Description
Strategic Objectives Provide content that drives audiences and delivers public value, whilst meeting both the public service mandate and sustainability of the Corporation.
STRATEGIC
OVERVIEW
PERFORMANCE
MANAGEMENT
GOVERNANCE
INDICATORS
DELIVERABLES
South African Broadcasting Corporation [SOC] Ltd
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REPORT ON THE
PERFORMANCE OF THE SABC
ACHIEVEMENTS
GROWTH
DELIVERY
Key Deliverable Key Performance Indicator
Performance
Delivery
Reasons for Deviation
Pillar 1: Programming: Quality, Purchasing and Commissioning
Strategic Objectives: Provide content that drives audiences and delivers public value, whilst meeting both the public service mandate and
sustainability of the Corporation
Talented skills retained. Hot talent loss reduction by
10%.
SPORT: Achieved. The SABC’s Operating model was only approved
in August 2011.
TV: Not achieved.
Reduced impairments. Reduce the number of titles
that are impaired by 50%.
Not achieved. This process was monitored on a monthly basis.
However not all the titles could be scheduled as
they were not in line with channel strategies and
positioning and would not assist the channels in
achieving the audience targets set.
Local commissioned content cost
containment.
Average cost per minute per
genre limited to 2% increase
from FY10/11 baseline.
Not achieved. This increase requires allocation of additional
resources to meet the increased output required.
Foreign licence costs
containment.
Reduce new deal values
by 10% (Measured in US$,
excluding SABC3 turnaround
strategy procurement).
Not achieved. The lengthy turnaround processes compromise
the Division’s ability to negotiate and achieve the
target.
Education delivery on radio,
television and outreach.
Deliver mandate hours in line
with licence conditions.
Achieved.
Pillar 2: Platform Management
Strategic Objectives: Delivery of public service broadcasting that achieves the Corporation’s mandate delivery, drives audiences, and creates
public value
Re-establishment of the
market intelligence function
to drive business decision
making informed by audience
requirements.
Centralisation of services. Not achieved. TV Division has capacity constraints. This
hampered the division’s ability to allocate the
required resources to deliver against this project.
Department resourced. Not achieved.
Research delivery to meet
corporational requests.
Not achieved.
Television Audience delivery. 60% Not achieved. The SABC’s ?nancial position crippled the
Television network’s ability to sustain its
competitiveness as the acquisition of content was
restrained.
Turnaround strategy for SABC3
to deliver on audience targets,
LSM 7-10.
16% Not achieved. The Turnaround Strategy for this channel su?ered
many setbacks due, largely, to the failure to
deliver on International content; however the
channel has been successful in maintaining its
all-adults audiences.
All Radio listenership increased to
67% all adults.
67% Achieved.
ICASA Mandate delivered for
Radio and TV.
Meet the mandate target. Not achieved. The non-achievement relates specifically to the
areas of minority languages and other genres.
The non-achievement in terms of genre hours
was brought about due to special events.
Plan of delivery for commercial
launch of DTT Platform.
Business case signed off and
platform ready for launch.
Not achieved. An integrated DTT business plan is in the process
of being completed. TV Division has capacity
constraints and the team aligned to the Corporate
DTT team is also responsible for the day-to-day
operations of the Division. This hampered the
Division’s ability to deliver e?ectively against this
project.
• Digital Media established and
Technology division established.
Establishment of Digital
Media division and implement
operating model and structure
for the combined division
(Digital Media and Technology)
Not achieved. Digital Media is already being implemented, i.e.
EPG under the DTT laboratory group.
Due to limited resources and the need to be
within the turnaround goals of the SABC, there
won’t be a new division formed specifically for
Digital Media.
• Business unit structure
resourced.
Recruit resources to staff future
IT business unit.
Not achieved. All IT islands reporting to BIT. Vacant positions
within new structure are still to be advertised.
INDICATORS
SABC Annual Report 2011 | 2012
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South African Broadcasting Corporation [SOC] Ltd
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Key Deliverable Key Performance Indicator
Performance
Delivery
Reasons for Deviation
Pillar 2: Platform Management (continued)
Strategic Objectives: Delivery of public service broadcasting that achieves the Corporation’s mandate delivery, drives audiences, and creates
public value
• Delivery of public value as per
research findings.
Public value research
conducted.
Not achieved. TV Division has capacity constraints. This
hampered the Division’s ability to allocate the
Resources required to deliver against this project.
• Research into how SABC is
delivering on its public value
mandate (targets to be set).
Meet public value targets as
set.
Not achieved.
• Increased reach of SABC services
through the rollout of low
power transmitters.
100 low power transmitters
operational.
Not achieved. It is taking longer than anticipated to get
approval for frequencies and for the commission
and build of sites by Sentech.
Digital Playout Centre project
implemented
Complete on-site build and the
commission and testing
Not achieved. A document was submitted recommending that
Board not proceed with the contract and that
Technology proceed with these projects.
Storage Area Network project
implemented.
Complete implementation and
facility operational.
Not achieved.
Upgrades to Studios 1 and 2
Implemented
Both studios completed and
operational.
Not achieved.
Critical infrastructure in Final
Control Centre implemented.
3 FCCs completed and
operational.
Achieved.
FCC’s 1,3 and 4
are complete and
operational.
Newsroom production and
computer system implemented.
System implemented and
operational.
Not achieved. TV News requested that the primary and
secondary play out systems be changed around.
Pillar 3: News
Strategic Objectives: Provide distinctive public service broadcasting through compelling nation news that is regionally focused and
international news from an African perspective
News programming that delivers
audiences and achieves slot
targets. Improve audiences from
7% to 10%.
Reduce further loss of
audiences Achieve 7%
audiences.
Achieved.
24 hour news channel launched. Launch the 24 Hour News
Service, by October 2011.
Not achieved. There was a lack of budget to implement the 24
hour business plan and the absence of a Board
resolution on the platform to launch the channel.
Local Government Elections
• Provision of platform for citizens,
politicians and parties to relay
their campaign messages.
• Balanced analysis of election
issues.
• Broadcast of IEC results.
Ensure a successful fair and
balanced broadcast coverage
with national reach.
Achieved.
Pillar 4: Governance
Strategic Objectives: Review of operational policies and procedures to ensure alignment with new operating model
Headcount reduction to the
targeted operating model.
15% reduction. Not achieved The structure was only approved in August 2011.
Currently in the process of ?nalising consultation
with Labour to embed the structure. Since April
2011 to March 2012 the numbers have dropped
2%.
Review and revise editorial policy. Launch updated, relevant
Editorial Policy.
Not achieved. The first two phases of the project were
completed. Work was postponed on the project
until February 2012, when it resumed.
Business performance
management.
Approved corporate and
shareholder compact
submitted to DOC as per PFMA
guidelines.
Achieved.
Quarterly performance reports
submitted to DOC as per PFMA
guidelines.
Achieved.
Individual performance
management.
Annual performance
contracting.
Not achieved. Performance policy was drafted and presented
to Labour only in March 2012. This has now been
planned for the 1st quarter of the new ?scal.
Quarterly evaluation. Not achieved.
Union Relationship Management. Negotiation agreements
signed.
Achieved.
SABC Annual Report 2011 | 2012
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Key Deliverable Key Performance Indicator
Performance
Delivery
Reasons for Deviation
Pillar 4: Governance (continued)
Strategic Objectives: Review of operational policies and procedures to ensure alignment with new operating model
Application of the
organisational risk
management framework.
Risk reporting structures
established.
Achieved.
Conduct internal risk assessment
workshops to review and update
SABC risk register.
Achieved.
Increase controls around
fruitless and wasteful
expenditure.
Review of procurement processes. Not achieved. The Policy was revised, but has not been
approved by Group and Board.
Review of Delegation of Authority
(DAF).
Not achieved. The key driver of this project is the Company
Secretary. A Company Secretary was appointed
on the 01 May 2012. The CFO is a key provider in
the review process. The CFO was appointed on
the 01 March 2012. In view of appointments this
process will be resuscitated and fast-tracked to
completion.
Review and refinement of the
internal audit.
Achieved.
Embed risk management into
the day-to-day activities of
the Corporation.
Evaluation of the optimal cost of
compliance as a percentage of
revenue.
Not achieved. Have not been able to establish the optimal cost
by year-end.
Reduce cost of compliance to
agreed percentage of revenue.
Not achieved. Have not been able to establish the optimal cost
by year-end.
Pillar 5: People
Strategic Objectives: Attraction, retention and development of resources to drive organisational delivery.
Embed a performance
culture to ensure efficiency
and effectiveness.
Performance Management - Reward
linked to performance strategy and
implementation.
Not achieved. Scheme design completed but needs to go
to Board for approval only once Performance
Scheme is embedded.
Leadership development
programme implemented.
Development and implementation. Achieved.
Corporation design, work
study, job profiles and
competency profiles.
Organogram approved and
cascaded.
Not achieved. Top structure approved in August 2011. Design
completed up to level 3. Executives are being
engaged to craft the full six layers. Work study, job
pro?ling, grading to be done to establish right
numbers and grades once all layers have been
?nalized.
Job profiles determined by
Corporation.
Not achieved.
Design and graded by
Remuneration Department.
Not achieved.
Roles and responsibilities defined. Not achieved.
Competency profiles determined. Not achieved.
Training of staff to ensure
business proficiency and
effectiveness.
Comprehensive training strategy
aligned to SABC business operating
model and strategic direction.
Not achieved. A Total of 1972 employees were trained.
The RPL contracts were signed. A project plan has
been drafted.
Review cost impact policies: Leave Policy. Not achieved. This forms part of the total policy review process.
The draft has been completed and requires
consultation with Labour.
Acting Policy. Achieved.
13th Cheque Policy. Achieved.
Senior Managers’ Car Scheme Policy. Achieved.
Transfer Policy. Not achieved. This forms part of the total policy review process.
The draft has been completed and requires
consultation with Labour.
Travel Policy. Not achieved.
Adhoc Rewarding of Staff. Not achieved.
Consolidated Remuneration Policy. Not achieved.
Change to Total Cost Of
Employment for new hires.
Change to TCOE. Achieved.
Medical Aid Policy Review. Medical Aid Policy Review. Achieved. Unions are not in favour of moving to an open
scheme. Tender process will commence in 1st
quarter of next ?scal with a view to select a
service provider as an alternative scheme to fund
alongside the closed scheme.
South African Broadcasting Corporation [SOC] Ltd
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Key Deliverable Key Performance Indicator
Performance
Delivery
Reasons for Deviation
Pillar 5: People (continued)
Strategic Objectives: Attraction, retention and development of resources to drive organisational delivery.
Skills audit completed. Confirmed job families. Not achieved. The business requested that skills audit be
conducted in the absence of structures and
positions being ?nalised. It has been highlighted
as an urgent need.
Completion date moved to 30 June 2012.
First phase of skills audit project (compilation
of employee’s quali?cation and skills pro?le) is
underway. This will assist in addressing previous
challenges experienced on the skills audit process.
Conduct Audit and report on
gaps.
Design strategies to close gaps.
Succession Planning Policy and
plan in place and executed.
Succession Policy. Not achieved The succession planning Policy and Strategy could
not be implemented owing to most of the senior
positions being ?lled by employees in an acting
capacity. The new structure once implemented
will de?ne potential successors appropriately –
This will be aligned to the pipeline.
Development Plans for potential
successors.
Redesigned and SABC tailored
leadership pipeline.
Not achieved. The framework is available but due to
leadership changes, could not be implemented.
The framework must also be aligned to the
Performance Management Process.
Pillar 6: Financial Health
Strategic Objectives: Increase revenues by ensuring organisational e?ectiveness, e?cient service delivery and the establishment and
development of alternative income streams.
Revenue targets met. R4.050 billion. Achieved.
Maintain Cost of Sales Ratio of
5.5%.
Based on Revenue Budget. Cost
of Sales 5% (R217m).
Achieved.
Manage working capital -
Reduce debtors days.
Target debtors days of 73 days. Not achieved. The deterioration at year-end resulted from a debt
of R31m not being ?nalized.
Share of Advertising revenue
maintained.
TV – 54%. Not achieved. Television Revenue Share performance is partially
attributable to the repositioning of SABC3 not
having taken place. The situation was exacerbated
by schedule changes and by signi?cant television
audience share loss in the 4th Quarter.
Radio – 45%. Not achieved. Radio Revenue Share performance was due
to the highly competitive radio broadcasting
environment in South Africa.
Government Subsidy requests
made.
• Request made.
• Lowest-income households.
with TV sets (special debt
collection).
Achieved.
Concessionary TV licence holders Achieved.
TV Licence collection targets
met.
R1.019 billion. Not achieved. Non-achievement was mainly due to debt
collection revenue not being on target owing to
the non-implementation of the special revenue-
generation initiative.
Maintain acceptable cost-to
revenue-ratios:
• Collection cost as % of
operating revenue.
19% Achieved.
• External operating costs as %
of operating revenue.
10% Achieved.
Increased revenues from
alternative revenue streams:
• Digital Media R51.3m Not Achieved. Due to non-achievement of the Government
Guarantee deliverables; however this will be
achieved through the restructuring of the
Technology Division, part of the new approved
structure. Rationale: can be achieved at a cost of
less than R15 million.
• Content exploitation. R36,8m Not achieved. Content exploitation did not achieve its combined
target because the Local Sales Unit requires
stability, training and a revised strategy which is
being crafted.
SABC Annual Report 2011 | 2012
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Key Deliverable Key Performance Indicator
Performance
Delivery
Reasons for Deviation
Pillar 6: Financial Health (continued)
Strategic Objectives: Increase revenues by ensuring corporational e?ectiveness, e?cient service delivery and the establishment and
development of alternative income streams.
Content Funding / Co-production. R21,2m Achieved.
Asset management strategy
developed and implemented.
Create organisational structure
for Property and Facilities
function and transfer all staff in
to that structure (May 2011).
Not achieved. Awaiting approval by the general SABC structure.
Approved property strategy
(Jan 2012).
Not achieved. Awaiting approval by the general SABC structure.
Pillar 7: Stakeholder Management
Strategic Objectives: Review of operational policies and procedures to ensure alignment with new operating model
Enterprise stakeholder
management plan implemented.
Strategy developed by 31 April
2011.
Achieved.
Strategy implemented 31
March 2011.
Not achieved. There were budgetary constraints to implement
some activities.
Regional structure revised and
implemented.
Strategy approved. Not achieved. Strategy approved at divisional level but
engagements with Group Executive Committee
did not take place to ensure buy-in from all
divisions and agree on reporting lines.
New Reporting lines
established.
Not achieved. The operating model is not aligned to the
provincial strategy.
Brand and Reputation of SABC
improved.
5 brands win awards in Top
10 brands survey or awards
ceremonies.
Achieved.
Own all the national awards,
SAMA, SAFTA, Loeries, National
Sports, News.
Win 60% of categories in all
awards.
Not achieved. This was primarily due to the reduced investment
in quality content brought about by the lack
of su?cient funds to do so and increased
competition.
Strategic marketing plan and
implementation thereof in all
marketing areas :
• Television.
• Radio.
• News.
• Sport.
• Trade marketing.
Recruitment of Marketing Head
(June 2011).
Achieved.
Television: Strategy
approved (Sept 2011) and
implementation.
Not achieved. Marketing strategy was developed but it was not
fully implemented.
Radio: Strategy approved (Sept
2011) and implementation.
Not achieved.
News: Strategy approved (Sept
2011) and implementation.
Not achieved.
Sport: Strategy approved (Sept
2011) and implementation.
Not achieved.
Trade Marketing: Strategy
approved (Sept 2011) and
implementation.
Not achieved.
DELIVERY ON
MANDATE
COMPLIANCE
PERFORMANCE
SERVICE
LICENCE
LANGUAGE
QUOTAS
LOCAL
South African Broadcasting Corporation [SOC] Ltd
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SERVICE
LICENCE
SABC Annual Report 2011 | 2012
43
public about preparations for, and the organisation of, the
elections. The major challenges were young voters who had
just become eligible to vote, the seeming apathy of youth
and the low women participation in the ballot.
To this end SABC Radio was expected to create awareness
and excitement and to galvanise the people of South Africa
around the elections just as it had done during the 2010
FIFA World Cup. SABC Radio, through its platforms, ran
voter education programmes as a build-up to the elections.
Other on-air programmes for the build-up included, among
others, the inclusion of voting in the story-line of radio
drama soapies, discussions on voting during talk shows and
regular promotional campaigns with di?erent messages
explaining the necessity of voting.
On the News front, PBS Radio Delivery against ICASA Licence
Conditions was successfully implemented with all the radio
stations exceeding weekly targets of News and Current
A?airs of 420 minutes, weekly targets of 180 minutes of
Information Knowledge Building; Education weekly targets
of 300 minutes; weekly targets of 60 minutes of Drama, and
weekly targets of 60 minutes for Children’s programmes.
Radio Performance of South African Music
The SABC has generally performed above ICASA’s minimum
requirements for South African music as opposed to
foreign music. The list below provides annual average
music percentage per station. The Regulations require that
the public broadcasting service radio stations broadcast a
weekly average of 40% South African music. The commercial
The licence conditions for SABC television
and radio prescribed quotas of various
programming genres that they needed
to comply with from 2006. The licence
conditions are a yardstick for the Regulator to
measure the SABC’s delivery on its mandate
as outlined in the Broadcasting Act of 1999 as
amended.
For the ?nancial year 2011/12 the channels have generally
complied with the licence conditions. The broadcast of
the Local Government Elections, the Rugby World Cup,
and the Africa Cup of Nations (AFCON) resulted in slight
under-performance in certain genres. However, the SABC,
as required by the licence conditions, had duly applied to
the Independent Communications Authority of South Africa
(ICASA) for exemptions from complying with the licence
conditions during the broadcast of the above events. The
exemptions were granted by the Authority.
RADIO
With 16 public service radio stations and 3 commercial
radio stations, the SABC’s Radio Division has the broadest
reach to citizens; many South Africans rely on the news,
programming and information delivered by our stations.
The 2011/12 ?nancial year started with the coverage of the
Local Government Elections. SABC Radio had to ensure that
it delivered on its mandate of informing and educating the
COMPLIANCE WITH
LICENCE CONDITIONS
DELIVERY
QUOTAS
IMPLEMENTATION
REGULATOR
PERFORMANCE
COMPLY
Radio 2000 presenter, Bertha Charuma
radio stations have to broadcast 25% SA music.
% CBS and PBS Local Music
Use of O?cial Languages
SABC Radio delivers broadcasting in more than the 11 o?cial
languages as some stations also broadcast in languages of
minority groups.
PBS Stations:
• XK FM broadcasts equally in ?Xintali and Khwedam;
• Lotus broadcasts mainly in English with daily broadcasts
in Urdu, Tamil, Gujirathi and Hindi;
• SAFM broadcasts in English;
• R2000 broadcasts primarily in English;
• Tru FM broadcasts equally in isiXhosa and English; and
• RSG broadcasts in Afrikaans.
South African Broadcasting Corporation [SOC] Ltd
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CBS Average FY 2011/2012
5FM 33%
Good Hope FM 38%
Metro FM 42%
PBS
Tru FM (CKI) 52%
Ikwekwezi FM 74%
Lesedi FM 73%
Ligwalagwala FM 63%
Lotus FM 22%
Motsweding FM 71%
Munghana Lonene FM 78%
Phalaphala FM 66%
Radio 2000 44%
RSG 56%
SAFM 67%
Thobela FM 68%
Ukhozi FM 67%
Umhlobo Wenene FM 79%
X-K FM 54%
News daily Current A?airs daily IKB Education Children Drama
(M-F) (SAT) (SUN) (M-F) (SAT) (SUN) Weekly Weekly Weekly Weekly
SA FM 99 95 93 325 - - 1538 332 59 219
Icasa’s Quota 60 60 60 60 - - 180 240 60 150
RSG 110 62 63 210 95 61 1405 325 224 275
MLFM 80 80 75 118 60 60 1264 337 178 177
Lesedi FM 84 62 60 194 60 58 1865 330 126 171
Ikwekwezi FM 134 68 64 127 60 60 1530 323 102 203
Ukhozi FM 85 60 60 196 63 63 2638 339 287 218
Phalaphala FM 84 82 82 108 66 62 2642 363 147 215
Ligwalagwala FM 99 60 60 110 60 60 1870 355 405 250
Motsweding FM 106 60 60 111 62 61 1462 251 108 164
Thobela FM 208 110 80 96 60 60 1750 420 420 160
Umhlobo Wenene FM 78 78 78 162 64 72 701 336 432 171
Icasa’s Quota 60 60 60 60 60 60 180 300 60 150
Lotus FM 76 70 70 92 65 60 639 - - 193
Icasa’s Quota 60 60 60 60 60 60 180 - - 150
X-K FM 67 50 50 101 55 55 1432 534 755 -
Icasa’s Quota 30 30 30 30 30 30 180 300 15 -
Tru FM 74 60 60 56 30 55 2076 336 54 -
Icasa’s Quota 30 30 30 30 30 30 60 120 30 -
ICASA Genre Licence Conditions
PBS Radio delivered the ICASA genre licence conditions to the letter.
PCS Stations:
Metro FM, 5FM and Good Hope FM broadcast, as prescribed,
in English.
Delivery as per The Public Service Mandate
PBS Radio delivers on a weekly basis programmes that
address the challenges facing the nation and that promote
nation-building and social cohesion. These themes include
the following:
• Moral Regeneration;
• Health Issues;
• Education Matters;
• Job Creation;
• Human Rights;
• Crime and Stability;
• Arts and Culture;
• Sports and Recreation;
• Labour;
• Heritage and Tourism;
• African Renaissance; and
• Science and Technology.
Key Achievements
Internally the SABC’s operating model was changed from
that of having two separate divisions being Public Broadcast
Services (PBS) (comprising SABC 1 and 2 television channels
and the 15 PBS radio stations) and Public Commercial
Services (PCS) division (comprising SABC 3 and the three
commercial radio stations) working separately.
Instead, towards the end of 2010 the Radio and TV Divisions
were separated to encourage the exploitation of centres of
SABC Annual Report 2011 | 2012
45
Languages on Television
The Broadcasting Act, as amended, Regulations, and the
SABC editorial policies advocate the promotion of South
African languages other than English. This principle was
encapsulated in the licence conditions that were granted
to the SABC in 2005. SABC television has had challenges
in performing above the minimum requirements on
languages for various reasons that include lack of capacity in
the production industry to deliver content in marginalised
languages.
The tables below show SABC television’s performance on
languages:
excellence as well as the equitable allocation of resources,
whilst delivering on the relevant mandates of the portfolios
within the divisions, i.e. the commercial portfolio delivering
revenue as its core mandate and the public service radio
stations delivering the public service mandate as their core
mandate.
During this time there was also the introduction of the
turnaround strategy, which set out certain deliverables
for radio as part of the Corporation’s ful?lment of its
Government Guarantee requirements.
