Annual General Meeting Cape Town, 30 October 2015 Agenda 2015 - - PowerPoint PPT Presentation

Annual General Meeting

Cape Town, 30 October 2015

Agenda 2015

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14h00 Welcome & Thanks & Procedures for AGM 14h10 Approval of AGM Agenda Vote 1 Approval of 2014 AGM Minutes Vote 2 14h20 Activity Report 2014/15: Operational Highlights / Key Challenges / Review of Strategic Objectives (2014/15) Vote 3 14h40 Financial Report 2014/15: Annual Financial Statements / Budget vs Actual Vote 4 Appointment of auditors 15h10 Tea / Coffee Break 15h30 Strategic Priorities (2015-18)/Action and Resourcing Plan (2015-16) Vote 5 Budget Forecast (2015/16) Vote 6 15h45 Elections for Ordinary Member Commissioners & Chairperson Vote 7 16h00 Closing & Concluding Remarks 16h30 Networking, Drinks & Keynote Address

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Welcome and Thanks

Welcome & Thanks

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• In case of emergency & evacuation
• Escape routes, alternate escape routes & exit locations are depicted on the floor plans in the lift

lobby area.

• Do not use the internal staircase escape route.
• On exiting, move away from building as quickly as possible & proceed to muster point (located on

map).

• Do not use elevators as an escape route.
• Do not re-enter the building until the all clear signal has been given by the fire warden.
• Procedures
• Voting
• All ballots for office bearer elections will be collected and managed by Natalie & Kim with voting /

results oversight from Webber Wentzel

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Approval of Agenda Vote 1

Agenda 2015

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14h00 Welcome & Thanks & Procedures for AGM 14h10 Approval of AGM Agenda Vote 1 Approval of 2014 AGM Minutes Vote 2 14h20 Activity Report 2014/15: Operational Highlights / Key Challenges / Review of Strategic Objectives (2014/15) Vote 3 14h40 Financial Report 2014/15: Annual Financial Statements / Budget vs Actual Vote 4 Appointment of auditors 15h10 Tea / Coffee Break 15h30 Strategic Priorities (2015-18)/Action and Resourcing Plan (2015-16) Vote 5 Budget Forecast (2015/16) Vote 6 15h45 Elections for Ordinary Member Commissioners & Chairperson Vote 7 16h00 Closing & Concluding Remarks 16h30 Networking, Drinks & Keynote Address

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Approval of 2014 AGM Minutes Vote 2

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SAPVIA Annual Report 2014/15 Vote 3

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Membership: end-August 2015

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Membership: end-August 2015

10 30 50 70 90 110 130 150 Jan-11 May-11 Sep-11 Jan-12 May-12 Sep-12 Jan-13 May-13 Sep-13 Jan-14 May-14 Sep-14 Jan-15 May-15 Sep-15

SAPVIA Membership Growth 2011-2015

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Our Purpose

• Develop, grow and maintain new and existing markets for our members

services and product

– Shaping of the policy and regulatory environment through debates with Government, industry, social partners – Creating and shaping collaborative programmes and projects aimed at opening up new

• pportunities for solar PV

– Drive a multi-tiered market to unlock opportunities

• REIPPPPP – rework of the RfP for NDP alignment
• Mid-tier market (5 to 50MW) , possible revision/rework of the Small IPP Programme
• Rooftop market
• Unlock wheeling and make it more affordable
• Creation of a new market model – ISMO or Netco?
• Rural electrification programme and solar contribution
• ‘SAPVIA will become a trusted Government/industry partner and the ‘go to

people’ on PV in South Africa

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Operational Highlights 2014/15

• REIPPPP

– Largely on track despite frustration with delays – Critical grid issues have arisen, need for strategic approach (Eskom, SAPVIA, IPP Office) – SAPVIA – regular interaction, both formal and informal with IPP Office

• Increased recognition & enhanced public profile

– War Room influence and BUSA task team; Ministerial advisory committee participation; Provincial Government workshops and ‘Business Meets Government’ dialogues; Strategic grid forum for SIP 10; SEA’s for SIP 10 (grid corridors) and SIP 8 (REDZ); Bi-lateral meeting with DM Finance; – SAIREC involvement and participation

• Increased allocation for REIPPP BW 4 and doubling of capacity for ‘Expedited’ Round
• Embedded Generation - collaborative market building on PV Rooftop

– GIZ/SANEDI/Eskom partnership on optimal PV location ; Rooftop proposal (CSIR) and workshop on CPA with National Treasury team – SAPOA –SAPVIA MOU and roadshow – Ongoing work with NERSA and SANS despite the difficult regulatory environment – Strategy interventions with City Power , CoCT etc

• Engaged subcommittees – critical to shaping the regulatory / permitting / compliance

environment

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Key Challenges

• Reducing uncertainty in the implementation of the REIPPPP – grid challenges are now

hampering roll-out and connection; shaping Government procurement programmes across all segments .

