescope to participate
in the international Very Long Baseline Interferometry (VLBI)
experiments
–
–
–
98%
95%
3%
Operating world-class evaluation and grant-making systems
Proportion of available grant funding expensed (R’000)
Proportion of rated researchers funded by the NRF
77%
1 262 845
1 509 862
84%
89%
-5%
76%
2 141
2 638
81%
75%
6%
Proportion of designated income to total income (R'000)
51%
1 288 123
2 312 056
56%
61%
-5%
Proportion of operating expenditure to total expenditure (R'000)
19%
378 233
2 312 908
16%
17%
-1%
Proportion of remuneration to total expenditure (R'000)
18%
443 745
2 312 908
19%
15%
4%
Ratio of ICT expenditure to total expenditure (R'000)
2.0%
65 025
2 312 908
2.8%
2.0%
0.8%
–
881
3 079
29%
28.1%
0.5%
13%
129 128
918 438
14%
13%
1%
6%
61 196
918 438
7%
11%
-4%
967 639
–
–
883 877
830
543
53 334
107
–
–
137
43
94
54
–
–
55
27
28
Contributing to a vibrant National Innovation System
Proportion of RISA grant-holders in Social Sciences and Humanities to total
number of grant-holders
Ratio of RISA grant investment in Social Sciences and Humanities
Proportion of RISA grant investment in international initiatives to total RISA grant
expenditure (R'000)
Interaction with the public at large through science advancement activities
Number of career exhibits/exhibitions produced and travelled
186
Comments on deviations
–
Research equipment funding to the National Research Facilities was reduced to cater for R5.5m NZG pension shortfall and R3m to the SALT operations levy. R7m was allocated for
SALT equipment upgrades and these amounts were not administered through the grant system.
By performing below target, the organisation demonstrated that the efficiency mechanisms implemented are successful and have therefore resulted in a reduction in overheads.
The compliance with rigorous Supply Chain Management procedures, as well as the lag time in manufacturing and implementing specialised National Research Facilities equipment,
resulted in the target not being met.
The collaboration with the National Research Facilities programme is being phased out.
SAAO used this year to establish a baseline. Future targets will be set accordingly. Processes to identify these publications are still being refined.
The collaboration figures are dependant on international partners having the resources to engage with the facility. Therefore target setting is difficult. Over the reporting period iThemba
LABS participated in more collaborations than anticipated. The target for the Annual Performance Plan for 2014/15 will be adjusted accordingly.
There was an increased awareness of the SAEON profile which increased interest in SAEON and resulted in collaborations.
The demand for this vessel was much higher than anticipated as it is an affordable and versatile vessel that is suitable for coastal and in-shore work at short notice. Ukwabelana is a
new vessel and the performance data will be used as the baseline in setting future targets.
The function of the NZG's Research Ethics and Scientific Committee is to review research proposals for research to be conducted at the NZG. During 2012/13 the Committee improved
on the assessment of proposals and in particular the relevance and quality of research being conducted at the NZG. This impacted on the number of approved research projects at the
Facility, thereby impacting directly on the number of researchers using the Facility.
–
The exceeding of target in this area is an indicator of the efficiency of operation of the 26 m telescope at HartRAO. With reduced downtime, more research time was allocated.
The 84% is an improvement on the previous year's performance. The underachievement is a result of the organisation not being in control of the rate at which the internal recruitment
process at HEIs is implemented in filling the position after the NRF awarded the Research Chairs.
Increase in additional contract funding resulted in the NRF being able to fund more rated researchers than anticipated.
The variance is due to a shortfall of R282m in the amount carried forward from the 2011/12 budget which was expected from the DST and was not received during that period for the
SKA project which added to a total of R143m of unspent funds in the 2012/13 which was a result of the slow rollout of the project.
The NRF, through the implementation of austerity measures, has been able to outperform this efficiency target.
In an effort to align the organisation to the 50th percentile of the market, salary scales were adjusted. This is an attempt to attract and retain suitably qualified staff and professionals
in designated groups.
The overperformance in this area is a result of the organisation’s effort to place more focus on and grow this area of research including the Research Chairs.
The growth of grant contract funding resulted in a reduction of the international grant ratio, thereby reducing the performance against the targets set.
Performance in this area is also dependent on contract funding that is received on an ad hoc basis and cannot be determined and projected for upfront. Hence the target was exceeded
due to the growth of the contract income during the period under review.
In an attempt to engage with a younger society, the NRF also makes use of social media and web-based solutions as opposed to publications only.
Performance in this area is also dependent on contract funding that is received on an ad hoc basis and cannot be determined and projected for upfront. Hence the target was exceeded
due to the growth of the contract income during the period under review.
187
Table 45: NRF Balanced Scorecard Framework
Balance Scorecard Perspective
Actual
2011/12
Performance
Nominator
Denominator
or number
Target
Variance
Ratio % or
number
Annual
target
Variance
Stakeholder perspective
Average number of ISI publications per NRF-supported researcher across all disciplines
2.07
–
–
2.21
1.9
0.31
NRF-rated researchers as a proportion of estimated active ISI researchers in the country
82%
2 638
3 000
88%
72%
16%
Proportion of NRF-funded PhDs to total PhDs registered nationally
16%
2 031
14 161
14%
14%
0%
Proportion of NRF investment in providing research platforms at National Research Facilities (R'000)
61%
739 889
2 312 908
32%
41%
-9%
Proportion of RISA grant investment (excluding scholarships) in research equipment at Research
Institutions and National Research Facilities (R'000)
18%
90 350
918 438
10%
10%
0%