Programming Highlights
The key achievement of radio besides the delivery of
mandatory content, was the successful promotion
and creation of awareness before and during the Local
Government elections. All radio stations produced and
broadcast programmes aimed at addressing the apathy of
the youth towards voting. Voter education programmes
were broadcast across all the radio stations for ?rst-
time voters. Radio stations featured political debates
and discussions during their talk-back shows. PBS Radio
stations, together with the News Department, held town
hall debates.
TELEVISION
TV Performance for Local Content
The SABC television channels have generally exceeded the
minimum requirements on local content as prescribed by
the regulations and the licence conditions. The table below
provides a three-year scenario from 2009/10 to 2011/12 on
local content performance.
u
u
u
u
u
u
u
u
u
u
u
100%
90%
80%
70%
7
2
.
4
2
4
1
:
0
0
:
0
0
7
0
.
3
6
7
6
.
2
1
5
3
:
4
7
:
2
1
9
0
.
4
8
8
5
.
0
6
4
1
:
0
0
:
0
0
8
0
.
0
1
4
1
:
5
9
:
3
1
4
1
.
4
4
3
9
.
7
8
3
7
.
1
3
60%
60:00:00
50%
48:00:00
40%
40:00:00
30%
36:00:00
20%
24:00:00
10%
12:00:00
0%
00:00:00
Source: Prime Time Broadcast Schedule Source: Broadcast Schedule (28 March 2011 - 1 April 2012)
SABC 3’s Local morning show ‘Expresso’ presenter team.
SABC Local Content - Prime Time Language Delivery for TV Performance
ICASA’s overall local content quotas Average hours/min per week
Current performance vs ICASA’s quota
Languages other
than English
FY 2009/10
ICASA’s Quota
FY 2010/11
Current Performance
FY 2011/12
u
u
u
u
u
u
u
SABC1 SABC2 SABC3
SABC1 SABC2
14:24:00
12:00:00
09:36:00
07:12:00
04:48:00
02:24:00
00:00:00 u
u
u
u
u
u
u
Audience Experiences
The Television Division, through its three TV channels and
Content Commissioning Departments, continually interacts
with its audiences to bring its programming stars and
characters to the people e.g.:
• ?ve SABC Education Baba Indaba Expos were held
during the ?scal;
• in partnership with the National Department of Basic
Education SABC Education hosted the 2011 National
Teachers Awards function, which was broadcast live on
SABC 2;
• SABC partnered with Sanlam on the national Takalani
Sesame Road Show; and
• as the youth channel, SABC1 continued to ensure that
it connects with its core audience through music. The
Live Tour was a national road-show to promote SABC1’s
?agship entertainment property ‘Live’, giving viewers an
opportunity to interact with hosts and local music talent.
Television Highlights
Special events and activations:
• the channels broadcast a number of special events such
as the festivities to celebrate the ANC Centenary, as
well as on-air communication to ensure that the nation
celebrated the victories of the liberation struggle.
• special broadcasts included the J&B Met, AFCON and the
Sri Lanka Cricket Tour.
• the 6th SAFTAs were broadcast on SABC3, and out of the
65 nominations, SABC Television received 34 “best of”
awards. The Educational Drama ‘Intersexions’ scooped
11 awards.
• SABC Education hosted the Brothers for Life Awards
function for all the winners across 9 radio stations.
• in celebration of Africa Day 2011 a live concert featuring
local, continental and international musicians was held
at the Mary Fitzgerald Square, downtown Johannesburg.
The evening was a melting pot of African song and
dance performed in front of an enthusiastic and jovial
crowd. The show was broadcast live on SABC2 and was
themed to address issues of social cohesion, economic
and developmental progression of African countries.
Some of the artists featured on the night included The
Mahotela Queens, Professor, Habib Koite and Baba Maal.
• In celebration of the local arts, SABC1 partnered with,
and broadcast, the following key events:
- South African Traditional Music Awards – October
2011;
- Crown Gospel Awards – November 2011;
- Metro FM Awards – November 2011; and
- South African Music Awards – April 2011
NEWS
SABC News and Current A?airs is the main news-gathering
Division of the SABC. The main news division is situated at
the SABC Auckland Park Head O?ce, with its other local
bureaus spread across the Provinces. As a division, SABC
News is charged with uncovering, reporting and delivering
local, national and international news. The Division plays a
critical role in providing high quality, reliable and unbiased
news and current a?airs services within South Africa. The
Division is sta?ed by journalists and camera personnel
South African Broadcasting Corporation [SOC] Ltd
46
1
4
:
1
2
:
2
2
1
1
.
2
8
%
1
0
%
SABC3
Hours %
Source: Broadcast Schedule (28 March 2011 - 1 April 2012)
5 SABC Education Baba Indaba Expos were held during the ?scal.
Language Delivery for TV Performance
Average hours/min per week
Current performance vs ICASA’s quota
Languages other
than English
ICASA’s Quota
Current Performance
SABC Annual Report 2011 | 2012
47
SABC News had nine Outside Broadcasting points at the
IEC centres in all nine provinces, as well as a brand new,
state-of-the-art, High De?nition unit in Pretoria. Seventeen
remote mobile units were deployed across South Africa
which received news feeds from all twelve of the SABC’s
Regional o?ces. Extensive election and results system
training for sta? was conducted at the SABC o?ces across
the country. The News Research Department compiled a
comprehensive Election Handbook for Editorial sta?.
The SABC’s results system was connected to the
Independent Electoral Commission’s (IEC’s) in order for
results to be available instantaneously. Through this system,
in addition to re?ecting the results as released by the IEC,
SABC News was able to provide comparisons with previous
elections, to pick-up on results trends as they developed,
and to do predictions of expected outcomes in conjunction
with experts from the CSIR, using scienti?c forecast models
speci?cally developed for the elections. These results,
trends and predictions were broadcast on all radio, TV and
digital news services in real time.
SABC News had six Television presenters anchored at the
IEC Election Centre in Pretoria, which ensured that viewers
were kept updated throughout the day. As the IEC released
the results this was complemented by a wide and balanced
analysis of election issues by a panel of 30 analysts.
More than 400 editorial sta? and almost 100 technical and
support sta? were involved in the SABC Radio coverage of
the Local Government Elections. Teams were deployed at all
IEC Centres countrywide covering various voting stations,
to inform listeners about developments on both election
day and results day. SABC Radio Broadcast Facilities (RBF)
commissioned broadcast facilities at all IEC Centres to
enable News programmes to be broadcast live from these
Centres.
The SABC’s Digital News Unit launched a 2011 Local
Government Elections mobisite, enabling users to access
minute-by-minute updates on election related stories and
voter information via their cell phones.
After the local government elections SABC News continued
to provide comprehensive news service on radio and
television. During the ?rst quarter the reach of those
services increased signi?cantly. Two thirds of the SABC News
product either increased or sustained audiences while 68%
improved or sustained audiences compared to June 2010.
Eight of the SABC’s regular bulletins increased performance
in June 2011, while the remaining two were stable. Current
A?airs programmes did not match the growth in news
output, as only four programmes improved on the previous
year-on-year ratings.
Other major activities which pre-occupied the Division
during this period included the successful coverage and
broadcast of The 17th Session of the Conference of the
Parties of the United Nations Framework Convention on
skilled in production techniques and desktop editing. It is
this skill and capacity which the SABC will call upon when it
launches its 24-hour news channel.
Recently there has been signi?cant growth in the popularity
of the SABC News online platform, which carries up-to-
the-minute breaking news stories, which is testament to
the demand for SABC news content. The SABC’s ongoing
implementation of studio upgrade technologies will
contribute to modernising news output.
In a research study by the Human Sciences Research Council
during the period under review, the majority of South
Africans considered SABC News programmes as being the
most reliable and trustworthy, second only to religious
institutions.
The expanded presence of SABC News across all platforms
and its network of international bureaus and cross-media
journalists has enabled SABC News to provide unrivalled
coverage of signi?cant events and breaking news in the
country. This was showcased during its coverage of the
May 2011 Local Government elections. In the run-up
to the elections SABC News hosted a series of national
debates broadcast live on Sunday nights on SABC1 and
SAFM, and streamed live on sabcnews.com. Six of these
debates, conducted in partnership with the University of
Johannesburg, took place in Johannesburg, with the rest
of the debates hosted at various venues across the country.
At the beginning of April 2011, the SABC also introduced
national pre-election shows, which were aired four days
a week from Johannesburg, with crossings to the regions
during the shows.
Audience ratings for these programmes increased
signi?cantly over time, on both SABC1’s and SABC2’s 2011
Local Government Election broadcasts, indicating a keen
interest from viewers. The “All Adults” rating of SABC1’s
“Elections Debate” increased from an average 9.1 ARs/25.6%
(2.463 million adults) during April 2011, to a remarkable 10.7
ARs/29.8% (2.912 million adults) for the broadcast on 1 May
2011. A “Total Individual” audience of 3.556 million took the
opportunity to watch this speci?c broadcast.
The “All Adults” rating of the SABC2 “2011 Local Government
elections” programme at 18:00 increased from an average
5.1 ARs/15.7% (1.371 million adults) in April to 5.8 ARs/16.3%
(1.564 million adults) for the broadcast on 2 May 2011 and
attracted a “Total Individual” audience of 1.874 million. A
comparison between the 2011 ?gures and those of the 2009
General Elections indicated a greater audience interest in
the 2011 Local Government Elections.
1 200 SABC sta? members were involved in the Television
and Radio coverage of the 2011 Local Government Elections.
SABC News identi?ed twenty-six Outside Broadcast points
and 100 cameras were deployed across the country. The
TV production was end-to-end digital, with conversion to
analogue only at the point of transmission to air.
Climate Change, the Seventh Conference of the Parties
serving as the meeting of the Parties to the Kyoto Protocol
(COP 17) and the African National Congress’s (ANC)
Centenary celebrations. The opening and closing of COP 17
were broadcast live from Durban, KwaZulu Natal. From 28
November to 9 December 2011, SABC viewers received live
broadcasts of keynote addresses and detailed reportage of
discussions as they unfolded during the negotiations. An
experienced team of SABC News anchors and journalists
was deployed to cover the event, bringing audiences daily
coverage of the event.
The ANC Centenary celebrations in Mangaung in early
2012 were also covered live, from the church service in
Bloemfontein, Free State, to the keynote address at the
Mangaung stadium on the 8th of January 2012. SABC
News will continue to broadcast live events related to
the Centenary celebrations, which will last beyond this
reporting period.
The announcement of national matric results was also
successfully broadcast by the Division in all the o?cial
languages.
Audience levels for SABC TV current a?airs programmes
were mixed with some programmes recording signi?cant
increases while audiences for others declined. Two out of
three SABC1 programmes (Cutting Edge and Yilungelo
Lakho) and two of four SABC2 programmes (Fokus and
Leihlo la Sechaba) increased ratings compared to the
previous reporting period, with another SABC2 programme
(Zwa Maramani) remaining constant.
‘Fokus’ reached an exceptional 7.6 ARs/21.2% (ADS 16+)
and an average Total Individual Audience of 2.359 million
viewers. This score takes ‘Fokus’ to pole position among
adult 16+ viewers on the TV current a?airs list. This
programme increased viewership across the language
spectrum, with Afrikaans viewers on 22.4 ARs and a market
share of 51.4%. This means that more than half of the
Afrikaans adult audience that watched during the 18:30 slot
was watching ‘Fokus’. The programme continued increasing
its viewership reaching an 8.2 ARs/22% (ADS 16+) rating
and attracted almost 2.5 million viewers (Total Individuals),
with its adult Afrikaans audience on 25 ARs/54.8% by the
?nancial year-end.
‘Leihlo la Sechaba’ also obtained a remarkable score of
6.8 ARs/21.5% with almost 2.2 million individuals having
watched the show. ‘Asikhulume’, which will be changed in
the new ?nancial year, did not increase its yearly average
rating. The programme recorded 7.4 ARs/19.8% (ADS 16+)
and attracted 2.614 million viewers (Total Individuals).
The loss of audiences for some daily television news and
current a?airs programmes was due in part to strong
competing programming on commercial networks, and
was a re?ection on the general performance of channels.
The News Division is developing strategies to improve
audience performance, including a new look and feel to
coincide with the planned launch of SABC 24 Hours and
some detailed qualitative market research to help re?ne
news content.
With reference to radio current a?airs slots, morning shows
on Ukhozi FM continue to grow overall listenership. The
05:00-06:30 slot continues to perform well with a year-on-
year performance rating at 17.0%. Lesedi FM’s 05:30-07:00
slot has attracted 6.8% year-on-year growth, and currently
is at 0.9% in the ?scal under review. While Umhlobo
Wenene FM has been declining in listenership ?gures, its
05:30-06:30 current a?airs slot has performed well on 8.9%
growth year-on-year. Ligwalagwala FM 05:30-06:30 slot has
seen 1.4% growth, which is an improvement on the -8.2%
experienced last year.
Motsweding FM 06:00-07:00 and RSG 06:00-08:00 slots
continue to perform well year-on-year as well as during
South African Broadcasting Corporation [SOC] Ltd
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2011 Local Government Elections.
SABC Annual Report 2011 | 2012
49
• education;
• health;
• crime;
• poverty alleviation; and
• rural Development
The SABC takes account of these so that news, current a?airs
and information services can be the catalyst for positive and
progressive development and change.
SPORT
The year under review has been a challenging one for SABC
Sport with both extreme highs and dramatic lows. However,
it has been a de?ning year in which some important
milestones were achieved, milestones that will no doubt
be great catalysts in how the Business Unit operates going
forward.
The 2011 IRB Rugby World Cup coverage was undoubtedly
the pinnacle of the year under review, with the successful
integration of all the relevant business units to deliver a
spectacular event, both on screen and commercially. This
e?ort – which became a test case of how SABC should be
managing sport special events - yielded the expected
results with on-screen audience performances trumping
the competition. Our sales ?gures were on target and
our awareness and PR campaign received accolades for
excellence. This well-coordinated approach, spearheaded
by SABC Sport, proved that it is possible to drive meaningful
returns for the SABC from special sporting events if the
various units pull together.
However, the inverse of this was the challenge presented
by the acquisition of broadcast rights. One of the most
inhibiting challenges during the year under review was the
the period under review. SAFM’s 06:00-09:00 slot has also
performed well in the period under review, achieving a
7.7% increase. Midday Current A?airs slots, however, do not
perform well with the exception of Ukhozi FM 13:00-13:30
(4.6%) when compared year-on-year. During the period
under review, 4 out of 7 stations performed well overall.
These are RSG, Lotus, Lesedi FM, and SAFM. The evening
slots have performed well year-on-year on SAFM, Ukhozi
FM, MLFM, and TruFM.
Weekend current a?airs programmes also continued to
perform in a satisfactory manner. Year-on-year two stations
have performed well. These are MLFM whose 06:00-07:00
slot has seen a growth of 17.3%, and SAFM’s 06:00-09:00
slot registering a 21.4% growth rate. The midday slots have
also performed well on both stations, year-on-year, with
RSG’s 13:00-14:00 seeing a 28.4% year-on-year growth.
Lotus FM’s 13:00-14:00 slot registered a 32.3% year-on-year
growth, and 26.8% to date. Lotus FM’s 13:00-14:00 Sunday
slot continued on its phenomenal growth of 6.3% year-on-
year and 21.0% to date. Evening current a?airs weekend
show on SAFM’s 20:00-21:00, on Saturdays experienced a
healthy growth rate of 130.8% year-on-year and a 42.2%
growth, albeit from a small sample. This slot is commanding
30 000 listeners from 13 000 a year ago. MLFM’s 19:00-20:00
Sunday slot recorded a growth of 15.7% year-on-year, and
1.9% growth in the period under review. SAFM‘s 20:00-21:00
slots, on the other hand, recorded a healthy 6.4% growth in
the period under review.
Our social reconstruction initiative, ‘Touching Lives’,
continued to change lives of ordinary South Africans across
the length and breadth of this country. The programme,
which was launched in 2010, is based on the ?ve key
national priorities, namely:
SABC Sport presenter Duane Dell’Oca commentating on the International Friendly between South Africa and Ghana.
lapsing of about 90% of SABC Sport’s key Broadcast Rights
agreements. These agreements lapsed over a period of 18
to 24 months at various intervals, and were not immediately
renewed for various reasons, the most critical of which
was the rapid rise in the cost of sports rights, which was
rendering them too costly for the SABC, and thus too costly
to carry live sport content. This was further aggravated by
the ?nancial position of the SABC and its obligations to
meet the Government Guarantee Conditions, rendering
it ?nancially imprudent to secure inordinately expensive
rights without any discernible returns.
The cost of delivering returns against Sports of National
Interest is becoming an insurmountable ?nancial challenge
for the SABC. It is critical that a sustainable solution be
found to ensure the continued delivery of Events and Sports
of National Interest.
With the above in mind, the objectives for the year under
review for SABC Sport were to manage and reduce the cost
of delivering Sport and Events of National Interest, whilst
retaining quality of delivery. The key cost contributors to
the delivery of Sports of National Interest are in order of
impact: rights fees, which have grown by some 450% in
the past 10 years; cost of production, which has grown at a
rate higher than CPIX consistently for the past 4 years; and
human capital costs. The targeted delivery was to contain
our overall rights fee escalation to within the 10% of the
previous contract. This was largely achieved across our
major contracts. On production, the aim was to ensure that
we seek innovative cost-e?cient mechanisms to deliver
world-class productions.
The Rugby World Cup 2011 was a monumental shift in how
we handle special events, with costs of production being
managed to well within target, yet the on-screen content
managed to deliver some impressive audience for SABC2.
On PSL we implemented some new thinking, which reduced
both internal and external costs, whilst improving the viewer
experience. With regard to human resource costs, we are
currently reviewing our Human Capital utilisation with the
aim of ensuring better utilisation of the sta? that we have
through better resource planning and project integration.
This will not only reduce our costs against human capital
but it will also be a great asset in ensuring better quality
content on screen.
These e?orts, however, remain far from enough to ensure
sustainability of SABC’s delivery of Sports and Events of
National Interest. The key to sustainable delivery lies in
the review of the SABC Sports funding model. At present
90% of SABC Sports funding for rights and production is
derived from advertising. In the current economic climate,
with advertisers reducing their spend year-on-year, this task
is getting harder and harder to achieve on and the current
global economic outlook does not bode well for the model
going forward. DTT will provide a new dimension in the
bid to increase inventory against sporting properties that
are covered by SABC Sport. The increased play space with
greater technological capability should result in enhanced
revenues and contribute to reducing the funding gap.
UNIVERSAL ACCESS
The SABC has a constitutional mandate as a public service
broadcaster to encourage the development of South
African expression and to play an important role in shaping
the future of South Africa.
This means delivering against the values enshrined in the
Constitution of South Africa: to build the nation and inspire
all South Africans, to restore human dignity, and to promote
democracy, non-racism and nation building.
The SABC strives to provide access to broadcast services to
all citizens regardless of age, income, location or education.
Intrinsic to what we do is providing news and programmes
that inform, educate and entertain whilst continually
fostering and nurturing our national identity and cultural
diversity.
Universal Access refers to the right of all South Africans to
access free-to-air SABC services. Currently an estimated 3.6
million South Africans do not have free-to-air access to any
SABC television services, and about 5 million who do not
have access to SABC radio services.
Together with Sentech, the national signal distributor, the
SABC has embarked on a project to increase the coverage
of its services by installing 300 new low-power transmitter
sites across South Africa over a three-year period - 100 per
annum. This will provide access to terrestrial television and
radio services to the present under-served, mostly rural
areas of South Africa.
Signi?cant progress has been made with the completion
of 62 of the 100 planned new low-power transmitter sites.
The 2011/12 target of 100 new low-power transmitter sites
is taking longer than anticipated because of delays with
approval for frequencies and for commission and build by
Sentech. However, in addition to the 62 sites on-air, Sentech
is in the process of constructing another 47 sites that have
been approved by ICASA; we are currently awaiting ICASA
approval for an additional 44 sites.
In an attempt to increase access to the SABC services as
part of the television digital migration process, the SABC
will be including all the SABC radio stations on the DTT
transmitter network. This will give citizens more choice,
allowing them to listen to a radio station of their choice in
their own home language from their television set. The use
of satellite technology to augment the terrestrial coverage
will furthermore give all citizens access to all SABC services
throughout the country.
South African Broadcasting Corporation [SOC] Ltd
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SABC Annual Report 2011 | 2012
51
• Metro FM Annual Music Awards;
• SATMA (South African Traditional Music Awards) annual
Awards – all SABC stations;
• Support of the Gospel Music Awards – annual event by
all SABC stations;
• Support of the Joyous Celebration Gospel annual
concerts – all stations;
• Ukhozi FM, Thobela FM, Ikwekwezi FM, Umhlobo
Wenene and Tru FM Gospel Event;
• Xilombe Music Awards – annual event: Munghana
Lonene FM;
• Support for the MTN SAMA Awards – all SABC radio
stations;
• NCF (National Choir Festival) – Umhlobo Wenene FM;
• MACUFE – Lesedi FM, Umhlobo Wenene FM;
• BUYEL’EKHAYA Music Festival – Umhlobo Wenene FM;
• Maskandi and Isicathamiya annual festival – Ukhozi FM
and Umhlobo Wenene FM;
• Local Classical Music recording - SAFM;
• UNISA Music Competition - SAFM;
• Lotus FM Lyrics writing competition – held every 2nd
year;
• Khindlimuka Xitsonga Music Awards – annual event by
Munghana Lonene FM;
• Zindala Zombili Traditional Music and Dance –
Motsweding FM; and
• RSG hosts annual events for the development of music
and culture - KKNK, Gariepfees & Suidoosterfees.
During the period under review !Xun & Khwedam through
X-KFM recorded music of the Xu and Khwe communities to
preserve the San culture which faces extinction.
INDUSTRY DEVELOPMENT
As a Public Broadcaster, and being part of the Industry that it
serves, the SABC has developed various initiatives aimed at
uplifting and supporting the South African entertainment
industry.
Towards the end of ?scal 2011/12, the SABC entered into a
three-year partnership with the Cape Town International
Jazz Festival as the O?cial Broadcast Sponsor. This
sponsorship underlines the National Public Service
Broadcaster’s commitment to support events that celebrate
and re?ect South Africa’s identity and diverse culture. The
SABC also sponsored workshops and master classes aimed
at a new generation of musicians as well as four promising
caddies from the Caddy Foundation, during the o?cial
Cape Town International Jazz Festival’s golf day.
SABC1 drove campaigns in aid of our young citizens
to assist them in identifying and enhancing their skills,
thereby helping them improve their job-hunting e?orts.
Young people were hosted by international DJs in a music
workshop aimed at honing their creative skills and teaching
them entrepreneurial skills within the music industry.
The SABC also entered into a partnership with Moshito Music
Conference and Exhibition, a partnership underpinned
by a common set of values between the Corporation and
Moshito. As a media partner, the SABC has committed
itself to support the Moshito music conference by using its
radio and television platforms to highlight current, key and
burning issues within the South African music industry.
Radio also contributed to the development of local music
in South Africa through various initiatives with the music
industry, namely:
Metro FM Annual Music Awards showcasing and recognising several local artists.
