Presentation to PC on Police. Annual Report 2011/2012. October 2012

Transcription

1 Presentation to PC on Police Annual Report 2011/2012 October 2012 Tittle Goes here

2 OVERVIEW BY COUNCIL Tittle Goes here

3 HISTORICAL BACKGROUND Amended STABILIZATION PHASE 2010 January 2010 : Hon. Minister Mthethwa appoints new PSIRA Council Sept Dec 2010: Council appoints Executive management team (Director and 2 Deputy Directors of Law Enforcement and Finance) October 2010 : Council establishes first Audit Committee of PSIRA November 2010 : Council briefs Portfolio Committee on Police on the 2009/10 Annual Report Dec 2010 : Council formulates an interim turnaround strategy and the 2011 Strategic Plan September 2011: PSIRA Obtains an Unqualified Audit opinion from AGSA December 2011 : PSIRA reviews annual fees payable by Industry September 2012: PSIRA obtains second Unqualified Audit opinion from AGSA Our Vision To be recognized as an excellent regulator of private security in South Africa by all our stakeholders

4 PILLARS OF THE TURNAROUND STRATEGY Strong Legislative Mandate Effective and Efficient Law Enforcement Strategies A Capable and Ethical Workforce Adequate financial resources Innovative Business Processes supported by Cutting-edge Technology

5 PILLARS OF THE TURNAROUND STRATEGY New Stakeholder perspective * Lack of National footprint * Lack of Law Enforcement Strategy * Lack of CRM * High turnaround times for registration * Lack of research capacity Financial perspective * Lack of debt collection strategy * No real time billing * Financial distress operating in deficits * Going concern Stabilization phase Business processes and Governance * Lack of ERM framework * Lack of ERP systems * Ageing IT infrastructure * Database integrity Human perspective * Misalignment of Organizational structure to objectives * Low Staff morale * Lack of management skills * Lack of corporate and HR policies

6 5 YEAR TURNAROUND PATH New Stabilization Phase (2010/11) Transition Phase (2011/ /15 Governance structures in place (Council and Audit Committee) Implementation of recommendations by MITT including but limited to: Appointed of Director and Deputy Director(s) Improved financial management and audit outcomes (unqualified opinion) Policies and procedures Root out corruption Optimize budgetary controls Implementation of enforcement and compliance strategy Increase financial resources through effective revenue management Improve management controls, governance and risk management Capacity building Law enforcement Achieve excellent customer satisfaction Optimization Phase (2015/16) PSIRA is an excellent regulator and accessible to all A legitimate private security industry characterised by professionalism, transparency and trustworthiness Dadsdas Firearms in the private security industry are fully accounted for PSIRA processes cases efficiently PSIRA is a centre of excellence in private security research PSIRA is financially sustainable entity PSIRA has competent, ethical and skilled workforce The standard of private security training is improved

7 OUTCOMES OF THE TURNAROUND STRATEGY PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Objective Outcomes 1. Increase revenue 33 % increase in revenue due to introduction of alternative revenue streams and 2011 Annual Fee Regulations 2. Achieve operating efficiencies by curbing expenditure Reduced consultancy fees by 43%. Growth rate of wage bill reduce from 47% (2011) to 11% (2012) 3. Robust debt collection 84% of revenue billed was collected 4. Address prosecution backlog and improve collection of fines 5. Review policy on Enforcement activities 90% increase in fine income achieved in Compliance model and Enforcement Strategy implemented on 4 th quarter of Replace ageing IT infrastructure LAN / WAN refurbished. Database management systems implemented. New Servers acquired. 7

8 Organisational performance PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Programs 1 Research capability Industry participation Key Performance Indicator % of priority research areas completed Number of industry forums initiated/driven by PSIRA Level of participation (% of invited people attending) Industry awards programme in place Target Performance results Performance rating Not achieved =1; Partially Achieved = 2; Achieved = 3 100% Only research topics were identified during the year, however research was not carried out. 4 (1 per quarter) 80% Dec 2011 No industry forums established during the year No industry forums established during the year Programme not pursued Reason for Variances 1 Due to budgetary constraints, vacancy of senior researcher could not be filled Due to budgetary constraints External communication Quarterly media statements regularly issued Quarterly publication regularly issued Website enhancement project completed Apr 2011 Dec 2011 Apr Quarterly media publications were issued Quarterly publications not issued The website was designed and developed incorporating the new corporate identity. The project was completed in January The quarterly publications deferred the next performance cycle due to budgetary constraints