Proportion of RISA competitive grants investment (excluding scholarships) in National Research
Facilities (R'000)
3.4%
20 863
918 438
2%
4%
-2%
Proportion of RISA expenses invested in RISA information services & platforms (R'000)
3.5%
48 655
1 454 065
3%
4%
-1%
5%
208 753
2 312 908
9%
16%
-7%
881
3 079
29%
28%
1%
13%
129 128
918 438
14%
13%
1%
6%
61 196
918 438
7%
11%
-4%
592 607
–
–
524 789 796 000
-271 211
27 608
–
–
967 639
–
–
107
–
–
137
43
94
54
–
–
55
27
28
Proportion of designated income to total income (R'000)
51%
1 288 123
2 312 056
56%
61%
-5%
Proportion of operating expenditure to total expenditure (R'000)
19%
378 233
2 312 908
16%
17%
-1%
Proportion investment in CAPEX (R'000)
Proportion of RISA grant-holders in Social Sciences and Humanities to total number of grant holders
Ratio of RISA grant investment in Social Sciences and Humanities (R'000)
Proportion of RISA grant investment in international initiatives to total RISA grant expenditure (R'000)
Number of learners reached through Science Advancement activities
Number of educators reached through Science Advancement activities
Interaction with the public at large through Science Advancement activities
Number of career exhibits/exhibitions produced and travelled
41 722
26 356
15 366
883 877 830 543
53 334
Financial
Proportion of remuneration to total expenditure (R'000)
18%
443 745
2 312 908
19%
15%
4%
Total NRF expenditure as % of R4 billion per annum target (2015) (R'000)
56%
2 312 908
4 000 000
58%
80%
-22%
Proportion of available grant funding expensed (R'000)
77%
1 262 845
1 509 862
84%
89%
-5%
Proportion of rated researchers funded by NRF
76%
2 141
2 638
81%
75%
6%
Organisational
188
Table 45: NRF Balanced Scorecard Framework (continued)
Actual
2011/12
Balance Scorecard Perspective
Performance
Nominator
Denominator
or number
Ratio % or
number
Target
Variance
Annual
target
Variance
Organisational learning and growth
Proportion of training expenditure to total salary budget (R’000)
1.9%
9 355
443 745
2.1%
2%
0%
Proportion of NRF staff with postgraduate qualifications
27%
376
1 236
30%
25%
5%
0%
3
1 236
0.2%
0.2%
0.0%
Black
62%
298
470
63%
71%
-8%
Women
41%
191
470
41%
51%
-11%
Black
79%
2 298
2 951
78%
80%
-2%
Women
54%
1 657
2 951
56%
55%
1%
Black
54%
1 931
3 397
57%
55%
2%
Women
49%
1 707
3 397
50%
50%
1%
Black
56%
1 102
2 031
54%
56%
-2%
Women
48%
985
2 031
48%
50%
-1%
Black
42%
210
460
46%
44%
2%
Women
40%
208
460
45%
44%
2%
Proportion of seconded staff employed (to provide additional internal expertise) to total NRF staff
Human Resources and Transformation (External)
Proportion of 3rd year/4th year students from designated groups supported
Proportion of BTech/Honours students from designated groups supported
Proportion of Master’s students from designated groups supported
Proportion of Doctoral students from designated groups supported
Proportion of Post-doctoral students from designated groups supported
Black
26%
790
3 079
26%
30%
-4%
Women
33%
1 044
3 079
34%
40%
-6%
Proportion of NRF-rated researchers from designated groups to total number of rated Black
researchers
Women
20%
569
2 638
22%
18%
4%
29%
780
2 638
30%
27%
3%
Black
68%
842
1 236
68%
71.5%
-3.4%
Proportion of NRF staff members from designated groups to total NRF staff
Women
41%
499
1 236
40%
41.3%
-0.9%
Disabilities
1.0%
8
1 236
1%
1.2%
-0.6%
Proportion of South Africans from designated groups in three highest employment
categories
Black
34%
94
278
34%
44.3%
-10.5%
Women
22%
51
278
18%
28.8%
-10.5%
Proportion of NRF grant-holders from designed groups to total number of NRF grant
holders
Human Resources and Transformation (Internal)
Proportion of foreign nationals employed to total NRF staff
4.2%
77
1 236
6.2%
3.0%
3.2%
Staff turnover: below 5%
8.4%
119
1 236
10%
6.0%
3.6%
189
List of
publications of
Publications
the National Research
Facilities’ staff, students and
associates publishing under
Astronomy
the Facilities name.
South African Astronomical
Balona LAD, Breger M, Catanzaro G. 2012.
Observatory (SAAO)
Unusual high-frequency oscillations in the
Abdelwahab M, Goswami R, Dunsby PKS. 2012.
Kepler δ Scuti star KIC 4840675, Monthly
Cosmological dynamics of fourth-order gravity:
Notices of the Royal Astronomical Society, 424:
Bird AJ, Coe MJ, McBride VA, Udalski A. 2012. On
a compact view, Physical Review D, 85: 1–7.
1187–1196.
the periodicities present in the optical light curves of
Small Magellanic Cloud Be/X-ray binaries, Monthly
Abebe A, Abdelwahab M, De la Cruz Dombriz
Balona LAD, Joshi S, Joshi YC, Sagar R. 2013.
DA, Dunsby PKS. 2012. Covariant gauge-
Pulsation and rotation of Kepler stars in the
3663–3678.
invariant perturbations in multi-fluid f(R)
NGC 6866 field, Monthly Notices of the Royal
gravity, Classical and Quantum Gravity, 29:
Astronomical Society, 429: 1466–1478.
1–30.
Blake C, Brough S, Colless M, Gilbank DG. 2012. The
WiggleZ Dark Energy Survey: joint measurements of
Balona LAD, Nemec JM. 2012. A search for SX
the expansion and growth history at z < 1, Monthly
Abebe A, Goswami R, Dunsby PKS. 2011.
Phe stars among Kepler δ Scuti stars, Monthly
Shear-free
405–414.
perturbations
of
f(R)
gravity,
Physical Review D, 84: 1–7.
2413–2418.
Boffin HMJ, Miszalski B, Jones D. 2012. The
Acker A, Boffin HMJ, Outters N, Miszalski B.
Balona LAD. 2012. Kepler observations of
enigmatic central star of the planetary nebula PRTM
2012. Discovery of new faint northern galactic
flaring in A-F type stars, Monthly Notices of the
1, Astronomy and Astrophysics, 545: 1–7.
planetary
Royal Astronomical Society, 423: 3420–3429.
nebulae,
Revista
Mexicana
de
Astronomia Y Astrofisica, 48: 223–233.
Boffin HMJ, Miszalski B, Rauch T. 2012. An
Balona, LAD. 2012. Combination frequencies
interacting binary system powers precessing
Arkhipova VP, Ikonnikova NP, Kniazev A,
in δ Scuti stars, Monthly Notices of the Royal
outflows of an evolved star, Science, 338: 773–775.
Rajoelimanana AF. 2013. Rapid photometric and
spectroscopic evolution of the young planetary
Bozza V, Dominik M, Rattenbury NJ, Buckley DAH,
nebula Hen 3-1357 and its central star SAO
Barlow BN, Kilkenny D, Drechsel H, O'Donoghue
Menzies JW, Gulbis AAS, Kniazev A, Vaisanen P.
244567, Astronomy Reports, 39: 201–213.
DEA. 2013. EC 10246-2707: an eclipsing
2012. OGLE-2008-BLG-510: first automated real-
subdwarf B + M dwarf binary, Monthly Notices
time detection of a weak micro-lensing anomaly –
of the Royal Astronomical Society, 430: 22–31.
brown dwarf or stellar binary?, Monthly Notices of
Bachelet E, Fouque P, Han C, Menzies JW.