• Refining the REIPPP ED/SED frameworks and establishing more effective ways for our

industry to demonstrate its value to SA (not just cheapest MW on the grid, but economic growth and SED)

• Establishment of a supportive regulatory and policy environment for embedded PV –

removing procurement and licensing barriers; setting standards, training, certification.

• Strengthening organisational capacity in light of shift in market dynamics, complexities in

the regulatory environment requiring more dedicated attention, and the resultant increasing demands on SAPVIA.

– Ability to more quickly service member needs – Strategic capacity for market intervention – Spend more time on critical interventions that shape our market

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Review of Strategic Objectives (2014 – 2015)

Strategic objectives Key activities Comment

• 1. Administrative Restructure
• Employ CEO to relieve workload of

SAPVIA management board.

• Employ permanent researcher.
• CEO appointed on one-year

contract from 1 October 2014.

• Position of Senior Policy Analyst has

been included in revised

• rganisational structure.
• Recruitment will be included as

part of filling other new positions.

• 2. Lobbying
• Influence Integrated Energy Plan (IEP)

and Integrated Resource Plan (IRP).

• Provide input into key government

projects to ensure solar PV’s viability and sustainability.

• Mobilise the sector by way of working

groups and workshops.

• Collaborate with the various provincial

government initiatives.

• Relationship-building (e.g. government,

industry bodies, etc.).

• Identify and commission relevant

research studies.

• Localisation implementation strategy.
• Public process related to IEP and

IRP expected in next few months.

• Played key roles in War Room,

SEAs and REDZs processes, PV- related studies supported by GIZ and CSIR, review

• f

REIPPPP Round 5, implementation

• f

localisation strategy, as well as evolution of regulatory, standards and tax incentive frameworks for roof-top PV.

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Review of Strategic Objectives (2014 – 2015)

Strategic objectives Key activities Comment

• 2. Lobbying
• Mobilise the sector by way of working

groups and workshops.

• Good level of engagement by

GAS, SED-ED SC, MS and EG SC. But EG SC has experienced resourcing constraints.

• Operating Assets and Finance SC

formed towards end of reporting period. Has commented

• n

National Treasury’s proposed tax incentives for roof-top PV, incorporating input from the EG SC.

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Review of Strategic Objectives (2014 – 2015)

Strategic objectives Key activities Comment

• 2. Lobbying
• Collaborate with the various provincial

government initiatives.

• Relationship-building (e.g. government,

industry bodies, etc.).

• Collaborated with Northern Cape

(economic development), Western Cape (energy security planning), Gauteng Province (energy planning and economic development) and commenced discussions with KZN (economic development).

• In addition, engagements with

municipalities

• City
• f

Johannesburg, City of Cape Town, eThekwini Municipality and Nelson Mandela Bay Municipality.

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Review of Strategic Objectives (2014 – 2015)

Strategic objectives Key activities Comment

• 2. Lobbying
• Relationship-building (e.g. government,

industry bodies, etc.).

• IPP

Office (economic development, review of REIPPPP Round 5, introduction

• f

procurement programme for mid- size PV projects; resolution of transmission grid access and localisation); dti (localisation); DEA (PV and its role towards environmental management); National Treasury (tax incentives for roof-top PV and piloting CSIR NetFit model); NERSA (regulatory frameworks); SABS (standards of low-voltage wiring); DoE (initial discussions on policy aspects of roof-top PV sector).

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Review of Strategic Objectives (2014 – 2015)

Strategic objectives Key activities Comment

• 2. Lobbying
• Relationship-building (e.g. government,

industry bodies, etc.).

• Relationships

also with BUSA Energy Task Team, Business Leadership SA and SAPOA. Initial discussions with German Solar Industry Association commenced.

• Contributed to SAREC’s activities

(3rd party access to transmission and distribution grids, economic development, publicity activities, etc.).

• Also worked with the SA IPP

Association (SAIPPA) - 3rd party access to grids.

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Review of Strategic Objectives (2014 – 2015)

Strategic objectives Key activities Comment

• 2. Lobbying
• Identify and commission relevant

research studies.

• Localisation implementation strategy.
• Commissioned SED review and

contributed to

• ther

industry studies (REDZs, SEAs, geographical

• ptimization of PV, GIZ roof-top

PV study to Germany).

• Further studies part of revised

business plan.

• Made submissions to dti and IPP

Office

• n

designation and REIPPPP local content requirements, respectively.

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Review of Strategic Objectives (2014 – 2015)

Strategic objectives Key activities Comment

• 3. Strategic Partnerships with
• ther RE associations
• Strengthen SAPVIA’s role in South African

Renewable Energy Association (SAREC).

• Form strategic partnerships with other

relevant RE associations where common issues exist.

• Contributed to SAREC’s activities

(3rd party access to transmission and distribution grids, economic development, publicity activities, etc.).

• Initial discussions with German

Solar Industry Association during GIZ roof-top PV study tour to Germany in July 2015.

• 4. Communications
• Regular electronic communication with

SAPVIA members.

• Regular Networking Events (NE).
• Continue with endorsement of selected

conferences.