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TECHNOLOGICAL
ERA
TECHNOLOGY
SIGNALS
SATELLITE
COVERAGE
LINKS
FACILITIES
DIGITAL
SABC Annual Report 2011 | 2012
53
LINKS
a major role and provided 2 Outside Broadcast (OB) units,
contributed equipment and sta? to cover the event and
provided an International Broadcast Centre (IBC) to receive
signals from the venues and distribute them to international
takers. Only with the SABC’s intervention was television
coverage of the event possible.
Towards the end of 2011, Govenrment granted the SABC the
strategic partner role to ful?l the broadcast requirements for
the Convention on Climate Change (COP 17) in December,
which took place at the International Convention Centre
(ICC) in KwaZulu Natal (KZN), with many countries
participating. The SABC, as Pool Rights owner, established
a broadcast platform that allowed for a multi-broadcast to
be transmitted to many di?erent countries in the world.
The broadcaster included a number of its radio stations
as part of the broadcast, which combined became the
biggest broadcast for the 2011/12 ?nancial year. TVOBs was
appointed the host broadcaster for COP 17 by the United
Nations (UN) through a contract with The Department of
International Relations and Cooperation (DIRCO). COP 17
was completed successfully and a letter of gratitude was
received from the UN.
Other major productions included the Rugby World Cup and
the African National Congress (ANC) Centenary Conference
covered by TVOBs. For the Rugby World Cup broadcast
Henley Television Facilities appropriately upgraded the
Sport dedicated facilities. Eight high de?nition (HD) live
feed video signals were prepared and all matches were
broadcast.
Creating Audience-focused foundation upon which
Broadcasting can exist
Throughout history humans have been driven by search,
?rst for food, secondly for entertainment and information.
The SABC has recently celebrated its 75th anniversary. In
the past 18 years it has tried to live up to its mandate as a
public broadcaster to inform, educate and entertain South
Africans and to act as a catalyst for nation building and social
cohesion. Whilst celebrating 75 years, the broadcaster faces
the task of ensuring another 75 years, as the technology
that gave birth to the SABC has given birth to other forms of
media and entertainment consumption.
As the backbone of the broadcaster the Technology Division
therefore has a big role to play in using its skilled sta? to roll
out the new technology to the nation.
Milestones for the Year Under Review
Propelled by the success achieved from the broadcast of
the World Cup in 2010 the Division began the year well
with the successful coverage of the Local Government
Elections. As expected, SABC facilities were the centre for
all contribution and distribution feeds. Henley Television
Facilities were involved in establishing the Gauteng results
hub at the Renaissance Centre. IT was responsible for the
critical areas, namely the Election Results System as well as
the IT Telecommunications infrastructure.
In September 2011 the SABC assisted Mozambique to
broadcast the All African Games in Maputo. TVOBs played
TECHNOLOGY
DIGITAL
SYSTEMS
DOMAINS
INNOVATION
ACCESS
SITES
INFRASTRUCTURE
PLATFORM
The modern News studios facilities.
Innovations in SABC Technology
Innovation is achieved through Research and Development
at the SABC and one particular area of focus has been DTT
technology (this is covered under the DTT section).
The SABC is looking to implement a News weather
production and broadcast system that will provide a
modern look and feel to the SABC‘s weather slots on
television. When taking into account the 12 daily weather
slots during the week and 8 daily slots over the weekends,
and the involvement of the 30 weather presenters to cover
the various languages, the current Weather System is
clearly not capable of supporting the weather production
and play-out operation. Future needs will demand more
infrastructure. The SABC is embarking on a single centralised
technical graphics facility. Workstations would, however, be
de-centralised to their logical work?ow areas. This technical
hub will include production graphics for drama, sport,
news and on-air facilities. Virtual studio facilities will also
be included. The envisaged plan is to have the four Studio
Play-out Weather Systems, each installed in the Studio
equipment room with cable extenders to the control areas
of Studios 9, 10, 11 and 12.
The legacy system, which has been used in the SABC
newsrooms for the past 19 years, has been replaced by
the Electronic News Production System (ENPS). The ENPS
is currently functional in 58 countries, 800 newsrooms and
used by approximately 60 000 journalists worldwide, thus
meeting the needs of the demanding news environments.
The system allows journalists constant access to the
newsroom worldwide. ENPS is being implemented for use
by radio, television and new media.
For the Local Government Elections TVOBs used an Internet
Protocol (IP) communication system to connect the many
remote points to the ICC control centre in Pretoria. For the
?rst time no microwave links were used and all the remotes
were done via Digital Satellite News Gathering (DSNG). Only
4 of the 16 DSNGs were hired and TVOBs supplied the rest
by splitting the normal DSNGs in two.
Digital Mobile News Gathering (DMNG) – TV contribution
through mobile phone – units were introduced for the
Rugby World Cup in New Zealand. Provincial TV-News
o?ces were digitised and adopted digital work?ows, and
the unit’s DSNG ?eet was increased to ?ve.
IP Portfolio
During the year under review a number of sites were
launched to improve the website o?erings. These included
SABC News (www.sabc.co.za/news), International Sales
(www.sabc.co.za/intsales) and SAFM (www.sabc.co.za/
safm), which form part of the new technology platform
that runs from www.sabc.co.za. A special website at www.
sabc.co.za/mandela was also created, which pays tribute
to the life and times of former President Nelson Mandela
and will be strongly promoted during Mandela Day each
year. Production websites at the Internet Services Provider
South African Broadcasting Corporation [SOC] Ltd
54
vendor were implemented and hardware properly balanced
to ensure availability and stability.
SABC will continue bringing its remaining online properties
onto the shared platform to ensure that the experience
remains seamless for our on-line audiences. The mobile
website will also be enriched by o?ering access to more
information.
The Year Ahead
The highlight for the year ahead will be the launch of DTT,
therefore all e?orts will be geared towards this.
• The establishment of a separate Digital Media Division
will now be achieved through a cost-e?ective model
of lower-level department that caters for Research and
Development and incubates IP portfolio broadcast
platform management. In essence, the entire Technology
division is being restructured to be Digital-ready,
through skills set clustering where all internet/online
related skills will be under IP portfolio.
• Over and above the 24-hours News and Sport Channels
the SABC has planned for additional channels to coincide
with the envisaged DTT launch in October 2012. Henley
will be upgrading the recently digitised FCCs to be
capable of monitoring more than one channel each or
build a Multichannel Play-out Centre.
• Preparations and broadcast of the London Olympics in
July 2012.
The year ahead will see the Division intensify implementa-
tion of the Turnaround Strategy through implementation of
outstanding audit ?ndings, termination of non-performing
contracts and creating structural permanency for e?ective
governance.
Inside the High De?nition Outside Broadcasting units.
SABC Annual Report 2011 | 2012
55
DIGITAL
ERA
PROCESS
MIGRATION
DELIVERY
TERRESTRIAL
NETWORK
DIGITAL
MIGRATION
PROCESS
MIGRATION
DELIVERY
TERRESTRIAL
SIGNAL
The process of migrating all SABC work?ows
to the digital domain continued in line with
the long-term migration strategy envisaged
since 2005. Digital Terrestrial Television (DTT)
is a component of this process.
The Newsroom Production and Computer System to replace
the current legacy systems across all SABC broadcast
centres is nearing completion.
Final control centres and main control facilities enjoyed
continued digitisation as well.
Other milestones included the Craft Edit Server in News
Facilities, Studio 9 upgrade/digitisation, Line Record Room
project roll out, and Final Control Centre digitisation.
The continuation of upgrading studio facilities in Polokwane
and Western Cape provinces demonstrated continued
infrastructure investment throughout the SABC.
Digital Terrestrial Television (DTT)
In February 2012, the Minister of Communications issued
an amended policy on digital migration for South Africa.
Following that, ICASA is currently developing regulations
Prototype SABC set-top box.
for Digital Terrestrial Television (DTT). The DTT environment
will provide the SABC with a multi-channel platform to
showcase more South African content and will provide an
opportunity to develop local languages. This will ease some
of the programming bottlenecks that the SABC television
experienced in the past due to limited airtime.
DTT will provide the South African public with more
content choices, new channels and better quality of signal.
This will also require the SABC to think and behave as a
digital broadcaster in a multi-platform, multi-channel
environment. To this end the SABC has ensured that it
participates in the entire value chain and all processes that
will eventually bring DTT to fruition.
Through its participation in the Government’s Broadcasting
Digital Migration Programme, the SABC has contributed to
de?ning four broad areas of activity as follows:
• Policy and Regulation;
• Content, Platform, and Transmission;
• STB Manufacturing, Testing and Distribution; and
• Marketing and Consumer Support.
56
South African Broadcasting Corporation [SOC] Ltd
The SABC’s DTT project has been on trial since 2008, and
has already addressed many of the critical matters that
will enable both the SABC and the industry to put certain
processes and infrastructure in place. The SABC has put
in place programmes to upgrade its broadcast facilities,
including the upgrade of the analogue Final Control Centres
(FCC) and the development of a new multi-channel playout
facility. Most of the work is already at the advanced stage of
the broader digitisation.
SABC Television Network within DTT
The SABC will launch DTT with 3 channels (News, Sports and
Children/Educational) in addition to the existing terrestrial
channels. The intention is to gradually launch the channels
in the ?rst few months of the platform launch.
The creation of a number of extra channels on the DTT
platform will allow the SABC to o?er a greater range
of content in all o?cial languages, increased regional
representation and to drive industry development
in building capacity for new and existing producers,
particularly in the regions.
The SABC strategy is to deliver channels that will meet the
diverse audience needs of the country. The strategy has
identi?ed gaps in SABC delivery to key audience segments
(based on SABC’s audience segmentation framework) and
gaps in delivery of SABC’s mandate and in opportunities to
sustain commercial revenue in the long term.
Speci?c focus has been on increasing content delivery in
areas such as children, news, sport, regional content, youth,
women and education. Focus has also been placed on
ensuring that digital technology is used to more e?ectively
deliver on services in all languages and to disabled
members of our community.
The most important di?erentiation for the SABC’s DTT
channel portfolio is its emphasis on driving Public Value
and Citizenship in comparison to the more commercial
o?erings by other broadcasters. Particular attention has
also been placed on ensuring that an appropriate SABC
network mix of services is developed over time rather than
having a series of individual channels put together.
Behind the scenes on the production of our Local Magazine show, ‘Top Billing’.
SABC Annual Report 2011 | 2012
57
South African Broadcasting Corporation [SOC] Ltd
58
HUMAN CAPITAL
SERVICES
FIRST CITIZENS
EMPOWERED
GENDER
DIGNITY
STRATEGY
HUMAN RIGHTS
EMPLOYMENT
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59
DIGNITY
OUR
EMPLOYEES
TRANSFORMATION
EQUITY
DEVELOPMENT
LEARNING
WELLNESS
Our Employees at Ikwekwezi FM.
Analysis of Sta? Complement as at 31 March 2012
(Filled Permanent Positions)
Race No %
African 2 404 66.19%
Coloured 320 8.81%
Indian 170 4.68%
White 738 20.32
Grand Total 3 632 100.00%
Gender No %
Male 1 950 53.69%
Female 1 682 46.31%
Grand Total 3 632 100.00%
The SABC has committed itself to creating
an integrated human resource environment
to form the backbone of all people-centred
functions and provide e?cient HR services.
During the year under review Human Capital Services
focused on developing a new operating model and
structure for the Corporation that will address the future
needs of the broadcaster and entrench economic, social
and cultural sustainability in order to enhance long-term
performance. The key focus areas included Employment
Equity, Performance Management, Learning and
Development as well as Employee Wellness.
Employment Equity
In keeping with its corporate values of restoration of human
dignity and building a common future, the SABC developed
an Employment Equity Strategy to transform the workplace.
The SABC also established institutionalised structures such
as the National Employment Equity Forum and the National
Disability Committee to monitor the implementation of
Employment Equity in the SABC. Divisional and Provincial
Employment Equity Committees were also established.
The Employment Equity report for the year under review
re?ects that 66% of the workforce is African, 20% White,
followed by 9% Coloured and 5% Indian. The SABC
workforce consists of 46% females and 54% males.
Informed by the SABC’s Vision of ‘Total Citizen
Empowerment’, and as part of the Corporation’s ‘living the
values’ principle, the SABC recognises disability as a human
rights and human dignity imperative. To this end the
SABC developed a Disability Strategy that will mainstream
disability in the SABC. As a result the Corporation exceeded
its target of 2% employment of individuals with disabilities.
To further this Strategy the SABC plans to run Employment
Equity related initiatives in the coming year to give
employees an opportunity to understand and contribute to
the implementation of the Strategy.
Employee Relations
The year under review has seen a positive working
relationship between the SABC and organised labour.
There has been robust engagement with organised labour
during the Turnaround Strategy consultation process.
There was a signi?cant reduction in the number of
disciplinary actions taken against employees during the
year under review. Management and labour formed task
teams to resolve substantive issues carried over from the
previous ?nancial year’s negotiations and agreed to come
up with amicable solutions. The SABC continues to strive for
an harmonious and sound labour relations environment.
Approximately 35 disciplinary hearings were conducted
during the year under review.
The 5 major categories of misconduct were:
1. absenteeism;
2. contravention of personnel rules and regulations;
3. dishonesty;
4. insubordination; and
5. non-compliance with the duties of the contract of
employment.
Organisational Development
Performance Management is key to the sustainability and
development of the Corporation. The SABC embarked on an
initiative to revitalise performance management within the
Corporation. A decision was taken to automate the process
and the SAP performance module was con?gured for this.
The process should make the performance management
cycle much easier to administer and it will be launched in
the new ?nancial year.
Learning and Development
The SABC embarked on a process of up-skilling its existing
and new employees. A total training investment of
approximately R23m (1,6 % of the Compensation budget)
allowed employees to participate in 4346 skills programmes
and short courses in the broadcasting, information
technology, marketing and journalism ?elds.
The partnership between the MICT SETA, the National
Skills Fund and the SABC contributed to job creation
and entrepreneurship activities via the internship and
learnership programmes. A total of 278 learners graduated
from internships and learnerships that were implemented
in Human Resources, Finance, Broadcast Engineering, Film
and Television Production, Journalism, Radio Production,
and Television operations. A 56% absorption/employment
rate for learners was achieved through this intervention.
R2.5m was invested in bursaries for employees, children
of employees and deserving citizens. Bursaries were
sponsored for 231 recipients for scarce and critical skills
within the industry and in the country.
Employee Wellbeing
SABC is committed to the health and wellbeing of its
employees and o?ers various wellness programmes to
support employees, as well as their families, through the
SABC Wellness Department. Employee Wellness focuses
on managing health issues and work-life balance. These
programmes are designed to create awareness and build
and maintain a healthy, empowered employee. Employee
Wellness focused on three main areas: Medical Surveillance
and Health Risk Assessments (Occupational Health), Drug
and Substance Abuse (Employee Assistance Programme),
and HIV and Aids (Primary Health).
1315 Occupational health examinations were done during
the reporting period. Of these, 106 employees were seen
by the Occupational Medical practitioner for occupational
health related matters, and 144 employees were examined
by the Occupational Medical Practitioner to assess ?tness
for duty after medical surveillance.
As part of our Employee Assistance Programme, Employee
Wellness successfully developed a Drug & Substance Abuse
Programme to assist employees and their families on
matters of substance abuse.
HIV/Aids remains a major social issue nationally. All
employees and contractors are actively encouraged to
know their status.
In conjunction with SABC Education and SIDA Education,
Employee Wellness in 2011/12 was able to successfully
distribute over 1000 Master Aids Games designed to
educate and engage both the youth and adults about HIV
and Aids. Over the past three years 65% of SABC employees
have participated in HIV counselling and testing.
South African Broadcasting Corporation [SOC] Ltd
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Employment and Vacancies
Salary band Posts Posts
Filled
Vacancy
Rate
Additional
Posts
Top and Senior
Management
104 67 55% 0
Middle
Management
507 432 17% 0
Junior
Management
677 596 14% 0
Supervisory Level 1568 1414 11% 0
Remaining Sta? 1243 1123 11% 0
MARKETING
INITIATIVES
RECOGNITION
BRAND
OBJECTIVES
REPUTATION
AWARENESS
STRATEGY
TRADE
SABC Annual Report 2011 | 2012
61
VALUES
South African Broadcasting Corporation [SOC] Ltd
62
The SABC’s primary marketing objectives for
the year under review were to improve the
SABC’s brand reputation, build awareness
for all SABC brands, and to develop and
implement a strategic Marketing plan
informed by the Turnaround Strategy.
During the 2011/12 ?nancial year the SABC blueprint was
developed in partnership with Brand SA. However, a delay
in the sign-o? of the Advertising, Creative and On-air
promotion Agencies’ contract impacted negatively on the
deliverables of the SABC brand campaign and other SABC
brands, particularly SABC3 and SABC News.
Nevertheless, eight SABC Radio Stations (Ukhozi, Umhlobo
Wenene, Metro, Lesedi, Motsweding, Thobela, RSG and
5FM) were able to make it to the Top 10 Brand Survey list
during 2011. This survey measures brand relationship
scores, audience loyalty, awareness and con?dence in the
brand.
The SABC TV Network won 30 Awards at the 2011 South
African Film and Television Awards (SAFTAS) and went on
to win a staggering 40 Awards at the sixth (2012) SAFTA
Awards, including “Best Soapie” award, which went to
‘Isidingo’.
SABC Corporate Marketing drove transversal support for all
SABC sub-brands by means of self-promotion, advertising
and event sponsorship. An on-air team produced 90
transversal line-up promos per TV Channel per month.
BUILDING THE SABC
BRAND
STRATEGY
RECOGNITION
REPUTATION
TRADE
AWARENESS
The main objective of these promos was to encourage
transversal viewership across the three channels.
SABC Corporate Marketing hosted workshops with all
SABC Radio stations in the Provinces. The SABC mother
brand positioning was presented at these workshops to
provide guidance for the stations in aligning themselves
with the mother brand. During these workshops SABC
Corporate Marketing started a process of redesigning
and repositioning some of the SABC Radio stations’ logos
and corporate identities in line with their own market
positioning. Some of the corporate identity material was
designed over eight years ago and had not changed to
keep up with a rapidly changing market environment,
particularly in light of the looming digital migration.
Corporate Marketing also contributed to a publication
showcasing the 75 Year History of the SABC. The SABC was
pro?led in a number of brand publications in celebration of
the SABC’s 75th birthday.
The introduction of SABC internet URLs at the end of News
and weather bulletins (August 2011) helped increase the
online and mobile tra?c on these digital platforms. The
consolidated ‘Listen Live’ functionality was activated on the
web and mobile platforms.
Corporate Marketing entered into a trade exchange on a
print campaign to the value of R1.5 million for the 2011 IRB
Rugby World Cup during Heritage Month and contributed
R2 million of airtime towards the ‘Arts Alive’ festival as the
o?cial broadcast partner.
Visuals from the ‘It’s our Game’ campaign.
COMPLAINTS
STATUTORY
CONSUMER
COMMISSION
RESOLUTIONS
REQUIREMENTS
SERVICES
SABC Annual Report 2011 | 2012
63
Visuals from the ‘It’s our Game’ campaign.
South African Broadcasting Corporation [SOC] Ltd
64
u
u
u
u
u
u
u
u
u
160
140
120
100
80
60
40
20
0
Broadcasting Complaints Commission of South Africa
During the ?scal year 2011/12, 110 complaints against SABC
services were ?nalised by the BCCSA. Of these complaints,
107 were dismissed, one was dismissed on appeal by the
SABC, one led to a reprimand and one received a ?ne of
R11 400.
There has however been a consistent trend towards a
decline in the number of cases lodged at the BCCSA, as is
re?ected in the three-year analysis. This can be ascribed
to on-going and regular training of relevant sta? in the
requirements of the Code and to implementing stricter
internal processes for non-compliance. An on-air education
campaign for listeners and viewers across all radio and
television services also contributed to this reduction.
National Consumer Commission
The Consumer Protection Act went into e?ect at the start
of this ?scal, e?ectively rendering the SABC also subject to
complaints lodged with the National Consumer Commission
(NCC).
So far all the complaints that have been referred to the SABC
via the NCC have been around issues related to television
licence fee collections. All matters were satisfactorily
resolved.
Complaints against SABC services are channelled through
a number of bodies, some statutory and others self-
regulatory. These include the Broadcasting Complaints
Commission of South Africa (BCCSA), the Advertising
Standards Authority of South Africa (ASASA), the Wireless
Application Service Providers Association and the National
Consumer Commission.
As always most complaints during this ?scal were
received via the BCCSA, which adjudicates content-related
complaints. There were also some from the NCC but none
from any of the other bodies listed.
COMPLAINTS
Source: Prime Time Broadcast Schedule
Fiscal comparative Figures for BCCSA Complaints
FY 2009/10
FY 2010/11
FY 2011/12
No of Complaints
RESOLUTIONS
STATUTORY
COMMISSION
CONSUMER
SERVICES
SABC News interviewing protestors during a news insert.
ENGAGING OUR
PEOPLE
STAKEHOLDERS
PARTNERSHIPS
INITIATIVES
PUBLIC
EMPLOYEES
COMMUNICATION
RELATIONS
SABC Annual Report 2011 | 2012
65
SABC News interviewing protestors during a news insert.
South African Broadcasting Corporation [SOC] Ltd
66
The Division also successfully partnered with internal SABC
stakeholders such as RadioSonderGrense (RSG) and SAFM
to participate at the Klein Karoo National Arts Festival,
the Grahamstown National Arts Festival, the Gariep Arts
Festival and the Tshwane Spring Show. Events with external
partners included the International Franchise Expo at
the Sandton Convention Centre, the World Telecoms Day
activities hosted by the Department of Communications,
Business Opportunities and Franchise Expo with Eskom and
the Vodacom Suppliers Day.
Currently income from TV licence fees contributes 16% to
the SABC’s annual operating revenue.
Our platforms (Radio and TV) also held several public
campaigns where our personalities engaged with the
public.
People with Disabilities
The SABC also sought to address the needs of audiences
with special needs, an undertaking that resulted in the
Broadcaster convening meetings with various relevant
stakeholder Corporations including Deaf SA and Disabled
People South Africa (DPSA). The parties agreed to work
together towards making SABC programmes more
accessible and to explore ways of approaching issues
concerning programming and employment equity – a
memorandum of understanding is expected to be signed in
the 2012/13 ?nancial year.
STAKEHOLDER ENGAGEMENT
The SABC’s Stakeholder Engagement Strategy was
developed to deal with the ever-changing environment
within which the Corporation operates. As a public
broadcaster the SABC serves a wide range of stakeholders
and in the year under review our strategic focus was on
internal stakeholders and other key stakeholders, including
citizens.
Public Engagements
The SABC employed a wide range of mechanisms to engage
with external stakeholders and to capture information
about the Corporation’s social impact.
The Audience Services Division, responsible for optimising
funding to the SABC’s Public Broadcasting Service through
the collection and management of television licence fees,
embarked on a nationwide citizen outreach programme
to build personal and sustainable relationships with the
public.