2012. A brown dwarf orbiting an M-dwarf: MOA
the Royal Astronomical Society, 424: 902–918.
2009-BLG-411L, Astronomy and Astrophysics,
Bassett BA, Fantaye Y, Hlozek R, Kotze J.
547: 1–12.
2011. Fisher Matrix preloaded: Fisher4Cast,
Breger M, Fossati L, Balona LAD. 2012. Relationship
International Journal of Modern Physics D, 20:
between low and high frequencies in δ Scuti stars:
2559–2598.
photometric Kepler and spectroscopic analyses
Bachelet E, Shin IG, Han C, Menzies JW. 2012.
MOA 2010-BLG-477Lb: constraining the mass
of the rapid rotator KIC 8054146, Astrophysical
of a micro-lensing planet from micro-lensing
Berdnikov LN, Vozyakova OV, Kniazev A. 2012.
parallax, orbital motion, and detection of
BV I c photometry of RR Lyrae stars, Astronomy
blended light, Astrophysical Journal, 754: 1–17.
Reports, 56: 290–304.
Journal, 759: 1–10.
Burgemeister S, Gvaramadze VV, Stringfellow GS,
Kniazev A. 2013. WR 120bb and WR 120bc: a pair of
190
WN9h stars with possibly interacting circumstellar
Dalessio J, Sullivan J, Provencal JL, Kilkenny D,
spectroscopic survey of star formation in M* > 5 ×
shells, Monthly Notices of the Royal Astronomical
Sefako RR. 2013. Periodic variations in the O-C
108 Msun galaxies since z ~ 1, Monthly Notices of
Society, 429: 3305–3315.
diagrams of five pulsation frequencies of the
the Royal Astronomical Society, 425: 1738–1752.
DB white dwarf EC 20058-5234, Astrophysical
Campbell H, D'Andrea CB, Nichol RC, Bassett BA.
Journal, 765: 41395–41402.
Gvaramadze VV, Kniazev A, Chene AN. 2013. Two
2013. Cosmology with photometrically classified
massive stars possibly ejected from NGC 3603 via
Type Ia supernovae from the SDSS-II Supernova
Dupree AK, Brickhouse NS, Cranmer SR, Crause
a three-body encounter, Monthly Notices of the
Survey, Astrophysical Journal, 763.
LA. 2012. TW Hya: spectral variability, X-rays,
Royal Astronomical Society, 430: L20–L24.
and accretion diagnostics, Astrophysical Journal,
Carloni S, Goswami R, Dunsby PKS. 2012. A
750: 1–19.
Gvaramadze VV, Kniazev A, Miroshnichenko
new approach to reconstruction methods in f(R)
gravity, Classical and Quantum Gravity, 29: 1–5.
AS, Buckley DAH, Crause LA, Crawford SM,
Feast MW, Menzies JW, Whitelock PA. 2013. A
Gulbis AAS, Hettlage C, Kotze JP, Loaring N,
carbon-rich Mira variable in a globular cluster:
O'Donoghue DEA, Pickering TE, Potter SB,
Catanzaro G, Balona LAD. 2012. Abundances in
a stellar merger, Monthly Notices of the Royal
Romero E, Vaisanen P. 2012. Discovery of two
HD 27411 and the helium problem in Am stars,
Astronomical Society, 428: L36–L38.
new Galactic candidate luminous blue variables
Monthly Notices of the Royal Astronomical Society,
421: 1222–1230.
with the Wide-field Infrared Survey Explorer,
Feast MW, Whitelock PA, Menzies JW, Matsunaga
Monthly Notices of the Royal Astronomical
N. 2012. The Cepheid distance to the Local Group
Society, 421: 3325–3337.
Choi JY, Shin IG, Han C, Menzies JW. 2012. A
galaxy NGC 6822, Monthly Notices of the Royal
new type of ambiguity in the planet and binary
interpretations of central perturbations of high-
Haberl F, Sturm R, Ballet J, Bomans DJ, Buckley
DAH. 2012. The XMM-Newton survey of the Small
magnification gravitational micro-lensing events,
Finkelman I, Brosch N, Funes S.J. SJJG, Barway
Magellanic Cloud, Astronomy and Astrophysics,
Astrophysical Journal, 756: 1–9.
S, Kniazev A, Vaisanen P. 2012. Dust and ionized
545: 1–11.
gas association in E/S0 galaxies with dust lanes:
Choi JY, Shin IG, Park SY, Menzies JW. 2012.
clues to their origin, Monthly Notices of the Royal
Hlozek R, Kunz M, Bassett BA. 2012. Photometric
Characterizing lenses and lensed stars of high-
supernova cosmology with BEAMS and SDSS-II,
magnification single-lens gravitational micro-
lensing events with lenses passing over source
Foley RJ, Filippenko AV, Kessler R, Bassett BA.
stars, Astrophysical Journal, 751: 1–14.
2012. A mismatch in the ultraviolet spectra
Inno L, Matsunaga N, Bono G, Laney CD. 2013.
between
intermediate-
On the distance of the Magellanic Clouds using
Christou AA, Kwiatkowski T, Gulbis AAS. 2012.
redshift Type Ia supernovae as a possible
low-redshift
and
Cepheid NIR and Optical-NIR Period-Wesenheit
Physical and dynamical characterisation of low
systematic uncertainty for supernova cosmology,
relations, Astrophysical Journal, 764.
ΔV NEA (190491) 2000 FJ10, Astronomy and
Astronomical Journal, 143: 1–25.
Astrophysics, 548: A63-1–A63-9.
Joshi S, Semenko E, Martinez P. 2012. A
Gilbank DG, Parkinson D, Riemer-Sorensen S,
spectroscopic analysis of the chemically peculiar
Cioni MRL, Kamath D, Rubele S, Miszalski B.
Blake C. 2012. The WiggleZ Dark Energy Survey:
star HD 207561, Monthly Notices of the Royal
2013. The VMC Survey. VI. Quasars behind the
final data release and cosmological results,
Magellanic system, Astronomy and Astrophysics,
Physical Review D, 86: 103518-1–103518-22.
549: A29-1–A29-16.
McDonald I, Zijlstra AA, Johnson CI, Rajoelimanana
AF. 2013. On the impossible NGC 4372 V1 and
Gould A, Yee JC, Bond IA, Menzies JW. 2013.
V2: an extended AGB to the [Fe/H] = -2.2 cluster,
Coppin KEK, Geach JE, Webb TMA, Gilbank DG.
MOA-2010-BLG-523: ‘failed planet’ = RS CVn
2012. The Herschel Filament: a signature of the
star, Astrophysical Journal, 763: 141-1–141-11.
