The CIPC Strategic Plan

2013 - 2018

Purpose of presentation

• Present the updated strategic plan for the period 2013 - 2018

• Present the CIPC budget and Annual Performance Plan for 2013/14

Introduction

• CIPC still is in a process of rapid transformation establishing itself as a regulator.

• Its role, in terms of the Companies Act (2008), is to be more meaningful in the economy.

• It therefore needs to improve its creditibility amongst stakeholders and customers.

• Priorities have been identified to give effect to this.

Policy Context

• Government’s New Growth Path

• The dti’s Strategic Plan;

• The Industrial Policy Action Plan 2011-2013;

• Strategy on the Promotion of Entrepreneurship and Small Enterprise;

• The Corporate Law Reform;

• A Co-operatives Development Policy for South Africa and the Integrated Strategy for the Development and Promotion of Co-operatives;

• Policy on Indigenous Knowledge;

• Ten Year Plan on Innovation;

• Mzansi’s Golden Heritage: Contribution of the Arts, Culture and Heritage Sector to the New Growth Path

CIPC accountable to dti, but operates in a broader policy context that spans Departments of Science and Technology, Arts and Culture, Agriculture and Economic Development;

Strategic Priorities

• Improving the reliability and integrity of the information in CIPC’s registries

• Improving the relevance and value of CIPC’s services to its customers and stakeholders

• Improving compliance with the laws that we administer

• Demonstrate our economic impact

Our New Strategy

Our Vision

‘Our Vision is to be the leading gateway to growth and sustained participation in the formal

economy for all in South Africa. 

Through insightful advice and responsive, reliable service we will enable easy, informed access for our Customers. The integrity of our data will inspire trust and confidence in all we

serve. 

We will be worthy custodians of our mandate by supervising, maintaining and enforcing its

provisions with impartiality, integrity and wisdom.’

Our MissionOur Mission is to unlock value in businesses and intellectual property by:

• Providing easy, accessible and value-adding registration services for business entities, intellectual property rights holders and regulated practitioners

• Maintening and disclosing secure, accurate, credible and relevant information regarding business entities, business rescue practitioners, corporate conduct and reputation, intellectual property and indigenous cultural expressions

• Increasing awareness and knowledge of company and intellectual property laws, compliance obilgations and the opportunities for that exist for business entities and intellectual property rights holders to leverage growth and sustainability

• Taking the necessary steps to visibly, effectively and efficiently monitor and enforce compliance with the laws that the CIPC administers

CIPC Values

Value What it means

Passion for service

We work as one to seamlesssly and passionately serve our Customers

Integrity We demonstrate integrity in all our actions as individuals and as an organisation

Empowerment We recognize the value of our employees and partners and empower them to effectively deliver on their responsibilities

Accountability We are accountable, responsible and responsive in the execution of our duties

Collaboration We believe in teams, teamwork and collaboration with our partners to execute our mandate effectively & efficiently

The CIPC’s set of values was collectively crafted:

Our Strategic Goals1. To improve the competitiveness of

the SA economy by enhancing the reputation of SA businesses and the SA business environment;

2. To contribute to a knowledge-based economy & competitive local industries by promoting innovation, creativity & indigenous cultural expression and knowledge;

3. To promote broader formal economic participation by enhancing service delivery and extending the reach of CIPC.

Strategic Goal 1: Business Regulation and Reputation

Strategic Goal 2: Innovation and Creativity Promotion

Strategic Goal 3: Service Delivery and Access

GOAL 1: SO1.1Outputs Performance

IndicatorEstimated Performance 2012/13(Baseline )

Medium Term Targets2013/14 2014/15 2015/16

Strategic Objective 1.1 Encourage the formalisation of South African businesses and their identityManual company applications registered within the published service standard

% of manual company applications registered within the published service standard

95% 85% of manual company applications registered manually within 25 working days

90% 90%

Electronic company applications registered within the published service standard

% electronic company applications registered within the published service standard

95% 85% electronic company applications registered within 1 working day

90% 90%

GOAL 1: SO1.1Outputs Performance

IndicatorEstimated Performance 2012/13(Baseline )

Medium Term Targets2013/14 2014/15 2015/16

Strategic Objective 1.1 Encourage the formalisation of South African businesses and their identityCo-operatives registered within the published service standard