• CEO Note circulated to members
• n

three

• ccasions

between December 2014 and June 2015.

• NEs have continued.
• Endorsement of 2014 Solar

Indaba marginally successful.

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Review of Strategic Objectives (2014 – 2015)

Strategic objectives Key activities Comment

• 4. Communications
• SAPVIA conference / shared conference

under the SAREC umbrella.

• Continuous

refinement

• f

SAPVIA’s public relations (PR) strategy and programme.

• SAPVIA’s Solar Imbizo conferences

part of updated business plan. Seminars on roof-top PV launched with SAPOA and DBSA (as host sponsor).

• Draft

communication plan developed. Implementation via new

• rganisational

structure. Active media engagements have taken place in the meantime – both locally and internationally

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Review of Strategic Objectives (2014 – 2015)

Strategic objectives Key activities Comment

• 4. Communications
• Create additional platforms for more

intense two-way engagement and dialogue with members.

• A number of surveys conducted

(local value chains, REIPPPP- related permitting constraints, interest in participating in roof- top PV seminars and REIPPPP review).

• Webinars hosted (REIPPPP review

and licensing exemption of roof- top PV systems. Latter jointly hosted with SAPOA).

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Review of Strategic Objectives (2014 – 2015)

Strategic objectives Key activities Comment

• 5. CSI and Skills Development

Investigate ways to advance support for youth and skills development.

• Engagement with Northern Cape

government on optimal options for youth skills development (SED- ED SC).

• MoU signed with Green Cape to

collaborate

• n

roof-top PV installer training and ‘endorsement’.

• 6. Funding

Continuously seek new funding channels (other than membership fees).

• Registration

with dti’s Sector Specific Assistance Scheme (SSAS) in progress.

• Sponsorship

from SANEDI and DEHN Africa (SAPVIA member) for NEs.

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Review of Strategic Objectives (2014 – 2015)

Strategic objectives Key activities Comment

• 6. Funding

Continuously seek new funding channels (other than membership fees).

• Roof-top

PV seminar (JHB): sponsorship from DBSA (host sponsor), ARUP, DEHN Africa and

• Solareff. SAPOA covered venue-

related costs.

• DoE,

SANEDI and REN21 facilitated hosting

• f

SAPVIA- SAPOA roof-top seminar as side- event at SAIREC2015. DBSA contributed as host sponsor.

• 7. Service Offerings

Canvass members regarding redefined membership categories and related benefits.

• No new membership categories

have been proposed.

• Redefinition
• f

membership benefits.

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Review of Strategic Objectives (2014 – 2015)

Strategic objectives Key activities Comment

• 7. Service Offerings

Canvass members regarding redefined membership categories and related benefits.

• Revised benefits include Platinum

Package for interested Full Members. This was discussed with targeted members (July/August 2015) and presented at Strategy Workshop

• n

14 October 2015.

• Plan to introduce ‘endorsement’
• f roof-top PV installers.

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SAPVIA Financial Report 2014/15 Vote 4

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SAPVIA Statement of Financial Position as at 31 March 2015

Figures in Rand Notes 2015 2014

Assets Non-Current Assets Property, plant and equipment 2 64 672 84 539 Intangible assets 3 12 697 19 367 77 369 103 906 Current Assets Cash and cash equivalents 4 1 261 130 800 592 Total Assets 1 338 499 904 498 Equity and Liabilities Equity Retained income 169 506 483 206 Liabilities Current Liabilities Trade and other payables 5 195 947 168 073 Deferred income 6 973 046 253 219 1 168 993 421 292 Total Equity and Liabilities 1 338 499 904 498

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SAPVIA Detailed Income Statement for year end 31 March 2015 (1)

Figures in Rand Note(s) 2015 2014 Revenue Subscriptions 1 605 931 1 508 399 Other income Interest received 9 22 250 28 205 Sponsorship income 224 007 80 973 Sundry income

• 2 209

246 257 111 387 Operating expenses Accounting fees 17 645 23 720 Bad debts 7 368 6 811 Bank charges 10 831 6 413 Campaign costs 123 188 204 169 Cleaning

• 352

Computer expenses 13 417 1 860 Consulting and professional fees 234 100 98 308 Consumables 9 854 7 635 Depreciation, amortisation and impairments 35 708 16 845 Employee costs 1 121 838 526 230 Entertainment 247

• General Expenses

398 1 353

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SAPVIA Detailed Income Statement for year end 31 March 2015 (2)

Figures in Rand Note(s) 2015 2014 IT expenses 13 620 8 220 Insurance 17 893

• Lease rentals on operating lease

155 030 63 133 Levies

• 14 714

Meeting expenses 10 109

• Municipal expenses

5 263 1 900 Parking expenses 27 400 5 775 Postage 487 739 Printing and stationery 16 697 4 972 Public relations 1 334 278 762 Repairs and maintenance 645 50 Research costs 200 000 107 902 SARS Penalties & interest 4 512