429: L65–L69.
the assembly of massive clusters at z = 0.9,
Greene CR, Gilbank DG, Balogh ML. 2012.
Miszalski B, Boffin HMJ, Corradi RLM. 2013. A
The slowly evolving role of environment in a
carbon dwarf wearing a Necklace: first proof of
environmental drivers of galaxy evolution during
191
accretion in a post-common-envelope binary central
Parisi P, Masetti N, Jimenez-Bailon E, Charles
observations of the luminous infrared galaxy IC
star of a planetary nebula with jets, Monthly Notices
PA, McBride VA. 2012. Accurate classification
883: a nuclear starburst and an AGN candidate
of the Royal Astronomical Society, 428: L39–L43.
of 29 objects detected in the 39-month Palermo
revealed, Astronomy and Astrophysics, 543: 1–9.
Swift/BAT hard X-ray catalogue, Astronomy and
Miszalski B, Crowther PA, De Marco O. 2012. IC
Astrophysics, 545: 1–14.
4663: the first unambiguous [WN] Wolf-Rayet
a supernova remnant containing a high-mass X-ray
central star of a planetary nebula, Monthly Notices
Pathania A, Lal AK, Mohan C, Medupe T. 2012.
Kippenhahn and Thomas averaging method for
Miyake N, Udalski A, Sumi T, Menzies JW. 2012.
Seward FD, Charles PA, Foster D. 2012. DEM L241,
binary, Astrophysical Journal, 759: 1–9.
the structure of rotating stars, Bulletin of the
Sharina M, Aringer B, Davoust E, Kniazev A.
Astronomical Society of India, 40: 41–50.
2012. A CH star in the globular cluster NGC 6426,
A possible binary system of a stellar remnant
in the high-magnification gravitational micro-
Polishook D, Binzel RP, Lockhart M, Gulbis AAS
lensing event OGLE-2007-BLG-514, Astrophysical
2012. Spectral and spin measurement of two
Journal, 752: 1–12.
small and fast-rotating near-Earth asteroids,
Shin IG, Han C, Choi JY, Menzies JW. 2012.
Icarus, 221: 1187–1189.
Characterizing
Mohamed S, Mackey J, Langer N. 2012. 3D
423: L31–L35.
low-mass
binaries
from
observation of long-timescale caustic-crossing
simulations of Betelgeuse's bow shock, Astronomy
Poole GB, Blake C, Parkinson D, Gilbank DG.
gravitational micro-lensing events, Astrophysical
and Astrophysics, 541: 1–17.
2013. The WiggleZ Dark Energy Survey: probing
Journal, 755: 1–10.
the epoch of radiation domination using largeMongwane B, Dunsby PKS, Osano B. 2012. Cosmic
scale structure, Monthly Notices of the Royal
Shin IG, Han C, Gould A, Menzies JW. 2012.
electromagnetic fields due to perturbations in the
Micro-lensing binaries with candidate brown
gravitational field, Physical Review D 86: 1–13.
dwarf companions, Astrophysical Journal, 760:
Provencal JL, Montgomery MH, Kanaan A, Sefako
116-1–116-10.
Newling J, Bassett BA, Hlozek R. 2012. Parameter
RR, Buckley DAH, Loaring N, Kniazev A. 2012.
estimation with Bayesian estimation applied
Empirical determination of convection parameters
Smith M, Nichol RC, Dilday B, Bassett BA. 2012.
to multiple species in the presence of biases
in white dwarfs. I. Whole earth telescope
The SDSS-II Supernova Survey: parameterizing
and correlations, Monthly Notices of the Royal
observations of EC14012-1446, Astrophysical
the Type Ia supernova rate as a function of host
Journal, 751: 1–19.
galaxy properties, Astrophysical Journal, 755:
1–24.
North P, Cescutti G, Jablonka P, Letarte B.
Rajpaul V. 2012. Evolutionary-algorithm-based
2012. Manganese in dwarf spheroidal galaxies
analysis of gravitational micro-lensing light
Smolders K, Neyskens P, Blommaert JAD, Feast
Astronomy and Astrophysics, 541: 1–19.
curves, Monthly Notices of the Royal Astronomical
MW, Menzies JW, Van Wyk FG. 2012. The Spitzer
Society, 427: 1755–1768.
spectroscopic survey of S-type stars, Astronomy
Nzioki AM, Dunsby PKS, Goswami R, Carloni
and Astrophysics, 540: 1–26.
S. 2011. Geometrical approach to strong
Ramirez I, Michel R, Sefako RR, Tucci Maia MM,
gravitational lensing in f(R) gravity, Physical
Van Wyk FG. 2012. The UBV(RI)C colors of the
Street RA, Choi JY, Tsapras Y, Menzies JW.
Review D, 83: 1–10.
sun, Astrophysical Journal, 752: 1–13.
2013. MOA-2010-BLG-073L: an M-dwarf with a
Nzioki AM, Goswami R, Dunsby PKS, Ellis GFR
Riemer-Sorensen S, Blake C, Parkinson D, Gilbank
2011. Shear-free perturbations of Friedmann-
DG. 2012. The WiggleZ Dark Energy Survey:
Lemaître-Robertson-Walker universes, Physical
cosmological neutrino mass constraint from blue
Trichas M, Green PJ, Silverman JD, Romero E. 2012.
Review E, 84 1–6.
high-redshift galaxies, Physical Review D, 85: 1–7.
The Chandra Multi-wavelength Project: optical
substellar companion at the planet/brown dwarf
boundary, Astrophysical Journal, 763.
spectroscopy and the broadband spectral energy
Okouma P, Fantaye Y, Bassett BA. 2013. How flat
Romero-Canizales C, Perez-Torres MA, Alberdi
distributions of X-ray-selected AGNs, Astrophysical
is our Universe really?, Physics Letters B, 719: 1–4.
A, Vaisanen P. 2012. e-MERLIN and VLBI
Journal Supplement Series, 200: 1–16.
192
Ulusoy C, Gulmez T, Stateva I, Pickering TE,
Whitelock PA. 2012. Asymptotic Giant Branch
Botai OJ, Combrinck WL, Rautenbach CJ. 2013.
Balona LAD. 2013. Mode identification in the
variables in the galaxy and the Local Group,
On the global geodetic observing system: Africa’s
high-amplitude Scuti star V2367 Cyg, Monthly
Astrophysics and Space Science, 341: 123–129.
preparedness and challenges, Acta Astronautica,
3551–3558
83: 119–124.