The Division participated in several Mall Activation
Campaigns in the period under review. The campaigns
entailed a TV Licences division presence at popular
shopping malls in various Provinces, with a highly visible
kiosk at which licence holders could personally resolve
their queries or pay their licence fees. The initiative was
supported by an awareness campaign on SABC radio
stations and a competition campaign.
ENGAGING OUR
PEOPLE
PARTNERSHIPS
PUBLIC
STAKEHOLDERS
EMPLOYEES
RELATIONS
COMMUNICATION
Mr. Hlaudi Motsoeneng (COO) engaging with employees.
SABC Annual Report 2011 | 2012
67
Community Organisations
Various Community organisations such as the Coloured
community, Khoi-San community and the South African
Christian Ministries (SACMIN) were engaged in an e?ort
to understand di?erent community needs in shaping the
SABC to re?ect the diverse cultural and multilingual nature
of South Africa, as prescribed by the Broadcasting Act.
Engagements with di?erent communities are still on-going
and require multilateral engagement and consultation with
the Shareholder and Regulator.
Most issues raised by communities relate to the use of
language, re?ection of culture, stories that re?ect the width
and breadth of South Africa (not just urban areas), as well as
the accurate portrayal of all segments of our society.
There can never be enough engagements with citizens. The
SABC Stakeholder Division has developed a more structured
way of engaging with the public, which will begin in the
2012/13 ?nancial year. A perception survey will be used for
a scienti?c understanding of how South Africans feel about
SABC content and services. The Broadcasting Act stipulates
that, as a Public Broadcaster, the SABC should solicit public
feedback regularly. Plans were put in place for public
feedback sessions and Editorial Policy Review processes.
All of this work requires funding, which was not available
during the year under review.
Sporting Bodies
National sporting bodies such as the South African
Football Association (SAFA), the Premier Soccer League
(PSL), the South African Rugby Union (SARU), and Sport 5
were engaged in an e?ort to secure rights to matches of
national interest and to ensure that national team matches
are broadcast live. The process remains on-going and the
Public Broadcaster intends engaging all sporting bodies in
the next ?nancial year.
Local Content
In support of the South African music industry and
promoting local content, during 2011/12 the Public
Broadcaster entered into discussions with the Independent
Record Companies of South Africa (AIRCO) aimed at
exploring ways for the Corporation to promote the growth
and development of the local music industry. The result
was the signing of a long-awaited distribution agreement
between the SABC and AIRCO, that will see AIRCO being
able to submit its members’ and non-members’ music
products for broadcast on SABC platforms (TV and digital).
Government Relations
The SABC partnered with Government on a number of
initiatives to support key national days. Relevant messages
were incorporated in SABC programming. A workshop was
held in partnership with Government Communications and
Information System (GCIS) to assist SABC programming and
news sta? to understand the South African Government
policy on environment, as part of preparations for the COP
17 environment conference held in late 2012.
International Relations
Relationships with international stakeholders remained
cordial and mutually bene?cial for the SABC. The public
broadcaster participated in the hosting, transferring and
sharing of skills with numerous international bodies.
Through its relations with the Department of International
Relations and Co-operation (Dirco), the SABC continued to
provide its annual media training to Dirco diplomats.
The SABC also has, and continues to maintain, relations
with other international bodies such as the China Central
Television (CCTV), Brazil National Telecommunications
Agency (BNTA), Malawi Broadcasting Corporation, Tanzania
SABC Management engaging with labour unions.
Mr. Hlaudi Motsoeneng (COO) engaging with employees.
South African Broadcasting Corporation [SOC] Ltd
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Employees with Disabilities
In line with its key responsibilities, as enshrined in the
Broadcasting Act, namely, to be responsive to the needs of
all South Africans “including the needs of the deaf and the
blind and account on how to meet those needs,” the SABC
performed a special needs assessment aimed at establishing
the needs of sta? with special needs and ways in which it
can make the working environment friendlier and more
accessible to these employees. As a result of this assessment
some members of sta? were provided with wheelchairs and
also had communication aid facilities installed for their use.
SOCIO ECONOMIC DEVELOPMENT INITIATIVES
Through various initiatives, SABC Television platforms
participated in various community upliftment projects
during the year under review, some of which are listed
below:
• implemented the SABC Education Bursary Scheme 2011
in partnership with NEMISA. Bursaries to the value of R2
million were awarded to successful applicants;
• awarded monthly bursaries to the unemployed youth
through the programme ‘Shift’;
• awarded bursaries to Grades 12 on ‘Matrics Uploaded’
programme;
• SABC2 has adopted the Ebenezer Orphanage and Old
Age Home as its main focus for CSI. The channel selected
the home having heard of their plight due to their
indigence. In December the channel donated cooking
stoves, a fridge and groceries to the home, organised
massage treatments for the minders and oldies and took
the channel’s kiddies programming mascot, DUB, to
entertain the children. The SABC2 sta? also spent the day
at the home, preparing Christmas lunch for the children
and oldies;
Broadcasting Corporation, Federal Radio Corporation
of Nigeria, Uganda Broadcasting Corporation and Africa
(China) TV media. These relationships are underscored by
an understanding to exchange content, benchmarking,
skills transfer and corporate agreements satisfactory to
both parties.
Engaging Employees
Internally, the 2011/12 Financial Year was underscored
by the repositioning of the Stakeholder Relations and
Provinces Department, a process that started with vigorous
engagement with sta? and organised labour. Focusing
on HR issues pertaining to permanent and independent
contractors, the process unfolded through various internal
platforms and across di?erent levels, including the Senior
Management Forum, Middle Management, Provincial
sta?, employees with disabilities, and the Redifussion – a
platform developed to engage all employees, including the
Provinces.
Because of the improved relationship between
management and organised labour meaningful and
positive developments took place during the period
under review. One such development was the agreement
that performance management will be cascaded into the
middle management and bargaining units. Since these
engagements, organised labour has played a pivotal role
in providing solutions together with management to
long-outstanding and substantive issues.
However, a lot of work still needs to be done to ensure
the continuation of a healthy leadership/sta? relationship.
The process is on-going and has thus far allowed open
communication between the SABC leadership and sta?.
The focus for the next ?scal will be to empower managers
to interact e?ectively with their immediate subordinates in
order to ensure employees are always kept abreast of the
strategic direction of the Corporation.
SABC 2 partnering with the Breast Cancer Walkathon.
SABC Annual Report 2011 | 2012
69
• in October 2011, SABC2 partnered with the Breast Cancer
Walkathon (BCW) 2011 to raise awareness of breast
cancer. It took its on-air personalities to participate in the
5km and 8km walks, handed out SABC2 promo items to
the Walkathon participants, as well as autograph signage.
In keeping with the Rugby World Cup 2011 fever, SABC2
arranged for Kalawa Jazmee artists - who created the
SABC Rugby World Cup Theme song - to perform on the
main stage. The on-air personalities delivered promos to
sensitise the nation about the BCW; and
• as part of giving back to our local communities on
Mandela Day:
- SABC1 team, together with channel icons, spent
Mandela Day at the Kliptown Youth Centre, cleaning
the centre and its surroundings; and
- SABC3 spent the day with ICare Children’s Centre for
street children, planting a vegetable garden.
SABC News ‘Touching Lives’
During the year under review, SABC News’ ‘Touching Lives’
was instrumental in mobilising the public and the private
sectors to contribute in the following initiatives:
• building of a hostel for the disabled children in
Thembalethu, Khayelitsha, Western Cape. The hostel was
handed over to the recipients on the 18th of July 2011.
This was made more special by the presence of Minister
Lulu Ngxingwana and Deputy Minister Dr. Ngoako
Ramatlhodi. The day also celebrated the birth of South
Africa’s ?rst democratic leader, Mr. Nelson Mandela;
• installation of a security system for the home of the
disabled children in Bloemfontein, Free State;
• bursary funds for a student from an historically
disadvantage background (student currently registered
for a Bachelor of Commerce at the University of Cape
Town, Western Cape);
• sports funding for children from historically
disadvantaged backgrounds to participate in historically
White sports e.g. golf funding students in East London;
• provision of wheel-chairs for people living with
disabilities across South Africa; and
• funding for organisations catering for the homeless;
children su?ering from various diseases to undergo
surgery; and homes for orphans.
A fundraising telethon on ‘Morning Live’ was organised by
the SABC’s CSI Department to raise funds for the people
of Somalia. The telethon was led by SABC News and
supported by SABC Corporate Marketing and Corporate
Communications, SABC Radio Stations, Department of
Women and Children, Gift of the Givers, musicians and
soapie actors and actresses. A total of R1 million was raised
through the telethon.
The SABC donated computers to the Mbuyisa Makhubu
school in Soweto. Various radio stations also donated
computers to an NGO that caters for children of refugees
from East and West Africa as well as from the SADC countries.
As part of the SABC’s social commitment and to promote
National Literacy Day reading material and books were
donated to Ponego Secondary School in Katlehong. This
auspicious day also saw 20 learners graduate in ABET
learning programmes.
Investments were also made for 63 employees to participate
in the GIBS Management and Leadership programmes to
ensure relevant leadership skills within the Corporation.
SABC News ‘Touching Lives’ donating computers to schools in Soweto.
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HEALTH, SAFETY AND ENVIRONMENTAL
MANAGEMENT POLICIES AND PRACTICES
Focus on Health and Safety
The SABC is committed to safeguarding all employees,
contractors and visitors against any injury and risk to their
health arising from any of the operations associated with
the SABC. The Corporation enforces health, safety and
environmental standards in the workplace as prescribed
by the Occupational Health and Safety Act, its regulations
and related safe work practices. In keeping with these
standards, legal compliance audits have been conducted
on all SABC premises and all shortcomings identi?ed have
been corrected.
Safety
The SABC’s vision for occupational health and safety of the
workforce is one of zero tolerance for on-the-job fatalities,
injuries and diseases. The e?ective implementation of the
occupational health and safety programme, the storage and
stacking programme, the ?re safety programme, the health
and safety policies and the awareness programmes assisted
in keeping injuries on duty as low as possible. Combined,
these initiatives have resulted in the creation of a conducive
work environment. All in all, there were 8 reported injuries
on duty in 2011/2012, with no fatalities.
In compliance with the Occupational Health and Safety Act
(OHAS), Fire equipment for the entire complex is serviced
annually. Pest control is also well-managed and there have
been no serious reports of infestations in our complex.
The NOSA Safety Awareness toolbox talk package is now
available through the Library Department and is accessible
to sta? and all the Departments.
A National Disability forum has been established and the
safety awareness programme has been highlighted as a
priority for all SABC Provincial o?ces.
A Hot Work Permit Policy has been compiled, approved and
implemented to safeguard the SABC and contractors on site
against injuries during hot work operations.
Health
The Occupational Health and Safety 2011 awareness
programme for sta? included a Workers’ Health, Safety
and Wellness Open Day where facilities were provided for
employees to have their cholesterol and glucose levels, and
their blood pressure checked, as well as having other health
assessments.
The state-of-the-art SABC Corporate Gym has 900 members
and is used by an average of 2000 permanent and contract
workers every month.
Several noise surveys and air quality tests have been
conducted by an Approved Inspection Authority to
maintain a work conducive environment for employees.
Audiometric tests have been conducted on employees who
were exposed to more than 85 decibels in identi?ed noise
zones.
Environment
The Corporation embarked on a biological programme to
reduce the sick building syndrome e?ect on the workforce.
Noise, air quality and light surveys have been conducted in
most of the SABC Provinces and Auckland Park to determine
compliance with legislation. Shortcomings have been
identi?ed and are in the process of being corrected. Water
quality tests are done regularly to ensure that the tap water
in the SABC buildings is clear of algae and cholera- free.
Waste management is being addressed in accordance with
the stipulations of the Act with waste disposed of according
to classi?cation, including hazardous chemicals.
Smoking in SABC buildings is restricted to designated areas,
bringing the SABC in line with requirements of the Tobacco
Product Amendment Act.
The NOSA Safety Awareness toolbox talk package.
ACHIEVEMENTS AND
AWARDS
EXCELLENCE
RECOGNITION
CONTENT
VALUE
ACCOLADES
ACKNOWLEDGEMENT
PRIDE
SABC Annual Report 2011 | 2012
71
Other Awards
• Siki Mgabadeli was named as one of the leading 200
Young South Africans by the Mail & Guardian.
• SAFM was given an Achievement Award for Invaluable
Support by promoting Casual Day 2011 in aid of Persons
with Disabilities.
• Ashraf Garda was given an Ubuntu Dialogue Award -
Media Category by the Turquoise Harmony Institute
(NGO) - for noteworthy contributions to dialogue, peace
and harmony in society.
• At the MTN Radio Awards for work performed during
2011:
- Daytime Show PBS: Afternoon Talk - Ashraf Garda;
- Night Time Presenter PBS: Ashraf Garda (for The Talk
Shop);
- Drama Programme: Radio Vuka on SAFM;
- On-Air Packaging PBS: African Renaissance campaign
– Julia Ann Malone; and
- News and Actuality Producer: Veronica Fourie – AM
Live on SAFM.
SPORTS
Another achievement was for Sport Playback, a sporting
programme produced by SABC Sport. The programme
won the South African Film and Television Awards’ Best
Sport Programming award. Our on-screen presentation
South African Broadcasting Corporation [SOC] Ltd
SABC RADIO AWARDS
SABC Radio stations came out as best performers in the
?scal April 2011 to March 2012, especially Ukhozi FM, 5FM
and SAFM:
MTN Radio Awards
• Ukhozi FM won 8 MTN Radio Awards including the
coveted Public Broadcasting Service (PBS) Station of the
Year award.
• SAFM won 5 MTN Radio Awards.
• 5 FM won 4 MTN Radio Awards including the Commercial
Radio station of the year (5FM is also one of the only
?ve African radio stations nominated for the In?uential
International Station award).
• 5FM won top accolades as the Coolest Radio Station
Brand for the 5th consecutive year in the Sunday Times
Markinor annual survey.
• METRO FM achieved second position in the same survey.
• Other MTN Award winners were; Metro FM (1), Thobela
FM (1), RSG (1), Lesedi FM (1), Phalaphala FM, Lotus FM (2)
as well as Channel Africa.
SATMA
• Umhlobo Wenene: Saba Mbixane.
• Ukhozi FM: Khalesakhe Mbhense.
ACHIEVEMENTS AND
AWARDS
72
RECOGNITION
CONTENT
EXCELLENCE
ACKNOWLEDGEMENT
ACCOLADES
with the new wardrobe design, particularly for Laduma
and Soccerzone, has received numerous compliments
and commendations from various stakeholders, most
importantly the PSL, who are the owners of the rights we
use in Laduma and Soccerzone.
NEWS
Recognition for the work done by the SABC News Division’s
‘Touching Lives’ programme came through various awards.
A new category was developed by the National Press Club
to recognise the impact journalistic initiatives such as
‘Touching Lives’ can have on our society.
International Awards
• CNN Africa Award (Radio).
National Awards
• Vodacom 2011 National Radio General News Award.
• Vodacom 2011 National Radio Feature Award.
• Vodacom 2011 National TV News Award.
• National Press Club Radio Journalist of the Year.
• National Press Club and Proudly South African Award to
SABC Touching Lives for society upliftment through the
media.
Provincial Awards
• Provincial Tourism Award (North West Parks and Tourism
Board).
• 10 Regional Vodacom 2011 Journalist of the Year Awards.
Community Awards
• Club Environmental Reporter – SAB.
• Swimming South African Television Journalist of the Year.
• Kudu Award (SANPARK).
• Annual Inheritor’s Community Achievement Awards
2011.
• Umzinyathi Mayoral Cup Award – International Relations.
• SATMA Award.
• Community Award.
TELEVISION
SABC TV Programming continues to resonate with both its
audiences and peers, receiving numerous audience and
peer awards locally and internationally.
• ‘Siyayinqoba Beat It’ was awarded the Gold Plaque for
being the Best Programme communicating issues of HIV/
AIDS with people that are already infected.
• SABC TV programming swept the South African
Television Awards.
SABC Annual Report 2011 | 2012
73
SABC Radio receiving several awards at the MTN Radio awards.
• Golden Award Winner in drama category for Best Actor
in a TV Drama Series: Siyabonga Radebe as “Muzi” for
‘Intersexions’.
• Golden Award Winner in drama category for Best Actress
in a TV Drama Series: Lungelo Dladla as “Buhle” for
‘Intersexions’.
• Golden Award Winner in drama category for Best DOP
/ Cinematographer in a TV Drama Series: (EP 8) Trevor
Calverley for ‘Intersexions’.
• Golden Award Winner in drama category for Best Editor
on a TV Drama Series: (EPS 8 & 20) Melanie Golden for
‘Intersexions’.
• Golden Award Winner in drama category for Best
Production Design in a TV Drama Series: Marna Heunis
for ‘Intersexions’.
• Golden Award Winner in drama category for Best Music
Composition in a TV Drama Series: Sue Lubner for
‘Intersexions’.
• Golden Award Winner in drama category for Best Make-
up & Hair stylist in a TV Drama Series: Smartie Olifant for
‘Intersexions’.
• Golden Award Winner in drama category for Best Sound
Design in a TV Drama Series: (EP 4) Janno Muller, Tim
Pringle for ‘Intersexions’.
• Golden Award nomination in Best Reality Show for ‘One
Day Leader’.
• Golden Award nomination in drama category for Best
Director on a TV Drama Series: (EP 8) Catharine Cooke for
‘Intersexions’.
• Golden Award nomination in drama category for Best
Actor in a TV Drama Series: Thato Moraka as “Tshepo” for
‘Intersexions’.
South African Broadcasting Corporation [SOC] Ltd
• The SABC swept 78 nominations at the South African
Film & Television Awards (SAFTAs), with education
drama ‘Intersexions’ being nominated in 23 categories
and winning 12 awards. The awards’ main objectives are
to honour, celebrate and promote the creativity, quality
and excellence of South African ?lm and television talent.
EDUCATIONAL CONTENT
The 2012 National Teacher Awards
• Certi?cate of Appreciation for Participation.
The George Foster Peabody Awards.
The Peabody is the oldest electronic media award in the
world, recognising excellence, distinguished achievement,
and meritorious public service.
• Peabody Award for excellence for ‘Intersexions’.
MTN 2012 Radio Awards
• Presenter Nomfundo Mkhize, ‘Teen Zone’ on Ukhozi FM,
nominated in the Daytime Presenter Category.
Input Conference Sydney May 2012
• Episode 4 Selected to be screened in section “The thrill
of political drama” for ‘90 Plein Street’.
2012 South African Television Awards
• Golden Award Winner in drama category for Best TV
Drama Series for Intersexions.
• Golden Award Winner in drama category for Best
Director of a TV Drama Series: (EPS 4 & 20) Rolie Nikiwe
for ‘Intersexions’.
• Golden Award Winner in drama category for Best Writing
Team in a TV Drama Series: (EP 20) Brent Quinn, Linda
Bere and Team for ‘Intersexions’.
74
The visuals from ‘Intersexions’.
• Golden Award nomination in drama category for Best
Actor in a TV Drama Series: Katleho Ramapakela as
“Thami” for ‘Intersexions’.
• Golden Award nomination in drama category for Best
Supporting Actress in a TV Drama Series: Nolwazi Shange
as “Ntombi” for ‘Intersexions’.
• Golden Award nomination in drama category for Best
Writing Team in a TV Drama Series: (EP 4) Chisanga
Kabinga for ‘Intersexions’.
• Golden Award nomination in drama category for Best
DOP / Cinematographer in a TV Drama Series: (EP 20)
Trevor Calverley for ‘Intersexions’.
• Golden Award nomination in drama category for Best
DOP / Cinematographer in a TV Drama Series: (EP 4)
Trevor Calverley for ‘Intersexions’.
• Golden Award nomination in drama category for Best
Editor on a TV Drama Series: (EP 4) Melanie Golden for
‘Intersexions’.
• Golden Award nomination in drama category for Best
Editor on a TV Drama Series: (EP 8) Melanie Golden for
‘Intersexions’.
• Golden Award nomination in drama category for Best
Costume Design in a TV Drama Series: Rochelle Selling
for ‘Intersexions’.
• Golden Award nomination in drama category for Best
Sound Design in a TV Drama Series: (EP 20) Janno Muller,
Tim Pringle for ‘Intersexions’.
• Golden Award nomination in drama category for Best
Sound Design in a TV Drama Series: (EP 8) Janno Muller,
Tim Pringle for ‘Intersexions’.
AfriComNet 2011 Awards
• Gold Plaque for being the Best Programme
communicating issues of HIV/AIDS to the people that are
already infected for ‘Siyayinqoba Beat It!’
TVSA
• Best Drama of the Year - The General TV Awards for
‘Intersexions’.
• Best TV show of the year - The General TV Awards for
‘Intersexions’.
African Movie Academy Awards (AMAA)
• Nominated in the best categories of: Production Design,
Cinematography, Screenplay, Editing, Young Actor,
SABC Annual Report 2011 | 2012
75
The cast from ‘Siyayinqoba Beat It!’
The Cast from ‘Ga Re Dumele’.
South African Broadcasting Corporation [SOC] Ltd
76
Actress in Supporting Role, Actor in Supporting Role,
Actor in Leading Role and Best Film for ‘Hopeville’ (Film).
CONTENT HUB
2012 South African Television Awards
• Best Youth & Children Programme for the ‘Jam Alley’
Crew vs Crew.
• Best News & Actuality for ‘Speak Out’.
• Best Reality for ‘Jam Sandwich’.
• Best Supporting Actor: Drama for ‘Fallen’.
• Best Supporting Actress: Drama for ‘Sokhulu and
Partners’.
• Best Costume Design: Drama for ‘Zone 14’.
• Best Actress: Soap for ‘Isidingo’.
• Best Ensemble: Soap for ‘Isidingo’.
• Best Soap (Public Vote) for ‘Isidingo’.
• Best Actor: Comedy for ‘Ga Re Dumele’.
• Best Actress: Comedy for ‘Ga Re Dumele’.
• Best Ensemble: Comedy for ‘Stokvel’.
• Best Post-production: Comedy for ‘Gauteng Maboneng’.
• Best Technical Team: Comedy for ‘Gauteng Maboneng’.
• Best Art Direction: Comedy for ‘Gauteng Maboneng’.
• Best Comedy for ‘Gauteng Maboneng’.
SAB Awards
• Media Environmental Broadcast Journalist of the
Year for ‘50/50’.
• Merit Award.
SAFTA 2011
• Best Director in Documentary for ‘Jammer as ek so
bitter is’ by Rina Jooste.
SAFTA 2012
• Nominated for Best Short Documentary for ‘Solving
It’.
• Won Best News and Actuality Programme for ‘Speak
Out’.
INPUT 2011
• Innovation in Public Broadcasting for ‘Relate’.
INPUT 2012
• Innovation in Public Broadcasting.
Africa in the Picture Film Festival Amsterdam
• Best Short Film for ‘Dif?cult Love’.
doc_838529012.pdf
Strategic Objectives Provide content that drives audiences and delivers public value, whilst meeting both the public service mandate and sustainability of the Corporation.