• Software expenses
• 181

Staff welfare

• 691

Subscriptions 32 767 74 268 Telephone and fax 25 496 12 623 Travel - local 80 041 32 825 2 165 888 1 500 451 (Loss) profit for the year (313 700) 119 335

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SAPVIA 2014 – 2015 budget & actual income

Budget 2014/15 Actual 2014/15 Subscriptions 1 722 705.00 2 190 165.39 Ordinary Members 26 31 Associate Members 75 91 Individual Members 16 23 Sponsorships - Research

• Sponsorships – Events

104 222.86 247 135.12 Sponsorship - Membership 200 000.00

• Other Sponsorships
• Conference revenue

20 000.00

• Interest received

23 000.00 21 993.50 Total Income 2 069 927.86 2 459 294.01

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SAPVIA 2014 – 2015 budget & actual spend

Budget 2014/15 Actual 2014/15 Accounting and Admin 12 000.00 19 184.74 Advertising (PR) 45 000.00

• Bad debts

8 000.00 7 368.42 Bank Charges 9 000.00 10 927.81 Consulting and Professional 215 124.00 76 400.00 Employee costs 1 473 833.15 1 527 230.57 IT and Website 41 304.00 15 914.40 Meetings: Workshop & AGM 90 000.00 11 309.00 Member events

• 151 863.40

Miscellaneous 23 700.00 49 846.03 Printing and Stationery 20 000.00 7 797.36 Rent, Telephone, ADSL, Insurance & Electricity 232 920.00 201 457.01 Travel 60 000.00 85 894.38 EPIA Membership 15 000.00 14 164.40 SAREC 153 591.68 160 130.22 Depreciation 17 000.00 35 708.00 Research and Lobbying 200 000.00 200 000.00 Total expenses 2 599 473.35 2 575 196.00

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Refreshments

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Strategic Priorities (2015-2018)

Strategic Priorities (2015-18) Objectives and outcomes

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KPIs (and Targets) Strategic Outcomes Strategic Objective

SAPVIA is a reputable and influential

• rganisation

Formalised channels for engagement with government

Influence in policy and regulatory forums (e.g. extent of RE in 5PP) Frequency of engagements with key Ministers or their Deputies (2 x per year) Formalised channels for engagement with peers, stakeholders and media Frequency of engagements with media and stakeholders (Quarterly)

Enablers: Relationships; Research support (e.g. CSIR, GIZ, etc); Fully functional and engaged SAPVIA subcommittees; Appropriately structured and resourced Secretariat

2015 - 2017

Jan – Dec 2015

2015 - 2017

Strategic Priorities (2015-18) Objectives and outcomes

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• 1. KPA: Management of Government and Stakeholder Relations

Strategic Objectives Strategic Outcomes

1. SAPVIA is a reputable and influential organisation 1.1.1 Formalised channels for engagement with government, state agencies and regulators 1.1.2 Formalised channels for engagement with peers, stakeholders and media 1.1.3 Supportive structure and enhanced capacity to address SED-ED, Finance and Operational matters 1.1.4 Modernised SAPVIA website

Strategic Priorities (2015-18) Objectives and outcomes

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• 2. KPA: Policy development and Implementation

Strategic Objectives Strategic Outcomes

2.1 Contribution of solar PV to energy mix is consolidated and increased 2.1.1 REIPPPP successfully implemented 2.1.2 Solar PV regarded as a viable energy security solution 2.2 Sustainable local solar-PV value-chains are created 2.2.1 DTI designation for agreed PV components (e.g. modules, mounting structures, DC balance of plant, inverters – in 2015) 2.2.2 Enhanced predictability of demand for local components 2.3 Solar PV sector contributes sustainably to SED-ED 2.3.1 Agreed SED-ED commitments are met

Strategic Priorities (2015-18) Objectives and outcomes

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• 3. KPA: Organisational Capacity-building

Strategic Objectives Strategic Outcomes

3.1 SAPVIA members are part of a cohesive and thriving association 3.1.1 Enhanced Secretariat capacity and capability 3.1.2 Updated SAPVIA membership benefit packages 3.1.3 Enhanced interactions among Manco, Subcommittees, Secretariat and members 3.2 SAPVIA provides a platform for members to engage positively with their customer-base and stakeholders 3.2.1 Enhanced interactions among members and non- members 3.3 SAPVIA grows sustainably 3.3.1 New members recruited

Strategic Priorities (2015-18) Objectives and outcomes

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• 4. KPA: Strategic Research

Strategic Objectives Strategic Outcomes 4.1 SAPVIA is a credible source of information and knowledge 4.1.1 Strategic research projects implemented

Strategic Priorities (2015-18) Objectives and outcomes

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• 5. KPA: Corporate Citizenship and Responsibility

Strategic Objectives Strategic Outcomes

5.1 Solar PV sector contributes sustainably to socio- economic development 5.1.1 SAPVIA is a critical role-player in skills development 5.2 SAPVIA is a credible source of information and knowledge 5.2.1 Collaborative training and skills development programmes

