Development of NECSA The Research Era

2. Development of NECSA The Research Era • 1959 • The Atomic Energy Board (AEB) is instituted as an autonomous research organization to serve as South • Africa’s national nuclear authority and for basic nuclear research. • Cabinet approval for the four point nuclear research and development programme. • Four Point Nuclear Programme • Development and refinement of the RSA’s nuclear raw materials • Promotion of nuclear power • Development and utilisation of nuclear technology in industry, medicine, agriculture and for research • Basic research in support of the above Mining of Uranium

3. Development of NECSA The Strategic Era 1960 - 1989 Interiorof Z-Plant Koeberg fuel element SAFARI-1 fuel element Commissioning of SAFARI-1 research reactor (1965) Vaalputs waste disposal facility becomes operational (1986) • Strategic Weapons Programme

4. Nuclear Reactors Koeberg Power Station SAFARI-1 Research Reactor • Commissioned 1984 • Generates electricity • 2 Reactors • 1 840 MW • Fuel elements • Commissioned 1965 • Research reactor • 1 Reactor • 20 MW • Fuel elements Two Koeberg fuel elements being prepared for transport Actual size of SAFARI-1 fuel element

5. THE COMMERCIALISATION ERA 1989 - 2001 • Commercialization of Nuclear and related products • Downsizing the organization • Commercial and non – commercial organizations

6. THE NEW ERA • November 2001Senti Thobejane joins NECSA As CEO • The Mandate: • CLOSE The Organization • TURN AROUND the Business and Align To National Imperatives

7. The Choiceis to create a World-class African-based business providingNuclear Technology excellence for sustained social and economic development.

8. January/February 2002 the New Vision is created • February – onwards all our Stakeholders are involved • Minister • Deputy Minister • DME • Board of Directors • May – June The Vision is Shared With All employees • JuneRestructuring Committee is Constituted to Assist With Implementation • Now The road Ahead

9. The future belongs to those who prepare for it………

10. VISION 2010 ……..A vision of growth….

11. Nuclear Technology excellence for sustained social and economic development. VISION

12. Mission • Applied research and development • Commercial application of nuclear and associated technology • Fulfilling the state’s nuclear obligations including safeguards agreement • Contributing to the development of skills in science and technology

13. Mission • Total commitment to health and safety, and to care for the environment. • Human Resource development • Excellence in satisfying stakeholder requirements

14. Action without vision is only passing time, Vision without action is merely day dreaming, but Vision with action can change the world. Nelson Mandela

15. VISION 2010 • Is about creating our own future • It involves decisions that will successfully guide our business • Our aim is to take our business beyond the borders of our country • We will economically manage South Africa’s Nuclear responsibilities on behalf of the Government

16. Vision overview • Harnessing market principles to optimize the utilization of our resources • Government policy and legislation provide the framework for conducting our business • We must build meaningful partnerships with all our Stakeholders • Our competitive advantage is our knowledge-base and expertise in the Nuclear and related fields

17. Key Elements critical for Success Align structure with new Vision of nuclear Create a strategy for turn around and growth Focus on the core competencies in high technology Align with the National imperatives • Research and development • Human resources development • HIV / AIDS • Social upliftment

18. Managing the Risks Key Elements critical for Success Nuclear Institute Ring fence Liabilities and Risks done on behalf of the State • Managing down government liability Nuclear Waste management • Exploit capability and capacity • Research and development

19. Innovation and Development Key Elements critical for Success Knowledge-based organization capability Value adding research and development • Focused on product development • Contracted R&D National and nuclear imperatives • Exploit capability and capacity • For the good of the country

20. For the good of NECSA and the country Focus – Nuclear and Non-Nuclear high technologies Conduct profitable businesses and other activities Exploit new opportunities in nuclear Partnerships with a purpose Development of entrepreneurial skills Manage liabilities in terms of market related tariffs Using the new vision as an opportunity to build a new organization with new opportunities Sustainable Growth

21. For the good of NECSA and the country Focus – Nuclear and related high technologies Core competency assessment and exploitation Value –adding research and development Package and market Development of entrepreneurial skills Impact of Professional HR Management Using the new vision as an opportunity to build a new organization Knowledge –Based Organization

22. Alignment with national imperatives Focus on NUCLEAR Corporate performance management Benefits of strategy • Align with • Innovation • HRD • Social upliftment • HIV/AIDS • Refocus on Core Competency of NECSA • Managing down of State liabilities • Ring fencing of NUCLEAR activities • Accountability for actions • Measures of “Score-card” system to pull people toward the overall Vision

23. Innovation and Knowledge base Change Management Benefits of strategy • Focus on Core competencies • Emphasize and package asKnowledge based organization • Create entrepreneurial spirit • Manage communication. • Transformation built on trust The style in which we manage the integration process will set the tone of the new organization.

24. Vision 2010: 10 YEAR IMPLEMENTATION PLAN Phase 1 Phase 2 Phase 3 Turn around consolidation growth 1988 2002 2004 2007 2010

25. OUR CHALLENGE TO CREATE A SUPPORTING ORGANIZATION A representative Restructuring Committee was appointed in May to facilitate the process of implementing the new NECSA VISION 2010

26. THE RESTRUCTURING PLAN STAGE ONE • All Divisions and Units internalize the NECSA 2010 Growth Strategy and workshop their sections to : • Reorganize current divisions into defined business along Nuclear versus Non-Nuclear activities and Commercial versus Non-Commercial activities • Create Cost and Profit centers • Commence the review of policies and operational manual • Establish an accelerated transformation Plan • Develop and implement a sound financing structure • Ring-fence commercial assets • Corporatize HTP and NTP

27. A practical approach to building a new vision “Leadership is ultimately about how we can collectively shape our future –” Joseph Jaworski

28. VISIONARY LEADERSHIP we have a clear sense of purpose, notwithstanding the transition into a global player of note and the fluidity of decisions impacting our destiny. The organisation has focus and will continue to add exemplary value to the economy of South Africa.