STRATEGIC
OVERVIEW
PERFORMANCE
MANAGEMENT
GOVERNANCE
INDICATORS
DELIVERABLES
South African Broadcasting Corporation [SOC] Ltd
36
REPORT ON THE
PERFORMANCE OF THE SABC
ACHIEVEMENTS
GROWTH
DELIVERY
Key Deliverable Key Performance Indicator
Performance
Delivery
Reasons for Deviation
Pillar 1: Programming: Quality, Purchasing and Commissioning
Strategic Objectives: Provide content that drives audiences and delivers public value, whilst meeting both the public service mandate and
sustainability of the Corporation
Talented skills retained. Hot talent loss reduction by
10%.
SPORT: Achieved. The SABC’s Operating model was only approved
in August 2011.
TV: Not achieved.
Reduced impairments. Reduce the number of titles
that are impaired by 50%.
Not achieved. This process was monitored on a monthly basis.
However not all the titles could be scheduled as
they were not in line with channel strategies and
positioning and would not assist the channels in
achieving the audience targets set.
Local commissioned content cost
containment.
Average cost per minute per
genre limited to 2% increase
from FY10/11 baseline.
Not achieved. This increase requires allocation of additional
resources to meet the increased output required.
Foreign licence costs
containment.
Reduce new deal values
by 10% (Measured in US$,
excluding SABC3 turnaround
strategy procurement).
Not achieved. The lengthy turnaround processes compromise
the Division’s ability to negotiate and achieve the
target.
Education delivery on radio,
television and outreach.
Deliver mandate hours in line
with licence conditions.
Achieved.
Pillar 2: Platform Management
Strategic Objectives: Delivery of public service broadcasting that achieves the Corporation’s mandate delivery, drives audiences, and creates
public value
Re-establishment of the
market intelligence function
to drive business decision
making informed by audience
requirements.
Centralisation of services. Not achieved. TV Division has capacity constraints. This
hampered the division’s ability to allocate the
required resources to deliver against this project.
Department resourced. Not achieved.
Research delivery to meet
corporational requests.
Not achieved.
Television Audience delivery. 60% Not achieved. The SABC’s ?nancial position crippled the
Television network’s ability to sustain its
competitiveness as the acquisition of content was
restrained.
Turnaround strategy for SABC3
to deliver on audience targets,
LSM 7-10.
16% Not achieved. The Turnaround Strategy for this channel su?ered
many setbacks due, largely, to the failure to
deliver on International content; however the
channel has been successful in maintaining its
all-adults audiences.
All Radio listenership increased to
67% all adults.
67% Achieved.
ICASA Mandate delivered for
Radio and TV.
Meet the mandate target. Not achieved. The non-achievement relates specifically to the
areas of minority languages and other genres.
The non-achievement in terms of genre hours
was brought about due to special events.
Plan of delivery for commercial
launch of DTT Platform.
Business case signed off and
platform ready for launch.
Not achieved. An integrated DTT business plan is in the process
of being completed. TV Division has capacity
constraints and the team aligned to the Corporate
DTT team is also responsible for the day-to-day
operations of the Division. This hampered the
Division’s ability to deliver e?ectively against this
project.
• Digital Media established and
Technology division established.
Establishment of Digital
Media division and implement
operating model and structure
for the combined division
(Digital Media and Technology)
Not achieved. Digital Media is already being implemented, i.e.
EPG under the DTT laboratory group.
Due to limited resources and the need to be
within the turnaround goals of the SABC, there
won’t be a new division formed specifically for
Digital Media.
• Business unit structure
resourced.
Recruit resources to staff future
IT business unit.
Not achieved. All IT islands reporting to BIT. Vacant positions
within new structure are still to be advertised.
INDICATORS
SABC Annual Report 2011 | 2012
37
South African Broadcasting Corporation [SOC] Ltd
38
Key Deliverable Key Performance Indicator
Performance
Delivery
Reasons for Deviation
Pillar 2: Platform Management (continued)
Strategic Objectives: Delivery of public service broadcasting that achieves the Corporation’s mandate delivery, drives audiences, and creates
public value
• Delivery of public value as per
research findings.
Public value research
conducted.
Not achieved. TV Division has capacity constraints. This
hampered the Division’s ability to allocate the
Resources required to deliver against this project.
• Research into how SABC is
delivering on its public value
mandate (targets to be set).
Meet public value targets as
set.
Not achieved.
• Increased reach of SABC services
through the rollout of low
power transmitters.
100 low power transmitters
operational.
Not achieved. It is taking longer than anticipated to get
approval for frequencies and for the commission
and build of sites by Sentech.
Digital Playout Centre project
implemented
Complete on-site build and the
commission and testing
Not achieved. A document was submitted recommending that
Board not proceed with the contract and that
Technology proceed with these projects.
Storage Area Network project
implemented.
Complete implementation and
facility operational.
Not achieved.
Upgrades to Studios 1 and 2
Implemented
Both studios completed and
operational.
Not achieved.
Critical infrastructure in Final
Control Centre implemented.
3 FCCs completed and
operational.
Achieved.
FCC’s 1,3 and 4
are complete and
operational.
Newsroom production and
computer system implemented.
System implemented and
operational.
Not achieved. TV News requested that the primary and
secondary play out systems be changed around.
Pillar 3: News
Strategic Objectives: Provide distinctive public service broadcasting through compelling nation news that is regionally focused and
international news from an African perspective
News programming that delivers
audiences and achieves slot
targets. Improve audiences from
7% to 10%.
Reduce further loss of
audiences Achieve 7%
audiences.
Achieved.
24 hour news channel launched. Launch the 24 Hour News
Service, by October 2011.
Not achieved. There was a lack of budget to implement the 24
hour business plan and the absence of a Board
resolution on the platform to launch the channel.
Local Government Elections
• Provision of platform for citizens,
politicians and parties to relay
their campaign messages.
• Balanced analysis of election
issues.
• Broadcast of IEC results.
Ensure a successful fair and
balanced broadcast coverage
with national reach.
Achieved.
Pillar 4: Governance
Strategic Objectives: Review of operational policies and procedures to ensure alignment with new operating model
Headcount reduction to the
targeted operating model.
15% reduction. Not achieved The structure was only approved in August 2011.
Currently in the process of ?nalising consultation
with Labour to embed the structure. Since April
2011 to March 2012 the numbers have dropped
2%.
Review and revise editorial policy. Launch updated, relevant
Editorial Policy.
Not achieved. The first two phases of the project were
completed. Work was postponed on the project
until February 2012, when it resumed.
Business performance
management.
Approved corporate and
shareholder compact
submitted to DOC as per PFMA
guidelines.
Achieved.
Quarterly performance reports
submitted to DOC as per PFMA
guidelines.
Achieved.
Individual performance
management.
Annual performance
contracting.
Not achieved. Performance policy was drafted and presented
to Labour only in March 2012. This has now been
planned for the 1st quarter of the new ?scal.
Quarterly evaluation. Not achieved.
Union Relationship Management. Negotiation agreements
signed.
Achieved.
SABC Annual Report 2011 | 2012
39
Key Deliverable Key Performance Indicator
Performance
Delivery
Reasons for Deviation
Pillar 4: Governance (continued)
Strategic Objectives: Review of operational policies and procedures to ensure alignment with new operating model
Application of the
organisational risk
management framework.
Risk reporting structures
established.
Achieved.
Conduct internal risk assessment
workshops to review and update
SABC risk register.
Achieved.
Increase controls around
fruitless and wasteful
expenditure.
Review of procurement processes. Not achieved. The Policy was revised, but has not been
approved by Group and Board.
Review of Delegation of Authority
(DAF).
Not achieved. The key driver of this project is the Company
Secretary. A Company Secretary was appointed
on the 01 May 2012. The CFO is a key provider in
the review process. The CFO was appointed on
the 01 March 2012. In view of appointments this
process will be resuscitated and fast-tracked to
completion.
Review and refinement of the
internal audit.
Achieved.
Embed risk management into
the day-to-day activities of
the Corporation.
Evaluation of the optimal cost of
compliance as a percentage of
revenue.
Not achieved. Have not been able to establish the optimal cost
by year-end.
Reduce cost of compliance to
agreed percentage of revenue.
Not achieved. Have not been able to establish the optimal cost
by year-end.
Pillar 5: People
Strategic Objectives: Attraction, retention and development of resources to drive organisational delivery.
Embed a performance
culture to ensure efficiency
and effectiveness.
Performance Management - Reward
linked to performance strategy and
implementation.
Not achieved. Scheme design completed but needs to go
to Board for approval only once Performance
Scheme is embedded.
Leadership development
programme implemented.
Development and implementation. Achieved.
Corporation design, work
study, job profiles and
competency profiles.
Organogram approved and
cascaded.
Not achieved. Top structure approved in August 2011. Design
completed up to level 3. Executives are being
engaged to craft the full six layers. Work study, job
pro?ling, grading to be done to establish right
numbers and grades once all layers have been
?nalized.
Job profiles determined by
Corporation.
Not achieved.
Design and graded by
Remuneration Department.
Not achieved.
Roles and responsibilities defined. Not achieved.
Competency profiles determined. Not achieved.
Training of staff to ensure
business proficiency and
effectiveness.
Comprehensive training strategy
aligned to SABC business operating
model and strategic direction.
Not achieved. A Total of 1972 employees were trained.
The RPL contracts were signed. A project plan has
been drafted.
Review cost impact policies: Leave Policy. Not achieved. This forms part of the total policy review process.
The draft has been completed and requires
consultation with Labour.
Acting Policy. Achieved.
13th Cheque Policy. Achieved.
Senior Managers’ Car Scheme Policy. Achieved.
Transfer Policy. Not achieved. This forms part of the total policy review process.
The draft has been completed and requires
consultation with Labour.
Travel Policy. Not achieved.
Adhoc Rewarding of Staff. Not achieved.
Consolidated Remuneration Policy. Not achieved.
Change to Total Cost Of
Employment for new hires.
Change to TCOE. Achieved.
Medical Aid Policy Review. Medical Aid Policy Review. Achieved. Unions are not in favour of moving to an open
scheme. Tender process will commence in 1st
quarter of next ?scal with a view to select a
service provider as an alternative scheme to fund
alongside the closed scheme.
South African Broadcasting Corporation [SOC] Ltd
40
Key Deliverable Key Performance Indicator
Performance
Delivery
Reasons for Deviation
Pillar 5: People (continued)
Strategic Objectives: Attraction, retention and development of resources to drive organisational delivery.
Skills audit completed. Confirmed job families. Not achieved. The business requested that skills audit be
conducted in the absence of structures and
positions being ?nalised. It has been highlighted
as an urgent need.
Completion date moved to 30 June 2012.
First phase of skills audit project (compilation
of employee’s quali?cation and skills pro?le) is
underway. This will assist in addressing previous
challenges experienced on the skills audit process.
Conduct Audit and report on
gaps.
Design strategies to close gaps.
Succession Planning Policy and
plan in place and executed.
Succession Policy. Not achieved The succession planning Policy and Strategy could
not be implemented owing to most of the senior
positions being ?lled by employees in an acting
capacity. The new structure once implemented
will de?ne potential successors appropriately –
This will be aligned to the pipeline.
Development Plans for potential
successors.
Redesigned and SABC tailored
leadership pipeline.
Not achieved. The framework is available but due to
leadership changes, could not be implemented.
The framework must also be aligned to the
Performance Management Process.
Pillar 6: Financial Health
Strategic Objectives: Increase revenues by ensuring organisational e?ectiveness, e?cient service delivery and the establishment and
development of alternative income streams.
Revenue targets met. R4.050 billion. Achieved.
Maintain Cost of Sales Ratio of
5.5%.
Based on Revenue Budget. Cost
of Sales 5% (R217m).
Achieved.
Manage working capital -
Reduce debtors days.
Target debtors days of 73 days. Not achieved. The deterioration at year-end resulted from a debt
of R31m not being ?nalized.
Share of Advertising revenue
maintained.
TV – 54%. Not achieved. Television Revenue Share performance is partially
attributable to the repositioning of SABC3 not
having taken place. The situation was exacerbated
by schedule changes and by signi?cant television
audience share loss in the 4th Quarter.
Radio – 45%. Not achieved. Radio Revenue Share performance was due
to the highly competitive radio broadcasting
environment in South Africa.
Government Subsidy requests
made.
• Request made.
• Lowest-income households.
with TV sets (special debt
collection).
Achieved.
Concessionary TV licence holders Achieved.
TV Licence collection targets
met.
R1.019 billion. Not achieved. Non-achievement was mainly due to debt
collection revenue not being on target owing to
the non-implementation of the special revenue-
generation initiative.
Maintain acceptable cost-to
revenue-ratios:
• Collection cost as % of
operating revenue.
19% Achieved.
• External operating costs as %
of operating revenue.
10% Achieved.
Increased revenues from
alternative revenue streams:
• Digital Media R51.3m Not Achieved. Due to non-achievement of the Government
Guarantee deliverables; however this will be
achieved through the restructuring of the
Technology Division, part of the new approved
structure. Rationale: can be achieved at a cost of
less than R15 million.
• Content exploitation. R36,8m Not achieved. Content exploitation did not achieve its combined
target because the Local Sales Unit requires
stability, training and a revised strategy which is
being crafted.
SABC Annual Report 2011 | 2012
41
Key Deliverable Key Performance Indicator
Performance
Delivery
Reasons for Deviation
Pillar 6: Financial Health (continued)
Strategic Objectives: Increase revenues by ensuring corporational e?ectiveness, e?cient service delivery and the establishment and
development of alternative income streams.
Content Funding / Co-production. R21,2m Achieved.
Asset management strategy
developed and implemented.
Create organisational structure
for Property and Facilities
function and transfer all staff in
to that structure (May 2011).
Not achieved. Awaiting approval by the general SABC structure.
Approved property strategy
(Jan 2012).
Not achieved. Awaiting approval by the general SABC structure.
Pillar 7: Stakeholder Management
Strategic Objectives: Review of operational policies and procedures to ensure alignment with new operating model
Enterprise stakeholder
management plan implemented.
Strategy developed by 31 April
2011.
Achieved.
Strategy implemented 31
March 2011.
Not achieved. There were budgetary constraints to implement
some activities.
Regional structure revised and
implemented.
Strategy approved. Not achieved. Strategy approved at divisional level but
engagements with Group Executive Committee
did not take place to ensure buy-in from all
divisions and agree on reporting lines.
New Reporting lines
established.
Not achieved. The operating model is not aligned to the
provincial strategy.
Brand and Reputation of SABC
improved.
5 brands win awards in Top
10 brands survey or awards
ceremonies.
Achieved.
Own all the national awards,
SAMA, SAFTA, Loeries, National
Sports, News.
Win 60% of categories in all
awards.
Not achieved. This was primarily due to the reduced investment
in quality content brought about by the lack
of su?cient funds to do so and increased
competition.
Strategic marketing plan and
implementation thereof in all
marketing areas :
• Television.
• Radio.
• News.
• Sport.
• Trade marketing.
Recruitment of Marketing Head
(June 2011).
Achieved.
Television: Strategy
approved (Sept 2011) and
implementation.
Not achieved. Marketing strategy was developed but it was not
fully implemented.
Radio: Strategy approved (Sept
2011) and implementation.
Not achieved.
News: Strategy approved (Sept
2011) and implementation.
Not achieved.
Sport: Strategy approved (Sept
2011) and implementation.
Not achieved.
Trade Marketing: Strategy
approved (Sept 2011) and
implementation.
Not achieved.
DELIVERY ON
MANDATE
COMPLIANCE
PERFORMANCE
SERVICE
LICENCE
LANGUAGE
QUOTAS
LOCAL
South African Broadcasting Corporation [SOC] Ltd
42
SERVICE
LICENCE
SABC Annual Report 2011 | 2012
43
public about preparations for, and the organisation of, the
elections. The major challenges were young voters who had
just become eligible to vote, the seeming apathy of youth
and the low women participation in the ballot.
To this end SABC Radio was expected to create awareness
and excitement and to galvanise the people of South Africa
around the elections just as it had done during the 2010
FIFA World Cup. SABC Radio, through its platforms, ran
voter education programmes as a build-up to the elections.
Other on-air programmes for the build-up included, among
others, the inclusion of voting in the story-line of radio
drama soapies, discussions on voting during talk shows and
regular promotional campaigns with di?erent messages
explaining the necessity of voting.
On the News front, PBS Radio Delivery against ICASA Licence
Conditions was successfully implemented with all the radio
stations exceeding weekly targets of News and Current
A?airs of 420 minutes, weekly targets of 180 minutes of
Information Knowledge Building; Education weekly targets
of 300 minutes; weekly targets of 60 minutes of Drama, and
weekly targets of 60 minutes for Children’s programmes.
Radio Performance of South African Music
The SABC has generally performed above ICASA’s minimum
requirements for South African music as opposed to
foreign music. The list below provides annual average
music percentage per station. The Regulations require that
the public broadcasting service radio stations broadcast a
weekly average of 40% South African music. The commercial
The licence conditions for SABC television
and radio prescribed quotas of various
programming genres that they needed
to comply with from 2006. The licence
conditions are a yardstick for the Regulator to
measure the SABC’s delivery on its mandate
as outlined in the Broadcasting Act of 1999 as
amended.
For the ?nancial year 2011/12 the channels have generally
complied with the licence conditions. The broadcast of
the Local Government Elections, the Rugby World Cup,
and the Africa Cup of Nations (AFCON) resulted in slight
under-performance in certain genres. However, the SABC,
as required by the licence conditions, had duly applied to
the Independent Communications Authority of South Africa
(ICASA) for exemptions from complying with the licence
conditions during the broadcast of the above events. The
exemptions were granted by the Authority.
RADIO
With 16 public service radio stations and 3 commercial
radio stations, the SABC’s Radio Division has the broadest
reach to citizens; many South Africans rely on the news,
programming and information delivered by our stations.
The 2011/12 ?nancial year started with the coverage of the
Local Government Elections. SABC Radio had to ensure that
it delivered on its mandate of informing and educating the
COMPLIANCE WITH
LICENCE CONDITIONS
DELIVERY
QUOTAS
IMPLEMENTATION
REGULATOR
PERFORMANCE
COMPLY
Radio 2000 presenter, Bertha Charuma
radio stations have to broadcast 25% SA music.
% CBS and PBS Local Music
Use of O?cial Languages
SABC Radio delivers broadcasting in more than the 11 o?cial
languages as some stations also broadcast in languages of
minority groups.
PBS Stations:
• XK FM broadcasts equally in ?Xintali and Khwedam;
• Lotus broadcasts mainly in English with daily broadcasts
in Urdu, Tamil, Gujirathi and Hindi;
• SAFM broadcasts in English;
• R2000 broadcasts primarily in English;
• Tru FM broadcasts equally in isiXhosa and English; and
• RSG broadcasts in Afrikaans.
South African Broadcasting Corporation [SOC] Ltd
44
CBS Average FY 2011/2012
5FM 33%
Good Hope FM 38%
Metro FM 42%
PBS
Tru FM (CKI) 52%
Ikwekwezi FM 74%
Lesedi FM 73%
Ligwalagwala FM 63%
Lotus FM 22%
Motsweding FM 71%
Munghana Lonene FM 78%
Phalaphala FM 66%
Radio 2000 44%
RSG 56%
SAFM 67%
Thobela FM 68%
Ukhozi FM 67%
Umhlobo Wenene FM 79%
X-K FM 54%
News daily Current A?airs daily IKB Education Children Drama
(M-F) (SAT) (SUN) (M-F) (SAT) (SUN) Weekly Weekly Weekly Weekly
SA FM 99 95 93 325 - - 1538 332 59 219
Icasa’s Quota 60 60 60 60 - - 180 240 60 150
RSG 110 62 63 210 95 61 1405 325 224 275
MLFM 80 80 75 118 60 60 1264 337 178 177
Lesedi FM 84 62 60 194 60 58 1865 330 126 171
Ikwekwezi FM 134 68 64 127 60 60 1530 323 102 203
Ukhozi FM 85 60 60 196 63 63 2638 339 287 218
Phalaphala FM 84 82 82 108 66 62 2642 363 147 215
Ligwalagwala FM 99 60 60 110 60 60 1870 355 405 250
Motsweding FM 106 60 60 111 62 61 1462 251 108 164
Thobela FM 208 110 80 96 60 60 1750 420 420 160
Umhlobo Wenene FM 78 78 78 162 64 72 701 336 432 171
Icasa’s Quota 60 60 60 60 60 60 180 300 60 150
Lotus FM 76 70 70 92 65 60 639 - - 193
Icasa’s Quota 60 60 60 60 60 60 180 - - 150
X-K FM 67 50 50 101 55 55 1432 534 755 -
Icasa’s Quota 30 30 30 30 30 30 180 300 15 -
Tru FM 74 60 60 56 30 55 2076 336 54 -
Icasa’s Quota 30 30 30 30 30 30 60 120 30 -
ICASA Genre Licence Conditions
PBS Radio delivered the ICASA genre licence conditions to the letter.
PCS Stations:
Metro FM, 5FM and Good Hope FM broadcast, as prescribed,
in English.
Delivery as per The Public Service Mandate
PBS Radio delivers on a weekly basis programmes that
address the challenges facing the nation and that promote
nation-building and social cohesion. These themes include
the following:
• Moral Regeneration;
• Health Issues;
• Education Matters;
• Job Creation;
• Human Rights;
• Crime and Stability;
• Arts and Culture;
• Sports and Recreation;
• Labour;
• Heritage and Tourism;
• African Renaissance; and
• Science and Technology.
Key Achievements
Internally the SABC’s operating model was changed from
that of having two separate divisions being Public Broadcast
Services (PBS) (comprising SABC 1 and 2 television channels
and the 15 PBS radio stations) and Public Commercial
Services (PCS) division (comprising SABC 3 and the three
commercial radio stations) working separately.
Instead, towards the end of 2010 the Radio and TV Divisions
were separated to encourage the exploitation of centres of
SABC Annual Report 2011 | 2012
45
Languages on Television
The Broadcasting Act, as amended, Regulations, and the
SABC editorial policies advocate the promotion of South
African languages other than English. This principle was
encapsulated in the licence conditions that were granted
to the SABC in 2005. SABC television has had challenges
in performing above the minimum requirements on
languages for various reasons that include lack of capacity in
the production industry to deliver content in marginalised
languages.
The tables below show SABC television’s performance on
languages:
excellence as well as the equitable allocation of resources,
whilst delivering on the relevant mandates of the portfolios
within the divisions, i.e. the commercial portfolio delivering
revenue as its core mandate and the public service radio
stations delivering the public service mandate as their core
mandate.
During this time there was also the introduction of the
turnaround strategy, which set out certain deliverables
for radio as part of the Corporation’s ful?lment of its
Government Guarantee requirements.