Strategic Priorities (2015-18) Objectives and outcomes

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• 6. KPA: Funding

Strategic Objectives Strategic Outcomes

6.1 SAPVIA is sustainably funded 6.1.1 Current membership subscription fees retained and increased 6.1.2 Premium package launched 6.1.3 SAPVIA-endorsed embedded PV installers 6.1.4 Supplementary funding channels developed and maintained 6.1.5 Funding from SAPVIA Events

Strategic Priorities (2015-18) Objectives and outcomes

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*Outsourced to a professional Company Secretary, to focus only on the statutory functions of the current ‘Administrative Officer’, including support for Manco meetings, as provided for in the SAPVIA constitution, as well as providing corporate governance advisory. **To be based in Jhb or CT. Takes on the ‘operational’ aspects of the current ‘Administrative Officer’ as provided in the SAPVIA constitution

Strategic Priorities (2015-18) Organisational Restructuring

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Approach Offer current staff members new positions based on closeness of current profiles to proposed new roles. Approach has less disruptive effect on current operations. But current staff will be expected to meet requirements of new roles. Timing New appointments phased in from April 2016, driven by funding/cash-flow position.

Strategic Priorities (2015-18) Organisational Restructuring

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Full Members Full Members (with Platinum Package) Companies with interests in operational PV farms, PV farms under construction, PV farms under development, embedded PV, local manufacturing facilities or component importing businesses Decision-making: Voting weight is higher than that of associate members//Eligible for management board//Preferential allocation of places in SAPVIA Subcommittees and may represent SAPVIA on external forums – as arranged with Management. Publicity: Speaking opportunities at SAPVIA endorsed conferences//May display logo with link to company website on SAPVIA website - with clear distinction of membership category//Display of SAPVIA logo on own company website//May advertise business and services on SAPVIA online business directory//Company press releases posted on SAPVIA website//Prioritised access to SAPVIA’s media statements and important notices Market Intelligence:

• Discounted delegate and exhibition rates (e.g. open

segments of Solar Imbizo and CEO Forums. Lower than for Full Members with the Platinum Package) Market Intelligence: Automatic participation at invitation-only events (e.g. CEO Forum breakfasts, closed segment

• f Solar Imbizo events, etc)//Reduced delegate,

exhibition and sponsorship rates//Speaking

• pportunities at SAPVIA events//Prominent

placement of company info on SAPVIA Website//Regular bilaterals with SAPVIA CEO

Strategic Priorities (2015-18) Membership benefits

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Associate Members Aimed at companies or organisations that do not have direct commercial or development interests in the South African PV sector operations (i.e. not developers or owners of PV farms, embedded PV or manufacturers of PV components). For instance, companies involved in engineering consulting, environmental impact assessments, construction management, legal advisory, as well as small-medium enterprises (SMEs with turnover of less that R40million p.a.) that provide PV-related services, etc. Decision-making: Voting weight is lower than that of full members//Not eligible for management board//May participate in SAPVIA subcommittees//Associate members may only represent SAPVIA on external platforms when Full Members are not available to do so. Publicity: May display logo with link to company website on SAPVIA website, with clear distinction of membership category//May display SAPVIA logo on own company website//May advertise business and services on SAPVIA

• nline business directory.

Market Intelligence: Discounted delegate and exhibition rates (e.g. open segments of Solar Imbizo and CEO Forums. Lower than for Full Members)

Strategic Priorities (2015-18) Membership benefits

2015/16 Action Plan:

Review of membership benefits

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Annual Subscription Fees

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Action and Resourcing Plan 2015/16: Vote 5

Action and Resourcing Plan 2015/16

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KPA: Management of Government and Stakeholder Relations 1.1.1 and 1.1.2 Formalised channels for engagement with government, state agencies, regulators, peers, media and other stakeholders Strategic tasks Timelines Budget item Resources Convene alternate half-yearly meetings with key Ministers or their Deputies (e.g. DoE, DTI, NT, etc.). May also form part of Solar Imbizo conferences and/or CEO Forum breakfasts/dinners H1 2016 and H2 2016 Consulting and Professional; Employee Costs; Research and Lobbying Chairperson, CEO, Programme Manager, PR Consultancy, SAPVIA members Hold quarterly meetings with Eskom GAU, IPP Office Q1 2016 to Q42016 Consulting and Professional; Employee Costs; Research and Lobbying Deputy Chairperson, CEO, Programme Manager, Specialist ad-hoc consultancy Host CEO Forum breakfasts and dinners (Quarterly, may

• r may not be linked to Solar Imbizo conferences)

Q2 2016 to Q4 2016 Consulting and Professional; Employee Costs; Research and Lobbying; Member Events Chairperson, CEO, Programme Manager, Member Services Coordinator, Administrative Officer, SAPVIA members Convene ‘Solar Imbizo’ Conferences Q3 2016 Consulting and Professional; Employee Costs; Research and Lobbying Chairperson, CEO, Programme Manager, Conference Producer, Member Services Coordinator, Administrative Officer, SAPVIA members Publish media statements and advertorials Q2 2016 to Q4 2016 Consulting and Professional; Employee Costs; Research and Lobbying Chairperson, CEO, Spokesperson, Programme Manager, Member Services Coordinator, PR Consultancy