9 Organisational performance PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Programs 1 Key Performance Indicator Target Performance results Performance rating Not achieved =1; Partially Achieved = 2; Achieved = 3 Reason for Variances CRM function effectiveness Registrations turnaround time Basic CRM function/capabilit y in place % of customer contacts going through CRM function 1 month (30 days) Dec % in Q4 average days to register Security Officers: 33.7 days Average days to register businesses : 39.9 days Combined average: 33.8 days Deferred to the next performance cycle due to budgetary constraints 9

10 Organisational performance PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Programs 2 Key Performance Indicator Target Performance results Performance rating Not achieved =1; Partially Achieved = 2; Achieved = 3 Reason for Variances Stakeholder integration End-users interaction DHA access in place SAPS integration in place (CFR) DoL integration in place Toll-free number/hotline available End-users feedback mechanism in place Apr 2011 Mar 2012 Mar 2012 Apr 2011 Mar 2012 Access to the Department of Home Affairs databases not in place Draft SLA has been drafted, however not yet in place Draft MOU compiled for discussion/signat ure Toll free number/hotline established in December 2010 Helpdesk and user feedback outsourced to an external service provider The variance is due to the unavailability of feedback from each stakeholder 10

11 Organisational performance PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Programs 3 Key Performance Indicator Target Performance results Performance rating Not achieved =1; Partially Achieved = 2; Achieved = 3 Reason for Variances Revenue management Debtors days Collection rate 45 days 90% of billed 630 days 84% of billed has been collected 1 1 Revenue management Working capital management Current ratio 2:1 0.75: 1 1 Working capital management Budget management Surplus/deficit Budget variance Breakeven ±5% Net deficit R9.3 million 12% variance on operational budget 1 3 Budget management Compliance with PFMA regulations and accounting standards External audit opinion Internal audit rating (average) Unqualified 2 Unqualified Overall internal audit opinion on systems of internal controls is acceptable. Internal audit rating is Not yet issue by the Auditor General 11

12 Organisational performance PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Programs 4 Key Performance Indicator Target Performance results Performance rating Not achieved =1; Partially Achieved = 2; Achieved = 3 Reason for Variances Improved integrity of registrations database Ratio of officers unaccounted Ratio of businesses unaccounted 20% 20% Programme deferred 1 The programme can be achieved mainly through renewal of registrations. Current legislation does not provide for renewal of registration. Otherwise, site inspections of individual security officers can be used although the entity does not have adequate number of inspectors. Effective law enforcement process (improved compliance level) Compliance model designed All personnel trained on compliance model Compliance model implemented % of inspections resulting in contraventions Apr 2011 Jun 2011 Jul % reduction Compliance model approved in March 2011 All personnel trained on the 9 th to 12 th August 2011 Compliance model implemented in January % reduction resulting in non compliance The training was moved to August as management had to revise the compliance strategy in light of limited number of inspectors The new compliance model required segmentation of the compliance and the law enforcement functions, which were previously merged. Resources had to be allocated amongst the two separate functions 12

13 Organisational performance PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Programs 5 Reengineered and standardised processes Process efficiency Business continuity IT infrastructure Key Performance Indicator Availability of process maps for 1st priority processes Availability of process maps for all processes Reduction in turnaround time for prosecutions (from inspection to finalisation) Business continuity plan implemented IT infrastructure in place Target Apr 2011 Mar 2012 Performance results Three process maps were designed: The annual billing solution, waterfall deposit allocation solution and the Bad debts solution feature Performance Reason for Variances rating Not achieved =1; Partially Achieved = 2; Achieved = 3 2 Delayed appointment of the business analyst 90 days 118 days 1 Inadequate number of prosecutors in the legal services department Jun 2011 Mar 2012 Programme deferred to next performance cycle IT infrastructure in place, i.e. Oracle database management system, IT servicers and Local and Wide Area network refurbished 1 Deferred to the next performance cycle due to budgetary constraints 3 13