Programming Highlights
The key achievement of radio besides the delivery of
mandatory content, was the successful promotion
and creation of awareness before and during the Local
Government elections. All radio stations produced and
broadcast programmes aimed at addressing the apathy of
the youth towards voting. Voter education programmes
were broadcast across all the radio stations for ?rst-
time voters. Radio stations featured political debates
and discussions during their talk-back shows. PBS Radio
stations, together with the News Department, held town
hall debates.
TELEVISION
TV Performance for Local Content
The SABC television channels have generally exceeded the
minimum requirements on local content as prescribed by
the regulations and the licence conditions. The table below
provides a three-year scenario from 2009/10 to 2011/12 on
local content performance.
u
u
u
u
u
u
u
u
u
u
u
100%
90%
80%
70%
7
2
.
4
2
4
1
:
0
0
:
0
0
7
0
.
3
6
7
6
.
2
1
5
3
:
4
7
:
2
1
9
0
.
4
8
8
5
.
0
6
4
1
:
0
0
:
0
0
8
0
.
0
1
4
1
:
5
9
:
3
1
4
1
.
4
4
3
9
.
7
8
3
7
.
1
3
60%
60:00:00
50%
48:00:00
40%
40:00:00
30%
36:00:00
20%
24:00:00
10%
12:00:00
0%
00:00:00
Source: Prime Time Broadcast Schedule Source: Broadcast Schedule (28 March 2011 - 1 April 2012)
SABC 3’s Local morning show ‘Expresso’ presenter team.
SABC Local Content - Prime Time Language Delivery for TV Performance
ICASA’s overall local content quotas Average hours/min per week
Current performance vs ICASA’s quota
Languages other
than English
FY 2009/10
ICASA’s Quota
FY 2010/11
Current Performance
FY 2011/12
u
u
u
u
u
u
u
SABC1 SABC2 SABC3
SABC1 SABC2
14:24:00
12:00:00
09:36:00
07:12:00
04:48:00
02:24:00
00:00:00 u
u
u
u
u
u
u
Audience Experiences
The Television Division, through its three TV channels and
Content Commissioning Departments, continually interacts
with its audiences to bring its programming stars and
characters to the people e.g.:
• ?ve SABC Education Baba Indaba Expos were held
during the ?scal;
• in partnership with the National Department of Basic
Education SABC Education hosted the 2011 National
Teachers Awards function, which was broadcast live on
SABC 2;
• SABC partnered with Sanlam on the national Takalani
Sesame Road Show; and
• as the youth channel, SABC1 continued to ensure that
it connects with its core audience through music. The
Live Tour was a national road-show to promote SABC1’s
?agship entertainment property ‘Live’, giving viewers an
opportunity to interact with hosts and local music talent.
Television Highlights
Special events and activations:
• the channels broadcast a number of special events such
as the festivities to celebrate the ANC Centenary, as
well as on-air communication to ensure that the nation
celebrated the victories of the liberation struggle.
• special broadcasts included the J&B Met, AFCON and the
Sri Lanka Cricket Tour.
• the 6th SAFTAs were broadcast on SABC3, and out of the
65 nominations, SABC Television received 34 “best of”
awards. The Educational Drama ‘Intersexions’ scooped
11 awards.
• SABC Education hosted the Brothers for Life Awards
function for all the winners across 9 radio stations.
• in celebration of Africa Day 2011 a live concert featuring
local, continental and international musicians was held
at the Mary Fitzgerald Square, downtown Johannesburg.
The evening was a melting pot of African song and
dance performed in front of an enthusiastic and jovial
crowd. The show was broadcast live on SABC2 and was
themed to address issues of social cohesion, economic
and developmental progression of African countries.
Some of the artists featured on the night included The
Mahotela Queens, Professor, Habib Koite and Baba Maal.
• In celebration of the local arts, SABC1 partnered with,
and broadcast, the following key events:
- South African Traditional Music Awards – October
2011;
- Crown Gospel Awards – November 2011;
- Metro FM Awards – November 2011; and
- South African Music Awards – April 2011
NEWS
SABC News and Current A?airs is the main news-gathering
Division of the SABC. The main news division is situated at
the SABC Auckland Park Head O?ce, with its other local
bureaus spread across the Provinces. As a division, SABC
News is charged with uncovering, reporting and delivering
local, national and international news. The Division plays a
critical role in providing high quality, reliable and unbiased
news and current a?airs services within South Africa. The
Division is sta?ed by journalists and camera personnel
South African Broadcasting Corporation [SOC] Ltd
46
1
4
:
1
2
:
2
2
1
1
.
2
8
%
1
0
%
SABC3
Hours %
Source: Broadcast Schedule (28 March 2011 - 1 April 2012)
5 SABC Education Baba Indaba Expos were held during the ?scal.
Language Delivery for TV Performance
Average hours/min per week
Current performance vs ICASA’s quota
Languages other
than English
ICASA’s Quota
Current Performance
SABC Annual Report 2011 | 2012
47
SABC News had nine Outside Broadcasting points at the
IEC centres in all nine provinces, as well as a brand new,
state-of-the-art, High De?nition unit in Pretoria. Seventeen
remote mobile units were deployed across South Africa
which received news feeds from all twelve of the SABC’s
Regional o?ces. Extensive election and results system
training for sta? was conducted at the SABC o?ces across
the country. The News Research Department compiled a
comprehensive Election Handbook for Editorial sta?.
The SABC’s results system was connected to the
Independent Electoral Commission’s (IEC’s) in order for
results to be available instantaneously. Through this system,
in addition to re?ecting the results as released by the IEC,
SABC News was able to provide comparisons with previous
elections, to pick-up on results trends as they developed,
and to do predictions of expected outcomes in conjunction
with experts from the CSIR, using scienti?c forecast models
speci?cally developed for the elections. These results,
trends and predictions were broadcast on all radio, TV and
digital news services in real time.
SABC News had six Television presenters anchored at the
IEC Election Centre in Pretoria, which ensured that viewers
were kept updated throughout the day. As the IEC released
the results this was complemented by a wide and balanced
analysis of election issues by a panel of 30 analysts.
More than 400 editorial sta? and almost 100 technical and
support sta? were involved in the SABC Radio coverage of
the Local Government Elections. Teams were deployed at all
IEC Centres countrywide covering various voting stations,
to inform listeners about developments on both election
day and results day. SABC Radio Broadcast Facilities (RBF)
commissioned broadcast facilities at all IEC Centres to
enable News programmes to be broadcast live from these
Centres.
The SABC’s Digital News Unit launched a 2011 Local
Government Elections mobisite, enabling users to access
minute-by-minute updates on election related stories and
voter information via their cell phones.
After the local government elections SABC News continued
to provide comprehensive news service on radio and
television. During the ?rst quarter the reach of those
services increased signi?cantly. Two thirds of the SABC News
product either increased or sustained audiences while 68%
improved or sustained audiences compared to June 2010.
Eight of the SABC’s regular bulletins increased performance
in June 2011, while the remaining two were stable. Current
A?airs programmes did not match the growth in news
output, as only four programmes improved on the previous
year-on-year ratings.
Other major activities which pre-occupied the Division
during this period included the successful coverage and
broadcast of The 17th Session of the Conference of the
Parties of the United Nations Framework Convention on
skilled in production techniques and desktop editing. It is
this skill and capacity which the SABC will call upon when it
launches its 24-hour news channel.
Recently there has been signi?cant growth in the popularity
of the SABC News online platform, which carries up-to-
the-minute breaking news stories, which is testament to
the demand for SABC news content. The SABC’s ongoing
implementation of studio upgrade technologies will
contribute to modernising news output.
In a research study by the Human Sciences Research Council
during the period under review, the majority of South
Africans considered SABC News programmes as being the
most reliable and trustworthy, second only to religious
institutions.
The expanded presence of SABC News across all platforms
and its network of international bureaus and cross-media
journalists has enabled SABC News to provide unrivalled
coverage of signi?cant events and breaking news in the
country. This was showcased during its coverage of the
May 2011 Local Government elections. In the run-up
to the elections SABC News hosted a series of national
debates broadcast live on Sunday nights on SABC1 and
SAFM, and streamed live on sabcnews.com. Six of these
debates, conducted in partnership with the University of
Johannesburg, took place in Johannesburg, with the rest
of the debates hosted at various venues across the country.
At the beginning of April 2011, the SABC also introduced
national pre-election shows, which were aired four days
a week from Johannesburg, with crossings to the regions
during the shows.
Audience ratings for these programmes increased
signi?cantly over time, on both SABC1’s and SABC2’s 2011
Local Government Election broadcasts, indicating a keen
interest from viewers. The “All Adults” rating of SABC1’s
“Elections Debate” increased from an average 9.1 ARs/25.6%
(2.463 million adults) during April 2011, to a remarkable 10.7
ARs/29.8% (2.912 million adults) for the broadcast on 1 May
2011. A “Total Individual” audience of 3.556 million took the
opportunity to watch this speci?c broadcast.
The “All Adults” rating of the SABC2 “2011 Local Government
elections” programme at 18:00 increased from an average
5.1 ARs/15.7% (1.371 million adults) in April to 5.8 ARs/16.3%
(1.564 million adults) for the broadcast on 2 May 2011 and
attracted a “Total Individual” audience of 1.874 million. A
comparison between the 2011 ?gures and those of the 2009
General Elections indicated a greater audience interest in
the 2011 Local Government Elections.
1 200 SABC sta? members were involved in the Television
and Radio coverage of the 2011 Local Government Elections.
SABC News identi?ed twenty-six Outside Broadcast points
and 100 cameras were deployed across the country. The
TV production was end-to-end digital, with conversion to
analogue only at the point of transmission to air.
Climate Change, the Seventh Conference of the Parties
serving as the meeting of the Parties to the Kyoto Protocol
(COP 17) and the African National Congress’s (ANC)
Centenary celebrations. The opening and closing of COP 17
were broadcast live from Durban, KwaZulu Natal. From 28
November to 9 December 2011, SABC viewers received live
broadcasts of keynote addresses and detailed reportage of
discussions as they unfolded during the negotiations. An
experienced team of SABC News anchors and journalists
was deployed to cover the event, bringing audiences daily
coverage of the event.
The ANC Centenary celebrations in Mangaung in early
2012 were also covered live, from the church service in
Bloemfontein, Free State, to the keynote address at the
Mangaung stadium on the 8th of January 2012. SABC
News will continue to broadcast live events related to
the Centenary celebrations, which will last beyond this
reporting period.
The announcement of national matric results was also
successfully broadcast by the Division in all the o?cial
languages.
Audience levels for SABC TV current a?airs programmes
were mixed with some programmes recording signi?cant
increases while audiences for others declined. Two out of
three SABC1 programmes (Cutting Edge and Yilungelo
Lakho) and two of four SABC2 programmes (Fokus and
Leihlo la Sechaba) increased ratings compared to the
previous reporting period, with another SABC2 programme
(Zwa Maramani) remaining constant.
‘Fokus’ reached an exceptional 7.6 ARs/21.2% (ADS 16+)
and an average Total Individual Audience of 2.359 million
viewers. This score takes ‘Fokus’ to pole position among
adult 16+ viewers on the TV current a?airs list. This
programme increased viewership across the language
spectrum, with Afrikaans viewers on 22.4 ARs and a market
share of 51.4%. This means that more than half of the
Afrikaans adult audience that watched during the 18:30 slot
was watching ‘Fokus’. The programme continued increasing
its viewership reaching an 8.2 ARs/22% (ADS 16+) rating
and attracted almost 2.5 million viewers (Total Individuals),
with its adult Afrikaans audience on 25 ARs/54.8% by the
?nancial year-end.
‘Leihlo la Sechaba’ also obtained a remarkable score of
6.8 ARs/21.5% with almost 2.2 million individuals having
watched the show. ‘Asikhulume’, which will be changed in
the new ?nancial year, did not increase its yearly average
rating. The programme recorded 7.4 ARs/19.8% (ADS 16+)
and attracted 2.614 million viewers (Total Individuals).
The loss of audiences for some daily television news and
current a?airs programmes was due in part to strong
competing programming on commercial networks, and
was a re?ection on the general performance of channels.
The News Division is developing strategies to improve
audience performance, including a new look and feel to
coincide with the planned launch of SABC 24 Hours and
some detailed qualitative market research to help re?ne
news content.
With reference to radio current a?airs slots, morning shows
on Ukhozi FM continue to grow overall listenership. The
05:00-06:30 slot continues to perform well with a year-on-
year performance rating at 17.0%. Lesedi FM’s 05:30-07:00
slot has attracted 6.8% year-on-year growth, and currently
is at 0.9% in the ?scal under review. While Umhlobo
Wenene FM has been declining in listenership ?gures, its
05:30-06:30 current a?airs slot has performed well on 8.9%
growth year-on-year. Ligwalagwala FM 05:30-06:30 slot has
seen 1.4% growth, which is an improvement on the -8.2%
experienced last year.
Motsweding FM 06:00-07:00 and RSG 06:00-08:00 slots
continue to perform well year-on-year as well as during
South African Broadcasting Corporation [SOC] Ltd
48
2011 Local Government Elections.
SABC Annual Report 2011 | 2012
49
• education;
• health;
• crime;
• poverty alleviation; and
• rural Development
The SABC takes account of these so that news, current a?airs
and information services can be the catalyst for positive and
progressive development and change.
SPORT
The year under review has been a challenging one for SABC
Sport with both extreme highs and dramatic lows. However,
it has been a de?ning year in which some important
milestones were achieved, milestones that will no doubt
be great catalysts in how the Business Unit operates going
forward.
The 2011 IRB Rugby World Cup coverage was undoubtedly
the pinnacle of the year under review, with the successful
integration of all the relevant business units to deliver a
spectacular event, both on screen and commercially. This
e?ort – which became a test case of how SABC should be
managing sport special events - yielded the expected
results with on-screen audience performances trumping
the competition. Our sales ?gures were on target and
our awareness and PR campaign received accolades for
excellence. This well-coordinated approach, spearheaded
by SABC Sport, proved that it is possible to drive meaningful
returns for the SABC from special sporting events if the
various units pull together.
However, the inverse of this was the challenge presented
by the acquisition of broadcast rights. One of the most
inhibiting challenges during the year under review was the
the period under review. SAFM’s 06:00-09:00 slot has also
performed well in the period under review, achieving a
7.7% increase. Midday Current A?airs slots, however, do not
perform well with the exception of Ukhozi FM 13:00-13:30
(4.6%) when compared year-on-year. During the period
under review, 4 out of 7 stations performed well overall.
These are RSG, Lotus, Lesedi FM, and SAFM. The evening
slots have performed well year-on-year on SAFM, Ukhozi
FM, MLFM, and TruFM.
Weekend current a?airs programmes also continued to
perform in a satisfactory manner. Year-on-year two stations
have performed well. These are MLFM whose 06:00-07:00
slot has seen a growth of 17.3%, and SAFM’s 06:00-09:00
slot registering a 21.4% growth rate. The midday slots have
also performed well on both stations, year-on-year, with
RSG’s 13:00-14:00 seeing a 28.4% year-on-year growth.
Lotus FM’s 13:00-14:00 slot registered a 32.3% year-on-year
growth, and 26.8% to date. Lotus FM’s 13:00-14:00 Sunday
slot continued on its phenomenal growth of 6.3% year-on-
year and 21.0% to date. Evening current a?airs weekend
show on SAFM’s 20:00-21:00, on Saturdays experienced a
healthy growth rate of 130.8% year-on-year and a 42.2%
growth, albeit from a small sample. This slot is commanding
30 000 listeners from 13 000 a year ago. MLFM’s 19:00-20:00
Sunday slot recorded a growth of 15.7% year-on-year, and
1.9% growth in the period under review. SAFM‘s 20:00-21:00
slots, on the other hand, recorded a healthy 6.4% growth in
the period under review.
Our social reconstruction initiative, ‘Touching Lives’,
continued to change lives of ordinary South Africans across
the length and breadth of this country. The programme,
which was launched in 2010, is based on the ?ve key
national priorities, namely:
SABC Sport presenter Duane Dell’Oca commentating on the International Friendly between South Africa and Ghana.
lapsing of about 90% of SABC Sport’s key Broadcast Rights
agreements. These agreements lapsed over a period of 18
to 24 months at various intervals, and were not immediately
renewed for various reasons, the most critical of which
was the rapid rise in the cost of sports rights, which was
rendering them too costly for the SABC, and thus too costly
to carry live sport content. This was further aggravated by
the ?nancial position of the SABC and its obligations to
meet the Government Guarantee Conditions, rendering
it ?nancially imprudent to secure inordinately expensive
rights without any discernible returns.
The cost of delivering returns against Sports of National
Interest is becoming an insurmountable ?nancial challenge
for the SABC. It is critical that a sustainable solution be
found to ensure the continued delivery of Events and Sports
of National Interest.
With the above in mind, the objectives for the year under
review for SABC Sport were to manage and reduce the cost
of delivering Sport and Events of National Interest, whilst
retaining quality of delivery. The key cost contributors to
the delivery of Sports of National Interest are in order of
impact: rights fees, which have grown by some 450% in
the past 10 years; cost of production, which has grown at a
rate higher than CPIX consistently for the past 4 years; and
human capital costs. The targeted delivery was to contain
our overall rights fee escalation to within the 10% of the
previous contract. This was largely achieved across our
major contracts. On production, the aim was to ensure that
we seek innovative cost-e?cient mechanisms to deliver
world-class productions.
The Rugby World Cup 2011 was a monumental shift in how
we handle special events, with costs of production being
managed to well within target, yet the on-screen content
managed to deliver some impressive audience for SABC2.
On PSL we implemented some new thinking, which reduced
both internal and external costs, whilst improving the viewer
experience. With regard to human resource costs, we are
currently reviewing our Human Capital utilisation with the
aim of ensuring better utilisation of the sta? that we have
through better resource planning and project integration.
This will not only reduce our costs against human capital
but it will also be a great asset in ensuring better quality
content on screen.
These e?orts, however, remain far from enough to ensure
sustainability of SABC’s delivery of Sports and Events of
National Interest. The key to sustainable delivery lies in
the review of the SABC Sports funding model. At present
90% of SABC Sports funding for rights and production is
derived from advertising. In the current economic climate,
with advertisers reducing their spend year-on-year, this task
is getting harder and harder to achieve on and the current
global economic outlook does not bode well for the model
going forward. DTT will provide a new dimension in the
bid to increase inventory against sporting properties that
are covered by SABC Sport. The increased play space with
greater technological capability should result in enhanced
revenues and contribute to reducing the funding gap.
UNIVERSAL ACCESS
The SABC has a constitutional mandate as a public service
broadcaster to encourage the development of South
African expression and to play an important role in shaping
the future of South Africa.
This means delivering against the values enshrined in the
Constitution of South Africa: to build the nation and inspire
all South Africans, to restore human dignity, and to promote
democracy, non-racism and nation building.
The SABC strives to provide access to broadcast services to
all citizens regardless of age, income, location or education.
Intrinsic to what we do is providing news and programmes
that inform, educate and entertain whilst continually
fostering and nurturing our national identity and cultural
diversity.
Universal Access refers to the right of all South Africans to
access free-to-air SABC services. Currently an estimated 3.6
million South Africans do not have free-to-air access to any
SABC television services, and about 5 million who do not
have access to SABC radio services.
Together with Sentech, the national signal distributor, the
SABC has embarked on a project to increase the coverage
of its services by installing 300 new low-power transmitter
sites across South Africa over a three-year period - 100 per
annum. This will provide access to terrestrial television and
radio services to the present under-served, mostly rural
areas of South Africa.
Signi?cant progress has been made with the completion
of 62 of the 100 planned new low-power transmitter sites.
The 2011/12 target of 100 new low-power transmitter sites
is taking longer than anticipated because of delays with
approval for frequencies and for commission and build by
Sentech. However, in addition to the 62 sites on-air, Sentech
is in the process of constructing another 47 sites that have
been approved by ICASA; we are currently awaiting ICASA
approval for an additional 44 sites.
In an attempt to increase access to the SABC services as
part of the television digital migration process, the SABC
will be including all the SABC radio stations on the DTT
transmitter network. This will give citizens more choice,
allowing them to listen to a radio station of their choice in
their own home language from their television set. The use
of satellite technology to augment the terrestrial coverage
will furthermore give all citizens access to all SABC services
throughout the country.
South African Broadcasting Corporation [SOC] Ltd
50
SABC Annual Report 2011 | 2012
51
• Metro FM Annual Music Awards;
• SATMA (South African Traditional Music Awards) annual
Awards – all SABC stations;
• Support of the Gospel Music Awards – annual event by
all SABC stations;
• Support of the Joyous Celebration Gospel annual
concerts – all stations;
• Ukhozi FM, Thobela FM, Ikwekwezi FM, Umhlobo
Wenene and Tru FM Gospel Event;
• Xilombe Music Awards – annual event: Munghana
Lonene FM;
• Support for the MTN SAMA Awards – all SABC radio
stations;
• NCF (National Choir Festival) – Umhlobo Wenene FM;
• MACUFE – Lesedi FM, Umhlobo Wenene FM;
• BUYEL’EKHAYA Music Festival – Umhlobo Wenene FM;
• Maskandi and Isicathamiya annual festival – Ukhozi FM
and Umhlobo Wenene FM;
• Local Classical Music recording - SAFM;
• UNISA Music Competition - SAFM;
• Lotus FM Lyrics writing competition – held every 2nd
year;
• Khindlimuka Xitsonga Music Awards – annual event by
Munghana Lonene FM;
• Zindala Zombili Traditional Music and Dance –
Motsweding FM; and
• RSG hosts annual events for the development of music
and culture - KKNK, Gariepfees & Suidoosterfees.
During the period under review !Xun & Khwedam through
X-KFM recorded music of the Xu and Khwe communities to
preserve the San culture which faces extinction.
INDUSTRY DEVELOPMENT
As a Public Broadcaster, and being part of the Industry that it
serves, the SABC has developed various initiatives aimed at
uplifting and supporting the South African entertainment
industry.
Towards the end of ?scal 2011/12, the SABC entered into a
three-year partnership with the Cape Town International
Jazz Festival as the O?cial Broadcast Sponsor. This
sponsorship underlines the National Public Service
Broadcaster’s commitment to support events that celebrate
and re?ect South Africa’s identity and diverse culture. The
SABC also sponsored workshops and master classes aimed
at a new generation of musicians as well as four promising
caddies from the Caddy Foundation, during the o?cial
Cape Town International Jazz Festival’s golf day.
SABC1 drove campaigns in aid of our young citizens
to assist them in identifying and enhancing their skills,
thereby helping them improve their job-hunting e?orts.
Young people were hosted by international DJs in a music
workshop aimed at honing their creative skills and teaching
them entrepreneurial skills within the music industry.
The SABC also entered into a partnership with Moshito Music
Conference and Exhibition, a partnership underpinned
by a common set of values between the Corporation and
Moshito. As a media partner, the SABC has committed
itself to support the Moshito music conference by using its
radio and television platforms to highlight current, key and
burning issues within the South African music industry.
Radio also contributed to the development of local music
in South Africa through various initiatives with the music
industry, namely:
Metro FM Annual Music Awards showcasing and recognising several local artists.