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Action and Resourcing Plan 2015/16

Commission publicity video on solar PV Feb to June 2016 Employee costs; Consulting and Professional; Research and Lobbying Chairperson, Spokesperson, CEO, Programme Manager, Member Services Coordinator, PR Consultancy, SAPVIA members 1.1.4 Modernised SAPVIA website Strategic tasks Timelines Budget item Resources Revamp SAPVIA website April to June 2016 Consulting and Professional; Employee Costs CEO, Executive Manager, Administrative Officer, Software Developer KPA: Policy Development and Implementation 2.1.1 REIPPPP successfully implemented Strategic tasks Timelines Budget item Resources Engagements on timely completion of REIPPPP 3 and 4 Ad-hoc, as necessary Consulting and Professional; Employee costs; Research and Lobbying Chairperson, Deputy Chairperson, Spokesperson, CEO, PR Consultancy Engagements on timely implementation of REIPPPP 5 On-going, as necessary Consulting and Professional; Employee costs; Research and Lobbying Chairperson, Deputy Chairperson, Spokesperson, CEO, PR Consultancy

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Action and Resourcing Plan 2015/16

2.1.2 Solar PV regarded as a viable energy security solution Strategic tasks Timelines Budget item Resources SANS 10142 or Industry Guidelines implementation From Q4 2015 to March 2016 Consulting and Professional; Employee Costs CEO, Embedded PV Subcommittee, Programme Manager, Consultants (e.g. technical, software development, training, etc.), Green Cape, SESSA, electrical contractors, etc. NERSA SSREG rules implementation From Q4 2015 Employee costs CEO, Embedded PV Subcommittee, Programme Manager REDZs implementation and extension Q4 2015 (public comments) From Q2 2016(monitoring) Employee costs CEO, Grid Access Subcommittee, Programme Manager Increased PV allocation by Ministerial Determination On-going, linked to IEP and IRP process Consulting and Professional; Employee Costs Chairperson, CEO, Programme Manager, PR Consultancy Revised Wheeling Framework implementation From Q1 to Q3 2016 Consulting and Professional; Employee Costs CEO, Grid Access Subcommittee, Consultant, SAREC Transmission constraints mitigation framework ready for implementation (e.g. viable ‘self-build’ framework in place and/or implementation of approach to trade-off solar resources and grid availability, etc.) From Q1 2016 Consulting and Professional; Employee Costs CEO, Grid Access Subcommittee, Consultants, SAREC NetFit pilot study implementation From Q2 2016 Consulting and Professional; Employee Costs As led by CSIR Development of mid-size market concept By Q2 2016 Consulting and Professional; Employee Costs CEO, Programme Manager, Consultants

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Action and Resourcing Plan 2015/16

2.2.1 DTI designation for agreed PV components Strategic tasks Timelines Budget item Engagement with dti and relevant stakeholders From Q1 2016 Consulting and Professional; Employee Costs CEO, Manufacturers Subcommittee, Consultant (economics, trade law, etc.) Lend support to dti promulgation process From Q1 2016 Consulting and Professional; Employee Costs CEO, Manufacturers Subcommittee, Programme Manager, Consultant (economics, trade law, etc.) 2.2.2 Enhanced predictability of demand for local components Strategic tasks Timelines Budget item Resources Lobby for increased and predictable roll-out of PV On-going Consulting and professional; Employee costs; Research and Lobbying Chairperson, Deputy Chairperson, CEO, Programme Manager, PR Consultancy 2.3.1 Agreed SED-ED commitments are met Strategic tasks Timelines Budget item Review and implementation coordination by SED-ED SC On-going Consulting and Professional; Employee costs CEO, SED-ED Subcommittee, Programme Manager

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Action and Resourcing Plan 2015/16

KPA: Organisational capacity-building 3.1.1 Enhanced Secretariat capacity and capability Strategic tasks Timelines Budget item Redefine JDs of AO and EM to align with new structure By Feb 2016 Consulting and Professional; Employee Costs CEO, HR Consultant Develop Performance Management Framework (PMF) By Feb 2016 Consulting and Professional; Employee Costs CEO, HR Consultant Appoint/approve panel of service providers By March 2016 Consulting and Professional; Employee Costs CEO, Management Committee Recruit staff member(s) From Dec 2015 Consulting and Professional; Employee Costs CEO, Management Committee, HR Consultant 3.1.2 Updated SAPVIA membership requirements and benefit packages Strategic tasks Timelines Budget item Introduce premium package to qualifying Full Members On-going Employee costs Chairperson, Treasurer, CEO Introduce SAPVIA-endorsement for qualifying embedded PV installers From Q2 2016 Consulting and Professional; Employee Costs CEO, Programme Manager, EG SC, Consultant

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Action and Resourcing Plan 2015/16