Williams PM, Van der Hucht KA, Van Wyk FG,
Marang F, Whitelock PA. 2013. Long-term
Botha RC, Strauss HJ, Bollig C, Combrinck WL.
Van Heerden P, Martinez P, Kilkenny D. 2012.
semiregular dust formation by the WC9+B0I
2013. High average power 1314 nm Nd:YLF laser,
Determination of the rotation periods for the roAp
system WR 70, Monthly Notices of the Royal
passively Q-switched with V:YAG, Optics Letters,
stars HD 9289 and HD 190290 and non-detection
38: 980–982.
stars HD 75425 and HD 217522, Monthly Notices
Woudt PA, Warner B, Gulbis AAS, Copperjans R.
Gwinn CR, Johnson MD, Reynolds JE, Quick JFH.
2012. CC Sculptoris: a superhumping intermediate
2012. Noise in the cross-power spectrum of the
polar, Monthly Notices of the Royal Astronomical
Vela pulsar, Astrophysical Journal, 758(1): 13–16.
of rotational amplitude modulation in the roAp
Van Uitert E, Hoekstra H, Franx M, Gilbank DG.
Society, 427: 1004–1013.
2013. Stellar mass versus velocity dispersion
Gwinn CR, Johnson MD, Reynolds JE, Quick JFH.
as tracers of the lensing signal around bulge-
Zalucha AM, Gulbis AAS. 2012. Comparison of a
2012. Size of the Vela pulsar’s emission region at
dominated galaxies, Astronomy and Astrophysics,
simple 2-D Pluto general circulation model with
18 cm wavelength, Astrophysical Journal, 758:
549: A7-1–A7-9.
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Steyn GF, Vilakazi ZZ. 2013. Long-range angular
2183-1–2183-17.
at √s = 2.76 TeV, Physics Letters B, 718(2):
295–306.
correlations on the near and away side in p-Pb
collisions at √sNN = 5.02 TeV, Physics Letters B,
719(41277): 29–41.
Transverse sphericity of primary charged particles
in minimum bias proton-proton collisions at √s =
2013. Charge separation relative to the reaction
EZ, Bossu F, Fortsch SV, Steyn GF, Vilakazi ZZ.
0.9, 2.76 and 7 TeV, European Physical Journal C,
plane in Pb-Pb collisions at √sNN = 2.76 TeV,
2013. Transverse momentum distribution and
72(9): 2124-1–2124-16.
in p + Pb collisions at √sNN = 5.02 TeV, Physical
Review Letters, 110(8): 082302-1–082302-11.
EZ, Fortsch SV, Steyn GF, Vilakazi ZZ. 2012. Multi-
198
Physical Review Letters, 110(1): 012301-1–
012301-11.
nuclear modification factor of charged particles
Science, 75: 235–242.
2013. Anisotropic flow of charged hadrons, pions
Khamlich S, McCrindle R, Nuru ZY, Cingo N, Maaza
M. 2013. Annealing effect on the structural and
and(anti-)protons measured at high transverse
Freer M, Itoh M, Kawabata T, Fujita H, Akimune
optical properties of Cr/α-Cr2O3 monodispersed
momentum in Pb-Pb collisions at √sNN = 2.76
H, Buthelezi EZ, Carter J, Fearick RW, Fortsch
particles based solar absorbers, Applied Surface
TeV, Physics Letters B, 719(41277): 18–28.
SV, Fujiwara M, Garg U, Hashimoto N, Kawase K,
Science, 265: 745–749.
Kishi S, Murakami T, Nakanishi K, Nakatsugawa
Abelev B, Adam J, Adamova D, Adare AM, Steyn
Y, Nayak BK, Neveling R, Okumura S, Perez SM,
Khamlich S, Msimanga M, Pineda Vargas CA, Nuru
GF, Buthelezi EZ, Fortsch SV, Vilakazi ZZ. 2012.
Papka P, Sakaguchi H. 2012. Consistent analysis
ZY, McCrindle R, Maaza M. 2012. Compositional
J/ψ suppression at forward rapidity in Pb-Pb
of the 2+ excitation of the 12C Hoyle state populated
analysis and depth profiling of thin film CrO2 by
collisions at √sNN = 2.76 TeV, Physical Review
in proton and α-particle inelastic scattering,
heavy ion ERDA and standard RBS: a comparison,
Letters, 109(7): 072301-1–072301-11.
Physical Review C, 86(3): 034320-1–034320-6.
Materials Characterization, 70: 42–47.
Adam J, Adamova D, Abelev B, Adare AM, Bossu
Goldblum BL, Wiedeking M, Reed T, Alfonso K,
Khamlich S, Nemraoui O, Mongwaketsi N, McCrindle
F, Buthelezi EZ, Fortsch SV, Steyn GF, Vilakazi ZZ.
Allmond JM, Bernstein LA, Bleuel DL, Dietrich FS,
R, Cingo N, Maaza M.. 2012. Black Cr/α-Cr2O3
2013. Pseudorapidity density of charged particles
Hatarik R, Lake PT, Lee I-Y, Lesher SR, Paschalis
nanoparticles based solar absorbers, Physica B:
in p + Pb collisions at √sNN = 5.02 TeV, Physical
S, Petri M, Phair L, Scielzo ND, Vial R, Vujic J.
Condensed Matter, 407(10): 1509–1512.
Review Letters, 110(3): 032301-1–032301-10.
2012. Indirect determination of neutron capture
cross sections on spherical and near-spherical
Lafane S, Kerdja T, Ngom BD, Abdelli-Messaci
Altmeyer A, Josset E, Denis JM, Gueulette J,
nuclei using the surrogate method, Physical
S, Malek S. 2013. Plume study by ion probe and
Slabbert JP, Mutter D, Noel G, Bischoff P. 2012. The
Review C, 85(5): 054616-1–054616-7.
morphology control during pulsed laser deposition
of Sm1-xNdxNiO3, Applied Surface Science, 269:
mTOR inhibitor RAD001 augments radiation-induced
120–124.
growth inhibition in a hepatocellular carcinoma cell
Guttormsen M, Bernstein LA, Burger A, Gorgen
line by increasing autophagy, International Journal of
A, Gunsing F, Hagen TW, Larsen AC, Renstrom
Oncology, 41(4): 1381–1386.
T, Siem S, Wiedeking M, Wilson JN. 2012.
Larsen AC, Ruud IE, Burger A, Goriely
Observation of large scissors resonance strength
S, Guttormsen M, Gorgen A, Hagen TW,
Bentzen SM, Dorr W, Gahbauer R, Howell RW,
in actinides, Physical Review Letters, 109(16):
Harissopulos S, Nyhus HT, Renstrom T, Schiller A,
Joiner MC, Jones B, Jones DTL, Van der Kogel AJ,
162503-1–162503-5.