South African Broadcasting Corporation [SOC] Ltd
52
TECHNOLOGICAL
ERA
TECHNOLOGY
SIGNALS
SATELLITE
COVERAGE
LINKS
FACILITIES
DIGITAL
SABC Annual Report 2011 | 2012
53
LINKS
a major role and provided 2 Outside Broadcast (OB) units,
contributed equipment and sta? to cover the event and
provided an International Broadcast Centre (IBC) to receive
signals from the venues and distribute them to international
takers. Only with the SABC’s intervention was television
coverage of the event possible.
Towards the end of 2011, Govenrment granted the SABC the
strategic partner role to ful?l the broadcast requirements for
the Convention on Climate Change (COP 17) in December,
which took place at the International Convention Centre
(ICC) in KwaZulu Natal (KZN), with many countries
participating. The SABC, as Pool Rights owner, established
a broadcast platform that allowed for a multi-broadcast to
be transmitted to many di?erent countries in the world.
The broadcaster included a number of its radio stations
as part of the broadcast, which combined became the
biggest broadcast for the 2011/12 ?nancial year. TVOBs was
appointed the host broadcaster for COP 17 by the United
Nations (UN) through a contract with The Department of
International Relations and Cooperation (DIRCO). COP 17
was completed successfully and a letter of gratitude was
received from the UN.
Other major productions included the Rugby World Cup and
the African National Congress (ANC) Centenary Conference
covered by TVOBs. For the Rugby World Cup broadcast
Henley Television Facilities appropriately upgraded the
Sport dedicated facilities. Eight high de?nition (HD) live
feed video signals were prepared and all matches were
broadcast.
Creating Audience-focused foundation upon which
Broadcasting can exist
Throughout history humans have been driven by search,
?rst for food, secondly for entertainment and information.
The SABC has recently celebrated its 75th anniversary. In
the past 18 years it has tried to live up to its mandate as a
public broadcaster to inform, educate and entertain South
Africans and to act as a catalyst for nation building and social
cohesion. Whilst celebrating 75 years, the broadcaster faces
the task of ensuring another 75 years, as the technology
that gave birth to the SABC has given birth to other forms of
media and entertainment consumption.
As the backbone of the broadcaster the Technology Division
therefore has a big role to play in using its skilled sta? to roll
out the new technology to the nation.
Milestones for the Year Under Review
Propelled by the success achieved from the broadcast of
the World Cup in 2010 the Division began the year well
with the successful coverage of the Local Government
Elections. As expected, SABC facilities were the centre for
all contribution and distribution feeds. Henley Television
Facilities were involved in establishing the Gauteng results
hub at the Renaissance Centre. IT was responsible for the
critical areas, namely the Election Results System as well as
the IT Telecommunications infrastructure.
In September 2011 the SABC assisted Mozambique to
broadcast the All African Games in Maputo. TVOBs played
TECHNOLOGY
DIGITAL
SYSTEMS
DOMAINS
INNOVATION
ACCESS
SITES
INFRASTRUCTURE
PLATFORM
The modern News studios facilities.
Innovations in SABC Technology
Innovation is achieved through Research and Development
at the SABC and one particular area of focus has been DTT
technology (this is covered under the DTT section).
The SABC is looking to implement a News weather
production and broadcast system that will provide a
modern look and feel to the SABC‘s weather slots on
television. When taking into account the 12 daily weather
slots during the week and 8 daily slots over the weekends,
and the involvement of the 30 weather presenters to cover
the various languages, the current Weather System is
clearly not capable of supporting the weather production
and play-out operation. Future needs will demand more
infrastructure. The SABC is embarking on a single centralised
technical graphics facility. Workstations would, however, be
de-centralised to their logical work?ow areas. This technical
hub will include production graphics for drama, sport,
news and on-air facilities. Virtual studio facilities will also
be included. The envisaged plan is to have the four Studio
Play-out Weather Systems, each installed in the Studio
equipment room with cable extenders to the control areas
of Studios 9, 10, 11 and 12.
The legacy system, which has been used in the SABC
newsrooms for the past 19 years, has been replaced by
the Electronic News Production System (ENPS). The ENPS
is currently functional in 58 countries, 800 newsrooms and
used by approximately 60 000 journalists worldwide, thus
meeting the needs of the demanding news environments.
The system allows journalists constant access to the
newsroom worldwide. ENPS is being implemented for use
by radio, television and new media.
For the Local Government Elections TVOBs used an Internet
Protocol (IP) communication system to connect the many
remote points to the ICC control centre in Pretoria. For the
?rst time no microwave links were used and all the remotes
were done via Digital Satellite News Gathering (DSNG). Only
4 of the 16 DSNGs were hired and TVOBs supplied the rest
by splitting the normal DSNGs in two.
Digital Mobile News Gathering (DMNG) – TV contribution
through mobile phone – units were introduced for the
Rugby World Cup in New Zealand. Provincial TV-News
o?ces were digitised and adopted digital work?ows, and
the unit’s DSNG ?eet was increased to ?ve.
IP Portfolio
During the year under review a number of sites were
launched to improve the website o?erings. These included
SABC News (www.sabc.co.za/news), International Sales
(www.sabc.co.za/intsales) and SAFM (www.sabc.co.za/
safm), which form part of the new technology platform
that runs from www.sabc.co.za. A special website at www.
sabc.co.za/mandela was also created, which pays tribute
to the life and times of former President Nelson Mandela
and will be strongly promoted during Mandela Day each
year. Production websites at the Internet Services Provider
South African Broadcasting Corporation [SOC] Ltd
54
vendor were implemented and hardware properly balanced
to ensure availability and stability.
SABC will continue bringing its remaining online properties
onto the shared platform to ensure that the experience
remains seamless for our on-line audiences. The mobile
website will also be enriched by o?ering access to more
information.
The Year Ahead
The highlight for the year ahead will be the launch of DTT,
therefore all e?orts will be geared towards this.
• The establishment of a separate Digital Media Division
will now be achieved through a cost-e?ective model
of lower-level department that caters for Research and
Development and incubates IP portfolio broadcast
platform management. In essence, the entire Technology
division is being restructured to be Digital-ready,
through skills set clustering where all internet/online
related skills will be under IP portfolio.
• Over and above the 24-hours News and Sport Channels
the SABC has planned for additional channels to coincide
with the envisaged DTT launch in October 2012. Henley
will be upgrading the recently digitised FCCs to be
capable of monitoring more than one channel each or
build a Multichannel Play-out Centre.
• Preparations and broadcast of the London Olympics in
July 2012.
The year ahead will see the Division intensify implementa-
tion of the Turnaround Strategy through implementation of
outstanding audit ?ndings, termination of non-performing
contracts and creating structural permanency for e?ective
governance.
Inside the High De?nition Outside Broadcasting units.
SABC Annual Report 2011 | 2012
55
DIGITAL
ERA
PROCESS
MIGRATION
DELIVERY
TERRESTRIAL
NETWORK
DIGITAL
MIGRATION
PROCESS
MIGRATION
DELIVERY
TERRESTRIAL
SIGNAL
The process of migrating all SABC work?ows
to the digital domain continued in line with
the long-term migration strategy envisaged
since 2005. Digital Terrestrial Television (DTT)
is a component of this process.
The Newsroom Production and Computer System to replace
the current legacy systems across all SABC broadcast
centres is nearing completion.
Final control centres and main control facilities enjoyed
continued digitisation as well.
Other milestones included the Craft Edit Server in News
Facilities, Studio 9 upgrade/digitisation, Line Record Room
project roll out, and Final Control Centre digitisation.
The continuation of upgrading studio facilities in Polokwane
and Western Cape provinces demonstrated continued
infrastructure investment throughout the SABC.
Digital Terrestrial Television (DTT)
In February 2012, the Minister of Communications issued
an amended policy on digital migration for South Africa.
Following that, ICASA is currently developing regulations
Prototype SABC set-top box.
for Digital Terrestrial Television (DTT). The DTT environment
will provide the SABC with a multi-channel platform to
showcase more South African content and will provide an
opportunity to develop local languages. This will ease some
of the programming bottlenecks that the SABC television
experienced in the past due to limited airtime.
DTT will provide the South African public with more
content choices, new channels and better quality of signal.
This will also require the SABC to think and behave as a
digital broadcaster in a multi-platform, multi-channel
environment. To this end the SABC has ensured that it
participates in the entire value chain and all processes that
will eventually bring DTT to fruition.
Through its participation in the Government’s Broadcasting
Digital Migration Programme, the SABC has contributed to
de?ning four broad areas of activity as follows:
• Policy and Regulation;
• Content, Platform, and Transmission;
• STB Manufacturing, Testing and Distribution; and
• Marketing and Consumer Support.
56
South African Broadcasting Corporation [SOC] Ltd
The SABC’s DTT project has been on trial since 2008, and
has already addressed many of the critical matters that
will enable both the SABC and the industry to put certain
processes and infrastructure in place. The SABC has put
in place programmes to upgrade its broadcast facilities,
including the upgrade of the analogue Final Control Centres
(FCC) and the development of a new multi-channel playout
facility. Most of the work is already at the advanced stage of
the broader digitisation.
SABC Television Network within DTT
The SABC will launch DTT with 3 channels (News, Sports and
Children/Educational) in addition to the existing terrestrial
channels. The intention is to gradually launch the channels
in the ?rst few months of the platform launch.
The creation of a number of extra channels on the DTT
platform will allow the SABC to o?er a greater range
of content in all o?cial languages, increased regional
representation and to drive industry development
in building capacity for new and existing producers,
particularly in the regions.
The SABC strategy is to deliver channels that will meet the
diverse audience needs of the country. The strategy has
identi?ed gaps in SABC delivery to key audience segments
(based on SABC’s audience segmentation framework) and
gaps in delivery of SABC’s mandate and in opportunities to
sustain commercial revenue in the long term.
Speci?c focus has been on increasing content delivery in
areas such as children, news, sport, regional content, youth,
women and education. Focus has also been placed on
ensuring that digital technology is used to more e?ectively
deliver on services in all languages and to disabled
members of our community.
The most important di?erentiation for the SABC’s DTT
channel portfolio is its emphasis on driving Public Value
and Citizenship in comparison to the more commercial
o?erings by other broadcasters. Particular attention has
also been placed on ensuring that an appropriate SABC
network mix of services is developed over time rather than
having a series of individual channels put together.
Behind the scenes on the production of our Local Magazine show, ‘Top Billing’.
SABC Annual Report 2011 | 2012
57
South African Broadcasting Corporation [SOC] Ltd
58
HUMAN CAPITAL
SERVICES
FIRST CITIZENS
EMPOWERED
GENDER
DIGNITY
STRATEGY
HUMAN RIGHTS
EMPLOYMENT
SABC Annual Report 2011 | 2012
59
DIGNITY
OUR
EMPLOYEES
TRANSFORMATION
EQUITY
DEVELOPMENT
LEARNING
WELLNESS
Our Employees at Ikwekwezi FM.
Analysis of Sta? Complement as at 31 March 2012
(Filled Permanent Positions)
Race No %
African 2 404 66.19%
Coloured 320 8.81%
Indian 170 4.68%
White 738 20.32
Grand Total 3 632 100.00%
Gender No %
Male 1 950 53.69%
Female 1 682 46.31%
Grand Total 3 632 100.00%
The SABC has committed itself to creating
an integrated human resource environment
to form the backbone of all people-centred
functions and provide e?cient HR services.
During the year under review Human Capital Services
focused on developing a new operating model and
structure for the Corporation that will address the future
needs of the broadcaster and entrench economic, social
and cultural sustainability in order to enhance long-term
performance. The key focus areas included Employment
Equity, Performance Management, Learning and
Development as well as Employee Wellness.
Employment Equity
In keeping with its corporate values of restoration of human
dignity and building a common future, the SABC developed
an Employment Equity Strategy to transform the workplace.
The SABC also established institutionalised structures such
as the National Employment Equity Forum and the National
Disability Committee to monitor the implementation of
Employment Equity in the SABC. Divisional and Provincial
Employment Equity Committees were also established.
The Employment Equity report for the year under review
re?ects that 66% of the workforce is African, 20% White,
followed by 9% Coloured and 5% Indian. The SABC
workforce consists of 46% females and 54% males.
Informed by the SABC’s Vision of ‘Total Citizen
Empowerment’, and as part of the Corporation’s ‘living the
values’ principle, the SABC recognises disability as a human
rights and human dignity imperative. To this end the
SABC developed a Disability Strategy that will mainstream
disability in the SABC. As a result the Corporation exceeded
its target of 2% employment of individuals with disabilities.
To further this Strategy the SABC plans to run Employment
Equity related initiatives in the coming year to give
employees an opportunity to understand and contribute to
the implementation of the Strategy.
Employee Relations
The year under review has seen a positive working
relationship between the SABC and organised labour.
There has been robust engagement with organised labour
during the Turnaround Strategy consultation process.
There was a signi?cant reduction in the number of
disciplinary actions taken against employees during the
year under review. Management and labour formed task
teams to resolve substantive issues carried over from the
previous ?nancial year’s negotiations and agreed to come
up with amicable solutions. The SABC continues to strive for
an harmonious and sound labour relations environment.
Approximately 35 disciplinary hearings were conducted
during the year under review.
The 5 major categories of misconduct were:
1. absenteeism;
2. contravention of personnel rules and regulations;
3. dishonesty;
4. insubordination; and
5. non-compliance with the duties of the contract of
employment.
Organisational Development
Performance Management is key to the sustainability and
development of the Corporation. The SABC embarked on an
initiative to revitalise performance management within the
Corporation. A decision was taken to automate the process
and the SAP performance module was con?gured for this.
The process should make the performance management
cycle much easier to administer and it will be launched in
the new ?nancial year.
Learning and Development
The SABC embarked on a process of up-skilling its existing
and new employees. A total training investment of
approximately R23m (1,6 % of the Compensation budget)
allowed employees to participate in 4346 skills programmes
and short courses in the broadcasting, information
technology, marketing and journalism ?elds.
The partnership between the MICT SETA, the National
Skills Fund and the SABC contributed to job creation
and entrepreneurship activities via the internship and
learnership programmes. A total of 278 learners graduated
from internships and learnerships that were implemented
in Human Resources, Finance, Broadcast Engineering, Film
and Television Production, Journalism, Radio Production,
and Television operations. A 56% absorption/employment
rate for learners was achieved through this intervention.
R2.5m was invested in bursaries for employees, children
of employees and deserving citizens. Bursaries were
sponsored for 231 recipients for scarce and critical skills
within the industry and in the country.
Employee Wellbeing
SABC is committed to the health and wellbeing of its
employees and o?ers various wellness programmes to
support employees, as well as their families, through the
SABC Wellness Department. Employee Wellness focuses
on managing health issues and work-life balance. These
programmes are designed to create awareness and build
and maintain a healthy, empowered employee. Employee
Wellness focused on three main areas: Medical Surveillance
and Health Risk Assessments (Occupational Health), Drug
and Substance Abuse (Employee Assistance Programme),
and HIV and Aids (Primary Health).
1315 Occupational health examinations were done during
the reporting period. Of these, 106 employees were seen
by the Occupational Medical practitioner for occupational
health related matters, and 144 employees were examined
by the Occupational Medical Practitioner to assess ?tness
for duty after medical surveillance.
As part of our Employee Assistance Programme, Employee
Wellness successfully developed a Drug & Substance Abuse
Programme to assist employees and their families on
matters of substance abuse.
HIV/Aids remains a major social issue nationally. All
employees and contractors are actively encouraged to
know their status.
In conjunction with SABC Education and SIDA Education,
Employee Wellness in 2011/12 was able to successfully
distribute over 1000 Master Aids Games designed to
educate and engage both the youth and adults about HIV
and Aids. Over the past three years 65% of SABC employees
have participated in HIV counselling and testing.
South African Broadcasting Corporation [SOC] Ltd
60
Employment and Vacancies
Salary band Posts Posts
Filled
Vacancy
Rate
Additional
Posts
Top and Senior
Management
104 67 55% 0
Middle
Management
507 432 17% 0
Junior
Management
677 596 14% 0
Supervisory Level 1568 1414 11% 0
Remaining Sta? 1243 1123 11% 0
MARKETING
INITIATIVES
RECOGNITION
BRAND
OBJECTIVES
REPUTATION
AWARENESS
STRATEGY
TRADE
SABC Annual Report 2011 | 2012
61
VALUES
South African Broadcasting Corporation [SOC] Ltd
62
The SABC’s primary marketing objectives for
the year under review were to improve the
SABC’s brand reputation, build awareness
for all SABC brands, and to develop and
implement a strategic Marketing plan
informed by the Turnaround Strategy.
During the 2011/12 ?nancial year the SABC blueprint was
developed in partnership with Brand SA. However, a delay
in the sign-o? of the Advertising, Creative and On-air
promotion Agencies’ contract impacted negatively on the
deliverables of the SABC brand campaign and other SABC
brands, particularly SABC3 and SABC News.
Nevertheless, eight SABC Radio Stations (Ukhozi, Umhlobo
Wenene, Metro, Lesedi, Motsweding, Thobela, RSG and
5FM) were able to make it to the Top 10 Brand Survey list
during 2011. This survey measures brand relationship
scores, audience loyalty, awareness and con?dence in the
brand.
The SABC TV Network won 30 Awards at the 2011 South
African Film and Television Awards (SAFTAS) and went on
to win a staggering 40 Awards at the sixth (2012) SAFTA
Awards, including “Best Soapie” award, which went to
‘Isidingo’.
SABC Corporate Marketing drove transversal support for all
SABC sub-brands by means of self-promotion, advertising
and event sponsorship. An on-air team produced 90
transversal line-up promos per TV Channel per month.
BUILDING THE SABC
BRAND
STRATEGY
RECOGNITION
REPUTATION
TRADE
AWARENESS
The main objective of these promos was to encourage
transversal viewership across the three channels.
SABC Corporate Marketing hosted workshops with all
SABC Radio stations in the Provinces. The SABC mother
brand positioning was presented at these workshops to
provide guidance for the stations in aligning themselves
with the mother brand. During these workshops SABC
Corporate Marketing started a process of redesigning
and repositioning some of the SABC Radio stations’ logos
and corporate identities in line with their own market
positioning. Some of the corporate identity material was
designed over eight years ago and had not changed to
keep up with a rapidly changing market environment,
particularly in light of the looming digital migration.
Corporate Marketing also contributed to a publication
showcasing the 75 Year History of the SABC. The SABC was
pro?led in a number of brand publications in celebration of
the SABC’s 75th birthday.
The introduction of SABC internet URLs at the end of News
and weather bulletins (August 2011) helped increase the
online and mobile tra?c on these digital platforms. The
consolidated ‘Listen Live’ functionality was activated on the
web and mobile platforms.
Corporate Marketing entered into a trade exchange on a
print campaign to the value of R1.5 million for the 2011 IRB
Rugby World Cup during Heritage Month and contributed
R2 million of airtime towards the ‘Arts Alive’ festival as the
o?cial broadcast partner.
Visuals from the ‘It’s our Game’ campaign.
COMPLAINTS
STATUTORY
CONSUMER
COMMISSION
RESOLUTIONS
REQUIREMENTS
SERVICES
SABC Annual Report 2011 | 2012
63
Visuals from the ‘It’s our Game’ campaign.
South African Broadcasting Corporation [SOC] Ltd
64
u
u
u
u
u
u
u
u
u
160
140
120
100
80
60
40
20
0
Broadcasting Complaints Commission of South Africa
During the ?scal year 2011/12, 110 complaints against SABC
services were ?nalised by the BCCSA. Of these complaints,
107 were dismissed, one was dismissed on appeal by the
SABC, one led to a reprimand and one received a ?ne of
R11 400.
There has however been a consistent trend towards a
decline in the number of cases lodged at the BCCSA, as is
re?ected in the three-year analysis. This can be ascribed
to on-going and regular training of relevant sta? in the
requirements of the Code and to implementing stricter
internal processes for non-compliance. An on-air education
campaign for listeners and viewers across all radio and
television services also contributed to this reduction.
National Consumer Commission
The Consumer Protection Act went into e?ect at the start
of this ?scal, e?ectively rendering the SABC also subject to
complaints lodged with the National Consumer Commission
(NCC).
So far all the complaints that have been referred to the SABC
via the NCC have been around issues related to television
licence fee collections. All matters were satisfactorily
resolved.
Complaints against SABC services are channelled through
a number of bodies, some statutory and others self-
regulatory. These include the Broadcasting Complaints
Commission of South Africa (BCCSA), the Advertising
Standards Authority of South Africa (ASASA), the Wireless
Application Service Providers Association and the National
Consumer Commission.
As always most complaints during this ?scal were
received via the BCCSA, which adjudicates content-related
complaints. There were also some from the NCC but none
from any of the other bodies listed.
COMPLAINTS
Source: Prime Time Broadcast Schedule
Fiscal comparative Figures for BCCSA Complaints
FY 2009/10
FY 2010/11
FY 2011/12
No of Complaints
RESOLUTIONS
STATUTORY
COMMISSION
CONSUMER
SERVICES
SABC News interviewing protestors during a news insert.
ENGAGING OUR
PEOPLE
STAKEHOLDERS
PARTNERSHIPS
INITIATIVES
PUBLIC
EMPLOYEES
COMMUNICATION
RELATIONS
SABC Annual Report 2011 | 2012
65
SABC News interviewing protestors during a news insert.
South African Broadcasting Corporation [SOC] Ltd
66
The Division also successfully partnered with internal SABC
stakeholders such as RadioSonderGrense (RSG) and SAFM
to participate at the Klein Karoo National Arts Festival,
the Grahamstown National Arts Festival, the Gariep Arts
Festival and the Tshwane Spring Show. Events with external
partners included the International Franchise Expo at
the Sandton Convention Centre, the World Telecoms Day
activities hosted by the Department of Communications,
Business Opportunities and Franchise Expo with Eskom and
the Vodacom Suppliers Day.
Currently income from TV licence fees contributes 16% to
the SABC’s annual operating revenue.
Our platforms (Radio and TV) also held several public
campaigns where our personalities engaged with the
public.
People with Disabilities
The SABC also sought to address the needs of audiences
with special needs, an undertaking that resulted in the
Broadcaster convening meetings with various relevant
stakeholder Corporations including Deaf SA and Disabled
People South Africa (DPSA). The parties agreed to work
together towards making SABC programmes more
accessible and to explore ways of approaching issues
concerning programming and employment equity – a
memorandum of understanding is expected to be signed in
the 2012/13 ?nancial year.
STAKEHOLDER ENGAGEMENT
The SABC’s Stakeholder Engagement Strategy was
developed to deal with the ever-changing environment
within which the Corporation operates. As a public
broadcaster the SABC serves a wide range of stakeholders
and in the year under review our strategic focus was on
internal stakeholders and other key stakeholders, including
citizens.
Public Engagements
The SABC employed a wide range of mechanisms to engage
with external stakeholders and to capture information
about the Corporation’s social impact.
The Audience Services Division, responsible for optimising
funding to the SABC’s Public Broadcasting Service through
the collection and management of television licence fees,
embarked on a nationwide citizen outreach programme
to build personal and sustainable relationships with the
public.