3.1.3 Enhanced interactions among Manco, Subcommittees, Secretariat and members Strategic tasks Timelines Budget item CEO reporting to Manco i.t.o PMF/contract Every 2 months Employee costs CEO, Programme Manager Exec PA CEO and SC Chairs’ reports CEO – Monthly; Chairperson – every 2 months Employee costs CEO, Chairperson, Exec PA Webinars with members Every 2 months from Q2 2016 IT and website; Employee costs Manco, CEO, Programme Manager Networking Events and web-based B2B contact among members Every 2 months for NE. B2B contact linked to website revamp. Employee costs; Members events CEO, Programme Manager, Senior Policy Analyst, Administrative Officer Document-sharing platform in place Q1 2016 IT and website; Consulting and Professional; Employee costs CEO, IT/web consultants 3.2.1 Enhanced interactions among members and non-members Strategic tasks Timelines Budget item Establish ‘RCI User Forum’ By Q2 2016 Employee costs CEO, Member Services Coordinator Quarterly RCI User Forum meeting From Q2 2016 Employee costs CEO, Programme Manager (GAS, EG), Member Services Coordinator, Administrative Officer 3.3.1 New members recruited Strategic tasks Timelines Budget item Recruit additional Full Members On-going Employee costs CEO, Member Services Coordinator, Administrative Officer

Recruit additional Associates On-going Employee costs CEO, Member Services Coordinator, Administrative Officer

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Action and Resourcing Plan 2015/16

KPA: Strategic Research 4.1.1 Strategic research projects implemented Strategic tasks Timelines Budget item Transmission Constraints Mitigation – Review and Implementation Planning Q12016 – 2017 Employee Costs; Projects CEO, Programme Manager (GAS, EG), Consultants PV sector impact on local PV component manufacturing From Q2 2016 – 2018 Employee Costs; Projects CEO, Programme Manager (MS, SED-ED), Consultants Techno-economic viability of energy storage Develop business case and lobby for approval of differential PV electricity tariff (for peak supplies) From Q12016 Employee Costs CEO, Programme Manager (GAS, EG), Consultants Standards support and registration/vetting of SAPVIA-endorsed embedded PV installers From Q2 2016 Employee Costs; Projects CEO, Programme Manager (GAS, EG), Consultants Inputs towards IEP and IRP updates From Q1 2016 Employee Costs; Projects CEO, Programme Manager (GAS, EG), Member Services Coordinator, Administrative Officer, Consultants Complementary PV markets – mid-size market, NetFiT Pilot and Wheeling Q2 2016 for NetFit Pilot and mid-size market; Q3 for Wheeling Framework Employee Costs; Projects CEO, Programme Manager (GAS, EG), Consultants

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Action and Resourcing Plan 2015/16

KPA: Corporate Citizenship and Social Responsibility 5.1.1 SAPVIA is a critical role-player in skills development Strategic tasks Timelines Budget item Resources Training and accreditation of RCI PV installers From Q2 2016 (for ‘SAPVIA endorsement) Consulting and Professional CEO, Embedded Generation Subcommittee, Programme Manager, SARETEC, Consultants 5.2.1 Collaborative training and skills development programmes Strategic tasks Timelines Budget item Engage government on skills development From Q1 2016 Employee costs; Consulting and Professional CEO, Embedded Generation Subcommittee, Programme Manager, SARETEC, Consultants

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Action and Resourcing Plan 2015/16

KPA: Funding 6.1.1 Current membership subscription fees retained and increased Strategic tasks Timelines Budget item Follow-up on renewals From February 2016 Employee costs; Subscriptions 6.1.2 Premium package launched Strategic tasks Timelines Budget item Recruitment of prospective Premium Package subscribers From November 2015 Employee costs; Subscriptions 6.1.3 SAPVIA endorsement of qualifying embedded PV installers Strategic tasks Timelines Budget item Develop and approve industry best-practice guidelines pending finalisation of updated SANS standards From November 2015 Employee costs; Subscriptions Review and endorse interim training programme From November 2015 Employee costs; Consulting and Professional Implement training programme with selected partners From January 2016 Employee costs; Consulting and Professional 6.1.4 Supplementary funding channels developed and maintained Strategic tasks Timelines Budget item Secure DTI funding (Generic and project-specific) From Q2 2016 Employee costs; Other income - Grant

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Action and Resourcing Plan 2015/16

KPA: Funding 6.1.5 Funding from SAPVIA Events Strategic tasks Timelines Budget item Secure CEO Forum breakfast/dinner sponsorships From Q1 2016 Consulting and Professional; Employee costs; Other income – Sponsorships; Projects Secure CEO Forum breakfast/dinner delegate fees From Q1 2016 Consulting and Professional; Employee costs; Other income – Sponsorships; Projects Secure 'Solar Imbizo' sponsorships From Q1 2016 Consulting and Professional; Employee costs; Other income – Sponsorships; Projects Secure 'Solar Imbizo' delegate fees From Q1 2016 Consulting and Professional; Employee costs Other income – Sponsorships; Projects Secure ‘Solar Imbizo’ exhibition fees From Q1 2016 Consulting and Professional; Employee costs Other income – Sponsorships; Projects

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SAPVIA Budget 2015/16: Vote 6

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It is important to note the budget forecast includes a number of key assumptions that are different from previous SAPVIA budgets, namely:

• Upgrade of at least 10 Associate Members to Full Members.
• At Least 5 existing Full Members subscribe Platinum Package.
• At least 25 installers join as Associate Members and receive endorsement for rooftop PV

safety & quality.