29. VISIONARY LEADERSHIP we are already making headway and we are set to remain a valuable leader in the field of nuclear in terms of our business, research, partnering, training, and community programs … Necsa is already a strong proponent of growth and development in our country.

30. Committed to our vision and values we’re in your world…. Our vision and values define our identity as an organisation as well as the operating ethics and qualities that drive our performance. Ultimately our values will define how we will achieve our strategic intent to be the pre-eminent African nuclear and related high technology business , of a global stature.

31. Our vision and strategic direction With good corporate governance as our foundation, our vision is to further transform the organisation from one focusing only on our current business, to being a successful continental and global player. Here we are guided by our strategic intent of being the pre-eminent African nuclear and related high technology business of global stature. Our vision and strategic direction are continuously being informed and influenced by what is happening on the continent and around the globe.

32. NECSA (holding company) CorporateServices Organization model Nuclear Activities Commercial businesses

33. CHIEF EXECUTIVE OFFICER CEO OFFICE CORPORATISED NUCLEAR CORPORATE SERVICES NTP NUCLEAR TECHNOLOGY CORPORATE SERVICES FINANCIAL SERVICES HTP NUCLEAR SERVICES FACILITY MANAGEMENT

34. THE NEW NECSA BOARD OF DIRECTORS • CHAIRPERSON : Mr WR Jardine CEO, Kagiso Media • DEPUTY : Dr PM Ngwenya Exec. Director Phathani Consult • Mr JF Brownrigg MD WesternAreas/ Randfontein • Ms L Dlhamini Deloite and Touche ( Accountant) • Mr P Goosen Dept Foreign Affairs • Mr H Haricharun Dept Minerals & Energy • Ms MB Madumise Madumise Consultants • Mr AS Minty Deputy DG, Dept Foreign Affairs • Mr S Motlhaloga Dept Minerals & Energy • Dr P Mpikashe MEDUNSA • Mr LDS Thobejane CEO, Necsa

35. MEET THE NEW EMC These are the persons who will lead the organisation into the future….. Senti Thobejane CEO, Necsa

36. Pule Tsatsi GM, HTP

37. Don Robertson MD, NTP

38. Karel Fouche’ GM, Nuclear Services

39. Van Zyl de Villiers GM, Nuclear Technology

40. Maphutha Diaz GM, Corporate Services

41. Ayanda Myoli GM, Facilities Management

42. Sybrandt van Vuuren Acting GM, Financial Services

43. OUR CHALLENGE TO GENERATE WEALTH We have an opportunity to use our skills and intellectual capital to perform our mandate to grow and indeed to generate wealth through Nuclear and related technologies

44. CONTRIBUTION TO THE RE-AWAKENING IN NUCLEAR At the core of of NEPAD and the African renaissance is the acceptance that Africa’s people and their institutions have the capacity to create, foster and maintain economic, social, and developmental processes and practices that define us as competent and proud citizens of of the continent and the world; on par with the best

45. CONTRIBUTION TO THE RE-AWAKENING IN NUCLEAR • In South Africa the nuclear knowledge trends have been following the same patterns as those internationally. • The existing workforce is aging. • The nuclear knowledge base is shrinking and • The industry is not attracting the much needed young • skilled and professional people to sustain and grow the nuclear industry. • Knowledge management has become a critical success • factor, within the nuclear industry in South Africa . Our efforts with Vision 2010 are aimed at giving life to our contribution.

46. NUCLEAR TECHNOLOGY

47. COLLABORATION • Four proposals for collaborative research projects with local and overseas institutions submitted to NRF • Growing interest in NT’s proposal for a feasibility study on a SA synchrotron light source • Hosting of African Neutron Diffraction Meeting • High visibility at international conferences

48. PBMR SERVICES • Comprehensive safety review of kernel laboratory • Lab coater operation well established • Decommissioning plan for C3/C5 submitted to NNR in preparation for pilot fuel plant • Radiation and Reactor Theory services continued • Proposal for irradiation testing of fuel submitted to PBMR, but changes in their strategy

49. NUCLEAR LIABILITIES AND WASTE • The draft policy and strategy document on radioactive waste management was published for comment. Implementation would imply that a section of NLM be included in a new National Radioactive Waste Management Agency reporting directly to DME. • Work on the extension of the pipe storage facility for spent SAFARI-1 fuel will be delayed following DEAT’s decision that a public scoping will be required before the project can be submitted for a license change request. • Three consignments containing 360 low-level waste containers from KNPS were disposed of at Vaalputs.

50. I A E A • Progress with the quantification of the HEU containing waste in drums, which could not be included in the South African nuclear material declaration to the IAEA thus far, is good and the matter will probably be finalised within the next year. • A Member State Support Programme (MSSP) cooperation agreement between South Africa and the IAEA was signed in Vienna. Initial focus will be on the development of safeguards measures for the PBMR. • Necsa’s contributions to IAEA related programmes (Technical Cooperation, AFRA, borehole project, safeguards, training) over the past year featured prominently in the Minister’s address to the Annual General Conference in Vienna.