HOME AFFAIRS HIGH SECURITY DOCUMENTS

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GPW Strategic Plan 2006/2007Presentation to the
Portfolio Committee 17 May 2006
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VISION

• First choice security printer in Africa!

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MISSION

• Provide cost-effective, reliable and timeous
  services to all spheres of Government in printing
  and dissemination of a full suite of Government
  information through technology and services
  excellence, and
• Provide the public equitable information and
  above all, to form partnership with Government to
  achieve their goals through technology and
  service excellence.

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VALUES

• To ensure client information is secure at all
  times in any security or non-security printing
  work and commit to the value system which include
  the following
• Honesty
• Reliable
• Trustworthy
• Client satisfaction

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MANDATE

• To provide the state with security printing of
  passports, identification documents, visa labels
  and other face value documents printed in a
  secure environment.
• Management, production and distribution of
  central Government information products,
• Provide secure printing needs of Government

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BUSINESS STRUCTURE
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GPW ORGANISATIONAL STRUCTURE
Chief Executive Officer
Exec Director HR Transformation
Senior Mngr Administration
Chief Financial Officer
Exec Director Marketing Branding
Exec Director Operations Technology
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Operations Technology Structure

• Operations Manger
• Factory Manager
• Ass. Factory
• Managers x2

Technical Planning
Contract Printing
Origination
Digital Printing
Letter Press
Litho
Maintenance
Form Binding
Book Binding
Security Binding
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STAFF COMPLEMENT

• 630 employees represented at
• National Office (Pretoria)
• Polokwane
• Mmabatho
• Bisho
• Cape Town

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PRODUCTS AND SERVICES

• Security printing and related services (high
  security ink to DHA immigration offices, meat
  marking ink to abattoirs, forensic analysis of
  fraudulent documents such as IDs and revenue
  stamps).
• Distribution dissemination of government
  Information
• Government Gazettes
• Annual Reports
• Tender bulletins
• Stationary Services
• Warehousing Distribution of standard stationery
  items (Machine registers, Fire arm licenses, etc)
• Warehousing Distribution of face value items

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GPW ANTICIPATED TRENDS

• Push of electronic information as opposed to
  pulling by stakeholders will accelerate demand
  and use of electronic print
• Acceleration towards electronic print will reduce
  conventional print gt diminishing use of
  conventional equipment
• Increasing need for Security Print will absorb
  increased capacity on conventional equipment and
  defer redundancy of this equipment
• Systematic development of invisible electronic
  print in security printing will eventually render
  conventional equipment mostly redundant
• Digital printing will remain to print reduced
  volumes of security hard copy
• Stationery consumption and product mix is likely
  to decrease dramatically as customers rapidly
  migrate to electronic data capturing. Volumes
  over time are likely to be a fraction of the past
  and will diminish to become a smaller support
  component of the new corporatised enterprise

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GPW STRATEGIC PLAN
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1. DIRECTION SETTING gt STRATEGIC INTENT
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2. SWOT Analysis
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2.1. Strengths
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2.2. Weaknesses
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2.3. Opportunities
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2.4. Threats
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3.0 KEY THRUSTS, STRATEGIES DELIVERABLES
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BUSINESS DESIGN TO REALISE THE STRATEGIC INTENT
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DEVELOP CORE BUSINESS PROCESSES

• consultative crafting of the core business
  process
• Scoping of core sub processes to be mapped (see
  Key Thrust "Process Improvements"
• Development of new Organisation Design around 'to
  be business processes

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EXECUTE PUBLIC ENTITY

• Preparation of a business case
• Develop the Legal Transformation Process towards
  reconstituted organisation as public entity
• Development of Holistic all encompassing
  conversion plan and accountabilities
• Development of a new corporate identity and logo
  around 'brand promise'

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MARKET DEVELOPMENT
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DEVELOP CREATIVE AGGRESSIVE MKTG STRATEGY PLAN

• Quantitative Market Survey and Analysis
• Qualified and quantified present and future print
  market trends
• Detailed competitor analysis
• Benchmark against similar operations/ technology

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DEVELOP STAKEHOLDER RELATIONS

• Relationship/marketing managers (visit clients
  regularly evaluate needs) appointed
• Introduction of a call center

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BUSINESS PROCESS IMPROVEMENTS
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BUSINESS PROCESS IMPROVEMENTS

• Assess and enhance business and systems processes
• Develop ISO standards for work environment
• Select and implement production control system

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SYSTEMS IMPROVEMENT

• Select and implement effective and efficient
  business systems
• Upgrade infrastructure and environment
• Create capacity for proper Management Information
  and Business Intelligence

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SECURITY IMPROVEMENTS

• Develop process and policies for information
  protection
• Upgrade physical security