14 Organisational performance PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Programs 5 Continues Key Performance Indicator Target Performance results Performance rating Not achieved =1; Partially Achieved = 2; Achieved = 3 Reason for Variances IT systems efficiency Mean time to repair and planned downtime 2 hours Mean time to repair and planned downtine done in 1.5 hours 3 Performance management Interim performance reviews completed for all employees Annual performance reviews completed for all employees % of employees with performance contracts Sep 2011 Mar % 1.4%. The performance agreements for three executives developed and approved Succession planning % of critical positions with succession plan 100% The strategy is in the development phase 1 The variance is due to lack of capacity in the HR department Learning and development Learning and development strategy implemented Sep 2011 The training programme was approved on June

15 Organisational performance PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Programs 6 Employees wellbeing Key Performance Indicator Target Performance results EAP implemented Jun 2011 The Employee Assistant program has been launched and an external provider has been contracted on the 1 st October 2011 to coordinate the process Performance rating Not achieved =1; Partially Achieved = 2; Achieved = 3 Reason for Variances 3 Procurement processes delayed. Employment equity Efficient manpower level Culture architecture Organisational climate and employee morale Corporate identity Gender equity in management positions Disability % in workforce Personnel cost as % of revenue Culture architecture designed Culture architecture cascaded into departments Employee satisfaction rating (survey results) Launch of new corporate identity 45% 2% Female in managerial level is 29%. 0.5% 50% 49% 3 Jun 2011 Sep The variance is due to budgetary constraints to fill vacant positions at managerial and non-managerial levels. Not achieved 1 The variance is due to lack of capacity in the HR department 75% 59% 1 The survey revealed that employees are generally not satisfied with recognition, rewards, communication and supervision. Sep 2011 Corporate identity not launched 1 Due to budgetary constraints. 15

16 Tittle Goes here LAW ENFORCEMENT

17 Core Business Report Inspections Conducted Total Inspections

18 Core Business Report Dockets According to SP Size Small Service Providers Medium Service Providers Large Service Providers

19 Core Business Report Criminal Cases 2011/ Reported Pending Finalised

20 Core Business Report Fire-Arm Applications Processed Applications declined Applications Received

21 REGISTERED ACTIVE SECURITY BUSINESSES PER PROVINCE GAUTENG EASTERN CAPE 699 WESTERN CAPE LIMPOPO N/WEST PROVINCE 393 FREE STATE 285 NORTHERN CAPE 124 KWAZULU NATAL MPUMALANGA 675 TOTAL Operational inspector / security business ratio 1 : 253

22 GEOGRAPHIC SPREAD: REGISTERED SECURITY BUSINESSES PER PROVINCE KwaZulu-Natal 17% Northern Cape 1% Free State 3% Gauteng 36% North West 4% Limpopo 13% Western Cape 11% Mpumalanga 7% Eastern Cape 8%

23 REGISTERED SECURITY OFFICERS PER PROVINCE New Registered active S/O s Registered inactive S/O s Total registered S/O s GAUTENG EASTERN CAPE WESTERN CAPE LIMPOPO N/WEST PROVINCE FREE STATE NORTHERN CAPE KWAZULU NATAL MPUMALANGA TOTAL Operational inspector / security officer ratio 1 :

24 GEOGRAPHIC SPREAD: REGISTERED SECURITY OFFICERS PER PROVINCE New KwaZulu-Natal 17% Northern Cape 1% Free State 4% Gauteng 42% North West 6% Limpopo 7% Western Cape 9% Mpumalanga 7% Eastern Cape 9%

25 OFFICES OF THE PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY New Arcadia H/O :Centurion Head Office / Regional Offices Satellite Offices

26 LAW ENFORCEMENT MODEL RISK DIFFERENTIAL MODEL COMPLIANCE LAW ENFORCEMENT - Inspections (Business/Security Officer) - Education - Voluntary Compliance - Reprimand/Warning - Disciplinary Steps - Investigations - Improper Conduct Charges - Criminal Prosecution

27 OPERATIONAL INSPECTORS New REGION COMPLIANCE UNIT ENFORCEMENT UNIT TOTAL HEAD OFFICE Gauteng Mpumalanga / Limpopo North West Province / Free State / N Cape WESTERN CAPE EASTERN CAPE KWAZULU NATAL TOTAL