Siem S, Tveten GM, Voinov A, Wiedeking M. 2013.
Transitional γ strength in Cd isotopes, Physical
Wambersie A, Whitmore G. 2012. Bioeffect modeling
Review C, 87(1): 014319-1–014319-10.
and equieffective dose concepts in radiation
Hatarik R, Bernstein LA, Caggiano JA, Carman ML,
oncology: terminology, quantities and units,
Schneider DHG, Zaitseva NP, Wiedeking M. 2012.
Radiotherapy and Oncology, 105(2): 266–268.
Characterizing time decay of bibenzyl scintillator
Maaza M, Hamidi D. 2012. Nano-structured
using time correlated single photon counting,
Fabry-Pérot resonators in neutron optics and
Buck B, Merchant AC, Perez SM. 2012.
Review of Scientific Instruments, 83(10): 10D911-
tunneling of neutron wave-particles, Physics
Electromagnetic transition strengths in heavy
1–10D911-3.
Reports–Review Section of Physics Letters,
514(5): 177–198.
nuclei, Physical Review C, 85(5): 054302-1–
054302-9.
Ibrahim TT, Perez SM, Wyngaardt SM, Buck B,
Merchant AC. 2012. Hybrid potential analysis of
Maaza M, Mongwaketsi N, Mola GT, Hailu
Buck B, Merchant AC, Perez SM. 2013. Local
exotic clustering in heavy nuclei, Physical Review C,
G, Garab G, Sahraoui B, Hamidi D. 2012.
potential model of the Hoyle band in 12C, Physical
85(4): 044313-1–044313-4.
Nonlinear photonics properties of porphyrins
Review C, 87(2): 024304-1–024304-6.
nanocomposites and self-assembled porphyrins,
Kana N, Khamlich S, Kana Kana JB, Maaza M. 2013.
Journal of Porphyrins and Phthalocyanines,
Cole KE, Buffler A, Van der Meulen NP, Cilliers
Peculiar surface size-effects in NaCl nano-crystals,
16(41463): 985–995.
JJ, Franzidis J-P, Govender I, Liu Cong C.. 2012.
Surface Review and Letters, 20(1): 1350001-1–
Positron emission particle tracking measurements
1350001-8.
with 50 micron tracers, Chemical Engineering
Mammeri S, Ammi H, Dib A, Pineda Vargas CA,
Ourabah S, Msimanga M, Chekirine M, Guesmia A.
199
2012. Stopping power and energy loss straggling
Mongwaketsi N, Khamlich S, Pranaitis M, Sahraoui
Sorghum bicolor seedlings, Journal of Proteomics,
of thin Formvar foil for 0.3–2.7 MeV protons and
B, Khammar F, Garab G, Sparrow R, Maaza M.
73(13): 4139–4150.
alpha particles, Radiation Physics and Chemistry,
2012. Physical origin of third order non-linear
81(12): 1862–1866.
optical response of porphyrin nanorods, Materials
Nuru ZY, Arendse CJ, Khamlich S, Maaza M.
Chemistry and Physics, 134(41308): 646–650.
2012. Optimization of AlxOy/Pt/AlxOy multilayer
spectrally selective coatings for solar–thermal
Mammeri S, Ouichaoui S, Ammi H, Pineda Vargas
applications, Vacuum, 86(12): 2129–2135.
CA, Dib A, Msimanga M. 2012. Sputtering and
Msimanga M, Wamwangi D, Comrie CM, Pineda
surface topography modification of bismuth thin
Vargas CA, Nkosi M, Hlatshwayo T. 2013. The
films under swift 84Kr15+ ion irradiation, Nuclear
new Heavy Ion ERDA set up at iThemba LABS
Nuru ZY, Arendse CJ, Muller TFG, Maaza M. 2012.
Instruments and Methods In Physics Research
Gauteng: multilayer thin film depth profiling using
Structural and optical properties of AlxOy/Pt/
Section B: Beam Interactions With Materials and
direct calculation and Monte Carlo simulation
AlxOy multilayer absorber, Materials Science and
Atoms, 292: 11–17.
codes, Nuclear Instruments and Methods In
Engineering B: Advanced Functional Solid-state
Physics Research Section B: Beam Interactions
Materials, 177(14): 1194–1199.
Mantovan, Gunnlaugsson HP, Naidoo D, Olafsson
With Materials and Atoms, 296: 54–60.
S, Johnston K, Masenda H, Molholt TE, Bharuth-
Nuru ZY, Arendse CJ, Nemutudi R, Nemraoui
Ram K, Fanciulli M, Gislason HP, Langouche
Mtshali C B, Hamidi D, Kerdja T, Buah-Bassuah
O, Maaza M.. 2012. Pt–Al2O3 nanocoatings for
G, Sielemann R, Weyer G. 2012. Fe charge
P, Haneda H, Maaza M. 2012. Laser beam
high temperature concentrated solar thermal
state adjustment in ZnO upon ion implantation,
deflectometry and C 60 polymerized nanorods
power applications, Physica B: Condensed Matter
Journal of Physics: Condensed Matter, 24(48):
dynamics by surface interdiffusion, Optics
407(10): 1634–1637.
485801(1)–485801(5).
Communications, 285(15): 3272–3275.
Orlowska E, Przybylowicz WJ, Orlowski D,
Masiteng PL, Lawrie EA, Ramashidzha TM, Bark
Mtshali C B, Kotsedi L, Ngom BD, Ndlangamandla
Mongwaketsi N, Turnau K, Mesjasz-Przybylowicz
RA, Carlsson BG, Lawrie JJ, Lindsay R, Komati
C N, Ndwandwe OM, Maaza M. 2013. Structural
JM. 2013. Mycorrhizal colonization affects
F, Kau J, Maine P, Maliage SM, Matamba I,
investigation of 2 MeV proton-irradiated fullerene
the elemental distribution in roots of Ni-
Mullins SM, Murray SHT, Mutshena KP, Pasternak
nanorods, Nuclear Instruments and Methods in
hyperaccumulator Berkheya coddii Roessler,
AA, Ragnarsson I, Roux DG, Sharpey-Schafer
Physics Research Section B: Beam Interactions
Environmental Pollution, 175: 100–109.
JF, Shirinda O, Vymers PA. 2013. Close near-
with Materials and Atoms, 296: 22–25.
Petri M, Paschalis S, Clark RM, Fallon P,
degeneracy in a pair of four-quasiparticle bands
in 194Tl, Physics Letters B, 719(41277): 83–88.