• At least 10 existing Associate Members are endorsed for rooftop PV safety & quality.
• Provision for illustration of the effect of grant funding from the dti.
• Provision for the funding of a new organisational structure.
• The introduction of SAPVIA’s conferences.
• ZERO inflation adjustment, noting 15 percent increase for 2014/15.

Budget forecast 2015/16:

Key Assumptions

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SAPVIA 2015/16 Income Forecast

Without dti grants With dti grants Aug-15 Oct-16 Oct-16 Membership Income Ordinary New Members 304 000 393 300 393 300 Associate New Members 241 948 196 650 196 650 Individual New Members 9 583

• Membership Renewals - Ordinary

924 948 1 061 910 1 061 910 Membership Renewals - Associate 693 370 1 140 570 1 140 570 Membership Renewals - Individual 16 317 34 086 34 086 Platinum Package – Full Members

• 427 500

427 500 SAPVIA Endorsed Installers N/A 573 135 573 135 Other Income Solar Imbizo delegate fees N/A 600 000 600 000 Solar Imbizo sponsorships N/A 2 330 000 2 330 000 Solar Imbizo exhibitions N/A 1 080 000 1 080 000 dti grants N/A

• 2 084 000

NE Sponsorships 247 135 280 000 280 000 Total Income 2 459 294 8 117 151 10 201 151

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SAPVIA 2015/16 Expenditure Forecast (1)

Without dti grants With dti grants

Aug-15 Oct-16 Oct-16 Fixed Operating Expenses Accounting & Admin 19 184.74 37 640.00 37 640.00 Bank Charges 10 928.00 55 000.00 55 000.00 Employee Costs 1 527 231.00 2 828 290.00 2 828 290.00 IT & Website 15 914.00 24 156.00 24 156.00 Rent, Telephone, ADSL, Insurance & Electricity 201 457.00 210 826.00 210 826.00 Sub-total: fixed operating expenses 1 774 715.00 3 155 912.00 3 155 912.00

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SAPVIA 2015/16 Expenditure Forecast (2)

Without dti grants With dti grants

Aug-15 Oct-16 Oct-16 Variable Operating Expenses VAT 339 158.00 339 158.00 Meetings: workshop & AGM 11 309.00

• Member events (e.g.: NEs)

151 863.00 202 200.00 202 200.00 Miscellaneous 49 846.00 13 420.00 13 420.00 Printing & Stationery 7 797.00 9 240.00 9 240.00 Travel 85 894.00 121 684.00 121 684.00 EPIA Membership Fee 14 164.00 20 000.00 20 000.00 SAREC 160 130.00 297 803.00 297 803.00 Non-cash (e.g.: bad debts/depreciation) 43 076.00

• Sub-total: variable operating expenses

524 081.00 1 003 506.00 1 003 506.00

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SAPVIA 2015/16 Expenditure Forecast (3)

Without dti grants With dti grants Aug-15 Oct-16 Oct-16 Exceptional Expenses Advertising (PR)/Promotional 1 080 000.00 2 380 000.00 Promotional video, brochures, CDs

• 400 000.00

Exhibition space & stands at Solar Imbizo

• 1 080 000.00

1 080 000.00 Research & Lobbying 200 000.00

• 900 000.00

Consulting & Professional 1 525 000.00 1 525 000.00 Arup retainer / RTPV seminar report 76 400.00 45 000.00 45 000.00 Transmission constraints mitigation – review & implementation planning

• 400 000.00

400 000.00 PV sector impact on local PV component manufacturing

• 200 000.00

200 000.00 Installer endorsement system

• 600 000.00

600 000.00 SAPVIA website upgrade

• 80 000.00

80 000.00 Alternative PV markets – NetFiT Pilot/Wheeling/Mid-Size Market

• 200 000.00

200 000.00

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SAPVIA 2015/16 Expenditure Forecast (4)

Without dti grants With dti grants Aug-15 Oct-16 Oct-16 Exceptional Expenses SAPVIA Strategic Events

• 1 218 500.00

1 218 500.00 CEO Forum breakfast/dinners – production

• 54 000.00

54 000.00 Solar Imbizos – production

• 439 500.00

439 500.00 CEO Forum breakfast/dinners – venues & related services

• 225 500.00

225 000.00 Solar Imbizos – venues & related services

• 500 000.00

500 000.00 Sub-Total: Exceptional Expenses 276 400.00 3 823 500.00 5 123 500.00 Total Expenses 2 575 196.00 7 982 918.00 9 282 918.00 Profit (Loss) 898 306.00 134 233.00 430 098.00