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POLICY REVIEW AND ALIGNMENT

• Development of policies and procedures

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FINANCE IMPROVEMENTS

• Assess finance system
• Establish inventory of assets
• Identify cost resource driver
• Implement Activity Based Costing

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ORGANISATIONAL ALIGNMENT STAFFING

• Restructure organisation - flatter structure
• Develop a health and safety strategy
• Conduct skills assessment Restructure
  organisation - flatter structure
• Develop a health and safety strategy
• Conduct skills assessment

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ORGANIZATIONAL TRANSFORMATION
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CREATE PERFORMANCE BASED CULTURE

• Develop Strategy Delivery system (performance
  management system)
• Assess organisation climate via Organisation
  Climate Survey
• Develop Performance Based Reward (Pay) Systemgt
  Job Descriptions Job Grading Market
  benchmarking Pay Strategy
• Develop Employment Relations strategy to meet GPW
  needs. Structures and procedures
• Consultatively develop and inculcate Values
  Ethics
• Establish competent legal advisory service
• Develop and implement seamless intra-communication
  system
• Development of Cross Functional Teams to
  implement strategic initiatives (CFTs)

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IMPROVE INTERNAL PEOPLE COMPETENCIES

• Strengthened People Balance Sheet
• leadership development
• work place skills plan
• staff development programmes

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PARTICIPATIVE DEVT OF VALUE SYSTEM

• Participative Value Crafting Process
• Value roll out process
• Values Steering Committee

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IMPROVE CORPORATE GOVERNANCE

• Development and implementation of an internal
  audit coverage plan
• Risk management plan

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ENHANCED OPERATIONAL CAPACITY CAPABILITY
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RELOCATE TO AN OPERATIONALLY EFFICIENT SITE

• Development of a relocation strategy
• Identification of required facilities based on
  equipment specifications and user requirements
• Construction of a new building
• Development of funding and budget requirements
• Preparation of a relocation Plan
• Identification and and disposal of
  obsolete/superfluous assets
• Physical relocation of machinery and equipment
• Arrangement of opening ceremony to mark
  implementation

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DEVELOP EQUIP REPLACEMENT PROG ALIGNED TO STRATEGY

• New integrated system for the entire printing
  works
• Development of overall asset management/maintenanc
  e/replacement strategy

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DEVELOP RD STRATEGY

• Define RD requirements
• Define expectations for RD in line with business
  strategy
• Identify RD risks and mitigating measures
• Develop appropriate RD matrix to measure
  contribution on ongoing basis
• Develop interface/communication channels between
  RD and rest of organisation (esp.
  sales/marketing and production)
• Prepare and approve RD budget

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DEVELOP EXT RELATIONS FOR STRATEGIC ALLIANCES

• Communicate with stakeholders
• Manage government relations
• Build lender relationships
• Develop public relations program
• Manage relations with board of directors
• Establish corporate governance policies
• Develop community relations
• Manage legal and ethical issues
• Communicate corporate performance to stakeholders
• Manage compliance
• Actively engage in BEE

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DEVELOP SECURITY STRATEGY PERSONNEL OPERATIONS

• Perform comprehensive analysis of security issues
  
• Define security requirements
• Design security strategy
• Implement Security Strategy

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INVESTIGATE DEVELOP REGIONAL PRESENCE

• Perform provincial stakeholder analysis/survey
  (in all 9 provinces)
• Perform detailed analysis of functions and cost
  of provincial offices
• Match needs identified to GPW strategy and
  existing provincial capabilities
• Cost additional functions/offices required
• Perform cost/benefit analysis
• Make a decision to create/ continue/expand/close
  provincial offices
• If continued existence warranted, re-engineer
  processes to maximise supply chain efficiency.
• Develop matrix to measure performance on ongoing
  basis

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BUSINESS MODEL FOR CONVERSION

• Establish a schedule 3b specialist entity GPW
  Corporate
• Establish 2 distinct business units
• GPW Digital (core function would be security
  printing)
• GPW Standard (Govt Gazettes/annual reports,
  etc)

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REASONS FOR CONVERSION

• To ensure effective implementation of GPW
  Conversion
• Re-focus its core business to enable specialist
  security printing
• Operational effectiveness to deliver a total cost
  solution (effective efficient-seamless
  integrated)
• Develop unique capabilities and assets to meet
  the needs of Governments Citizens.

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Strategic Vulnerability Areas

• People
• Staff turnover - inability to attract the best
  artisans
• Management
• Leadership ito strategic operational depth
  lacking
• Technology
• Very old machines average age 40 years
  (efficiency/quality affected)
• Location
• Current location not ideal very old
  inappropriate

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Priorities 2006/2007

• Deliver effective service delivery
• Conversion and options
• New facility Head Quarters (R250,0 mn)
• Equipment and Machinery Replacement (R77,0mn)
• New South African passport
• Effective Marketing and Branding

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• THANK YOU