Mwakikunga BW, Maaza M, Hillie KT, Arendse
Macchiavelli AO, Starosta K, Baugher T, Bazin
CJ, Malwela T, Sideras-Haddad E.. 2012. From
D, Cartegni L, Crawford HL, Cromaz M, Datta
phonon confinement to phonon splitting in flat
Pramanik PU, De Angelis G, Dewald A, Gade A,
stationary electrostatic ion cyclotron waves: exact
single nanostructures: a case of VO2@V2O5 core–
Grinyer GF, Gros A, Hackstein M, Jeppesen HB,
solutions for solitons, periodic waves, and wedge
shell nano-ribbons, Vibrational Spectroscopy,
Lee I-Y, McDaniel S, Miller D, R. 2012. Structure of
shaped waveforms, Physics of Plasmas, 19(11):
61(0): 105–111.
16
McKenzie JF, Doyle TB, Rajah SS. 2012. Nonlinear,
C: testing shell model and ab initio approaches,
112115-1–112115-5.
Negi D, Trivedi T, Dhal A, Kumar S, Kumar V, Roy
Mierzejewski J, Pasternak AA, Srebrny J, Lieder
S, Raju MK, Appannababu S, Mohanto G, Kaur J,
Poltoratska I, von Neumann-Cosel P, Tamii
RM. 2012. Modeling incomplete fusion reactions,
Sinha RK, Choudhury D, Singh D, Kumar R, Singh
A, Adachi T, Bertulani CA, Carter J, Dozono
Physica Scripta, T150: 014026-1–014026-4.
RP, Muralithar S, Bhati AK, Pancholi SC, Bhowmik
M, Fujita H, Fujita K, Fujita Y, Hatanaka K, Itoh
In, Physical
M, Kawabata T, Kalmykov Y, Krumbholz AM,
RK. 2012. Shears mechanism in
Mongwaketsi N, Khamlich S, Klumperman B,
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Litvinova E, Matsubara H, Nakashini K, Neveling
R, Okamura H, Ong HJ, Ozel-Tas. 2012. Pygmy
Sparrow R, Maaza M. 2012. Synthesis and
Pb, Physical Review C,
characterization of porphyrin nanotubes/rods for
Ngara R, Minnis-Ndimba RJ, Borch-Jensen J,
dipole resonance in
solar radiation harvesting and solar cells, Physica
Jensen ON, Ndimba B. 2012. Identification and
85(4): 041304-1–041304-5.
B: Condensed Matter, 407(10): 1615–1619.
profiling of salinity stress-responsive proteins in
200
208
Richter W A, Brown BA. 2012. Shell-model studies
by hydrothermal synthesis, Materials Chemistry
of the rp reaction Ar(p,γ) K, Physical Review C,
and Physics, 136(41308): 358–370.
35
36
85(4): 045806-1–045806-6.
Sone B, Sithole MJ, Bucher R, Mlondo SN,
Roux DG, Henninger KR, Bark RA, Bvumbi S,
Ramontja J, Sinha Ray RS, Iwuoha E, Maaza M.
Lawrie EA, Lawrie JJ, Mullins SM, Murray SHT,
2012. Synthesis and structural characterization
Ntshangase SS, Masiteng PL, Shirinda O. 2012.
of tungsten trioxide nanoplatelet-containing thin
In-beam spectroscopy of Ge, European Physical
films prepared by aqueous chemical growth, Thin
Journal A, 48(7): 99-1–99-14.
Solid Films, 522(1): 164–170.
Scielzo ND, Escher JE, Allmond JM, Basunia S,
Steyn GF, Buthelezi EZ, Fortsch SV, Vilakazi ZZ,
Beausang CW, Bernstein LA, Bleuel DL, Burke JT,
Abelev B, Adam J, Adamova D, Adare AM. 2012.
Clark RM, Dietrich FS, Fallon P, Gibelin J, Goldblum
Production of muons from heavy flavor decays
BL, Lesher SR, McMahan MA, Norman EB, Phair
at forward rapidity in pp and Pb-Pb collisions
L, Rodriguez-Vieitez E, Sheets SA, Thompson
at √sNN = 2.76 TeV, Physical Review Letters,
IJ, Wiedeking M. 2012. Statistical γ rays in the
109(11): 112301-1–112301-11.
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Review C, 85(5): 054619-1–054619-6.
Svirikhin AI, Andreev AV, Dushin VN, Chelnokov
ML, Chepigin VI, Gupta M, Isaev AV, Izosimov
Shirinda O, Lawrie EA. 2012. Identifying chiral
IN, Katrasev DE, Kuznetsov AN, Malyshev ON,
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Mullins SM, Popeko AG, Sokol EA, Yeremin AV.
48(9): 118-1–118-7.
2012. The emission of prompt neutrons from the
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nucleon configuration?, Acta Physica Polonica B,
Thema FT, Moloto MJ, Dikio ED, Nyangiwe
44(3): 341–344.
N, Kotsedi L, Maaza M, Khenfouch M. 2013.
Synthesis and characterization of graphene thin
Sithole MJ, Ngom BD, Khamlich S, Manikandan E,
films by chemical reduction of exfoliated and
Manyala N, Saboungi ML, Knoesen D, Nemutudi
intercalated graphite oxide, Journal of Chemistry,
R, Maaza M. 2012. Simonkolleite nano-platelets:
150536: 1–6.
synthesis and temperature effect on hydrogen
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258(20): 7839–7843.
Van der Meulen NP, Van der Walt TN, Steyn GF,
Raubenheimer HG. 2013. The production of
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Sr using larger format RbCl targets, Applied
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Fearick RW, Fortsch SV, Freer M, Fujita H, Jingo
M, Kureba CO, Mabiala J, Mira JP, Neveling R,
Papka P, Steyn GF, Swartz JA, Usman I, Van Zyl JJ.
2012. No evidence of an 11.16 MeV 2+ state in 12C,
Sone B, Benoit R, Zongo S, Bucher R, Maaza M.