28 COMPLIANCE INSPECTIONS CONDUCTED

29 INSPECTION TYPE

30 NUMBER OF INSPECTIONS ACCORDING TO SECURITY BUSINESS SIZE

31 ENFORCEMENT INVESTIGATIONS

32 CRIMINAL CASES

33 DOCKETS ACCORDING TO SECURITY BUSINESS SIZE

34 COMPLIANCE ANALYSIS SECURITY BUSINESS INSPECTIONS/INVESTIGATIONS 14% 14% 12% 13% 12% 15%

35 COMPLIANCE ANALYSIS SECURITY OFFICER INSPECTIONS/INVESTIGATIONS 66% 20% 17% 50%

36 COMPLIANCE ANALYSIS FIREARMS 53% 19% 12%

37 FIREARM APPLICATIONS (ENQUIRIES) RECEIVED FROM SAPS

38 LAW ENFORCEMENT OPERATIONS Number of Operations 41 Number of Arrests 169 Unregistered Security Officers Arrested 148 Foreigner Arrested 65 Firearm Related Arrests 13 Department of Labour Inspections 33

39 Tittle Goes here LEGAL SERVICES

40 REGULATORY PROSECUTIONS

41 PROSECUTIONS ( cont d) SETTLEMENT AGREEMENTS (VALUE)

42 PROSECUTIONS ( cont d) FINES IMPOSED

43 REGULATORY SUB-COMMITTEE Business Registration Withdrawal & Voluntary Withdrawal 515 Individual Registration Withdrawals at Code of Conduct Enquiries Lifting of Suspensions 6 Withdrawals (Reg. 5) (Infrastructure & Capacity) Registrations Suspended 272 Withdrawals 160 Registrations Suspended 96 15

44 GOVERNANCE & FINANCIAL RESULTS Tittle Goes here

45 OVERVIEW OF THE PRESENTATION Last Annual Report Briefing Financial context Highlights of Financial performance Budget Variance analysis Cash collection trend Regulatory Audit Outcomes

46 LAST ANNUAL REPORT BRIEFING PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Audit finding Significance Action taken Status Going concern Matter of emphasis The Minister of Police approved the review of the annual fee regulations, which were implemented during the 4 th quarter of 2011/12. Material losses through impairment of accounts receivables. Strategic planning and performance management Predetermined objectives non-compliance with regulatory requirements Framework for managing program performance information Matter of emphasis An arrangement is in place for the debt collection agency to submit monthly reports of those debtors that cannot be traced with a view to writeoff the debt. For the period under review, R82 million worth of debtors were written-off. Matter of emphasis Ongoing improvements in this areas is underway. Exco has established a Performance monitoring committee to ensure, analysis, evaluation and monitoring of organisational performance. Matter of emphasis Ongoing improvements in this areas is underway. Exco has established a Performance monitoring committee to ensure, analysis, evaluation and monitoring of organisational performance. Partially resolved On-going, expected completion date for legacy debt end of March Partially resolved Partially resolved 46

47 LAST ANNUAL REPORT BRIEFING PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Audit finding Significance Action taken Status Procurement and contracts. Designated employees did not disclose their registrable interest. Governance Risk assessment not regularly. Annual financial statements and annual report. The entity did not tabled the 2009/2010 annual report to the National Assembly within the prescribed time. Suspense accounts of unknown deposits was not cleared on a monthly basis Compliance A financial disclosure policy is in place. For the year under review, management and SCM officials have disclosed their interest, as required by Public service Regulations Compliance Risk assessment are now done on a annual basis. A risk register is in place which is submitted to each Audit Committee meeting. Compliance Corrective action was taken for the 2010/11 annual report, which was tabled on time. Suspense accounts are reconciled on a monthly basis Resolved Resolved Resolved 47

48 FINANCIAL CONTEXT PSIRA does not receive any form of government assistance / grant PSIRA Revenue streams are as follows: Annual fees from Security Providers (SP s) Annual fees from active Security Officers payable monthly Security providers pay R4, p.a. Security providers pay R7.00 p.m. for each SO employed Security officers pay R84 p.a. through salary deductions Revenue from services rendered i.e. Registration fees (both SO s and SP s) Disbursement fees issuance of ID cards, Certificates, Processing of training (course) reports Fines issued at code of conduct enquiries