% of co-operatives registered within the published service standard

23% 85% of co-operatives registered within 21 working days

90% 90%

Trade marks applications processed within the published service standard

% of trade marks applications processed within the published service standard

90% 85% of trade marks applications processed within 5 working days

90% 90%

GOAL 1: SO1.2Outputs Performance

IndicatorEstimated Performance 2012/13(Baseline )

Medium Term Targets2013/14 2014/15 2015/16

Strategic Objective 1.2 Encourage the maintenance of high standards of corporate governance, transparency and brand protectionInvestigations completed within the published service standard

% of investigations completed within the published service standard

33% 85% of investigations completed within the published service standard

90% 90%

Increased annual return compliance

% annual return compliance

70% 75% compliance with annual return filings

80% 85%

GOAL 2: SO 2.1Outputs Performance

IndicatorEstimated Performance 2012/13

Medium Term Targets2013/14 2014/15 2015/16

Strategic Objective 2.1: Promote the protection and commercial exploitation of innovations in key sectorsPatent applications processed within the published service standard

% of patent applications processed within the published service standard

87% 85% of patent applications processed within 5 working days

90% 90%

Design applications processed within the published service standard

% of design applications processed within the published service standard

98% 85% of design applications processed within 5 working days

90% 90%

GOAL 2: SO 2.2

Outputs Performance Indicator

Estimated Performance 2012/13

Medium Term Targets2013/14 2014/15 2015/16

2.2 To protect our cultural heritage and support a strong competitive South African creative industry that provides benefit of local artistCopyright in film applications processed within the published service standard

% of copyright in film applications processed within the published service standard

64% 85% of copyright in film applications processed within 2 working days

90% 90%

GOAL 3: SO 3.1Outputs Performance

IndicatorEstimated Performance 2012/13(Baseline )

Medium Term Targets2013/14 2014/15 2015/16

Strategic Objective 3.1: Provide easy access to credible, reliable and relevant information and advice and secure, value-added services

Website availability for on-line filings 24/7

% website availability for on-line filings 24/7

Not measured 90% website availability

95% 95%

Call answer rate improved

% improvement of call answer rate

28% 50% of calls answered

70% 95%

GOAL 3: SO 3.2 – SO 3.3Outputs Performance

IndicatorEstimated Performance 2012/13(Baseline )

Medium Term Targets2013/14 2014/15 2015/16

Strategic Objective 3.2: Build an enabling and intelligent work environment anchored in a governed and sustainable organisationExpenses covered by operating revenue

% of expenses covered by operating revenue

124% 70% of expenses covered by operating expenditure

80% 85%

Strategic Objective 3.3: Improve the reputation and organisational performance of CIPCNeutral media coverage in mainstream

% neutral media coverage in mainstream

90% 85% neutral media coverage

85% 85%

Projected electronic filings

Projected registration figuresType of registration

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Co-operative registration 22,500 31,500 40,950 49,140 54,054 59,459

Company registration 200,000 207,000 214,245 221,744 229,505 236,390

Total Trademark registration 33,452 37,536 42,412 48,236 55,198 62,373

Estimated local filings 19,737 23,684 28,421 34,105 40,926 47,883

Estimated international filings 13,715 13,852 13,991 14,131 14,272 14,414

Total Patent registration (excl. provisional applications)

7,000 7102 7,191 7,289 7,389 7,462

Estimated local filings 650 663 776 792 808 824

Estimated international filings 6350 6439 6415 6497 6581 7,239

Total Design registration 2000 2,005 2,119 2,243 2,379 2,528

Estimated local filings 950 1,045 1,150 1,264 1,391 1,530

Estimated international filings 1050 960 969 979 989 998

Total Film registration 59 61 63 66 69 71

Estimated local filings 17 19 21 23 25 27

Estimated international filings 42 42 43 43 44 44

Resource consideratio

ns

Budget

Rm Rm Rm Rm Rm

178.3 188.8 200.0 213.0 226.9

78.2 82.9 87.8 93.5 99.6149.4 196.9 188.2 202.4 212.6405.9 468.6 476.0 508.9 539.0

30.0 30.0 30.0 30.0 30.0435.9 498.6 506.0 538.9 569.0Total Expenditure

Innovation and Creativity PromotionService Delivery and AccessTotal operational expenditureSpecial initiatives*

2015/16 2017/182016/17

Business Regulation and Reputation

Programme 2013/14 2014/15

Thank you