2012. Time-based investigation of the growth of
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201
15. Acronyms
DORIS
AISA
Africa Institute of South Africa
ACCESS
Applied Centre for Climate and Earth Systems Science
ACEP
African Coelacanth Ecosystem Programme
DPME
Department for Performance Monitoring and Evaluation
AFREF
African Geodetic Reference Frame
DST
AGA
Astronomy Geographic Advantage
EHCD & KG
Energy Human Capital Development and Knowledge
AGSA
Auditor-General South Africa
AISA
African Institute of South Africa
AMC
Africa and Multi-lateral Cooperation
AOP
African Origins Programme
ARC
Agricultural Research Council
ARIC
Applied Research, Innovation and Collaboration
ARVs
Antiretrovirals
ASCLME
Agulhas and Somali Currents Large Marine Ecosystems
project
Doppler Orbitography and Radiopositioning Integrated
by Satellite
Generation
ETD
National Electronic Theses and Dissertations
GADI
Grootfontein Agricultural Development Institute
GCRP
Global Change Research Programme
GFZ
GeoForschungsZentrum (German Research Centre for
Geosciences)
GGAO
Goddard Geophysical and Astronomical Observatory
GNSS
Global Navigation Satellite System
GLONASS
Global Navigation Satellite System
ASSAF
Academy of Science for South Africa
GMSA
Grant Management and Systems Administration
ATAP
Acoustic Tracking Array Platform
GRAP
Generally Recognised Accounting Practice
BAST
Beijing Association for Science and Technology
GRI
Global Reporting Initiative
BRICs
Biotechnology Regional Innovation centre
HartRAO
C-BASS
C-Band All Sky Survey
HCP
Human Capacity Programme
CEC
Central Evaluation Committee
HEIs
Higher Education Institutions
CERN
European Organisation for Nuclear Research
HESA
Higher Education South Africa
(Organisation europeenne pour la recherché nucleaire)
HICD
Human and Institutional Capacity Development
CfCS
Centre for Conservation Science
HIV
Human Immunodeficiency Virus
CHE
Council on Higher Education
HMO
Hermanus Magnetic Observatory
CIB
CoE for Invasion Biology
HR
Human Resource
CoE
HR-SEM
High Resolution Scanning Microscope
CSIR
Council for Scientific and Industrial Research
HRTEM
High Resolution Transmission Electronic Microscope
DAAD
German Academic Exchange Service
HSRC
Human Sciences Research Council
DAFB
Day After Full Bloom
ICP
Institutional Capacity Programme
DAFF
Department of Agriculture, Forestry and Fisheries
ICT
Information and Communication Technology
DC
Development Corporation
IEPD
Institutional Engagement and Partnership Development
DEA
Department of Environmental Affairs
IGS
International GNSS Service
DHET
Department of Higher Education and Training
IKS
Indigenous Knowledge Systems
DIRCO
Department of International Relations and Cooperation
IPMS
Integrated Performance Management System
DMR
Department of Mineral Resource
IR&C
International Relations and Cooperation
DOH
Department of Health
IRP
Integrated Resource Plan
202
ICSU
International Council for Science
ICSU ROA
International Council for Science Regional Office for
NSI
National Science Innovation
Africa
NSO
National Science Olympiad
ISI
International Science Information
NSW
National Science Week
IT
Information Technology
NTP
Nanotechnology Programme
iThemba LABS
NNTP
National Nanotechnology Programme
KELT
Kilodegree Extremely Little Telescope
NWU
North West University
KFD
Knowledge Fields Development
NZG
KIC
Knowledge Interchange and Collaboration
OCA
Observatoire Cote d’Azur
KM
Knowledge Management
OECD
Organisation for Economic Corporation and
KM&E
Knowledge Management and Evaluation
KPI
Key Performance Indicator
OFO
Organising Framework for Occupations
LCGOT
Los Cumbres Observatory Global Telescope Network
PAIA
Promoting of Access to Information Act
LTER
Long Term Ecological Research
PAST
Palaeontological Scientific Trust
MAP
Modified Atmosphere Packaging
PFMA
Public Finance Management Act
MCM
Marine and Coastal Management
PhD
Doctor of Philosophy
MDP
Management Development Programme
PPC
Parliamentary Portfolio Committee
MMV
Medicines for Malaria Venture
R&D
Research and Development
MONET
Monitoring Network of Telescopes
RCCE
Research Chairs and Centres of Excellence
MPA
Marine Protected Areas
RE
Reviews and Evaluation
MRC
Medical Research Council
RIMS
Research Information Management System
MTEF
Medium-Term Expenditure Framework
RISA
Research and Innovation Support and Advancement
MWLA
Multi-Wavelength Astronomy
ROV
Remotely Operated Vehicle
NACH
Anti-Corruption Hotline
RSES
Renewable and Sustainable Energy Scholarships
NACI
National Advisory Council on Innovation
RTF
Research and Technology Fund
NASSP
National Astrophysics and Space Science Programme
S&T
Science and Technology
NDA
National Development Agency
SA PhD
South African PhD
NECSA
Nuclear Energy Corporation of South Africa
SAAO
NEHAWU
National Education, Health and Allied Workers Union
SAASTA
NEMA
National Environmental Management Act
NEP
National Equipment Programme
SABS
South African Bureau of Standards
NICD
National Institute for Communicable Diseases
SACEMA
South African Centre in Epidemiological Modelling and
NMDP
New Managers Development Programme
NMMU
Nelson Mandela Metropolitan University
SADC
Southern African Development Community
NRDS
National Research and Development Strategy
SAEON
NRF
SAEOS
South African Earth Observation Strategy
NSET
Nurturing Talent in Science, Engineering and
SAIAB
Technology
Development
South African Agency for Science and Technology
Advancement
Analysis
203
TENET
SALT
Southern African Large Telescope
SAMWU
South African Municipal Workers Union
SANBI
South African National Biodiversity Institute
the dti
Department of Trade and Industry
SANERI
South African National Energy Research Institute
THRIP
Technology and Human Resources for Industry
SANHARP
South African Nuclear Human Asset and Research
SANPAD
Africa
Programme
Programme
TIA
Technology Innovation Agency
South Africa Netherlands research Programme on
TIPTOP
Technology Innovation Promotion through the Transfer
Of People
Alternatives in Development
SANReN
South African National Research Network
SANSA
South African National Space Agency
SARChI
South African Research Chairs Initiative
SARIMA
Southern African Research and Innovation Management
Association
SAWS
South African Weather Service
SEDA
Small Enterprise Development Agency
SKA SA
Square Kilometre Array South Africa
SPII
Support Programme for Industrial Innovation
STEMI
Science,Technology, Engineering, Mathematics and
Innovation
STI
Science, Technology and Innovation
204
Tertiary Education and Research Network of South
UNESCO
United Nations Educational, Scientific and Cultural
Organization
USB-ED
University of Stellenbosch Business School Executive
Development
VLB
Very Long Baseline
VLBI
Very Long Baseline Interferometry
WIO
Western Indian Ocean
WIOMSA
Western Indian Ocean Marine Science Association
WRC
Water Research Commission
XDM
eXperimental Development Model
YoS
Year of Science
The detailed Key Performance Indicator Report 2012/2013
is available on our website:
http://www.nrf.ac.za/financial_annual_reports.php
w w w. n r f. a c. z a

Annual Performance Report - National Research Foundation

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