49 FINANCIAL PERFORMANCE HIGHLIGHTS REVENUE 33 % increase in total revenue : R97m (2011) to R129m ascribed to 20% increase in Annual fees : R64m (2011) to R77m Training fee income from R2.1m (2011) to R16.4m 90 % increase in Fine income : R5.5m (2011) to R10.7m Annual fee regulations promulgated and implemented in January 2012 EXPENDITURE CONTROL Rate of growth in expenditure reduced from 23% (2011) to 15% Rate of growth of employee costs reduced from 47% (2011) to 11% Cost of living adjustment was negotiated at 5.5% below Public service of 6.8% Consulting fees reduced by 43% from R9.5m (2011) to R5.4m Operating Deficits reduced by 60% from R23.0m (2011) to R9.2m

50 BUDGET VARIANCE ANALYSIS PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Actual 2012 Budget 2012 Variance % Revenue % Other income % Total Revenue % Operating expenses % Employee related costs % Debt impairment % Total Operating expenses % Operating surplus % Investment revenue % Finance costs Surplus for the quarter % 50

51 EXPENDITURE BREAKDOWN PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Expense Y on Y change Explanations Cost of living adjustment of 5.5%, appointments, pension fund, Employee benefits % medical aid Depreciation % Investment in assets Debt impairment % Bad debts write-offs Criminal record Dependant on volume of checks % registration Consulting fees % Termination of outsourced services Communication costs % Increased bandwidth Digital lines Travel and accommodation % increase in inspections and 35% cost of fuel (claims) Rentals Additional premises acquired - 235% Corporate premises Other operating costs % Total expenditure % 51

52 R '000 CASH COLLECTION TREND PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 - Apr-11 Jun-11 Aug-11 Oct-11 Dec-11 Feb-12 Apr-12 Jun-12 May- May- Apr-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 Jun-12 Jul Deposits 8,196 8,439 9,186 9,103 8,218 7,998 8,410 8,562 7,103 8,248 13,242 11,685 7,876 20,823 14,437 11,572 Invoices 9,074 10,413 10,357 9,901 10,209 9,173 10,367 10,793 8,273 24,232 7,629 7,623 80,673 8,904 7,798 7,604 Collection Trends 52

53 2011/12 AUDIT OUTCOMES Performance audit findings: Performance information not SMART Performance not reported quarterly Inconsistency in reporting against Strategic objectives Evidence could not be provided for audit 52% of planned targets achieved Steps taken to address findings Annual Performance Plan developed in line with FMPPI (Treasury) Performance Management Committee (subcommittee of Exco) established in April 2012 Individual Performance Scorecards rolled out in Q1 and Q2 of

54 2011/12 AUDIT OUTCOMES Findings on Compliance with laws and regulations: Procurement and contract management Root cause: Procedures not aligned with 2011 Procurement Regulations Revenue management Root cause: Legacy debt and failure to pay annual fees by service providers Material adjustments to annual financial statements submitted Root cause : lack of capacity within the financial accounting function Steps taken to address findings Procurement policy and procedures have been amended accordingly 6005 uncollectible accounts written off. Mechanisms in place to withdraw registrations of affected service provider companies Management accountant position introduced on organizational structure. Recruitment commenced in September 2012.

55 2011/12 AUDIT OUTCOMES PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Irregular and Fruitless expenditure: Services rendered Amount Comment Cash collection services Competitive bidding process not followed in 2009 Domestic flights Competitive bidding process not followed in 2009 Total Irregular expenditure Salary paid after contract expiry Interest charges (creditors) Total Fruitless expenditure Transferred to debtors for recovery 55

56 2011/12 AUDIT OUTCOMES Steps taken to avoid, detect correct Irregular expenditure Competitive bids for cash collection services issued Travel agency appointed through competitive bid process in March 2012 Register for Irregular and Fruitless Expenditure has been in place since 2010 Checklist for creditor payment in place to detect irregular expenditure Contract register in place to monitor expiry or termination of contracts Mechanism in place to determine review compliance of each purchase approval

57 TOWARDS A CLEAN AUDIT PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Audit outcomes Baseline Target Target Target Opinion of AFS Unqualified Unqualified Unqualified Unqualified Opinion on Performance information Matters of emphasis n/a Unqualified Unqualified Unqualified (Clean audit) Resolved matters n/a AFS, Procurement and Performance n/a Revenue management Remaining matters AFS, Procurement, Revenue and Performance information Revenue management Revenue management 0 (Clean audit) 57

58 Tittle Goes here HUMAN CAPITAL

59 INTRODUCTION New The Human Capital Division, is a strategic partner that assimilates all Human Capital processes and systems to ensure that PSIRA delivers against its mandate in the most cost effective and efficient manner. PSIRA recognizes that good governance is essential for sound Human Capital management and the improvement of business performance in an increasingly competitive labour.