The Division participated in several Mall Activation
Campaigns in the period under review. The campaigns
entailed a TV Licences division presence at popular
shopping malls in various Provinces, with a highly visible
kiosk at which licence holders could personally resolve
their queries or pay their licence fees. The initiative was
supported by an awareness campaign on SABC radio
stations and a competition campaign.
ENGAGING OUR
PEOPLE
PARTNERSHIPS
PUBLIC
STAKEHOLDERS
EMPLOYEES
RELATIONS
COMMUNICATION
Mr. Hlaudi Motsoeneng (COO) engaging with employees.
SABC Annual Report 2011 | 2012
67
Community Organisations
Various Community organisations such as the Coloured
community, Khoi-San community and the South African
Christian Ministries (SACMIN) were engaged in an e?ort
to understand di?erent community needs in shaping the
SABC to re?ect the diverse cultural and multilingual nature
of South Africa, as prescribed by the Broadcasting Act.
Engagements with di?erent communities are still on-going
and require multilateral engagement and consultation with
the Shareholder and Regulator.
Most issues raised by communities relate to the use of
language, re?ection of culture, stories that re?ect the width
and breadth of South Africa (not just urban areas), as well as
the accurate portrayal of all segments of our society.
There can never be enough engagements with citizens. The
SABC Stakeholder Division has developed a more structured
way of engaging with the public, which will begin in the
2012/13 ?nancial year. A perception survey will be used for
a scienti?c understanding of how South Africans feel about
SABC content and services. The Broadcasting Act stipulates
that, as a Public Broadcaster, the SABC should solicit public
feedback regularly. Plans were put in place for public
feedback sessions and Editorial Policy Review processes.
All of this work requires funding, which was not available
during the year under review.
Sporting Bodies
National sporting bodies such as the South African
Football Association (SAFA), the Premier Soccer League
(PSL), the South African Rugby Union (SARU), and Sport 5
were engaged in an e?ort to secure rights to matches of
national interest and to ensure that national team matches
are broadcast live. The process remains on-going and the
Public Broadcaster intends engaging all sporting bodies in
the next ?nancial year.
Local Content
In support of the South African music industry and
promoting local content, during 2011/12 the Public
Broadcaster entered into discussions with the Independent
Record Companies of South Africa (AIRCO) aimed at
exploring ways for the Corporation to promote the growth
and development of the local music industry. The result
was the signing of a long-awaited distribution agreement
between the SABC and AIRCO, that will see AIRCO being
able to submit its members’ and non-members’ music
products for broadcast on SABC platforms (TV and digital).
Government Relations
The SABC partnered with Government on a number of
initiatives to support key national days. Relevant messages
were incorporated in SABC programming. A workshop was
held in partnership with Government Communications and
Information System (GCIS) to assist SABC programming and
news sta? to understand the South African Government
policy on environment, as part of preparations for the COP
17 environment conference held in late 2012.
International Relations
Relationships with international stakeholders remained
cordial and mutually bene?cial for the SABC. The public
broadcaster participated in the hosting, transferring and
sharing of skills with numerous international bodies.
Through its relations with the Department of International
Relations and Co-operation (Dirco), the SABC continued to
provide its annual media training to Dirco diplomats.
The SABC also has, and continues to maintain, relations
with other international bodies such as the China Central
Television (CCTV), Brazil National Telecommunications
Agency (BNTA), Malawi Broadcasting Corporation, Tanzania
SABC Management engaging with labour unions.
Mr. Hlaudi Motsoeneng (COO) engaging with employees.
South African Broadcasting Corporation [SOC] Ltd
68
Employees with Disabilities
In line with its key responsibilities, as enshrined in the
Broadcasting Act, namely, to be responsive to the needs of
all South Africans “including the needs of the deaf and the
blind and account on how to meet those needs,” the SABC
performed a special needs assessment aimed at establishing
the needs of sta? with special needs and ways in which it
can make the working environment friendlier and more
accessible to these employees. As a result of this assessment
some members of sta? were provided with wheelchairs and
also had communication aid facilities installed for their use.
SOCIO ECONOMIC DEVELOPMENT INITIATIVES
Through various initiatives, SABC Television platforms
participated in various community upliftment projects
during the year under review, some of which are listed
below:
• implemented the SABC Education Bursary Scheme 2011
in partnership with NEMISA. Bursaries to the value of R2
million were awarded to successful applicants;
• awarded monthly bursaries to the unemployed youth
through the programme ‘Shift’;
• awarded bursaries to Grades 12 on ‘Matrics Uploaded’
programme;
• SABC2 has adopted the Ebenezer Orphanage and Old
Age Home as its main focus for CSI. The channel selected
the home having heard of their plight due to their
indigence. In December the channel donated cooking
stoves, a fridge and groceries to the home, organised
massage treatments for the minders and oldies and took
the channel’s kiddies programming mascot, DUB, to
entertain the children. The SABC2 sta? also spent the day
at the home, preparing Christmas lunch for the children
and oldies;
Broadcasting Corporation, Federal Radio Corporation
of Nigeria, Uganda Broadcasting Corporation and Africa
(China) TV media. These relationships are underscored by
an understanding to exchange content, benchmarking,
skills transfer and corporate agreements satisfactory to
both parties.
Engaging Employees
Internally, the 2011/12 Financial Year was underscored
by the repositioning of the Stakeholder Relations and
Provinces Department, a process that started with vigorous
engagement with sta? and organised labour. Focusing
on HR issues pertaining to permanent and independent
contractors, the process unfolded through various internal
platforms and across di?erent levels, including the Senior
Management Forum, Middle Management, Provincial
sta?, employees with disabilities, and the Redifussion – a
platform developed to engage all employees, including the
Provinces.
Because of the improved relationship between
management and organised labour meaningful and
positive developments took place during the period
under review. One such development was the agreement
that performance management will be cascaded into the
middle management and bargaining units. Since these
engagements, organised labour has played a pivotal role
in providing solutions together with management to
long-outstanding and substantive issues.
However, a lot of work still needs to be done to ensure
the continuation of a healthy leadership/sta? relationship.
The process is on-going and has thus far allowed open
communication between the SABC leadership and sta?.
The focus for the next ?scal will be to empower managers
to interact e?ectively with their immediate subordinates in
order to ensure employees are always kept abreast of the
strategic direction of the Corporation.
SABC 2 partnering with the Breast Cancer Walkathon.
SABC Annual Report 2011 | 2012
69
• in October 2011, SABC2 partnered with the Breast Cancer
Walkathon (BCW) 2011 to raise awareness of breast
cancer. It took its on-air personalities to participate in the
5km and 8km walks, handed out SABC2 promo items to
the Walkathon participants, as well as autograph signage.
In keeping with the Rugby World Cup 2011 fever, SABC2
arranged for Kalawa Jazmee artists - who created the
SABC Rugby World Cup Theme song - to perform on the
main stage. The on-air personalities delivered promos to
sensitise the nation about the BCW; and
• as part of giving back to our local communities on
Mandela Day:
- SABC1 team, together with channel icons, spent
Mandela Day at the Kliptown Youth Centre, cleaning
the centre and its surroundings; and
- SABC3 spent the day with ICare Children’s Centre for
street children, planting a vegetable garden.
SABC News ‘Touching Lives’
During the year under review, SABC News’ ‘Touching Lives’
was instrumental in mobilising the public and the private
sectors to contribute in the following initiatives:
• building of a hostel for the disabled children in
Thembalethu, Khayelitsha, Western Cape. The hostel was
handed over to the recipients on the 18th of July 2011.
This was made more special by the presence of Minister
Lulu Ngxingwana and Deputy Minister Dr. Ngoako
Ramatlhodi. The day also celebrated the birth of South
Africa’s ?rst democratic leader, Mr. Nelson Mandela;
• installation of a security system for the home of the
disabled children in Bloemfontein, Free State;
• bursary funds for a student from an historically
disadvantage background (student currently registered
for a Bachelor of Commerce at the University of Cape
Town, Western Cape);
• sports funding for children from historically
disadvantaged backgrounds to participate in historically
White sports e.g. golf funding students in East London;
• provision of wheel-chairs for people living with
disabilities across South Africa; and
• funding for organisations catering for the homeless;
children su?ering from various diseases to undergo
surgery; and homes for orphans.
A fundraising telethon on ‘Morning Live’ was organised by
the SABC’s CSI Department to raise funds for the people
of Somalia. The telethon was led by SABC News and
supported by SABC Corporate Marketing and Corporate
Communications, SABC Radio Stations, Department of
Women and Children, Gift of the Givers, musicians and
soapie actors and actresses. A total of R1 million was raised
through the telethon.
The SABC donated computers to the Mbuyisa Makhubu
school in Soweto. Various radio stations also donated
computers to an NGO that caters for children of refugees
from East and West Africa as well as from the SADC countries.
As part of the SABC’s social commitment and to promote
National Literacy Day reading material and books were
donated to Ponego Secondary School in Katlehong. This
auspicious day also saw 20 learners graduate in ABET
learning programmes.
Investments were also made for 63 employees to participate
in the GIBS Management and Leadership programmes to
ensure relevant leadership skills within the Corporation.
SABC News ‘Touching Lives’ donating computers to schools in Soweto.
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HEALTH, SAFETY AND ENVIRONMENTAL
MANAGEMENT POLICIES AND PRACTICES
Focus on Health and Safety
The SABC is committed to safeguarding all employees,
contractors and visitors against any injury and risk to their
health arising from any of the operations associated with
the SABC. The Corporation enforces health, safety and
environmental standards in the workplace as prescribed
by the Occupational Health and Safety Act, its regulations
and related safe work practices. In keeping with these
standards, legal compliance audits have been conducted
on all SABC premises and all shortcomings identi?ed have
been corrected.
Safety
The SABC’s vision for occupational health and safety of the
workforce is one of zero tolerance for on-the-job fatalities,
injuries and diseases. The e?ective implementation of the
occupational health and safety programme, the storage and
stacking programme, the ?re safety programme, the health
and safety policies and the awareness programmes assisted
in keeping injuries on duty as low as possible. Combined,
these initiatives have resulted in the creation of a conducive
work environment. All in all, there were 8 reported injuries
on duty in 2011/2012, with no fatalities.
In compliance with the Occupational Health and Safety Act
(OHAS), Fire equipment for the entire complex is serviced
annually. Pest control is also well-managed and there have
been no serious reports of infestations in our complex.
The NOSA Safety Awareness toolbox talk package is now
available through the Library Department and is accessible
to sta? and all the Departments.
A National Disability forum has been established and the
safety awareness programme has been highlighted as a
priority for all SABC Provincial o?ces.
A Hot Work Permit Policy has been compiled, approved and
implemented to safeguard the SABC and contractors on site
against injuries during hot work operations.
Health
The Occupational Health and Safety 2011 awareness
programme for sta? included a Workers’ Health, Safety
and Wellness Open Day where facilities were provided for
employees to have their cholesterol and glucose levels, and
their blood pressure checked, as well as having other health
assessments.
The state-of-the-art SABC Corporate Gym has 900 members
and is used by an average of 2000 permanent and contract
workers every month.
Several noise surveys and air quality tests have been
conducted by an Approved Inspection Authority to
maintain a work conducive environment for employees.
Audiometric tests have been conducted on employees who
were exposed to more than 85 decibels in identi?ed noise
zones.
Environment
The Corporation embarked on a biological programme to
reduce the sick building syndrome e?ect on the workforce.
Noise, air quality and light surveys have been conducted in
most of the SABC Provinces and Auckland Park to determine
compliance with legislation. Shortcomings have been
identi?ed and are in the process of being corrected. Water
quality tests are done regularly to ensure that the tap water
in the SABC buildings is clear of algae and cholera- free.
Waste management is being addressed in accordance with
the stipulations of the Act with waste disposed of according
to classi?cation, including hazardous chemicals.
Smoking in SABC buildings is restricted to designated areas,
bringing the SABC in line with requirements of the Tobacco
Product Amendment Act.
The NOSA Safety Awareness toolbox talk package.
ACHIEVEMENTS AND
AWARDS
EXCELLENCE
RECOGNITION
CONTENT
VALUE
ACCOLADES
ACKNOWLEDGEMENT
PRIDE
SABC Annual Report 2011 | 2012
71
Other Awards
• Siki Mgabadeli was named as one of the leading 200
Young South Africans by the Mail & Guardian.
• SAFM was given an Achievement Award for Invaluable
Support by promoting Casual Day 2011 in aid of Persons
with Disabilities.
• Ashraf Garda was given an Ubuntu Dialogue Award -
Media Category by the Turquoise Harmony Institute
(NGO) - for noteworthy contributions to dialogue, peace
and harmony in society.
• At the MTN Radio Awards for work performed during
2011:
- Daytime Show PBS: Afternoon Talk - Ashraf Garda;
- Night Time Presenter PBS: Ashraf Garda (for The Talk
Shop);
- Drama Programme: Radio Vuka on SAFM;
- On-Air Packaging PBS: African Renaissance campaign
– Julia Ann Malone; and
- News and Actuality Producer: Veronica Fourie – AM
Live on SAFM.
SPORTS
Another achievement was for Sport Playback, a sporting
programme produced by SABC Sport. The programme
won the South African Film and Television Awards’ Best
Sport Programming award. Our on-screen presentation
South African Broadcasting Corporation [SOC] Ltd
SABC RADIO AWARDS
SABC Radio stations came out as best performers in the
?scal April 2011 to March 2012, especially Ukhozi FM, 5FM
and SAFM:
MTN Radio Awards
• Ukhozi FM won 8 MTN Radio Awards including the
coveted Public Broadcasting Service (PBS) Station of the
Year award.
• SAFM won 5 MTN Radio Awards.
• 5 FM won 4 MTN Radio Awards including the Commercial
Radio station of the year (5FM is also one of the only
?ve African radio stations nominated for the In?uential
International Station award).
• 5FM won top accolades as the Coolest Radio Station
Brand for the 5th consecutive year in the Sunday Times
Markinor annual survey.
• METRO FM achieved second position in the same survey.
• Other MTN Award winners were; Metro FM (1), Thobela
FM (1), RSG (1), Lesedi FM (1), Phalaphala FM, Lotus FM (2)
as well as Channel Africa.
SATMA
• Umhlobo Wenene: Saba Mbixane.
• Ukhozi FM: Khalesakhe Mbhense.
ACHIEVEMENTS AND
AWARDS
72
RECOGNITION
CONTENT
EXCELLENCE
ACKNOWLEDGEMENT
ACCOLADES
with the new wardrobe design, particularly for Laduma
and Soccerzone, has received numerous compliments
and commendations from various stakeholders, most
importantly the PSL, who are the owners of the rights we
use in Laduma and Soccerzone.
NEWS
Recognition for the work done by the SABC News Division’s
‘Touching Lives’ programme came through various awards.
A new category was developed by the National Press Club
to recognise the impact journalistic initiatives such as
‘Touching Lives’ can have on our society.
International Awards
• CNN Africa Award (Radio).
National Awards
• Vodacom 2011 National Radio General News Award.
• Vodacom 2011 National Radio Feature Award.
• Vodacom 2011 National TV News Award.
• National Press Club Radio Journalist of the Year.
• National Press Club and Proudly South African Award to
SABC Touching Lives for society upliftment through the
media.
Provincial Awards
• Provincial Tourism Award (North West Parks and Tourism
Board).
• 10 Regional Vodacom 2011 Journalist of the Year Awards.
Community Awards
• Club Environmental Reporter – SAB.
• Swimming South African Television Journalist of the Year.
• Kudu Award (SANPARK).
• Annual Inheritor’s Community Achievement Awards
2011.
• Umzinyathi Mayoral Cup Award – International Relations.
• SATMA Award.
• Community Award.
TELEVISION
SABC TV Programming continues to resonate with both its
audiences and peers, receiving numerous audience and
peer awards locally and internationally.
• ‘Siyayinqoba Beat It’ was awarded the Gold Plaque for
being the Best Programme communicating issues of HIV/
AIDS with people that are already infected.
• SABC TV programming swept the South African
Television Awards.
SABC Annual Report 2011 | 2012
73
SABC Radio receiving several awards at the MTN Radio awards.
• Golden Award Winner in drama category for Best Actor
in a TV Drama Series: Siyabonga Radebe as “Muzi” for
‘Intersexions’.
• Golden Award Winner in drama category for Best Actress
in a TV Drama Series: Lungelo Dladla as “Buhle” for
‘Intersexions’.
• Golden Award Winner in drama category for Best DOP
/ Cinematographer in a TV Drama Series: (EP 8) Trevor
Calverley for ‘Intersexions’.
• Golden Award Winner in drama category for Best Editor
on a TV Drama Series: (EPS 8 & 20) Melanie Golden for
‘Intersexions’.
• Golden Award Winner in drama category for Best
Production Design in a TV Drama Series: Marna Heunis
for ‘Intersexions’.
• Golden Award Winner in drama category for Best Music
Composition in a TV Drama Series: Sue Lubner for
‘Intersexions’.
• Golden Award Winner in drama category for Best Make-
up & Hair stylist in a TV Drama Series: Smartie Olifant for
‘Intersexions’.
• Golden Award Winner in drama category for Best Sound
Design in a TV Drama Series: (EP 4) Janno Muller, Tim
Pringle for ‘Intersexions’.
• Golden Award nomination in Best Reality Show for ‘One
Day Leader’.
• Golden Award nomination in drama category for Best
Director on a TV Drama Series: (EP 8) Catharine Cooke for
‘Intersexions’.
• Golden Award nomination in drama category for Best
Actor in a TV Drama Series: Thato Moraka as “Tshepo” for
‘Intersexions’.
South African Broadcasting Corporation [SOC] Ltd
• The SABC swept 78 nominations at the South African
Film & Television Awards (SAFTAs), with education
drama ‘Intersexions’ being nominated in 23 categories
and winning 12 awards. The awards’ main objectives are
to honour, celebrate and promote the creativity, quality
and excellence of South African ?lm and television talent.
EDUCATIONAL CONTENT
The 2012 National Teacher Awards
• Certi?cate of Appreciation for Participation.
The George Foster Peabody Awards.
The Peabody is the oldest electronic media award in the
world, recognising excellence, distinguished achievement,
and meritorious public service.
• Peabody Award for excellence for ‘Intersexions’.
MTN 2012 Radio Awards
• Presenter Nomfundo Mkhize, ‘Teen Zone’ on Ukhozi FM,
nominated in the Daytime Presenter Category.
Input Conference Sydney May 2012
• Episode 4 Selected to be screened in section “The thrill
of political drama” for ‘90 Plein Street’.
2012 South African Television Awards
• Golden Award Winner in drama category for Best TV
Drama Series for Intersexions.
• Golden Award Winner in drama category for Best
Director of a TV Drama Series: (EPS 4 & 20) Rolie Nikiwe
for ‘Intersexions’.
• Golden Award Winner in drama category for Best Writing
Team in a TV Drama Series: (EP 20) Brent Quinn, Linda
Bere and Team for ‘Intersexions’.
74
The visuals from ‘Intersexions’.
• Golden Award nomination in drama category for Best
Actor in a TV Drama Series: Katleho Ramapakela as
“Thami” for ‘Intersexions’.
• Golden Award nomination in drama category for Best
Supporting Actress in a TV Drama Series: Nolwazi Shange
as “Ntombi” for ‘Intersexions’.
• Golden Award nomination in drama category for Best
Writing Team in a TV Drama Series: (EP 4) Chisanga
Kabinga for ‘Intersexions’.
• Golden Award nomination in drama category for Best
DOP / Cinematographer in a TV Drama Series: (EP 20)
Trevor Calverley for ‘Intersexions’.
• Golden Award nomination in drama category for Best
DOP / Cinematographer in a TV Drama Series: (EP 4)
Trevor Calverley for ‘Intersexions’.
• Golden Award nomination in drama category for Best
Editor on a TV Drama Series: (EP 4) Melanie Golden for
‘Intersexions’.
• Golden Award nomination in drama category for Best
Editor on a TV Drama Series: (EP 8) Melanie Golden for
‘Intersexions’.
• Golden Award nomination in drama category for Best
Costume Design in a TV Drama Series: Rochelle Selling
for ‘Intersexions’.
• Golden Award nomination in drama category for Best
Sound Design in a TV Drama Series: (EP 20) Janno Muller,
Tim Pringle for ‘Intersexions’.
• Golden Award nomination in drama category for Best
Sound Design in a TV Drama Series: (EP 8) Janno Muller,
Tim Pringle for ‘Intersexions’.
AfriComNet 2011 Awards
• Gold Plaque for being the Best Programme
communicating issues of HIV/AIDS to the people that are
already infected for ‘Siyayinqoba Beat It!’
TVSA
• Best Drama of the Year - The General TV Awards for
‘Intersexions’.
• Best TV show of the year - The General TV Awards for
‘Intersexions’.
African Movie Academy Awards (AMAA)
• Nominated in the best categories of: Production Design,
Cinematography, Screenplay, Editing, Young Actor,
SABC Annual Report 2011 | 2012
75
The cast from ‘Siyayinqoba Beat It!’
The Cast from ‘Ga Re Dumele’.
South African Broadcasting Corporation [SOC] Ltd
76
Actress in Supporting Role, Actor in Supporting Role,
Actor in Leading Role and Best Film for ‘Hopeville’ (Film).
CONTENT HUB
2012 South African Television Awards
• Best Youth & Children Programme for the ‘Jam Alley’
Crew vs Crew.
• Best News & Actuality for ‘Speak Out’.
• Best Reality for ‘Jam Sandwich’.
• Best Supporting Actor: Drama for ‘Fallen’.
• Best Supporting Actress: Drama for ‘Sokhulu and
Partners’.
• Best Costume Design: Drama for ‘Zone 14’.
• Best Actress: Soap for ‘Isidingo’.
• Best Ensemble: Soap for ‘Isidingo’.
• Best Soap (Public Vote) for ‘Isidingo’.
• Best Actor: Comedy for ‘Ga Re Dumele’.
• Best Actress: Comedy for ‘Ga Re Dumele’.
• Best Ensemble: Comedy for ‘Stokvel’.
• Best Post-production: Comedy for ‘Gauteng Maboneng’.
• Best Technical Team: Comedy for ‘Gauteng Maboneng’.
• Best Art Direction: Comedy for ‘Gauteng Maboneng’.
• Best Comedy for ‘Gauteng Maboneng’.
SAB Awards
• Media Environmental Broadcast Journalist of the
Year for ‘50/50’.
• Merit Award.
SAFTA 2011
• Best Director in Documentary for ‘Jammer as ek so
bitter is’ by Rina Jooste.
SAFTA 2012
• Nominated for Best Short Documentary for ‘Solving
It’.
• Won Best News and Actuality Programme for ‘Speak
Out’.
INPUT 2011
• Innovation in Public Broadcasting for ‘Relate’.
INPUT 2012
• Innovation in Public Broadcasting.
Africa in the Picture Film Festival Amsterdam
• Best Short Film for ‘Dif?cult Love’.
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