60 Employment Equity New In accordance with the Employment Equity Act No. 55 of 1998, PSIRA is classified as designated employer. The Authority is required to comply with the aforesaid statute in pursuant of addressing elements of imbalance in the workplace. In line with the above, an Employment Equity Committee has been established during the year under review to ensure that the EE plan is implemented and monitored effectively.

61 Top Man Snr. Man Prof & Mid Man Skilled Semiskill Unskilled Equity Profile per Occupational Level New 120% 100% 100% 100% 80% 77% 60% 40% 50% 50% 62% 38% 55% 45% Male Female 20% 23% 20% 20% 0% 0% 0%

62 STAFF COMPLEMENT Staff distribution per division 80.00% 70.00% 67.76% 60.00% 50.00% 40.00% 30.00% 20.00% 19.16% 10.00% 3.27% 3.27% 2.34% 2.80% 1.40% 0.00% Director's Office Finance & Admin Law Enforcement Communication Human Capital Business Information Divisions Events

63 STAFF COMPLEMENT 80.0% 70.0% 75.7% Staff distribution per province. 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 7.5% 6.1% 7.9% 1.4% 1.4% Gauteng Western Cape Eastern Cape Kwazulu-Natal Mpumalanga Limpopo

64 STAFF COMPLEMENT Amended 70% Gender Distribution 60% 59% 50% 40% 41% 30% 20% 10% 0% Female Male

65 STAFF COMPLEMENT 90.00% Race Distribution 80.00% 77.59% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 13.36% 10.00% 3.02% 6.03% 0.00% African Whites Indian Coloured

66 STAFF COMPLEMENT 80% 70% Representation of women on management level 67% 60% 50% 40% 30% 33% 20% 10% 0% Female Male

67 STAFF COMPLEMENT Vacancy rate per division 45% 40% 40% 35% 30% 25% 20% 15% 21% 22% 14% 30% 25% 10% 5% 0% 0%

68 STAFF TURNOVER 45% 40% 35% 30% 25% 20% 15% Termination of employment reasons 22% 30% 39% 10% 5% 4% 4% 0% Death Dismissal Early retirement Contract expired Resignation

69 IR MATTERS 6 5 Number of Internal disciplinary measures taken Counselling Written warning Dismissal

70 IR MATTERS 6 5 Disputes referred to CCMA/Labour Court Resolved at conciliation Resolved at arbitration Refered to labour court

71 LEARNING AND DEVELOPMENT PRIVATE SECURITY INDUSTRY REGULATORY AUTHORITY Training and development interventions: Total attendees Senior Management Program (SMP) 2 Managing Discipline in the Workplace 27 Diversity Management 20 Micro Soft Excel 2007 (Introduction) 60 Micro Soft Excel 2007 (Intermediate) 62 Micro Soft Excel 2007 (Advanced) 22 Customer Services Training 75 Management Essential 35 Insight Leadership for Managers 12 Introduction to MS Word Case Ware Work Paper 1 Records Management 1 Computer Security Plus 1 VIP Payroll Updates 4 Total

72 OCCUPATIONAL TRAINING 60.00% 50.00% Short courses conducted per occupational levels 51.08% 40.00% 30.00% 26.32% 20.00% 20.12% 10.00% 0.00% 0.93% 1.24% Top Management Snr Management Pof & Mid Management Skilled and Technical Semi skilled

73 EMPLOYEE ASSISTANCE 35.0% 30.0% 25.0% 25.0% Utilization of the Employee Wellness Program. 29.0% 20.0% 15.0% 13.0% 12.5% 13.5% 10.0% 7.0% 5.0% 0.0% Personal stress Child related Legal Marital Information seeking Addiction to alcohol

74 Personnel Expenditure New 70% Personnel Expenditure 63% 60% 50% 40% 30% 20% 19% 10% 0% 9% 3% 3% 3% Office of the Director Finance and Admin Law Enforcement Human Capital Information Technology Communications 1% Events

75 Tittle Goes here THANK YOU